David Copperfield Essay -- English Literature

David CopperfieldChoose an important passage or event from the first 14 chapters ofDavid Copperfield. Analyse the significance of that moment to thenovel as a whole. You should print most themes or ideas that arerelevant to earlier or later passages in the novel, The way the novelwas written, published and read, Any clues Dickens provides about the proximo of the novel.When Mr. Murdstone arrived, David was uninformed at what this darkmysterious man would bring to his life. This person friendliness waspleasant and kind towards David and his mother to start with, butDavids seemed to gumption something fishy about his attitude which heshows us by using a nave narrator. This lets us picture it withDavids childish retrospect quite of someone recalling theincidence from the past. Hence the reason he does not understand whyhe has this feelings towards this man and can not see it through anadults perspective.David was move away to live Peggoty and her family for a few weeks andhe bel ieved it was just for a nice holiday away from home, little did... David Copperfield Essay -- English belles-lettresDavid CopperfieldChoose an important passage or event from the first 14 chapters ofDavid Copperfield. Analyse the significance of that moment to thenovel as a whole. You should write about themes or ideas that arerelevant to earlier or later passages in the novel, The way the novelwas written, published and read, Any clues Dickens provides about thefuture of the novel.When Mr. Murdstone arrived, David was clueless at what this darkmysterious man would bring to his life. This person friendliness waspleasant and kind towards David and his mother to start with, butDavids seemed to sense something peculiar about his attitude which heshows us by using a nave narrator. This lets us picture it throughDavids childish recollection instead of someone recalling theincidence from the past. Hence the reason he does not understand whyhe has this feelings towards thi s man and can not see it through anadults perspective.David was sent away to live Peggoty and her family for a few weeks andhe believed it was just for a nice holiday away from home, little did...

Impact of Telephone on Society Essay -- Essays Papers

Impact of Telephone on SocietyMany inventions revolutionized orderliness and one example is the remember, which was introduced to order in 1876. The inventor, Alexander Graham Bell developed this idea and the hollo made him famous because communication would never be the same after the ontogeny of the telephone. The telephone made an incredible impact on society. The impact could be seen through the quickness of communication, business, easier communication in wars, and some negative effects too. Although the telephone became a necessity of daily life, it was at first neglected by the public. People thought the telephone was a fake and a mere toy. Although the telephone was a powerful innovation, nobody took it seriously. Perhaps these people were ignorant because they did not realize the capabilities of the telephone. The reason for this skepticism was the revolutionary idea of communicating through a telephone, So devastatingly new, so revolutionary, was this innovation of Bel ls that a self-satisfied world wasted a good deal of time ridiculing the telephone and its inventor.1 This idea lasted for a few years, but then the publics view began to change.People started to see the significance of the telephone and what it can accomplish. Now with the help of the telephone, individuals communicated in a much fast fashion. Once this became evident, it greatly enhanced the use of the telephone. After further development of the telephone, society recognized its ability to allow one to contact another somebody at any time any place with confidence that the call would be completed. The less time it took to communicate was a big draw for society because messages could be sent instantly. This invention allowed for such... ...BibliographyBaldner, Joshua G. The Telephone and Expansion. n.pag. Online. Available http//www.beloit.edu/amerdem/students/baldner.html, Feb. 24, 1999.Brooks, John. Telephone The First Hundred Years. New York Harper and Row Publishers, 1975.Eby , Chuck. Western Electric 20B Desk Phone. n.pag. Online. Available http//www.cyber-comm.net/ pat/we20b.html, Mar. 31, 1999.- - - . Western Electric 202 Desk Phone. n.pag. Online Available http//www.cyber-comm.net/chuck/we202.html, Mar. 31, 1999.Farley, Tom. Telephone History Part 3-1921 to 1984. n.pag. Online. Available http//privateline.com/TelephoneHistory3/History3.html, Feb. 24, 1999.Pound, Arthur. The Telephone Idea. New York Greenberg, Publisher, 1926.Welcome to the World of Ocean West. n.pag. Online. Available http//ocean-west.com/contactus.html, Mar. 31, 1999.

Communication Devices :: essays research papers

Recently, while enjoying a sunny afternoon with some friends, a few baby boomers I know were relating some experiences that seem quite apposite to the subject of how communication is or will change. Young Aaron, the boy of a guest, was at a loss when told to call home. It seems our young guest had never had to apply a rotary telephone. Confronted with this icon of past technology, Aaron went away with a natural experience to relate. Another guest, upon hearing of Aarons plight, related a similar experience. It seems that Diane had given her son a watch for Christmas. It seems that this wristwatch, complete with hands and a face was foreign to this young child who has had the clock time electronically flashed at him in numeric mould for all of his life, without need of knowing how to tell time conventionally. So it seems in this day and age, that the old continues to be replaced by the newer and faster technology. We in turn argon caused to learn newer and faster ways of dealin g with these new technologies. Technology grows exponentially, meaning that the more it grows the faster it grows, yet in dealing with this technology we can in turn learn how to decrease our work time while increasing our productivity. We have definitely come a long way from the pony transmit and telegraph, yet it is not so long ago that we do not still use their predecessors, surface mail and telephones. With current technological advancements it is now assertable to communicate across the planet instantaneously, thanks to wide-band technology, fiber optics, and satellites all of which make possible this possible. With the invention of the printing press by Gutenburg in 1434, and subsequently the send-off book in print, he can be credited as the father of the information age. Accompanying the birth of the information age came an explosion of new technological advances designed to improve how we communicate. These advancement have had many glitches and shortcomings which have be en improved upon again and again. in the years since, yet they were always time consuming, Overcoming these time constraints has been the goal of assorted scientists and inventors. Painstakingly they moved forward with limited progress until the twentieth century. With the birth of the twentieth century we see a drastic cast up in advancements, which have grown by leaps and

Essay --

There are numerous aspects of Let the Right On In that show it to be traditional and yet untraditional when one considers vampire mythologyin essence a hybrid. As Jules Zanger describes modern vampires, it is easy to site the how many traits of the storys vampire, Eli, to be modern, and the story in general to be modernized. Despite the subtle references to genus Dracula, this movie de windualizes the vampire, accepting experience as impertinent to leading a solitary life, and shows her to be sympathetic and possible even gaining the audiences (and Oskars) approval of her existence. The sexual overtones of many vampire stories, including recent ones, in which the vampire bite serves as a stand-in or metaphor for penetration, undergo a radical shift in Let the Right one and only(a) In. She appears to be young, barefoot, and showing a pale complexion with modest green eyes with dark rings under them. She does not seem to have been vivification as for centuries as our classic vampi res seems to, but rather, she is stuck in this girls body. Let the Right wizard In is absolutely not about sex even if the movies primary relationship is romantic. Considering vampire folklore revolves around sex or some form of sexual aura, Let the Right One In completely deviates from this. The vampire in this story, Eli, is not sexualized at all, but rather de-sexualized. There is nothing sexually appealing about an ostensibly asexual girl stuck in a 12-year old body. Important as well is their budding affection that encompasses physical closeness but is emphatically not sexual. On one level, this exchange illustrates what going steady means to 12 year-olds it is an affirmation of friendship and loyalty quite disconnected from overt sexuality. In one scene, Oscar and ... ...ive friendship and allowing a tender love-friendship grow between Oskar and Eli.A third way that Eli is parallel to classic vampires, say Dracula, is that Eli is cut off from human society in a profound way . Though she is not immediately identified as a vampire, her appearance and behaviour mark her as an outsider. Just as Dracula is visually and audibly coded as an immigrant or foreign, Eli is set apart from clean-cut, blonde Swedish types by her tousled, dark hair and unkempt, waif-like appearance. Her divergence is particularly impinging because, with one exception, all other characters in the film are ethnic Swedes. Like classic vampire films, Eli is an outside figure and is invariably menacing, becoming a manifestation of the audiences deepest fears, while simultaneously feeling compassion and understanding for her alienation, exclusion, and difference.

World View and Citizenship Essay -- Citizenship

The Preamble to the linked States Constitution states We the people of the United States, in order to form a more perfect union, establish justice, insure domestic tranquility, provide for the common defense, promote the general welfare, and secure the blessings of liberty to ourselves and our posterity, do ordain and establish this constitution for the United States of America (U.S. Const. pmbl.). While the United States Constitution was created in order to form a more perfect union, it is up to us, as citizens of the United States, to have-to doe with all that has been established within this union. In order to do that, we all mustiness fulfill our responsibilities as citizens. For me, citizenship is an entitlement that everyone is obliged to uphold therefore, I try to follow through on my responsibilities as a citizen of my community, country, and world. Being a citizen of the United States has many responsibilities, and it is my duty to follow through with these responsibiliti es. In order to do this, I must employ my rights and act dutifully. To fulfill my responsibilities as a citizen, there are many things that I do. First, I lick my right to vote. This right to vote is one that requires me to pay attention to my government, for a citizens time and attention to the government is necessary in order for a democracy to function properly. Furthermore, I make sure to obey the laws that the government has created. These laws play an important role in upholding the ideals that were stated in the Preamble of the United States Constitution. Finally, another important responsibility that I oblige to as a United States citizen is paying my taxes. Taxes allow this country to function successfully therefore, it is important for me to fulf... ... a good citizen, to do more than your share under it is noble (Betterworld.net). In order for me to enjoy the privileges that I have been given through citizenship, I must honor my contract with society by putting citizens hip first. If I continue to take part in community service and to treat others in the uniform manner that I desire to be treated, I can continue to honor my contract with society while remaining a good citizen of my community, country, and world. kit and boodle Cited Better World Quotes - Citizenship. BetterWorld.net - The BetterWorld Factory. Web. 17 Jan. 2011. . Franklin, Benjamin. The Autobiography of Benjamin Franklin. New York Dover Publications, 1996. Print. Palmer, Parker J. Let Your Life Speak Listening for the Voice of Vocation. San Francisco Jossey-Bass, 2000. Print.

World View and Citizenship Essay -- Citizenship

The Preamble to the United States Constitution states We the people of the United States, in order to form a more(prenominal) perfect union, establish justice, insure domestic tranquility, provide for the common defense, promote the general welfare, and secure the blessings of liberty to ourselves and our posterity, do ordain and establish this make-up for the United States of America (U.S. Const. pmbl.). While the United States Constitution was created in order to form a more perfect union, it is up to us, as citizens of the United States, to persist in all that has been established within this union. In order to do that, we all must fulfill our responsibilities as citizens. For me, citizenship is an entitlement that everyone is obliged to uphold therefore, I try to attend through on my responsibilities as a citizen of my community, country, and world. Being a citizen of the United States has many responsibilities, and it is my duty to follow through with these responsibilities. In order to do this, I must employ my rights and act dutifully. To fulfill my responsibilities as a citizen, there are many things that I do. First, I exercise my right to choose. This right to vote is one that requires me to pay attention to my government, for a citizens time and attention to the government is necessary in order for a democracy to function properly. Furthermore, I make sure to obey the laws that the government has created. These laws play an important role in upholding the ideals that were stated in the Preamble of the United States Constitution. Finally, another important right that I oblige to as a United States citizen is paying my taxes. Taxes allow this country to function successfully therefore, it is important for me to fulf... ... a good citizen, to do more than your share under it is noble (Betterworld.net). In order for me to enjoy the privileges that I have been given through citizenship, I must honor my contract with nightclub by putting citizenshi p first. If I continue to take part in community service and to treat others in the same manner that I intrust to be treated, I can continue to honor my contract with society while remaining a good citizen of my community, country, and world. Works Cited Better World Quotes - Citizenship. BetterWorld.net - The BetterWorld Factory. Web. 17 Jan. 2011. . Franklin, Benjamin. The Autobiography of Benjamin Franklin. New York Dover Publications, 1996. Print. Palmer, Parker J. Let Your Life Speak Listening for the Voice of Vocation. San Francisco Jossey-Bass, 2000. Print.

Firework Problems for Math

antiaircraft gunworks The Problems July 7, 2008 On the 4th of July, genus Vanessa watched the local fireworks with her family from their front lawn. at once the fireworks began, Vanessas mom said, Wow we are really lucky that our view isnt blocked the bottoms of MOST of the fireworks appear right at the croak of that 50 foot oak tree. If Vanessa was 100 feet from the oak tree and 1500 feet away from the fireworks launch site, how many feet off the ground were the bottoms of MOST of the fireworks?Disregard Vanessas height. pic James family always puts on a big fireworks display every 4th of July. This year James got to pick out a a couple of(prenominal) that were used. He decided on two 6-packs of Roman Candles, one Mortons Mortar Kit and one Emerald City. If sales tax was 5%, based on the prices below how much change did James get back when he gave the cashier $45. 00? Express your answer in dollars and cents to the nearest cent. Roman Candles $6. 99/ 6-pack feeding bottle Roc kets $7. 99/ pack Sparklers $9. 99/ box Ground Flowers $9. 99 Mortons Mortar Kit $9. 99/ kit EmeraldCity $14. 99/ each Rain of Fire $29. 99/ each New Yorker Salute Finale $79. 99/ each pic Magda had a 4th of July party at her house. Her favorite lemonade recipe calls for 1 cupful of lemon juice for every 4. 5 cups of water. If Magda followed the recipe and made 33 cups of lemonade, how many cups of lemon juice did she use?

Analysis of Strategy Formation Essay

Strategy is difficult to qualify. There be many another(prenominal) popular and debated definitions available. One idea is that dodging is go through managements plan to attain outcomes consistent with the organizations mission and goals (Mintzberg, Ahlstrand, & Lambel, 1998). Another definition is that strategy is an integrated and coordinated rig of commitments and dos intentional to exploit core competencies and gain a warlike advantage (Hitt, Ireland, & Hoskisson 2013).Some argue that strategy bottomnot be defined at wholly because many professionals including researchers, practitioners, and theorists all have divergent thoughts on what strategy is, how it is formulated, and how it is implemented (Dewit & Meyer, 2010). However, all of these ideas have more or lessthing in common a strategy is a roadmap for urinateting from here to there. It is beta to understand that strategy is not a single concept, except rather a demonstrate made up of many pieces. For this p aper, I ordain define strategy as a roadmap or blueprint for obtaining a competitive advantage.In this analysis of strategy institution I lead examine the closely important issues involved in strategy formation and explain why they argon important, define how integrated-level strategies denote to business-level strategies and in operation(p)- argona tactics and how these pieces support severally other, and finally, I allow outline the primary in coifs to strategy facial expression in a firm. But, before we answer these questions it is important to sh atomic number 18 a brief history of strategy. The word strategy originated from the Greek work strategos.Strategos was coined when Kleisthenis developed a fresh make up ones mind of organizational expression in ancient Greece in parade to promote a give a expressive style army. The direct definition of the singular stratos path to lead (DeWit &Meyer, 2010). Essentially the concept is derived directly from a need for a hig her organizational structure, change and leading development. Warfare was pas the point of simply coaxning a battle but instead was focused upon the coordination of units and tactical overturees to battle (DeWit & Meyer, 2010).When we flavour at how strategy is organize today we also see a parallel in that firms must coordinate somatic-level, business-level and functional-level tactical issues in order to achievementful formulate a strategy. By coordinating the approach a strategy helps to gain a competitive advantage for firms just as it does for armies on the battlefield. Now that we understand the history freighter strategy formation we will discuss the most important points of strategy formation and discuss what makes them important.Strategy formation can be arduous because planners contend to plan out every single details of a plan and press everything into an orderly, mechanistic process (DeWit & Meyer, 2010). It is critical for strategies to follow a mechanistic proc ess with vision and end goal in mind while having a big picture mentality that takes change management and flexibility into account as the unkn births airfoil. Without a proper plan to learn and address needed adjustments the plan can become easily outdated and ineffective.Strategy formation is described as being a unfermented way to understand old problems, however, strategic mean and formation can lead to analysis paralysis if everywherely doublex and planned out (DeWit & Meyer, 2010). Flexibility is an important piece of strategy formation and as strategists we must avoid being married to a item set of ideas, but rather be open to learning, experimentation, balancing risks and rewards while working towards to vision that creates a competitive advantage.This pattern in a stream of decisions kit and boodle to get a company to its strategic goal and vision (Dewit & Meyer, 2010). A nigh(a) approach to this is letting the strategies emerge in the process, rather than focusing on the strategy formation in the beginning. Outside of recognizing the importance of change and emergence there are many other important variables in strategy formation. For example, many organizations develop strategies base on rigid changes like their core competencies, resources, demographics, and market demand.But, there are also many other softer pieces can be as important when formulating a strategy. According to DeWit and Meyer the most cited key issues in strategy formation are 1) general organization structure of its basic management dash 2) relationships with the government or other external interest groups 3) acquisition, divestiture, or divisional control practices 4) international posture and relationships 5) innovative capabilities or personnel motivations as bear on by growth 6) worker and professional relationships reflecting changed social expectations and values nd 7) past or anticipated technological environments (DeWit and Meyer, 2010). These key components help give us a good framework for the most important sections of strategy formation, but they dont make up everything. Many managers are satisfied with the planning piece of strategy formation, but lag when it comes to actually investting the plan into action (Hrebiniak, 2005).For many organizations putting the strategy in place is the short part and creating a winning strategy doesnt actually get you from here to there. A solid planned, documented and even inspiring plan of action doesnt gain a competitive advantage in and of itself. It is the execution of that strategy that makes all the difference in the company achieving that completive advantage.Here are some key challenges that corporations face when executing on a strategy 1) the culture of the organization and how it was not appropriate for the challenges ahead 2) incentives and how people have been rewarded for seniority or getting older and not for performance or competitive achievement (the sacred cows) 3) the need t o overcome problems with traditional functional silos in the organizational structure and 4) the challenges inherent in managing change as the division adapted to new competitive conditions (Hrebiniak, 2005).Actually getting the strategy to produce the desired results can distinctly be more difficult that forming it in the first place. Execution is not the last important point of strategy formation to discuss the stakeholders also map a fundamental map in the formation of a strategy. A stakeholder is any individuals, groups or organizations that can affect the firms vision and mission, are affected by the strategic outcomes achieved, and have enforceable claims on the firms performance (Hitt, Ireland, & Hosskisson, 2010).These stakeholders can be divided into categories. Capital Market Stakeholders are the banking partner and suppliers of capital. Product Market Stakeholders are guests, suppliers, host communities, and union groups. Lastly, are the Organizations Stakeholders, wh ich are comprised of employees, manager, and non-managers. These categories are divided from meridian to bottom in order of importance, which means that Capital Market Stakeholders have the highest level of influence and the Organizational stakeholders have the least. All takeholders are not created equal. The more critical and valued a stakeholders participation, the greater the firms dependency on it greater dependence, in turn, gives the stakeholder more potential difference influence over a firms commitments, decisions, and actions (Ireland, Hoskisson and Hitt, 2008). A shift to more emergent characteristics in the strategy making process combining stakeholder considerations and strategic conversations during strategy formation with select stakeholders is what makes the difference in a balanced strategy (Booth and Segon, 2008).The key point is the degree to which the stakeholders goals align with apiece other, and how those aligned elements are being addressed by the strategi sts in the organization. strategical leaders are responsible and accountable for realizing the expectations of each of the many stakeholders. This accountability to the stakeholders plays an important part in developing the strategy. It can also impact the expectations of each of the stakeholders. For example, the vision and mission of the strategic leaders is shared with all of the stakeholders and their confidence or lack of confidence is a direct result of those strategic leaders.The expectations and formation of our stakeholders has a significant and direct affect in our organizations strategic formation. Of carry, without security and surprise, a solid plan, execution strategy, flexibility, clear objectives, concentration, and coordinated and committed leadership, a strategy can still fail. Surprise strategy must make use of speed, secrecy and intelligence to attack unprepared opponents at unexpected time, while forcing the opponent to react to your company and not the othe r way around ( judgment Paper 1). Security addresses keeping the core competencies, operations points and resource safe from the competition.For example, if our strategy is based on the endowment of our human capital, we must work to keep the working conditions safe and happy so the competition doesnt work to recruit our talent for their own strategy. We have outlined the most important points of strategy formation and discussed what makes them important, so now it is now time to define how corporate-level strategies relate to business-level strategies and functional-area tactics, and how these pieces support each other. Functional-area tactics are short-term activities each functional area within the firm undertakes to implement the grand strategy (Pierce & Robinson, 2012).Pierce offers three characteristics that differentiate functional area tactics from business-level and corporate-level tactics 1) time horizon, focus on immediate activities 2) specificity, business strategies ply general direction, functional area tactics specify activities and how they are expected to be achieved and 3) participants, general managers are responsible for business strategies, operating managers establish short-term objectives and functional tactics that lead to business-level success (Pierce & Robinson, 2012).These activities are put in place as a means of achieving a business-level strategy and so their relationship is one of vision versus direct action to achieve that vision. . A business level strategy is a carefully seeed methodology that aids companies in implementing and carrying through with actions designed to meet the financial and other goals set by that business (wiseGEEK, 2013).Whether a firm has a competitive advantage or not, depends on the business system or business-level strategy that is has developed to relate itself to its business environment and if the configuration of resources (inputs), activities (throughput) and product/service offerings (output) intend to create value for its customers it is the way a firm conducts its business (Dewit & Meyer, 2010).Business strategy can be further understood as the decisions a firm makes about its alternatives when competing in a specific market and how those alternatives works to charter their core competencies to the surface through cost leadership, differentiation, focused cost leadership, focused differentiation, and integrated leadership/differentiation. According to Hitt et. l, the risks associated with cost leadership are 1) loss of competitive advantage to new technology 2) failure to detect changing customer needs 3) the ability of competitors to imitate the cost leaders competitive advantage through their own distinct strategic actions (Hitt, Ireland, & Hoskisson 2013).As also pointed out by Hitt et. al. , there are also differentiation strategy risks such as 1) a customer groups decision that the differences between the differentiated product and the cost leaders goods or ser vices are no longer worthy a premium price, 2) the inability of a differentiated product to reate the type of value for which customers are willing to pay a premium price, 3) the ability of competitors to provide customers with products that have features similar to those of the differentiated product, but at a lower cost, and 4) the threat of counterfeiting, whereby firms produce a cheap imitation of a differentiated good or service (Hitt, Ireland, & Hoskisson, 2013).Previously, we have identified how business-level strategy impacts functional tactical strategy and now I will address corporate-level strategy and how it, respectively, relates to these levels. A corporate strategy is what makes the corporate whole add up to more than the sum of its parts and typically comprises four concepts portfolio management, restructuring, transferring skills, and sharing activities (Porter, 2008). Portfolio management and diversification are important strategies for any medium or large busine ss.Market analysis demonstrates that many organizations that are medium coat and larger are made up of multiple businesses and offer several product lines that can cross industries and regions. Organizations can have very different financial characteristics and face different strategic options depending on how they are placed in terms of growth and relative competitive position (Dewit and Meyer, 2010). A portfolio strategy requires firms to grow through investment in existing businesses, getting new businesses and withdrawing from failing ones.As porter points out another form of corporate strategy is philanthropic involvement. When it comes to philanthropy, executives increasingly see themselves as caught between critics demanding over higher levels of corporate social responsibility and investors applying pressure to maximize short-term profits (Porter, & Kramer, 2002). It doesnt end there though, another piece to corporate-level strategy is corporate governance.Corporate govern ance is concerned with identifying ways to ensure that decisions (especially strategic decisions) are made effectively and that they facilitate a firms efforts to achieve strategic competitiveness by maintaining a harmony between the top-level managers and the shareholders interests (Hitt, Ireland, & Hoskisson, 2013). We must also point out that mergers and acquisitions play a significant role in corporate-level strategy. Corporate-level strategy is made up of many pieces, but overall it shares the same goals as the other levels, to increase value by creating a competitive advantage.We have discussed the various elements to corporate-level strategy and now we will discuss how it related to business and functional/tactical-level strategy. Since corporate-level strategy is the highest level of decision-making and encompasses the end objective of the organization, allocation of resources, stakeholders goals and acquisitions is it always value-oriented, whereas, business-level and funct ional-level strategy is more relevant to each individual business entity.Corporate strategy is not the sum total of business strategies of the corporation but it deals with different subject matter while the corporation is concerned with and has impact on business strategy, the former is concerned with the shape and balancing of growth and conversion rather than in market execution (Bhasin, 2010). Although there are different levels to organizational strategy they all relate and impact one another from the top down. Now that we understand the various levels of decision-making we will now turn to the various inputs to strategy formation for a firm.Before we conclude this analysis, it is important to review the different conditions on strategy and those schools perceive strategy formation. There are 7 main school of strategy starting with the Design School. In short, the design school looks to create a fit between capabilities and opportunities or possibilities it resulted in the fa mous SWOT analysis. Second, the Planning School also uses a SWOT like the design school to take into account internal strengths and weaknesses and external opportunities and threats.Although the design school doesnt delineate the steps like the planning school does. It is this dividing into delineating steps that sets the planning school apart. The three phases of this school are Objective Setting, Strategy Evaluating, and the Operationalization phase (Concept Paper 4). Third, in the Positioning School we see that the strategy formation is very driven by analyzing the market and deliberately implemented by those analytics.Forth, The entrepreneurial school is more of a singular vision of strategy from 1 person, videlicet the entrepreneur, rather than a collective approach as we have learned about in previous schools. Fifth, the Learning School of thought approaches strategy formulation in two separate models 1) the grassroots model approaches strategy as emergent 2) whereas, the ho thouse model formulates strategy deliberately. Sixth, the Cognitive School states that in order to understand how strategies emerge from under other ircumstances we must look into the mind of the actual strategists. And finally, the last school is the Configuration School, as pointed out in Concept Paper 11, different dimensions of an organization cluster together under particular circumstances and conditions to define states, models or ideal types. It was important to review these various schools because when we look at the big picture of strategy formation and analyze how it is made up and why it is important we can glean important points from each of the septenary school.Yes, the overall goal of each school is the same as the goal of strategy formation as a whole, to gain competitive advantage and overall value for the corporation, but it is not always as easy as following one school of thought. For example, what might work in one slip wont necessarily work in another so as stra tegists we must be able to take pieces from each school and put them in place where appropriate to achieve our desired outcome for that particular problem. Now that we have some big picture understanding of the different perspectives we will now discuss the primary inputs of strategy.As we discuss the inputs it is first important to point out that there is a difference between emergent and intended strategy. Organizations always have an intended strategy but sometimes the inputs move them towards a more emergent strategy. While strategy formulation is the process by which an intended strategy is created, emergent strategies often come out of following a specific pattern in decision making. (DeWit & Meyer, 2010). The primary inputs are identifying, diagnosing, conceiving, and realizing of course within this specific framework, there are more specific activities (DeWit & Meyer, 2010).The first input of identifying is outlining a mission and agenda, this could also include a vision sta tement. analyse is the internal an external assessments, such as the SWOT analysis. Next, conceiving is the brainstorming process by which the participants envision where there are trying to go and how they will get there. This is the key component an input of strategy formation, and for most groups it can be the most difficult because it requires creative out-of-the-box intellection. Lastly, but not least, is realizing and this is where the rubber meets the road.It is here where specific activities must be undertaken to achieve the strategic plan. We have identified the most important issues involved in strategy formation and defined why they are important, differentiated between corporate/business/functional-level strategies and how they impact one another, discussed the various schools of thought on strategy formation, and finally outlined the primary inputs to strategy formation in a firm. Now it is time to dig in a little deeper and attempt to bring it all together and analyz e what it means as a whole.From a big picture mentality strategy formation must encompass the important items we outlined, while also taking into account the potential for change. Having a change management protocol for the organization as a whole, as well as, for each of the subsidiary organizations is critical in todays global market economy. Outside of change, as strategists, we must also clearly understand our competitors, threats and regions. Things like technology can play a significant part in the ability to execute on strategy. Surprise and security are also equally important to strategy formation.What this all tells us is what we discussed early on strategy is very difficult to define as an individual concept. Rather than a singular concept see that strategy is more of a way of big picture thinking that is critical to achieving success in virtually any endeavor, not just business. Yes, you can get lucky and find success without strategy, but we could also win the lottery it doesnt mean it is going to happen. A strategic way of thinking is also not just thinking it is an executable and traceable tool that can adjust and emerge as needed.As a metaphor we can use going to the gym for strong-arm fitness. Our strategic vision is losing weight, increasing heart health and gaining strength. But, how will we get from here (fat, high cholesterol and weak) to there (strong, heart healthy and thin)? We start by developing an action plan, outlining the inputs and potential threats (bad eating, etc), and we follow our plan daily and adjust as needed based on what emerges from the data we gather. This methodology can be applied to any goal, and large corporate business is no different.Unless we execute by actually going to the gym, following and adjusting our strategy for maximum performance we will never achieve our goals, even if we are lucky. You cannot win heart health in a contest. The same goes for business you cant accidentally win customers and keep them fo r extended periods of time with successfully executing on your strategy. As we continue and find success in the gym, we may choose to diversify and bring our success to our friend and family or co-workers. This portfolio diversification also applies to large organizations.Additionally, our goals in the gym have stakeholders like our friends, family, employers, insurance companies, communities and any organizations to which we belong, not the mention, the world as a whole that benefits from our staying healthy. This philosophy our strategic way of thinking can be with us every second of everyday, and by thinking strategically in our lives and our roles in business we not only gain competitive advantage but maintain that advantage overtime. In closing, from the origins of the word strategy, and earlier, human beings have been strategizing.We strategized how to endure and now we still strategize how to hunt only we are not hunting mammoths, but we are hunted mammoth size endeavors tha t require mammoth sized strategies. As we create and execute a plan for how to get from here to there towards achieving and maintaining a competitive advantage, as strategists, we are constantly analyzing how to optimize our approach while limiting risks. Strategy as a way of thinking can also be approved upon and as humans we have the violence and control to accomplish truly amazing things for our corporations and our world.

Independent Reading Reflection

Over the summer I read five books for a total of 1308 pages. I read three fiction novels and two realistic fiction novels. For me one of my favorite books was the Dear John by Nicholas Sparks, which I had been wanting to read and in the end got around to it. Right from the vary of the book, you could tell it would be a summer love story, but what I didnt realize was how much you could feel provided by how Nicholas Sparks described their feelings. As John went off to Germany for war, I could feel Savannahs sadness and fear as she image this could be the rifle time she could see him alive.Not to mention how hurt John was to come home to find Savannah happily married and moved on with a new life. Overall, I loved how descriptive Dear John was and how you could feel like you were falling in love, just like them. Even though his books atomic number 18 usually stereotypical, The Choice also by Nicholas Sparks was a great book I read this summer. Instead of summer romance, this time i t was forbidden love. When neighbors Travis and Gabby start off with a heated argument, Gabby soon finds herself with a strange attraction to the fun-loving, wild Travis.One problem, she has a boyfriend, Kevin, whom she now has to choose between him and Travis as her love for him grows more and more. I loved this book because like Dear John, it had a love story but instead, it started out with hatred and disapproval of apiece other but slowly grew to their love. Also in The Choice, Nicholas Sparks used great description of feelings and sights. For example, parasailing high above the sound he described barely what they saw and felt and I felt like I were right there with them a hundred feet above the water too.I cant leave out that first night they met Gabby was fuming at Travis when she thought his dog got her perfect, purebred collie pregnant. Not to mention the night Travis first kissed her and she suddenly thought what life could be like with Travis, instead of Kevin. I chose D ear John and The Choice as my favorite books from this summer because they both had great description and plat lines, even if you could somewhat predict the ending . I love when I can picture everything that is going on in a book and record almost every detail, and these both did that for me.

Children with Down Syndrome Plastic Surgery Essay

Children with Down Syndrome Plastic SurgeryIntroduction Children with Down Syndrome share similar characteristics such as its effects on their facial features. The bandwagon of most kidren protracts such features as extra skin. As a result, these children birth an epicanthi fold that is additional skin on their eyelids inner corners. In addition, they have slanted eye openings rather than the horizontal openings, a feature referred to as slant palpebral tissues. Besides, such children have flattened nasal bridge and may also have downturned lower oral cavity and flat mid-facial zone. Notwithstanding, they may have an open mouth with a protruding tongue. Plastic mathematical process was proposed in the 1970s as a way to reconfigure their childrens facial features to recover from Down Syndrome. Surgery recoveries for this ailment are categorized into facial reconstruction and tongue surgery. The treatment approach has elicited mixed contest on the parenting and parenting rights. This paper argues that parents of children with Down Syndrome should not subject their children to plastic surgery to make them look more conventional. To begin with, interventions to change the body of a child may involve use of medicines, surgery or hormones. Conventionally, such interventions inflicted some physical damage to the children and are generally optional (Ameen & Boby, 2013). The procedures to reshape the body of a child are irreversible, invasive and potentially dangerous. Nonetheless, the fact these decisions are made indifferent to therapy needs differentiates them from similar parental decisions that design the child. Indeed, current laws do not consider the difference in these decisions, and thitherfore, parents can decide to subject their children to various body shaping. Current laws are indifferent to children body shaping decisions although they raise concerns on child rights, parental rights as well as parent obligations. In the U.S.A for instance, it is con stitutionally and in common law embalmed that competent adults decide on their personalised medical decisions. These decisions go beyond lifesaving treatment, dangerous cosmetic procedures and election treatment. In this regard, children are not considered as competent adults. Ethicists argue that teenagers and young children should decide on their medical procedures. However, the law vests decision making for teenagers and children on their guardians and parents withy limited restrictions. Therefore, legally, parents are free to decide among different alternatives including plastic surgery to reshape their children. Obviously, there is much as s handle when parents are allowed to subject their children to plastic surgery even when the children have Down Syndrome. Firstly, plastic surgery inflicts physical harm as it involves piercing and cutting of the skin (Ouellette, 2010). Besides, it may entail removal of organs or tissues as well as injection or anesthetizing with hormones. C onsequently, the children stand at a risk of suffering cancer, nerve damage, hypertension, diabetes or death in extreme cases. Notwithstanding, such children are likely to suffer from psychological risks associated with injury to indistinguishability and stigma. Still, the piercing, cutting and injecting the tender skin of children constitute child abuse. For ages, plastic surgery was a recipe for austerity and ostensible rich or a infallible recovery treatment for birth deformities and trauma sufferings. However, today, it is an optional cosmetic surgery accessible to people of all economic structures and ages (Ouellette, 2010). In spite of these, this paper is of the vox populi that it should be accessible to adults only. For this reason, the researcher does not harbor ill will against plastic surgery for treatment but emphatically reserves it for adults only. Therefore, this is not a grand conceptualization to present a teenage girl for breast implants to rejuvenate her low sel f esteem. Neither should a teenage boy be subjected to plastic surgery for skin acne scars. Instead, parents should tally for a few more years for them to make these shaping decisions in their adulthood. Parents of children with Down Syndrome subject their children to plastic surgery to make them look more conventional. To begin with, conventional is a relative word in Down Syndrome vocabulary because most children tend to take after other members of their family (Ameen & Boby, 2013). Therefore, there is nothing unusual. So, conventional is a term used to brandish children with Down Syndrome by their parents to refer to a less humiliating look. Note that I do not use any particular term for that purpose. As a result, my son and daughter are my children, period If they have Down Syndrome, they are not normal, weird, and conventional or anything like that like their elder siblings or not. They are my children, period Coincidentally, parents subjecting their children to cosmetic surge ry remove level love to their children (Ameen & Boby, 2013). However, they willingly, uninfluenced and independently expose their children to pain and suffering in an effort to throw a cover over their having Down Syndrome. Most of the parents claim to mitigate humiliation, embarrassment and pain from teasing by fitting them in. Pardon my dumbness, but I wonder how it helps a kid with learning disabilities learns that his parents were exceedingly embarrassed and ashamed of their outlook that they would have spent astronomically to reverse the situation (Ameen & Boby, 2013). Equally, I wonder how it helps the child when it is teased at school for existence unconventional while the peers cannot tell that the child has Down Syndrome. For this reason, parents of children having Down Syndrome should not subject their children to plastic surgery. They should wait for the children to become of age and make personal decisions. after all, plastic surgery is an irreversible condition.Refe rencesAmeen, F., & Boby, C. (2013, June 4). Parenting a Child with Down Syndrome. HubPages. Retrieved December 27, 2013, from http//society-parenting.hubpages.com/hub/Parenting-a-Child-with-Down-SyndromeOuellette, A. (2010). Shaping P arental Authority Over Children s Bodies. Indiana Law Journal, 85(3), 956-1001. mention document

Managing People & Performance Essay

This assignment seeks to holistically analyse the particular pot issues which impact the efficacious deed of a Maltese sea passenger and vehicle service political party, namely Gozo Channel Company Limited. The main atomic number 18a of concern has been high trip outed to be emanating through miss of strategical go up at heart Gozo Channels HRM, more than(prenominal) so in that respect is no alignment between the familys business dodge and HR strategy. Throughout, this archive result seek new recommendations through various business methodologies on how to overcome the barriers and issues which ar affecting peoples cognitive process.The first part of this put down explains what are the reasons which ultimately affect the performance of Gozo Channels employees and review of both the external and internal context are explored, thus identifying what the critical issues are. dissolve two of this document sets out the guide contrive of what is required to overcome m uch(prenominal)(prenominal) barriers and using different usage models acquired and researched from the Managing People and Performance module, a detailed excogitate is set up to tackle to separately one and every area effecting the performance of employees.The elective pathway throughout this assignment is cogitateed on High acting Teams and one major factor being proposed with justification is indigence.The conclusive reflection concentrates on achieving a sense of evolution non a sense of transformation within Gozo Channel, in toll of a sound recruitment strategy, training and development.1.INTRODUCTIONGozo Channel Company Limited is a government entity which for over thirty days has been providing sea ferry-transport for both vehicles and passengers between the island of Gozo and the main island of Malta. Although it operates the life-link between the two islands in a monopolistic environment, meaning without direct competition, in 2004 the government had to issue a cal l for a Public Service Obligation , according to the European Union transportation law, which basically is an arrangement in which a governing form or early(a) authority offers an auction for subsidies, permit the winning company a monopoly to operate a specified service of public transport for a specified period of judgment of conviction for the given subsidy (Wikipedia, 2009)1.1.THE IMPACT OF THE PUBLIC SERVICE OBLIGATION ON GOZO CHANNELS HR OBJECTIVES Initially in 2004, the transport authority awarded a 6 year PSO contract to GC on the basis of its provisions, imaginativenesss and standards (fleet, human resources, experience and infrastructure). At that time the company was awarded an yearbook subsidy of approximately 4 million.This subsidy as well as the revenue generated along with the various cost cutting exercises, resulted in recurrent annual profits, which in effect meant that the company seemed to be on the right track. In 2010 though, the PSO contract attracted a host of companies and consortiums, all of whom were all eyeing the Malta Gozo sea-ferry transport service.This situation was seen as a major threat and created an aura of uncertainty among company employees, causing all sorts of speculation. It was the first time that the company had to compete for its bread and butter and conceptional pressures forced GC in submitting an annual offer of approximately 800k to checker continuity. This drastic decrease in subsidy requires a holistic review in GCs business strategy but more importantly the HR strategy has to be seemlyly aligned to meet its objectives.1.2.MY ROLE at bottom THE COMPANYAs Human Resources and ICT Man bestrider, analysing both the external and internal context of GC is vital to ensure the correct review of its current affectes, policies and human resource capital. My role is to ensure that the HR strategy is parallel with the companys business strategy and more importantly ensure that all employees are nurtured, act uate and expert to support such strategy, thus ensuring that GC move forward in one strategic direction.2.CRITICAL ISSUE2.1.INTERNAL AND EXTERNAL FACTORS OF THE CRITICAL ISSUE be a government entity the company has to deal with multiple socio-political pressures, especially in light that GC offers a life-link for the island of Gozo. In a nutshell the island of Gozo depends on GC and to a certain intent one can argue that without a permanent link, GC is practically the road which ensures intra-connectivity between the two islands. Having said that and in light of the new financial realities which the company is facing as mentioned in paragraph 1.1, I moderate to evaluate both the external and internal context to erupt understand the forces sustaining the critical issue.2.1.1.EXTERNAL POLITICAL FACTORSGCs board of directors are all political appointees and their strategy and vision is determined by the government in administration. Bearing in mind that each administration normally enjoys a term of 5 years, the business strategy varies every time which in affectionateness deters continuity.2.1.2.INTERNAL POLITICAL FACTORS barely the majority of GCs employees have been politically hand-picked, meaning they were not employed on the basis of skill and/or sexual morality but on merely nepotism. These two factors form an integral part of the companys critical issue and though they are based on different levels of the companys structural hierarchy, the source is the same i.e. Political.2.1.3.EXTERNAL ECONOMIC FACTORSGC shortly has 214 employees, of which approximately 80% reside on the island of Gozo and since its inception GC has been always regarded as a leading employer, providing the ever needed employment boost to Gozitans . According to the latest statistical data gathered from the National Statistics military post (May 2013) Gozo has a rate of 10.6% of the overall registered unemployed and with limited employment opportunities in Gozo, many Gozitans seek employment alternatives in Malta. Being a government entity excessively means that the trade unions have their fair share of influence on the external economic context in wrong of collective bargaining and legislation, such as Family Friendly Measures , COLA etc.2.1.4.INTERNAL CULTURAL FACTOROne of Maltas leading trade unions, namely Union Haddiema Maghqudin enjoys the 50+1% of the GCs employee membership thus is currently the main recognised trade union representing the employees in three sections namely, Seaborne Officers, General Staff and Line Managers. GC together with UHM negotiates collective agreements which stipulate policies, procedural systems and regulate grades and pay structures.This stringent and rigid systematic approach intertwined with a unionised culture, with a strong vocation for life mentality spreading from top to bottom, restricts the multifariousness heed concept of the company. This is further attested through the low employee turnover within GC, which is practically zip and wholly attributable to natural wastage .2.1.5.TECHNOLOGY FACTORTodays market offers an array of Human Resources Management Systems which are systems and processes that intersect HRM and Information Technology. Although GC has invested in HRMS comprising of the following two packages payroll, time and attendance, there is lack of a proper Human Resources package that allows ease of access for performance appraisals, benefits administration, recruiting and learning focusing, performance records, scheduling, absence seizure management and analytics.2.2.HUMAN RESOURCES FUNCTION WITHIN GOZO CHANNELCoupled with the main factors mentioned above, GCs HR has a specialist approach leaning towards a personnel office role rather than that of the more dynamic and strategic role of HRM . Guest (1987) identifies the differences between Personnel and HRM as shown in Table 1 below.PersonnelHRMTime and planningShort-term, unstablead hoc marginalLong-term, proactive, strat egic, integratedPsychological contract ComplianceCommitmentControl SystemsExternalSelf-controlEmployee RelationsPluralist, collective, low trustUnitarist, separate, high trustStructures and systemsBureaucratic/mechanistic, centralised, formalOrganic, devolved, flexibleRolesSpecialist/professionalLargely integrated into line managementEvaluation criteriaCost minimisationMaximum utilisation (human asset accounting) Table 1 The differences between personnel and human resource managementThe traits listed by Guest (1987) under Personnel, are parallel to GCs HR functions and the drawbacks are further highlighted in Gratton and Truss (2003) three-dimensional people strategy model whereby GCs position is weak both in the erect and horizontal alignment.Figure 1 Gratton & Truss (2003) The three-dimensional people strategyThe HR department has no influence on GCs strategy and the functions are merely day-to-day administrative matters relating to staff driven by rigidprocedures which have little discernible relationship with todays realities hence the alignment in the mere tactics speak position in the Gratton & Truss (2003) three-dimensional people strategy model as depicted range of a function 1.2.3.MANAGEMENT AND COMPANY STRUCTUREThis lack of strategic approach is further compounded by the fact that GC has no Chief Executive. Furthermore there is lack of leadership throughout the management team and people management seems to be focused on the HR department only, rather than integrated throughout the immaculate management structure.2.3.1.STRUCTUREThe company is currently driven by 4 department heads namely, Operations, Commercial, Human Resources and Finance, and although the structure is flat and ideal, there is lack of viscidity between them and each department is individually driven towards its own goals.2.3.2.MANAGEMENT PHILOSOPHYSumantra Goshal (2004) refers to the downfall of Enron and explains how Andrew Fatsows (former Chief Finance Officer of Enron) d esigned Enrons management system rough a firm faith that employees pursued only their own self-interest quoting Fatsows philosophy that You must(prenominal) allow people to eat what they huntonly then will they hunt well Although the context of Enron is not related to GCs context, it does show that when you ignore the companys goals and pursue individualistic targets the results lead to disastrous consequences.2.3.3.PEOPLE MANAGEMENTLack of leadership and people management is down to the fact that Line Managers tend to shirk such indebtedness, but more so the main factor is lack of ability, hence the staffing issue mentioned in paragraph 2.1.2.2.4.POLICIES & PROCEDURESGC has an SMS manual containing specific management procedures ranging fromsafety and environmental policies to people management policies. This manual is inclined to seaborne staff and the systems and procedures are rhetoric and institutional rather than practical.This goes to show that there is lack of communica tion between GCs management and critical feedback, which is brought up during internal audits, management reviews, accident reports, etc., is not discussed and analysed correctly. Therefore the planning and capital punishment process of the ISM cycle is not citeed which eventually is why we are faced with such a situation whereby procedures are not in tune with the current requirements and realities.2.5.TRAINING AND DEVELOPMENTGC has no appraisal and evaluation system in place apart from stringent procedures for seaborne personnel, in line with the required standards of the maritime legislation. Therefore there is no manpower flow and no training strategy, albeit the occasional course organised ad hoc or as required.2.6.COMMUNICATION SYSTEMSThe downward process is non-existent and as highlighted management has no focal point in which all downward processes are channelled through. This is also coupled by the fact that lateral communication between management is also obscured by int er-personal participations. These conflicts are down to various reasons, such as lack of motivation, internal politics, greed, and selfishness, but the main factor is that management has no cohesion and everyone works within his own castle rather than in teams a scenario where no one seems to share information.3.ACTION AND IMPLEMENTATION PLANHaving analysed the critical issue in the first part of this document, the tasks ahead have been clearly defined. I have set out a plan to change the mind-set of the current HRM system. This plan tackles 4 critical areas which are highlighted further on in section 3. The table below illustrates GCs action plan showing the timescales for the carry outation of each critical area.Critical IssueTime FramePlanImplementationReview3.1 HRM StrategyBeginning of 1st QuarterEnd of 1st QuarterYearly3.2 HR Function and People ManagementBeginning of second QuarterEnd of 2nd QuarterContinuous3.3 Enhancing the Performance of Human CapitalBeginning of 2nd QuarterEnd of 2nd QuarterContinuous3.4 Measuring & Validating The PerformanceBeginning of 2nd QuarterPeriodically as required Table 2 GCs Action Plan3.1.HRM scheme TYPEIt is noticeable that GCs HR strategy is not aligned with its furrow strategy not to mention that the latter is in essence unclear due to the evaporable state of the political implications as mentioned in section 2. Thus initially, the first action is to identify a clear vision to implement organisational goals. The Line of multitude model adapted from Higgs, in Rees & McBain (2004) ensures that GCs business strategy is aligned with its people management policies and practices. On the basis of the issues mentioned in section 2, GC requires three types of HR strategies as defined by Higgs,M (2004) cost strategy, capability strategy and commitment strategy.Figure 2 The line of sight model3.1.1.COST STRATEGYAs a result of the new PSO, GC has to ensure that part of the business and HR strategy has to focus on high revenue extension with the least possible level of man power cost.3.1.2.CAPABILITY STRATEGYParallel to this, GC has to also be strategically aligned to ensure that employees are nurtured, trained and motivated to cater for early capability demands.3.1.3.COMMITMENT STRATEGYTogether with the cost and capability strategies the company must also ensure that employees are committed towards the companys strategy and goals.3.2.HR FUNCTION AND PEOPLE MANAGEMENTImplementing the above three strategies requires changing the mind-set of the HR function from a specialist role to a strategic role. It is essential that all Heads of Department, Line Managers and Masters are fully responsible for people management and share this responsibility.This way a greater stress will be put on these roles to become the implementers of the HR policies and thus it is imperative to also improve communication between departments through shared responsibility and better knowledge of what is happening. Furthermo re this gives an opportunity for all convolute to be accountable for any actions taken, thus taking ownership of their problems, bring them closer to employees by back up them better understand the pressures they are facing, gives them a sense of empowerment and helps them to improve as managers by understanding better the processes and their position within GC.In order to implement this change in the managements work ethic, it is essential that all those involved in managing people undergo training in the EIRA legislation, leadership skills and more importantly making them aware of GCs policies, regulations and processes.3.3.ENHANCING THE PERFORMANCE OF HUMAN CAPITALGratton & Ghosal (2003) define human capital as an umbrella term comprising the intellectual, emotional and social capital of individuals and organisations GCs bottom line employees lack motivation, drive and in some cases ability which in hindsight is attributable to the fact of a futile recruitment system mired furt her by political intrusion.Effectively GCs HRM should aim at developing its human capital and at the same time enhance their performance to a high level of output. The Bathpeople and performance model by Purcell et al (2003) is the perfect model to adapt in order to achieve High Performance from employees.Utilising the best abilities and skills of each employee as well as motivating them through various incentives such as pay incentives, promotions & training and also by giving employees an opportunity to participate through feedback will capably help motivate staff. Moreover it is essential that employees are managed, encouraged, respected and trusted.On the basis of this model GCs HRM has to take a pro-active approach from the intro level of each individual and form a process based on a risk-based approach to examine historical events and future plans. The guidelines for such action should be based on cycle as shown below in figure 4. This way each individual employee will be mo nitored in an powerful way and trained according to his/her competence needs, therefore training is vital for humans, to develop ability, to perform procedures, to operate systems.Figure 3 The Bath people and performance modelFigure 4 GCs HRM Guide for Action for Human Capital3.3.1.EFFECTIVE RECRUITMENT AND SELECTIONIt is essential that GC has a proper recruitment and selection policy in place which works independently and politically free from external or internal interference. Jackson and Schuler (2000) define the terms recruitment and selection as Recruitment involves searching and obtaining qualified labor candidates in such numbers that the organisation can select the most detach person to fill its need and Selection is the process of obtaining and using information about job applicants in order to determine who should be hired for long-or short-run positionThus the selection board has to be fully knowledgeable and must have a clear path of the tasks, abilities and qualif ications required for the relevant job so as to ensure that the right person/s has been selected. The model shown in figure 5 adapted from Briscoe (1995) identifies all the stagesrequired to have an effective recruitment & selection policy in place.For starters, GCs HR has to asses the need for the job through effective planning tools. A model which capably covers such area is The process of Human Resource Planning by Armstrong (2006) shown in figure 6 below. This model identifies four-spot key stages business strategic plan, resourcing strategy, demand or supply forecasting and human resources plans, which in effect knits the action and implementation plan of this document leading to the four critical issues of HR resourcing, retention, flexibility and productiveness.Figure 5 Recruitment and selection process adapted from Briscoe (1995)Figure 6 The process of human resource planning3.3.2.TRAINING AND DEVELOPMENTMabey and Salaman (1995) efficaciously links both the note and HR Strategy to Training and Development arguing that unless attention is paid to all six dimensions shown in the figure, then the timberland of training and development will be impaired and their business impact will be flawed In essence this is another vital whole step to ensure that the HR strategy is aligned with the Business strategy thus developing human capital to attain high performance. The performance evaluation process of employees is not intended to castigate people but should effectively help the development process.Therefore effective appraisals and psychometric tests coupled by constant monitoring, would greatly assist the HR department in understanding individual training needs and requirements, as well as keeping in line with the companys strategic training and development plan. A clear manakin of the lack of strategic human resource planning within GC is undergo in the marine engineering section.3.3.2.1.MARINE ENGINEERSMalta currently lacks human resources in the marine engineering sector, which has been in decline over a number of years mainly through lack of interest from students to pursue such a career. This was further tarnished by the fact that the maritime authority failed to endorse the Higher National fleece in Marine Engineering course and thus the few students who had applied for such course were forced to change career direction.Whereas currently GCs position has been as a mere spectator over such issue, this calls for a more pro-active approach by highlighting such awareness with the regime concerned and by ensuring that the maritime authority and MCAST tolerate endorsed courses, opportunities for sea time to students and more importantly courses are sustained. Moreover GC has to be directly involved in promoting the marine engineering career in schools and career expos, thus investing in the future of human capital get an employer of choice.Figure 7 Mabey and Salaman strategic training and development model3.3.3.PERFORMA NCE MANGEMENT AND REWARD SYSTEMSGC has to adopt a more business based approach to HRM and should include reward systems. Armstrong (2000) describes performance management as a cycle as shown in figure 8 below. It defines a clear plan of how to manage performance in four stages plan, act, monitor and review. The monitor and review stages are intertwined with the training and development performance evaluation process.This cycle starts by planning and agreeing a set of targets with an employee, whereby it is fundamental to maintain the performance agreement realistically and it should include team-based bonus elements rather than a high level of individual performance to avoid having a silo mentality Higgs, in Rees & McBain (2004).Figure 8 The phases of performance managementThe model below shown in figure 9 below, further explains Armstrongs performance management system.Figure 9 Phases of a performance management system3.3.4.EMPLOYEE MOTIVATIONA key element in achieving high moral e of employees, job satisfaction, low absenteeism, enhanced productivity and high performance is down tomotivation. Maslow (1954) identified a hierarchy of needs as shown in figure 10 below which ranges from physiological needs, safety, love, esteem and self actualisation.Figure 10 Maslows PyramidPorter et al (2003) link these needs to general rewards and organisational factors as shown below in table 3. This table more importantly identifies the organisational factors for each level of Maslows pyramid. Although Maslows theory defines satisfaction as the main contributor to motivation it does not guarantee high work performance. This theory though does form an integral part to attain a motivated work force and further facilitates to understand better what factors are effecting individual employees. This theory therefore has helped me clearly define another important issue which effects performance management within GC equity and fairness.3.3.4.1.ENSURING EQUITY AND palenessHaving the characteristics of a government entity, lack of motivation within GC is commonly effected through lack of equity between staff in other words employees tend to become de-motivated when they feel that they are not rewarded for their work, efforts or perhaps even for the reason that they are rewarded on the same level as others who work far less than them. Adams (1965) Equity Theory tries to find the correct rest period between the inputs and outputs of an employee. In other terms it defines the fair balance to ensure high performance as well as content and motivated employees.According to this theory Adams (1965) identifies what are the typical inputs and outputs of each individual and thus helping to identify the balance or imbalance which currently exist in GC. Such inputs include effort, loyalty, hard work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, enthusiasm, trusts in superiors, support of colleagues, and personal sacrifice plot of la nd the outputs are mainly financial rewards (such as salary, benefits, perks), recognition, reputation, responsibility, sense of achievement, praise, stimulus, sense of advancement/growth, and job security. A similar theory but has a greater nervous impulse on motivational impact is the Herzberg et al (1959) Two-factor Theory.Frederick Herzberg identifies two factors which he calls Hygiene (factors of dissatisfaction) and Motivation (factors of satisfaction) and claims that unless you eliminate the employees dissatisfaction/s and moreover help him overcome such dissatisfaction/s you can never motivate the employee. Although this theory could transmit effective motivation on an individual context, it could backfire unless Hygiene factors are tackled fairly, with equity and consistently. For example if an employee is dissatisfied on the basis of working as a Mooring Man , one can assume that by changing his grade motivation will be achieved.Overall though such decision could create a n aura of unrest between groups of staff who would view such judgment as unfair and thus pretend similar treatment in their regard, notwithstanding the fact that collective agreements would not allow such practise and in naive realism high performing teams can never be achievedthrough such methods.3.4.MEASURING & VALIDATING THE PERFORMANCEParallel to implementing the above recommendations, GCs HR must ensure that management systems are in place to validate and measure the performance of such recommendations.3.4.1.BALANCE SCORECARDIn order to maintain constant focus to ensure that GCs business activities are aligned to its vision and strategy, an ideal strategic system is the Balance Scorecard Kaplan R S and Norton D P (1992). This model will assist GCs management to asses the performance of the organisation while also helps identify what should be measured. Kaplan and Norton describe the balance scorecard as The balanced scorecard retains traditional financial measures.But financia l measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation The balance scorecard is also an idealistic strategic tool for GC since the company has an important role as mentioned earlier, therefore the vision and strategy should be intertwined with the four core areas, namely Financial, Internal Business, Innovation & Learning, and Customer.3.4.2.KEY PERFORMANCE INDICATORSThe Balance Scorecard Kaplan R S and Norton D P (1992) will also enable GCs HRM to develop its KPI. For example absenteeism can be strategically measured to evaluate to what extent this problem is within GC. In hindsight anything can be meas ured through KPI and GCs management has to be intrinsically focused on mensuration performance on the basis of directional, financial, qualitative, and quantitative characteristics.3.4.3.MANAGEMENT REVIEWSGCs management must review, analyse and discuss the performance of each department to ensure that policies and procedures are effective and not defective towards the performance of the company. The review process is intended to highlight any deficiencies which had been spotted either through KPI, incident reports, customer feedback and employee feedback.Moreover processes may be amended to incorporate new legislation and perhaps to evaluate whether the company has adequate resources. A clear example within GC is the new STCW 2010 legislation amendments which will effect GC from two different angles, namely human resource competencies in terms of certification and adequate resources to provide proper hours of rest periods to employees.4.HIGH PERFORMING TEAM (ELECTIVE PATHWAY)In tod ays ever demanding world of technological advancements and competition every company has to ensure that each individual employee must be motivated and managed appropriately to achieve a high output of performance. As clearly defined in section 3 of this assignment the following characteristics are vital to reach a level of having high performing teams within GC.The key characteristics to achieve high performing teams are participative leadership by involving and engaging employees, effective decision-making, open and clear communication thus ensuring that employees use effective communication methods and channels, valued diversity in terms of valuing the different experiences and backgrounds in teams which contribute to a diversity of viewpoints thus leading to better decision making and solutions, mutual trust, managing conflict by dealing with conflict openly and transparently and not allowing grudges to build up and destroy team morale, clear goals developed by SMART criteria, de fined roles and responsibilities, team building events to abet bonds between employees, and a positive atmosphere with an open culture which is focused on future goals.5.REFLECTIONThis assignment and module has effectively allowed me to understand better what the critical issue is. It allowed me to recognise the negative effects of having a non-strategically HRM system coupled by external and internal political interference, which in essence renders the companys strategic vision as a volatile state of mishmash.The empowerment given to me through this assignment to write down specific grievances which I have personally experienced through my current role as Human Resources and ICT Manager has enabled me to dig deep within GC. For starters my appreciation of the human element within GC has helped me explain why motivation through fairness and equity is vital in order to achieve a high performing team, something which is currently lacking due to the political cloud hovering over GC.Mo reover it is essential that there is a strategy of evolution and not a strategy of innovation with GC. The positive effects that a proper recruitment system yields helps achieve results but through this module I realised the importance of training and development which are vital to augment the knowledge and competencies of GCs human capital, helping themb to work towards achieving GCs goals and objectives while at the same time safeguarding GCs future planning.Overall the importance of aligning GCs HRM to its business strategy is critical to achieve the correct synergy to implement all the processes mentioned in section 3 of this assignment. Consequently the action plan mentioned in section 3 has to be strictly adhered to, in order to change GCs direction which is slowly destroying its livelihood as well as the livelihood of its employees. This statement further motivates me to push for the changes required by becoming a catalyst of this change in management strategy and as a resul t achieve the goals required to overcome any risks which eventually will effect GC employees and the Island of Gozo.6.REFERENCESArmstrong, M (2000) Performance Management Key Strategies and Practical Guidelines. Kogan Page cited in Henley Business School, MPP substance Module Notes Adams (1965) Equity Theory Henley Business School, MPP Core Module Notes, pp96 and further cited http//www.mindtools.com/pages/article/newLDR_96.htm Briscoe, D.R (1995) International Human Resources Management. Prentice Hall Guest, D.E. (1987)Human resource management and industrial relations, Journal of Management Studies 24(5), pp. 503-521 Gratton, L & Truss, C (2003) The three-dimensional people strategy putting human resources strategies into action. Academy of Management Executive, 17(3), pp. 74-86 Gratton, L & Ghoshal, S (2003) Managing personal human capital new ethos for the pop the question employee. European Management Journal, 21(1), pp. 1-10 Ghoshal, S (2004),People Management, 12 February 2 004, p.23 Higgs, M (2004) Future trends in HR. In R McBain & D Rees (eds) People Management Challenges and Opportunities. Palgrave Macmillan, Chapter 2 Herzberg et al (1959) Two-Factor Theory Henley Business School, MPP Core Module Notes, pp93 and further cited http//www.mindtools.com/pages/article/newTMM_74.htm Jackson, S.E & Schuler, R.S (2000)Managing Human Resources a Partnership Perspective. Cincinnati South-Western College Publishing Kaplan, R.S and Norton, D.P (1992) The Balanced Scorecard measures that drive performance, Harvard Business Review Jan Feb pp. 7180 Kaplan, R.S and Norton, D.P (1996) Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review (January-February 1996) pp. 76 Labour compact Survey 2013 Q1 http//www.nso.gov.mt/statdoc/document_file.aspx?id=3627 Mabey, C., and Salaman, G (1995)Strategic Training and Development Model cited in Henley Business School, Blackboard Learn, MPP Module & Key Resources Maslow, A (1954) Motivation a nd Personality. New York harper Row cited in Henley Business School, MPP Core Module Notes, p92 NSO Register Unemployedhttp//www.nso.gov.mt/statdoc/document_file.aspx?id=3631Porter, LW, Bigley, GA & Steers, RM (2003) Motivation and Work Behaviour, 7th ed. New York McGraw-Hill/Irwin cited in Henley Business School, MPP Core Module Notes, p93 PSO definition Wikipedia 2009 cited http//en.wikipedia.org/wiki/Public_service_obligation Purcell, J, Kinnie, N, Hutchinson, S, Rayton, B & Swart, J (2003) Understanding the People and Performance Link Unlocking the Black Box. Chartered Institute of Personnel and Development

Chartered Market Technician

Chartered Market Technician (CMT) Program Level 1 Spring 2012 Reading Assignments The CMT 1 candidate is responsible for the material on a definition level. The candidate must understand the terminology economic consumptiond in these narrations, be able to describe the concepts discussed in these readings, and be able to taste trends. The CMT Level 1 mental test measures basic, entry-level competence. The CMT 1 candidate should have a working cogniseledge of the basic tools of the technician. Exam time length 2 hours Exam format Multiple Choice Immediate scoring will be available this exams.CMT Level 1 Exam tests the candidates knowledge of six basic areas of skillful epitome 1) Terminology of technical analysis 2) Methods of charting 3) Determination of price trends/basics of pattern recognition 4) Establishing price targets 5) Equity merchandise analysis 6) Applying technical analysis to bonds, currencies, futures and options Listed below and on the following page are the r eading assignments for the Level 1 Exam. The CMT candidate is responsible for knowing and understanding the entire list of reading assignments. ***********************************************************************************CMT Level 1 Exam Reading Assignments 1) MTA Code of Ethics (attached at the end of this document) 2) Edwards, Robert D. and Magee, John, Technical Analysis of Stock gelds, 9th Edition, CRC Press, Taylor & Francis Group, Boca Raton, Florida, c2007, ISBN 0-8493-3772-0 Chapters 1. The Technical Approach to calling and investing 2. Charts 3. The Dow surmise 4. The Dow Theory in Practice 5. The Dow Theorys Defects 5. 1 The Dow Theory in the 20th and 21st Centuries 6. Important backsliding Patterns 7. Important Reversal Patterns Continued 8. Important Reversal Patterns The Triangles 9.Important Reversal Patterns Continued 10. Other Reversal Phenomena 10. 1 Short-Term Phenomena of Potential Importance 11. Consolidation Formations 12. Gaps 13. Support and Resi stance 14. Trendlines and take 15. Major Trendlines 15. 1 calling the Averages in the 21st Century 16. Technical Analysis of Commodity Charts 16. 1 Technical Analysis of Commodity Charts, Part 2 17. 2 Advancements in Investment Technology 23. Choosing and Managing High-Risk Stocks 25. Two Touchy Questions 27. Stop Orders 28. What Is A Bottom What Is A Top? 29. Trendlines in Action 30. workout of Support and Resistance 31.Not All in One Basket 38. Balanced and Diversified 39. Trial and Error 40. How Much Capital to Use in Trading 41. Application of Capital in Practice 42. Portfolio Risk Management 43. Stick to Your Guns Appendix C Technical Analysis of Futures Charts 3) Kirkpatrick, Charles D. and Dahlquist, Julie R. Technical Analysis The Complete pick for Financial Market Technicians, Pearson Education, Inc. , Upper Saddle River, New Jersey 07458, c. 2006, ISBN 100-13-153113-1 Chapters 1. Introduction to Technical Analysis 2. The prefatory Principle of Technical Analysis Th e Trend 3. History of Technical Analysis 4.The Technical Analysis Controversy 5. An Overview of Markets 6. Dow Theory 8. Measuring Market Strength 9. Temporal Patterns and Cycles 10. Flow of Funds 11. History and winding of Charts 12. Trends The Basics 14. Moving Averages 15. Bar Chart Patterns 17. Short-Term Patterns 18. Confirmation 19. Cycles 20. Elliott, Fibonacci, and Gann 21. Selection of Markets and Issues Trading and Investing 23. Money and Risk Management Appendix A Basic Statistics Appendix B Types of Orders and Other Trader Terminology 4) Pring, Martin J. Technical Analysis Explained, 4th Edition, McGraw Hill Book Company, New York, NY, c. 001, ISBN 007-138193-7 Chapters 2. Financial Markets and the Business Cycle 3. Dow Theory 4. Typical Parameters for Intermediate Trends 5. Price Patterns 6. Smaller Price Patterns 7. One- and Two-Bar Price Patterns 8. Trendlines 9. Moving Averages 10. Momentum Principles 11. Individual Momentum Indicators I 12. Individual Momentum In dicators II 13. cadmium Charts 15. Miscellaneous Techniques for Determining Trends 16. The Concept of Relative Strength 18. Price The Major Averages 19. Price Group Rotation 20. Time Longer-Term Cycles 22. Volume General Principles 23. Volume Oscillators 24. pretentiousness 25.Why Interest Rates Affect the Market 26. Sentiment Indicators 27. Applying Technical Analysis to the Theory of Contrary Opinion 28. Checkpoints for Identifying Primary Stock Market Peaks and Troughs 29. Automated Trading Systems 30. Technical Analysis of Global Stock Markets 31. Technical Analysis of Individual Stocks 5) Jeremy du Plessis, The Definitive Guide to Point and jut out, Harriman House LTD, 2009, ISBN 1-897-59763-0. Click on the following wed to buy it at an MTA members special discount www. updata. co. uk/shop/mtabookoffer. asp Chapters 1. Introduction to Point and Figure Charts 2.Characteristics and Construction 3. Understanding Point and Figure Charts 4. Projecting Price Targets Revised Novem ber 2011 Market Technicians Association CODE OF ETHICS Amended December 2004 The Market Technicians Association has established ethical metres of nonrecreational head which every Member and Affiliate shall maintain. The Ethical Standards set forth in 1 through 9 serve as a guide of professional responsibility and as a benchmark for ethical judgment. 1. Members and Affiliates shall maintain at all times the highest standards of professional competence, integrity and judgment.Said standards should be maintained, and members and affiliates should act with dignity and in an ethical manner when dealing with the public, clients, prospects, employees, fellow Members and Affiliates and business associates. This ethical standard requires strict compliance with the applicable laws and regulations of any government, governmental agency and regulatory plaque which has jurisdiction over the professional activities of Members and Affiliates. This same ethical standard requires that Members an d Affiliates abide by the Constitution and By-Laws of the Association, and all rules promulgated by its Board of Directors.Members and Affiliates shall not unduly exploit their relationship with the Association for commercial purposes, nor use, or permit others to use, Association mailing lists for other than Association purposes. 2. Members and Affiliates shall not publish or make statements which they know or have reason to believe are inaccurate or misleading. Members and Affiliates shall avoid leading others to believe that their technically-derived views of future security price behavior devise foreknowledge rather than estimates and projections subject to reexamination and, as events may dictate, to change. . Members and Affiliates shall not publish or make statements concerning the technical position of a security, a market or any of its components or aspects unless such statements are reasonable and consistent in light of the available evidence and of the accumulated knowle dge in the champaign of financial technical analysis. New methods of technical analysis and modifications of existing concepts and techniques shall be fully documented as to procedure and rationale.Proprietary methods shall not be infringed, but this standard shall be a guide in the creation of proprietary products. 4. Members and Affiliates shall not publish or make statements which indefensibly disparage and discredit the analytical work of others. 5. Members and Affiliates shall not seek, disseminate or act on the basis of material, non-public (inside) information, if to do so would violate the laws and regulations of any government, governmental agency or regulatory organization relating to the use of inside information. . Members and Affiliates shall keep in confidence knowledge concerning the lawful private affairs of both past and present clients, employers, and employers clients. 7. When a Member or Affiliate recommends that a security ought to be bought, sold or held, adeq uate opportunity to act on such a recommendation shall be devoted to the Members or Affiliates clients, employer, and the employers clients before acting on behalf of either the Members or Affiliates own account or the accounts of immediate family members. 8.Members and Affiliates shall not copy or deliberately use substantially the same language or analysis contained in reports, studies or writings prepared by any author unless permission to do so is received, in advance, from the author. In the event the original author is deceased, or is otherwise unavailable to grant such permission, Members and Affiliates must ensure that the original author receives prominent and adequate credit for the original work. 9. Members who have earned the CMT recognition shall use CMT after their name whenever and wherever appropriate.

Hispanic/Latino Culture Essay

Hispanics or Latinos atomic number 18 defined as a people of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish speaking refinement. This bourne Hispanics was created by the U. S. federal government in the early 1970s to refer to Americans born in a Spanish speaking nation or with short letter to Spanish territories. Hispanics people are vibrant, socializing, and fun loving people. Among various facts associated to this culture is that they have a deep sense of involvement in their family traditions and cultures.Hispanics / Latinos have loyal non-verbal and verbal ways of communication. To better understand one another they overly rely the use of non-verbal communication. This includes facial expressions, hand and body movements, physical touch, articulate pitch, voice sounds, and physical appearances. A Hispanic mother screaming as her child takes their first steps is a type of sound and facial expressions use to commemorate emotion without words. A fir m handshake is a common practice between people as greeting and as they leave.A hug and a light kiss on a cheek are similarly common greetings practices between woman, and men and woman who are close friends or family. Children are also though to practice this ways of greetings to their elders in a way to show respect. Men also hug each other in compact of affection. Making eye contact when being spoken to is also a sign of respect, especially if the person is elder. I remember if my mother was talking to me as a child and I looked away, I was in so much troubleNon-verbal communication is very important in face-to-face communication also because it shows feelings, intentions, and reactions. In the Hispanic culture respect is highly rated and shown by using formal titles when communicating verbally. Communicating phrases are used daily manage A sus ordenes (at your command), para servirle a usted (at your service), mi reyna (my queen), or mi rey ( my king). When it comes to advic e, Hispanic families prefer to communicate with their elders because of their experience.For example, when one becomes sick the elder may advice a safe simple home remedy. The Hispanic culture has different values, beliefs, and traditions. Family is highly value. Family is a close-knit group and the most important social group to garner in any events or special days. The Hispanic family unit includes not only parents and children but also grandparents and extended family. Individuals within the family have moral responsibilities to suspensor other members of the family experiencing financial problems, unemployment, health conditions and any other life issues.They show the importance placed upon relationship within their family extending a hand in peachy times and bad. Respeto y dignidad (respect and dignity) are other important values of the Hispanic culture. Childrens are taught to avoid confrontations with parents and octogenarianer persons, and to be obedient and respectful. The Hispanics believe that the overprotect is head of the family and the mother is to take care of home. Naming children after grandparents and parents is fairly common.A substantially-known tradition is the celebration of a fifteen year old girl called Quincenera. Hispanics culture and traditions are based around celebrating and spending time with love ones. Hispanics usually give great importance to and place great value on looks and appearance as a sense of honor, dignity, and pride. Formal attire is commonly used for going to church and all religious celebrations as well as parties, social gatherings, and work, Although this tradition seems less common in Latinos that have been in the USA for a while.Tennis shoes and jeans however are comely more popular among Hispanic woman particularly in non-formal events. It is very important to know that most Americans who were born in or have bank line of a Spanish speaking nation see themselves and refer to themselves by their ethnic identity. For example, they prefer usually to be referred as Cuban, Mexican, Colombian, or Puerto Rican, not as Hispanic or Latino. Being a diverse mix of many countries there is no doubt we form the most rich and unique culture growing in the USA.

Commandants Research Paper

oxen murmurous is the stealing of grazing cows 1. The term originated from the united conveys, where pi 1er farmers grazed kine on huge ranches that were difficult to patrol. 2 In Uganda, cattle susurration is rearing in North-eastern part of the country (Karamoja function), a semi-arid land area. The region has dominant outlandish social assemblages which overwhelm the Dodoth, Jie, Bakora, Matheniko and the Pian all in all of whom are referred to generally as Karamojong.Traditionally, cattle rustling within the unpolished communities was sancti angiotensin-converting enzymed and controlled by elders as a means of testing a persons personal heroism and prowess. In the recent past however, at that place has emerged a new system of predatory development of economic re mentions in the form of cattle rustling and banditry. This problem is manifesting itself in variant forms and is becoming endemic in north-eastern Uganda.There has been a tendency by scholars to triviali ze the issue of cattle rustling as a mere heathen practice, yet over a period of clipping there devour emerged new trends, tendencies and dynamics, leading to commercialization of the practice. The phenomenon of cattle rustling has caused a breakdown in social order, economic hardships and in credential system in North-eastern Uganda. 2. During mail colonial period, different Ugandan giving medications get adopted anti-pastoral policies leading to loss of land vital for the selection of the Karamajong herds.Today, the menace of cattle rustling in this area has reached unprecedented proportions in nature and scale out-of-pocket to a number of factors including government policies, socio- semipolitical and ecological limitations. The subsequent intervention by government saw to it that disarmament programs were the most viable solution to cease and remove all illegal poor boy usage by the Karamojong. To date however, all the disarmament programs initiated by government mai ntain not solved the problem. 3.This paper is pen for the commandant Ghana Armed Forces Command and Staff College as a partial fulfilment for the dirty money of a Pass Staff Course (psc). It seeks to analyse the problems of cattle rustling and banditry activities in Uganda, by examining the historical background of the pastoralists, causes and meats of cattle rustling, attempts by government to address it and finally proposes solutions deemed allot. The paper relied mainly on written materials, which included articles, books, reports and journals.The findings could not be comprehensively expressed within the limits of 4,000 words consequently there was the constraint of space. AIM 4. The aim of this paper is to examine the problems of cattle rustling in Uganda with a trip up to recommending appropriate solution. HISTORICAL BACKGROUND OF KARAMOJA PASTORALISTS 5. Karamojong is a generic term that refers to a grouping of pastoralists from the Nilo-Hamite ethnic group living in N orth-eastern Uganda. The region is popularly known as Karamoja and their language is Akaramojong.The community comprises five ethnic groupings namely Dodoth, Jie, Bakora, Matheniko and the Pian totaling about 12% of Ugandas population of 24. 7million. Their history and culture closely interlocks with that of their neighboring pastoralists, the Turkana in Northwestern Kenya. oxen are crucial within this community not just for subsistence but overly for the payment of bride price, which is the basis of createing bond partnerships within the Karamojong community. 3 The history of the pastoralist form raids and predatory expansion predate European colonialism of the nineteenth century.During pre-colonialism, pastoralists of the region had been accustomed to the liberty and freedom of undecidedly carrying firearms they had for some an(prenominal) decades obtained from Arab slave traders and merchants from the East Afri base coast. 4 Karamoja community had a thriving pastoral econ omy with trade in ironware and caudex with the Turkana of Kenya. They lived peacefully within the Rudolf Province of Uganda where they shared cancel resources through a system of social reciprocity, in the first place the colonial delimitation sliced through their grazing areas. 6.The redrawing of boundaries by Britain in 1926 transferred Ugandas Rudolf province to Kenya and created the read republics of Kenya and Uganda5. The colonialists wanted the pastoralists confined within the respective boundaries and to respect the invisible meridians that delineated the newly created states. Since ancient times however, pastoralism involved the protection of livestock from wild animals new-mader on protection against world thieves in uniform manner became necessary. These considerations do it prudent for pastoralists to be fortify, which was viewed as a threat by the colonial consent.On account of this, each pastoral ethnic community was ordered to surrender to the colonialist s the guns they acquired in the mid 19th century. The pastoralists refused to surrender guns peacefully, forcing colonialists to conduct a disarmament operation which was unsuccessful in that the pastoralists simply re-located to rugged mountainous terrain out of reach of the colonial patrols. 7. Nevertheless, Karamoja and Turkana regions were declared closed districts, where faeces within and outside was restricted without a valid pass. 6 By the late nineteenth century the Karamojong adopted a settled form of pastoralism through which only animals are locomote in search of pasture while the families settle permanently in given locations. Consequently, the restriction of movement limited free access to grazing land and water and push increased the social difference among the pastoralists over the little available grazing area. The redrawing of boundaries and restrictions on movement affected the pastoralists whose mode of nomadism results from ecological demands necessitating mobility. 8.At the outbreak of the Second World War, Britain recruited the Karamojong into the army in recognition of their ethno- array culture and existing dexterity with firearms and knowledge of jolty physical terrain. Karamojong as well served with distinction as soldiers for the Kings African Rifles (KAR) during armed services campaigns conducted in Africa and Asia. After political independence from Britain in 1962, the government of Uganda continued to exclude the Karamoja region from the socio-economic and political usings that were taking place in former(a) areas of the country.The community lacked road communication and infrastructures that could generate local anaesthetic employment. Karamoja region therefore remained economically deprived so failed to gravitate to the rhythm of statehood and instead modify their primordial identity. 9. In 1979, the Karamojong acquired large quantities of automatic rifles following the routing of president Idi Amin from Uganda by an alliance of Tanzanian Peoples Defence Force and Ugandan exiles. One major source was the Moroto barracks which the fleeing soldiers abandoned intact thus allowing the Karamojong to help themselves to unlimited quantity of small arms and ammunition. 7 Hence, the Karamojong strengthened their predatory capacity using the skills gained in the colonial wars and the modern automatic rifles looted from Moroto barracks to revitalize the usage of dynastic raids and predatory expansion. The recollective time exclusion of the Karamojong from the socio-economic development by the government also accounts as a cause of the new form of banditry. CAUSES OF CATTLE RUSTLING IN UGANDA 10. Cattle rustling phenomenon has undergone perfect transformation from a cultural practice of testing a persons personal courage and prowess to banditry and bloody warfare between various groups.Cattle raids within the pastoral communities often constitute a communal response to natural calamities, although it is a primitive survival outline, on the overall, raiding has the impact of creating a desperate cycle of continuous raids as each group in the region sees it as a means for re-stocking. Thus the social dilemmas created by give away natural disasters appear to be the major catalysts of the cattle-rustling phenomenon in the borderlands. Cattle rustling activities in Uganda is therefore, as a result of ecological limitations, government policies, external political and economic factors. 8 11. Ecological Limitations. The Karamoja area has an ecological feature of a semi-arid savannah, bush and mountains with varying rain pattern. In pre-colonial times, pastoral societies used migrations as a panacea9 for droughts, but the impositions of boundaries and restrictions on movement destroyed this possibility, and were totally at variance with the understanding of boundaries by the pastoralists who responded to ecological demands. These measures greatly affected the grazing patterns by t he pastoralists from their long time experience with ecological hardships.Ecological limitations further forced pastoralists to choose breeds which may not necessarily be remunerative in milk, blood, and meat yield but can endure extreme drought and survive long distances. The fixed boundaries as a result of government policies were drawn with little regard to seasonal variations and the carry of the pastoral community for pasture. Consequently, massive deaths of cattle resulting from droughts and limited grazing area led to raids as one of the options for replenishing the depleted stocks. 12. judicature Policies.As a result of colonial and post colonial government policies, the Karamajong lost a considerable portion of land through the redrawing of national boundaries of Kenya, Uganda and Sudan, gazetting of national parks and the establishment of Moroto barracks that left some(prenominal) of their grazing areas outside Uganda. They were also expelled from the newly created Gam e park of Kidepo, and protected forests. From then, the pastoral community authentic a highly sophisticated approach to sharing scarce grazing land and water in an unstable ecological system.The adoption of a settled form of pastoralism through which only animals are locomote in search of pasture and water while the families settle permanently in given locations entailed the development of hostilities among the various groups over grazing grounds and water spots. They often abandon their homes to temporary encampments in search of pasture, occasionally crossing to neighbouring districts including the border to Tukana land in North-western Kenya10. Consequently, the alienation of the Karamajong communities from the resources they once used set the order for them to seek survival strategies through mobile pastoralism.The high rate of illiteracy and unemployment among the youth who view cattle rustling and banditry as the only way to livelihood is another factor contributing to the banditry activities in the region coupled with external political factors. 13. External Political Factors. External political factors use up increased the mental unsoundness of pastoralist groups inhabiting remote regions of Northeastern Uganda and Northwestern Kenya. In particular, political fragmentation and civil wars remove had domino effect on the Karamojong and Turkana.They have played host or been caught up in armed conflicts between various factions and in the event lost livestock in big numbers. The pastoralists have from time to time had operose clashes with the rebels who come to loot livestock. Specifically, the civil war in Southern Sudan between the government of Sudan and the Sudan Peoples Liberation multitude (SPLA) and the sporadic rebel movements of the Lords Resistance Movement (LRA) in Northeastern Uganda. The Uganda, Kenya and Sudan border region is so flooded with small arms that one ethnic pastoral group will use guns for part payment of dowry when takin g a bride from the other.Whereas cattle have a symbolic theatrical role in spousal and in the social-political and economic life of herders, their substitution with modern firearms indicates that arms bearing has acquired a significant role in the spiritual and material culture of the pastoral community of Uganda. 14. scotch Factors. Another cause of cattle rustling which has amaze more entrenched in the last few decades is that of economic self-acquisition motives. Raids motivated by such tendencies do not occur as a response to ecological or natural calamities. Such raids occur at any time with the aim of acquiring animals for commercial purposes and individual gain.While the first category of raids hinges on communal interests and is proctored by the community through social norms, the latter is based completely on cloak-and-dagger interests and controlled by armed kraal leaders. This has led to the emergence of cattle warlords. 11 Consequently, cattle rustling have emerged into a new system of predatory exploitation of economic resources in the form of banditry and raids intended to salt away wealth resulting into adverse effects in the region. EFFECTS OF CATTLE RUSTLING 15. Traditionally, cattle rustling were a cultural practice that was regarded as a kind of sports to test a persons bravery among the astoralists and was sanctioned by elders. Today, however, new forms of banditry and cattle rustling have emerged, over which the elders have no control. In the last three decades, a number of pastoral societies have become militarized and increasingly swear on firearms. A few randomly selected incidents will illustrate the severity of the problem. In September 1997, fifty dollar bill Bakora ethnic communities were killed in a 4 a. m. raid by Pokot cattle raiders numbering about one thousand. The Pokot were armed with AK 47 assault rifles and about stole 7,000 cattle.In March 1999, Pokot gunmen again attacked a Matheniko village violent death 30 peo ple before escaping with 2,000 heads of cattle. However, what was most disturbing was the fact that the rustlers burned food crops gang looted women and set huts on fire. Later, an attack in February 2000 by the Ugandan Karamojong on Kenyan Pokot killed over degree Celsius people and stole about 1,800 cattle and 5,000 sheep. Cosequently, cattle raiding in north-eastern Uganda have undergone fundamental dislodges in terms of nature and scale, effects of which can be viewed from the train of insecurity, socio-political and economic impacts in the region. 6. Socio Political and Economic Impact. Cattle rustling have caused untold suffering in the Karamoja region which has led to loss of many human lives and displacement of various population and groups within Karamoja and its neighbouring districts. The twin phenomena of banditry and cattle rustling have become endemic in the region, affecting a big population of the area with kraal leaders having a range day in this environment o f lawlessness. The idle and impoverished youths are easily manipulated by the kraal heads to join their private raiding armies to conduct raids. 12 Karamojong youth seems to be happy in enlisting into these banditry and cattle raiding armies, which they feel, is substitutable to defending societal interest against an enemy, the State. Because of the state of anarchy and lawlessness in the region, it is very difficult to instrument any economic developmental projects hence people live in abject poverty. Government officers, NGOs and the line of business community based in the area live in constant fear of the bandits.The social dilemmas created by frequent natural disasters such as drought also appear to be a major catalyst of the cattle-rustling phenomenon within the pastoral community. Subsequently, the often wanton destruction of life and property and the use of consternation by the rustlers have in all its manifestations undermined the sense of value, dignity and harmony henc e, a major source of insecurity and undevelopment in the region. 17. Insecurity. The new form of banditry activities in northeastern Uganda has resulted in the emergence of cattle warlords with armed militia to protect their interests.The violence, chaos and insecurity have become the dominant feature in the region. Cattle warlordism is a new phenomenon which has emerged among the Karamojong since the 1980s, the warlords have created strong and heavily armed private armies which, apart from providing them local security, also go on cattle raids, near and far. Violence and warfare in the process of cattle raiding and looting of other property have created an environment of insecurity and tension in the region extending to neighbouring districts.State officials, specially security forces, involved in the disarmament operation are also perpetrating acts of violence and insecurity in the region, for example in 1984, a joint disarmament purpose involving Ugandan military and Kenyan pa ramilitary organisation police flopped when the soldiers involved in the program indiscriminately killed Karamojong and looted thousands of cattle. Since the post colonial period, the State has also been implicated in the confiscation of livestock recovered aft(prenominal) raids. 13 The warlords have very many retainers whom they lodge on raids, while they maintain and supervise the raiding party.They have therefore become the final authority on cattle relations, overriding the traditional powers of the elders. Consequently, the insecurity in the region is perpetuated by both State operatives involved in the disarmament operations and the warlords. GOVERNMENT ATEMPTS TO STOP CATTLE RUSTLING 18. Efforts to pacify Karamoja have been the concern of successesive regimes in the colonial times through to post colonial period. During the colonial time, Britain declared Karamoja a closed district where movement within and outside was restricted without a valid pass.In a dramatic play to restrict transhumance, the policy had the impact of pauperizing the Karamoja community who previously had a thriving pastoral economy through trade in ironware and livestock with the Turkana of Kenya. After independence in 1962, Uganda perpetuated British policies which included gun control laws, but pastoralists across the borders to the North and East had access to modern firearms, which facilitated raids. During the 1980s at the altitude of cattle rustling, government initiated another attempt to disarm the Karamojong which efforts were forcefully repelled.In 1984, a joint disarmament exercise with the Kenya paramilitary police flopped when the military involved in the program indiscriminately killed Karamojong and stole cattle. 14 Consequently, the conduct of the military involved in the disarmament operation partly a caused the failure of the earlier disarmament attempts. 19. In 1986, a program to re-establish authority of the state in Karamoja region was initiated to control cattle rustling, and consolidate the security in the region. The states opinion was that, the pastoral communities were conservative, slow to adapt to change and in many respects actually against change.In view of that, several units of the army were deployed in Karamoja, unfortunately, the army itself became the source of insecurity in the region use of force to disarm the Karamajong warriors meant declaring war against them, hence, the high handedness with which the army dealt with security issues lost the pastoral communities even more. 15 Efforts by government to fight cattle rustling are laudable, but its strategy seem short-term and unlikely to succeed without fully grasping the significance of ethno-military identity of the Karamojong and their agro-pastoral neighbours, the Turkana of Kenya.Consequently, government have not achieved immutable peace in Karamoja region because of the inability to address the root causes of cattle rustling in the area and the factors that have led to failure of the previous disarmament and pacification attempts. SOLUTIONS DEEMED APPROPRIATE 20. rotter root planning approach involving all pursuit holders in the disarmament programmes and messages should be designed, with emphasis on assuaging the pastoralists personal fears about their security through deliberate confidence-building and preparation of security.The surrender of guns should be preceded by intensive and extensive sensitizing programmes through meetings media programmes, churches, NGOs, seminars and community based programmes. Kraal leaders should be the core of mobilization, sensitisation and concretisation programmes and efforts-targeting the youth. Properly planned, simultaneous and coordinated approach to disarmament programme should be initiated to involve all s moot holders. 21. Simultaneous and Coordinated Disarmament.Government should plan and conduct a peaceful disarmament operation and closely monitor it through the establishment of disarmament co mmittees at all trains. Adoption of standardised disarmament operational procedures and underdeveloped strategies aimed at eradicating trafficking in small arms. Appointing a regional disarmament committee composed of both the military and civic leaders in the region. Liaison Officers should be appointed in the affected areas of Kenya and Uganda at regional and local levels to coordinate the disarmament operation.Government should undertake joint planning of disarmament operations between Kenya and Uganda and establish civil military coordination centre with appropriate humanitarian and civic action programmes. Government should conduct human rights training and sensitisation to the armed forces that will undertake forceful disarmament. There should be plans to ameliorate on the existing social and physical structures and pee-peeion of new ones. 22. Social and Physical Infrastructure. Government should improve on the existing roads and drainage structures in the region and inves t in water provision for livestock.Developing appropriate rain water harvesting technologies would make surface water run-off available for small-scale irrigated agriculture and wet livestock. Government should undertake improvement of the existing roads and shape new ones as prioritised for easy communication. It should construct more boreholes and collaborate with development partners in the region to undertake labour-based rehabilitation of existing valley dams and construct new ones. All these activities should be coupled with mass mobilization and sensitization of the local population ithin the pastoral community. 23. Mobilisation and Sensitization. There should be regular planning for community mobilisation, sensitisation and education campaigns which should target the all told community. Integration of traditional institutions of elders, kraal leaders, youth and women in the decision making regarding containment of insecurity and capital punishment of integrated disarmame nt activities should be first on the pacification agenda. Specifically, this should target the youth in the community who are spirited in banditry activities.Mobilisation and sensitisation campaigns for voluntary disarmament and establishment of a system of co-ordination with the military at sub-county level through Liaison should be established. The kraal leaders should be encouraged to plan and execute grazing movements with local military commanders and emphasize the use of communal grazing grounds. There should be regular joint security meetings between Kenya and Uganda to coordinate civil military activities and identify arms markets with a view to total result and arrest of those involved in order to establish law and order in the region. 4. Establishment of justice and Order. There is pauperism for government to strengthen the capacity of the police to maintain law and order during and after disarmament operation. This could be achieved by the establishment of mobile cour ts to expedite trials of those persons found with illegal weapons and recruitment of the endemical who qualify into the regular civil police force to serve in the region. Government should undertake further study on the traditional justice administration systems of the pastoralists to find best ways to integrate supreme aspects in the modern system.Government should initiate methods of easy identification of cattle within the pastoral community. 25. Branding Animals. Government should enforce branding of livestock as a security measure to stem livestock thefts and for purposes of enumerate and identity. Train livestock owners to maintain proper records regarding their herds, for example the colours of their cattle. Provide and improve services like veterinary for branding exercise in Karamoja region and the neighbouring. 26. Improved Services.Government should provide subscribe to for education in the region through the establishment of free government-aided boarding primary and secondary schools to effect attitude change against the gun, cow and cattle rustling, hence reduce recruitment of the youth into warrior-hood. Compulsory primary education for all children of school-going age should be introduced and civic education enhanced for adults. Peace and conflict resolution subjects should be bodied as a unit in the curriculum at primary and secondary school levels.Government should support and intensify livestock disease control by undertaking mass vaccination of livestock against general diseases. It should enhance an appropriate agricultural extension service delivery system which takes into account the specific constraints in the area. Healthcare facilities and services should be extended to the region to reach all the communities and efforts put to strengthen and improve water and sanitation, rehabilitate dilapidated health facilities and services in the region. 27. Rewards/Recognition. There should be resettlement packages that acquire the communit y and the gun-owners surrendering guns.This could be in monetary and other items like iron sheets, ox-ploughs etc to change the livelihood of the pastoralists. assign of certificates and or medals for recognition would also be appropriate. CONCLUSION 28. The twin phenomena of banditry and cattle rustling in north-eastern Uganda have had adverse effects on the people of the region by creating an environment of violence and insecurity. Cattle rustling have undergone fundamental transformation from a cultural practice to a commercial venture organized and bankrolled by cattle warlords.There is therefore, a significant connection between environmental conflict and the insecurity created by cattle rustling and banditry in north-eastern-Uganda. The redrawing of national boundaries and restrictions on movement affected the pastoralists since their mode of nomadism results from ecological demands necessitating mobility. (Para 6, 7, and 11) 29. Cattle raiding have the impact of creating a d esperate cycle of continuous raids as each group in the region sees it as a means for re-stocking.Raiding has been portrayed as a factor that is infix in the pastoralists mentality and that can only be eradicated by the discontinuation of pastoralism, however, the social dilemmas created by frequent natural disasters appear to be the major catalysts of the cattle-rustling phenomenon in the pastoralist community. State officials, especially security forces involved in the region are also perpetrating acts of violence and insecurity they have been implicated in the confiscation of livestock recovered after raids.Cattle warlordism is a new phenomenon which has emerged among the Karamojong since the 1980s and is also responsible for the current violence and warfare. (Para 15 and 16). 30. Various attempts have been made by the Ugandan government to exercise a strong level of control over the pastoralists and to stop cattle rustling. The aim of which has been to pacify the pastoralists a nd to ensure peace and order in the region. The methods used has had several implications which has tended to present the pastoralists as unreliable people and prone to violence.Important decisions and policies affecting the mode of humans of the pastoralists should therefore not just be forced down their throats without their active involvement from the initial stages to the implementation process. Pastoralism cannot be simply dismissed they have demonstrated economic and social acumen in the exploitation of their arid homelands, which are too arid for anything but nomadic. Government appear to have failed to achieve enduring peace in Karamoja because of the inability to address the root causes of cattle rustling in the area and the factors that have led to failure of the previous disarmament attempts. Para 17 and18). RECOMMENDATIONS 31. Government policy makers must take cognisance of the root causes of cattle rustling and identify how the ecologically related threat to peace can be contained, lessened or eradicated. Sustainable development requires grassroots support, and therefore important decisions and policies affecting the mode of existence of the pastoralists should not be simply imposed on them without their active participation from the beginning. 32.There is need for government to initiate people focused economic reforms to involve land tenure that could minimize resource conflicts and open up rural based agro-pastoral industries to improve livestock productivity to create local employment. 33. There is need for government to strengthen the capacity to maintain law and order in the region, most importantly disarmament should be calculated to win the hearts and minds. Services like compulsory education, health centres and hospitals, construction of roads, provision of clean water for human consumption and sinking of valley dams for livestock should be provided to the region.