We Googled You free essay sample

The wind was howling and relentless as Fred Westen opened the door and called upstairs to tell his wife that he was home. While he waited or her to come down, he poured himself a shot of whiskey, tilting the decanter with his left hand. In his right he grasped the morning’s Wall Street Journal. The CEO of the luxury apparel retailer Hathaway Jones wanted to hear his wife’s reaction to a story. Martha Westen walked almost languorously down the stairs. She went to the kitchen, poured herself a cup of tea, strolled into the living room, and nestled in her favorite chair by the ?re. Fred handed her the paper and directed her attention to the front page. There she found an article about how an insurer had rejected a woman’s claim for disability because of chronic ack pain, based on information the company had obtained from her psychologist’s notes. We will write a custom essay sample on We Googled You or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Martha shook her head. â€Å"It gets worse every day,† she shuddered as she envisioned a future in which everyone’s medical records were posted online. â€Å"Even our thoughts aren’t private anymore. † At 58, Martha didn’t pretend to be an expert on shared online content or anything else to do with the Internet. All her information was limited to what she read in the popular press. Which was just enough to keep her up at night. â€Å"It’s what I keep on telling you, Fred. There are no secrets now, and we’re just going to have o learn how to live with that. † Martha fell silent, staring moodily at the ?ickering ? re. Fred was almost relieved when the telephone rang. He jumped up to grab the receiver. At the other end of the line was John Brewster, Fred’s old roommate at Andover and now a stringer for a number of U. S. newspapers in Shanghai. Although the two had not stayed close after prep school, they still exchanged Christmas letters and called each other occasionally. The men spent a few minutes catching HBR’s cases, which are ? ctional, present common managerial dilemmas and offer concrete solutions from experts. arvard business review †¢ june 2007 page 1 W e Googled You †¢Ã¢â‚¬ ¢ †¢H BR C A SE S T UDY up and then John eased the conversation around to his daughter, Mimi. Now in San Francisco, Mimi had heard that Fred planned to expand the Philadelphiabased Hathaway Jones into China, and she wanted to be part of the move. All business now, she grabbed her bag, her BlackBerry, and her keys and ran out to catch the ? ight to Philadelphia. Bullish on a China Shop Fred left the house at 5:30 AM every day for his of? ce at 1 Constitution Road. He had a lot of work to do, and there was not a moment to waste. Despite sales of $5 billion in 2006, Hathaway Jones had fallen on hard times. Four years ago, the privately owned U. S. retail chain had recruited Fred because of his imposing credentials and a lifetime’s experience of working with luxury brands and had charged him with waking up the company’s sleepy, onservative stores. It hadn’t been easy.

Financial Planning for National Disaster

Financial Planning for National Disaster Abstract Whether natural or fabricated, disasters strike unexpectedly. When they occur, they can cause serious disruptions in the normal way of life of the affected communities. Aftermaths of a major disaster in a society often shatter routines, disrupt jobs, and/or destroy property and people’s lives.Advertising We will write a custom report sample on Financial Planning for National Disaster specifically for you for only $16.05 $11/page Learn More If it were possible, disasters would be avoided at all cost because the emotional toll, financial impacts, and disruptions that they cause are very traumatic to the affected society. In line with the realisation that it is difficult to stop some hazards that cause disasters from happening, there have been sustained efforts from the international community to focus on disaster risk reduction and disaster planning. This comparative research on Turkey and Mexico presents the financial arrangement for national catastrophes in the two countries. The goal is to shed light the key measures that the two countries have put in place towards reducing and planning for the many risks that are associated with disasters. Introduction Disaster Risk Reduction (DRR) and Disaster Planning are efforts that are undertaken by a given community or a nation towards promoting disaster preparedness and resilience. In the event of a hazard, the losses of property, injuries, loss of lives, and disruptions to the social and economic wellbeing of the society are greatly reduced and/or eliminated altogether (Ragin, 2004). Owing to the enormous financial losses that are associated with disasters, as well as the financial resources that are required to respond and/or to lead recovery plans, financial planning has become a major tenet of the modern disaster risk reduction and disaster planning activities around the world.Advertising Looking for report on business economics? Let's see if we can help you! Get y our first paper with 15% OFF Learn More This comparative study of Turkey and Mexico discusses the financial planning for national disasters in the two countries with an aim of bringing to the fore the key measures that the two countries have undertaken towards ensuring disaster risk reduction and planning and hence reducing the impact of disasters whenever they occur. Country Profiles and Disaster Management Situations Turkey Turkey is the most disaster-prone country in Europe. It has a long history of natural disasters, majorly earthquakes, which have caused serious disruptions to the Turkish communities in the past (MCEER, n.d). The nation of approximately 80 million people is 80% mountainous. As Sengezer and Koa (2005) confirm, â€Å"Primary and secondary risk zones cover 66% of the country† (p. 173). Geologically, the nation lies at the boundary of the African and Arabian plates, which are both moving towards the north. Following the continuous movement of the plates, a large-scale fault line of more than 1000 kilometres referred to as the North Anatolian Fault (NAF) has formed from the eastern to the western side in the northern territory of Turkey. Along this fault line, many earthquakes have occurred in Turkey. Figure 1: Map of Turkey Showing the North Anatolian Fault (NAF) and other tectonic features Source: (Sengezer Koa, 2005)Advertising We will write a custom report sample on Financial Planning for National Disaster specifically for you for only $16.05 $11/page Learn More The history of Turkey cannot be precise without a mention of major disasters that claimed thousands of lives in the 20th century. For instance, in 1939, an earthquake struck Erzincan City that is located in the eastern part of Turkey. According to MCEER (n.d), â€Å"This earthquake devastated most of the city and caused approximately 160,000 deaths† (Para. 5). Ranguelov and Bernaerts (n.d), it killed between 30, 000-40, 000 people in addition to economic losses that almost brought the city to closure. The same city was the victim of another earthquake in 1992 where more than 700 people perished. In this last earthquake, although the figure that represented the lost lives was significantly lower than the previous earthquake of 1992, losses that were incurred through damages of property, including collapse of buildings, destruction of social amenities, and devastation of important infrastructures were enormous. In fact, Ranguelov and Bernaerts (n.d) say, â€Å"The famous Erzincan earthquake (M~8.0) on 26 December 1939 generated many effects†¦ as well as big destruction and many human deaths (more than 30-40 000)† (p. 62). The situation required massive financial resources to bring back the city to its previous state. However, the turning point in the approaches to disaster management came after 1999 following the crucial lessons that were learnt from two earthquakes, namely Izmit Earthquake a nd Duzce Earthquake. The first earthquake, Izmit, occurred in the late 1999 at a magnitude of 7.6. It caused tremendous loss of human lives and property. This earthquake caused the deaths of more than 17,000 people, especially in the hardest-hit Marmara region where over 31, 000 commercial buildings were destroyed (Bibbee et al., 2000).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It is estimated that more than 120000 houses were irreparably damaged while between 27000 and 35000 others had to be demolished due to the irretrievable dents. The cost of the earthquake was estimated to be roughly USD3billion. In November 1999, another earthquake, the Duzce, which was approximately 100km from the first earthquake, occurred again along the NAF region. It was recorded to have had a magnitude of 7.2. This earthquake led to death of approximately 1000 people. It brought about numerous injuries and destruction of property. Previously, the disaster management approaches that were used by the Turkish government were focused on disaster recovery. There was no motivation for disaster risk reduction or disaster planning at the time. However, since then, the government and the international community have increased efforts to establish elaborate disaster risk reduction and disaster planning to minimise the impact of the disasters as will be discussed later. The chart below sh ows how the Turkish government has developed an organisational chart that addresses various catastrophe management roles. Mexico Located in the â€Å"fire belt† where more than 80% of the world’s seismic activities occur, Mexico is a nation that has suffered many geological disasters. Further, because of its diverse geographical landscape and climatic conditions, Mexico is exposed to a variety of natural hydro-meteorological hazards such as earthquakes, hurricanes, floods, wildfires, volcanoes, and droughts. For instance, in the period 1970-2010, more than 60 million people in the country that has a population of 113 million people had been affected by natural disasters. These figures have placed Mexico in the top 30 nations in terms of exposure to three or more natural hazards (World Bank, 2005). Annually, it is estimated that more than 90 earthquakes of a magnitude of more than 4.0 in the Richter scale are recorded in Mexico. Almost all territories in Mexico, includ ing the Mexico City, are located in earthquake-prone zones. In addition to the earthquake risk, Alva-Valdivia et al. (2000) confirm that Mexico City lies within the Trans-Mexican Volcanic Belt that is well known for its nine active volcanoes that have been a major risk to natural disasters in the region. The risk of tsunami is very real in Mexico, especially along the nation’s Mexico Pacific Coast. In addition, hydro-metrological disasters frequently affect the nation where the events range from severe tropical cyclones to heavy rainfall events and high-intensity storms along the Pacific and Atlantic Coasts. The agricultural sector is also faced with the risk of droughts, which can be very disruptive to many people whose main economic activity is farming. The nation has experienced an increased risk of disasters, especially following the evident amplified economic growth and urbanisation. For instance, more than 75% of the population in Mexico lives in urban cities. Mexico Ci ty, which is the world’s fifth largest city, has seen a rapid increase in its population. With the augmented economic wellbeing and urbanisation, more assets, infrastructure, and social amenities have become essential. Consequently, they have increased the risk of loss of lives and property in the region (World Bank, 2005). Another significant risk factor in the Mexican nation is the tendency of people who have lower incomes to conglomerate in high-risk zones such as slums or mountainous areas, as well as exposure to poor quality infrastructure that is susceptible to destruction in case of a natural disaster such as earthquakes or hurricanes. In the past, Mexico had various disasters that had major impacts on the society. Such catastrophes have revolutionised how disaster management approaches and efforts are coordinated. For instance, in 1985, one of the largest earthquakes in the Mexican history occurred. The Mexican city earthquakes of September 19 and 20, 1985 with a magn itude of 8.1 and 7.3 respectively, had the highest impact. They affected millions of people. Firstly, the earthquakes led to the loss of lives of more than 6000 people. They also led to direct and indirect losses that were estimated at USD$8.3billion. They are among the costliest disasters in the history of Mexico (Editors of Encyclopaedia Britannica, n.d). Almost 87% of the total losses were recorded from the destruction of building and infrastructure while the remaining 13% went to the loss of productivity, increased cost of service provision, loss of income, emergency response, and temporary rehabilitation. More than 1700 schools were damaged while approximately 30% of hospital capacity in the Mexico City was destroyed. More than 250,000 people became homeless while other 900,000 citizens had their homes damaged. In fact, Editors of Encyclopaedia Britannica (n.d) say, â€Å"More than 400 buildings collapsed, and thousands more were damaged† (Para. 3). Of all the major disa ster occurrences in the history of Mexico, the 1985 Mexico City earthquakes marked an awakening point where the nation of Mexico put more sustainable efforts and emphasis towards disaster risk reduction and disaster planning. Previously, the focus had been on disaster recuperation. However, the impact of these two earthquakes clearly showed that recovery was very costly and that it would cost less to have risk reduction measures to trim down the impact of disasters on the community and nation. Henceforth, Mexico has done a commendable work towards the establishment of disaster risk reduction initiatives that have greatly helped the country in terms of early warning, financial planning, and resilience of the vulnerable communities. Comparison of the Financial Planning for National Disaster in Mexico and Turkey Financial planning for national disaster refers to the efforts that a given nation puts towards disaster risk reduction and disaster preparedness to reduce the financial impact of disasters in case they occur. The financial losses that happen in large-scale disasters are highly disruptive. Sometimes, they require the intervention of the international community for the country or the affected communities to recover wholly. If disasters are not anticipated and financially planned for, the risk of delays in post-disaster response often worsens the adverse human and economic consequences. As such, disaster risk reduction efforts offer the best chance for a country to take a proactive role in preventing or drastically reducing the losses that it may suffer in the event of a disaster (Arnold, 2008). Both Turkey and Mexico face high levels of risk for disaster events. Their history is marred by major disaster events, which have marked an awakening point when the need for disaster risk reduction, including financial planning has become evident as the way to go in addressing future disaster occurrences (Stallings, 1997). With the two countries featuring in the top -ten list of nations that have a high risk for natural disasters, with Mexico at position five and Turkey at position 8, the need for disaster risk reduction and disaster preparedness can only be ignored at the peril of the two nations. In other words, it is no longer tenable for the two nations to sit and wait for a disaster to occur without initiating any recovery plans. From the two 1999 earthquakes in Turkey, where â€Å"At least 17,118 people were killed, nearly 50,000 injured, thousands missing, about 500,000 people homeless and estimated 3 to 6.5 billion U.S. dollars damage in Istanbul, Kocaeli and Sakarya Provinces† (MCEER, n.d, Para. 20), the government was put in a difficult place. Finances that were meant for other development activities and the provision of services to citizens were diverted and directed towards disaster recovery efforts. More than ever, there was a need for the government to revisit its disaster management and response strategies to ensure that s uch events and disruptions would never face the nation again. In recognition of the need to establish an elaborate disaster risk reduction and management approaches to reduce the economic impact of future disasters on the people and the government, Turkey put forward a ten-year roadmap from 1999 to achieve the goals of a well-established disaster risk reduction and management apparatus. The plan included, â€Å"the establishment of a national information centre for processing of all kinds of earthquake data, such as the preparation of earthquake catalogues and earthquake hazard maps of Turkey† (Bibbee, Gonenc, Jacobs, Konvitz, Price, 2000, p. 19). During this time, a wide consolation and involvement of experts from different organisations such as the United Nations Office for Disaster Risk Reduction, the USAID, and JICA among other bodies that had an extensive experience in disaster risk reduction efforts around the world were engaged. These efforts were aimed at ensuring su ccessful formation of elaborate policies and authorities that would be in the forefront to coordinate disaster risk reduction efforts in Turkey (Cummins Mahul, 2009). Besides, the framework below was successfully adopted to address disasters in the country. At the end, the government saw that the future of disaster risk reduction lay in the establishment of a central authority that would lead in the coordination of disaster risk reduction efforts that covered preparedness, financial planning, and resilience. The first step in this process was the collapsing of the existing institutions that were focused on disaster management. They had many inadequacies that hindered their capacities to respond to disaster occurrences. The institutions that collapsed included the Directorate General of Civil Defence, Directorate General of Disaster Affairs, and Directorate General of Turkish Emergency Management. Instead, in 2009, a new umbrella body of all organisations that dealt with disaster m anagement was formed. The body became the Disaster and Emergency Management Presidency (IFAD in Turkey) under the Prime Minister. The IFAD was given enormous resources and authority to be the sole authority in all efforts that were geared towards disaster risk reduction, preparedness, emergency response, and recovery. However, much of the organisation’s efforts have concentrated on preparedness and risk reduction. For instance, the organisation is actively engaged in promoting insurance schemes towards disasters, which have been absent in the nation for a long time. In addition, according to Anan (2011), IFAD recognises the importance of financial planning towards disaster risk reduction. In this case, unlike in the past, the organisation has a strong financial resource base that is allocated by the central government to allow it to carry out disaster risk reduction awareness activities while at the same time responding promptly in the event of a disaster emergency in the cou ntry. The success of the organisation has already been tested and proven, especially during the Elazig Simav and Van earthquakes where the organisation intervened swiftly and responded accordingly to help victims and/or offer disaster recovery plans. Currently, 1% of the national budget of the Turkish government goes to the IFAD, which represents one of the highest percentages of money that is set aside by governments towards DRR in Europe. The situation in Mexico follows almost the same script as that of Turkey. Accordingly, for a very long time, disaster management and coordination efforts were dedicated towards disaster recovery. Very little efforts were focused on disaster risk reduction. Indeed, the 1985 Mexico City earthquake, which in its aftermath left over 6000 people dead and over USD$8billion of financial and economic losses, was the awakening point that effectively changed disaster management and coordination efforts in Mexico forever. In the aftermath of the disaster, t he Federal Government of Mexico (GoM) established a National Commission for Reconstruction in October 1985 to coordinate disaster recovery and reconstruction efforts (Arnold, 2008). After the recovery, efforts were commissioned to start the process of ensuring that future disasters would not have such devastating impacts in Mexico. In 1986, the Sistema Nacional de Protection Civil (SINAPROC) was established as an umbrella body for various government bodies, as well as non-governmental organisations whose mandate was to promote engagement between these bodies to ensure that good approaches to future disasters would be deliberated and adopted where necessary. The SINAPROC, which is now under the control of the Ministry of Interior, is charged with the coordination of disaster risk reduction efforts. Under the leadership of SINAPROC, a Natural Disaster Fund (FONDEN) was established to ensure financial preparedness in the event of a disaster in Mexico. Through this fund, the government of Mexico is now able to dedicate not less that 0.4% of the nation’s budget to disaster risk reduction efforts and recovery. The funds that are available through the kitty can be used to towards emergency response, infrastructure reconstruction, building of low-income housing, and other efforts that are geared towards cushioning the community and government from financial shocks during disasters. While a large share of the budget of FONDEN goes towards disaster recovery, a significant share goes towards disaster risk reduction efforts (Cummins Mahul, 2009). The success of the fund, especially in disaster risk reduction, has been evident through the establishment of an elaborate early warning system for major hazards in the country such as volcanic activities, hurricanes, storms, droughts, and earthquakes, which have helped communities to prepare early or to be evacuated to safety before any disasters strike. A good example is the Hurricane Dean, which did not cause any direc t death in the nation, despite its magnitude. Other success stories of the fund have been evident through the collaboration between SINAPROC, which has ensured consistent adoption of better housing codes such that buildings and infrastructure can withstand earthquakes and hurricanes and hence greatly reduce the impact of the disaster on the society (Cummins Mahul, 2009; Neuman, 2006). In addition, the increasing adoption of insurance covers towards disasters is a clear indication of SINAPROC’s efforts towards the transferring of risk to third parties by property owners to guarantee faster recovery and return to the normal state of affairs in the event of disasters. While Turkey has had better success stories in its financial planning for national disaster efforts, Mexico has also achieved considerable success. Both countries are good examples of how disaster risk reduction efforts can greatly cushion the government and society from extreme impacts of disasters. For better di saster risk reduction efforts, both countries will have to dedicate more resources to financial planning and/or establishing collaborative efforts that will allow more partnerships with other nations and organisations to achieve better results in disaster risk reduction. Discussion The impact of natural and fabricated disasters can cause serious devastations to societies and nations. In many cases, the impacts overwhelm the affected nations’ capacity to cope with the situation. As such, the approach of waiting for disasters to occur to initiate disaster response and recovery efforts is no longer tenable (Twigg, 2004). It is very costly as evidenced in the case of Turkey and Mexico. The aftermath of disasters often leaves nations in economic disasters where they have to appeal to international allies for financial support towards recovery. Therefore, in this case, financial planning and preparedness forms a central tenet of disaster risk reduction, which organisations must ado pt to ensure that they can reduce the impact of disasters while at the same time helping in recovery efforts (McEntire, 2006). The success of financial planning in Turkey and Mexico is a good example of why nations around the world must put more efforts towards disaster management instead of applying the wait-and-see attitude, which often backfires on them while leaving hundreds of people dead, billions of dollars worth of properties’ destroyed, and other devastations that have a lasting impact. Conclusion The relevance of financial planning in disaster management and coordination has been laid bare in this paper. Despite the two countries being geographically separated and distinct, they face unique disaster risks that make them susceptible to disaster events such as earthquakes, floods, hurricanes, and other hazards. The path towards financial planning did not happen overnight. It followed hard lessons and bad experiences that the two countries faced from past disaster even ts. Consequently, disaster risk reduction efforts that encompass many programmes, including financial planning, play an important role in the two nations’ efforts towards disaster management and coordination. Reference List Alva-Valdivia, L., Goguitchaichvili, A., Ferrari, L., Rosas-Elguera, J., Urrutia-Fucugauchi, J. Zamorano-Orozco, J. (2000). Paleomagnetic data from the Trans-Mexican Volcanic Belt: implications for tectonics and volcanic stratigraphy. Retrieved from terrapub.co.jp/journals/EPS/pdf/5207/52070467.pdf Anan, K. (2011). Rural Poverty Report. Retrieved from ifad.org/rpr2011/report/e/rpr2011.pdf Arnold, M. (2008). The role of risk transfer and insurance in disaster risk reduction and climate change adaptation. Sweden: Swedish Commission on Climate Change and Development. Bibbee, A., Gonenc, R., Jacobs, S., Konvitz, J., Price, R. (2000). Economic Effects Of The 1999 Turkish Earthquakes: An Interim Report Economics Department Working Papers No. 247. Retrieved fro m oecd.org/turkey/1885266.pdf Cummins, D., Mahul, O. (2009). Catastrophe Risk Financing in Developing Countries: Principles for Public Intervention. Washington, DC: The World Bank. Editors of Encyclopaedia Britannica (n.d). Mexico City Earthquake of 1985. Retrieved from britannica.com/EBchecked/topic/1421132/Mexico-City-earthquake-of-1985 MCEER. (n.d). Major Turkish Earthquakes of the 20th Century. Retrieved from http://mceer.buffalo.edu/infoservice/reference_services/turkey-major-earthquakes.asp McEntire, D. (2006). The Importance of Multi-and Inter-disciplinary Research on Disasters and for Emergency Management. Denton: University of North Texas. Neuman, L. (2006). Social Research Methods: Qualitative and Quantitative Approaches. Boston: Pearson. Ragin, C (2004). Workshop on Scientific Foundations of Qualitative Research. Arlington: National Science Foundation. Ranguelov, B., Bernaerts, A. (n.d). The Erzincan 1939 Earthquake A Sample Of The Multidisaster Event. Retrieved from b alkangeophysoc.gr/menu/congresses/oral/62-63-O8-13-Boyko-Ranguelov_2.PDF Sengezer, B., Koa, E (2005). A critical analysis of earthquakes and urban planning in Turkey. Disasters, 29(1), 171-194. Stallings, R. (1997). Introduction: Methods of Disaster Research: Unique or Not. International Journal of Mass Emergencies and Disasters 15, 1(1), 1-29. Twigg, J. (2004). Good Practice Review: Disaster risk reduction, Mitigation and preparedness in development and emergency programming. London: Humanitarian Policy Network. World Bank. (2005). Natural Disaster Hotspots: A Global Risk Analysis†. Disaster Risk Management Series No. 5. The World Bank: Hazard Management Unit.

I want you to do a literature review about how to bring and Essay

I want you to do a literature review about how to bring and maintaining a recruiting a staff of savvy and highly skilled - Essay Example Achieving the satisfaction of the business owners would mean that the best performers are rewarded for their efforts, and management efforts are appreciated as well. This is unfortunately, easier said than done. An organization has to compete with others in the marketplace and in the same or different industry, in order to attract, retain and keep the best employees on their payroll. At the same time, achieving the best fit for positions in different departments and at different levels of the organization is important. A good employee must not only have the proper skills and attributes for the job, he must be able and willing to perform his duties with responsibility and confidence, whether individually or as a member of a team. He must be a self starter but also willing to follow the instructions, dictates and policies of the organization. Where problems arise, he must be able to approach his supervisors and take their advice. In fact an open culture and collaborative friendly appro ach to problem solving have been the hallmarks of the best organizations (Peters & Waterman, 2004). Management by objectives and providing valuable feedback and guidance during interim and annual performance reviews can help the willing and able employee succeed and earn the respect of his peers as well as his superiors (Crosby, 1992). In today’s recessionary environment, organizations are cautious about hiring too many employees. Business has dwindled and consumer confidence is scarce. College and university graduates are having an increasingly difficult time finding and keeping jobs. It seems that the workplace is full of doom and gloom too, with a lot of directives to follow if one is to hold onto his or her job and make it up the career ladder. More and more of the work population are disenchanted with this state of affairs and the result is that the national unemployment rate of 10 percent in the USA is almost constant. The combination of consumer inertia and loss of con fidence in the system means that it will be some time before we overcome this crisis. This review will focus on how to attract and retain the best staff for the longest possible time by making HR a strategic partner in their lives as well as in promoting the objectives of the enterprise. We will be focusing especially on employee retention, workforce turnover, retaining recent graduates and young worker turnover. Employee Retention: How to Retain Employees in a Downturn   The effects of the financial crisis that occurred in the sub-prime mortgage sector in 2007 had spilled over and affected the rest of the world by 2008. It was really disastrous for most of the world’s economies, given that our financial and economic and trade systems are inexorably linked to one another like compartments in a beehive. Any problem that spills out of control can affect and contaminate the world’s economies in a matter of days or weeks. Since the USA is one of the world’s bigges t economies, its links through economic and trade relations would affect all of its trading partners in some measure, and that is exactly what happened. With the world’s major markets in a nosedive, the situation looked gloomy for a lot of world economies. Even now, most of the EU nations are looking

Genetic Engineering Research Paper Example | Topics and Well Written Essays - 1000 words

Genetic Engineering - Research Paper Example Nature has the inherent ability to produce a new combination of genes through the process of natural sexual reproduction. However the number of combinations that can be produced is small due to limitations in sexual reproduction mechanism. Through the process of genetic engineering innumerable genes can be shuffled from a variety of organisms and used for the production of novel and economically viable traits (Genetic Engineering). This process was initially developed for the production of genetically modified foods that had resistance against pesticides and which provided higher yields. Genetic engineering allows for bulk production of substances which could be an economically viable option in cases where conventional process required to produce the same compound are expensive. This technology is now being widely used for the commercial production of enzymes, antibodies, crops, drugs and vaccines. In addition, several genetically modified organisms such as insects, bacteria, plants, livestock, fishes and animals are also being produced through this process that is not otherwise possible through natural means (Epstein; Abbas, Lasekan and Khalil). Though the technology has ushered in the production of organisms, crops and drugs with unique properties major interest groups within the society believe that genetic engineering is a threat to mankind as there are several grave consequences associated with the development. One of the main concerns is the ability of this technology to disrupt the natural ecosystems and the environment. All the genetically modified organisms such as plants, animals and microbes would further reproduce and mutate to give rise to ne life forms and all of these could cause irreversible changes to the natural ecosystems and environment (Epstein). Most of the genetic engineering work is carried out through the use of recombinant DNA (rDNA) technology that employs vectors such as plasmids or viruses to transfer the

Air France SWOT Analysis and Organisational Culture

Air France SWOT Analysis and Organisational Culture Air France-KLM is an international airline company and a member of the Skyteam airline partnership. The company was formed on May 2004, following the merger of Air Frances and KLM Royal Dutch Airlines (KLM), thus creating the worlds largest airline group by earnings and second largest worldwide cargo operator in terms of revenue-tonne kilometers. The company operates under two major networks hubs, Paris-CDG and Amsterdam-Schiphol. The Companys three main businesses are passenger transportation, cargo operations, engineering and maintenance. The company counts more than one hundred thousands employees all over the world. Passenger transports being the major business of the company with more than three hundred destinations worldwide. The majority of the employees are based in France and the Netherlands. Both Air France and KLM continue to operate flights under their distinct brand names as subsidiaries of Air France-KLM. LIST OF ACCRONYMS AF Air France NWA Northwest Airline CSR Corporate Social Response MRO Maintenance Repair and Overall CDG Charles de Gaulle IT Information Technology E M Engineering and Maintenance GDP Domestic Growth Product HR Human Resource CHAPTER 1 Introduction AIR FRANCE KLM AIR FRANCE KLM is the combination of two big airlines such as Air France and KLM. Since their merger in 2004, KLM works closely with Air France within the AIR FRANCE KLM holding company. In terms of financial turnover, AIR FRANCE KLM is the worlds largest airline partnership; it also transports the most passengers and is the worlds second-largest cargo transporter. Air France and KLM carry  more than 71 million passengers per year. They operate more than  594 aircraft enabling them to fly to  236 destinations worldwide with 2,500 daily flights. The two airlines world networks can be combined, forming a vast network organized around the two major hubs of Amsterdam-Schiphol and Paris-CDG. The head offices are located at Amstelveen and Paris. Alitalia AIR FRANCE KLM and Alitalia agreed to strengthen their partnership in January 2009 by AIR FRANCE KLM taking a minority stake in Alitalia. The agreement gave AIR FRANCE KLM greater access to the Italian market. SkyTeam Alliance SkyTeam is a global airline alliance which includes AirEuropa, Air France, Alitalia, China Southern Airlines,  , Delta Air Lines, Aeroflot, Kenya Airways, KLM, Korean Air (including Northwest Airlines), CSA Czech Airlines, Tarom and Vietnam Airlines, Aeromà ©xico. Air France and KLM are members of the SkyTeam alliance. Income Over the fiscal year 2009-2010 the turnover of Air France-KLM was 20.9 billion euros. Together, the two airlines have over 107.000 employees. For more information on AIRFRANCE KLM Finance, please  go to www.airfranceklm-finance.com. Shares The Air France-KLM shares are listed in Amsterdam, Paris and New York. Aim Air France-KLM comprises a holding company which controls two airlines, Air France and KLM, each of which retains its own separate identity and brands. The group is the worlds largest air transport group in terms of revenue, second largest in terms of air traffic (in passenger-km) and cargo (ton freight-km), and third largest in terms of maintenance revenue. Both airlines run their own operations from their respective hubs Paris-Charles de Gaulle and Amsterdam-Schiphol. Passengers Passenger transport is the largest of the groups three core businesses, generating around 80% of its revenues (as of 31 March 2008), with 74.8 million passengers carried. Cargo Cargo was the first fully-integrated commercial activity at Air France-KLM in 2005. Client companies now have a single point of entry, and a full, simplified offering with flights departing from both hubs and benefiting from both networks. Air France-KLM Cargo ranks first worldwide among air freight carriers (excluding integrators). Maintenance The combination of Air France Industries and KLM Engineering Maintenance allows the group to offer a comprehensive range of aircraft maintenance and overhaul services with complementary areas of specialization. Maintaining the two fleets accounts for two-thirds of the groups maintenance operations, further supplemented by maintenance repair and overall (MRO) operations for 150 third-party airlines. Mission and Vision The mission of Air France KLM is to provide its customers a high quality service adaptable to their changing needs. The overall vision is to become the worlds biggest and leading airline company. Company Background Air France Air France founded on 7 October 1933. The background of the company has been striking by a number of milestones, including investing the acquired capital of UTA in early January 1990 and the combination with Air Inter in 1997. Air France and Delta Air Lines joined forces with Aeromà ©xico and Korean Air to launch the Sky Team alliance in June 2000. Air Frances main hub at Paris-Charles de Gaulle is Europes number one in terms of connecting opportunities. KLM Meanwhile KLM was first founded on 7 October 1919 being the oldest airline still operating under its original name. The recently background has been marked by the formation of a joint venture with Northwest Airlines (NWA) in 1989 and its achievement of the investment of Kenya Airways in 1996. KLM has Amsterdam Airport Schiphol as its home base. Air France and KLM Royal Dutch Airlines have become the largest European airline group Since May 2004 but each airline has retained its individual identity, trade name and brand which mean three businesses, two airlines, and one group SWOT Analysis of Air France Mullins (2007) explained that, in order to evaluate the nature of the business environment and its strategic capability an organization may undertake a SWOT analysis focuses on Strengths, Weaknesses, Opportunities and Threats facing the organization. (S)TRENGTHS Strengths are those positive aspects or distinctive attributes or competencies which provide a significant market advantage or upon which the organization can build. Against a backdrop of increased Liberalization which serves to intensify competition, the profitable growth strategy plays to the groups strengths, the following are the air France KLM group strengths. A modern fleet the groups chief asset Guaranteeing energy and economic efficiency and greater safety levels, the groups aircraft fleet is its chief asset when it comes to meeting the challenges of sustainable development. The dual Roissy Schiphol hub and a balanced network The Air France and KLM route networks complement each other extremely well. The dual hub concept is central to group strategy and is designed to make the most of this. The benefit of dual brand strategy Air France and KLM took an original approach to the merger, choosing to retain the two brands while developing a unified strategy. Air France and KLM each enjoy strong brand identities and are extremely complementary. Enhanced competitiveness thanks to cost control To maintain its competitiveness, the group launched Challenge 10,designed to save 1.4 billion euros by 2009-10, through a 3% cut in unit costs. The plan is four-pronged: Process optimization and productivity gains; Fleet modernization, which will generate fuel and maintenance cost savings; Purchasing, and optimizing group synergies; External distribution costs. The development of high growth areas The groups ambition is to seize growth opportunities in countries driving global economic growth, mainly Brazil, Russia, India and China. In the years ahead, the Air France-KLM group plans to grow by 4.7% per year in terms of available seat-km on its long-haul network. (W)EAKNESSES Weaknesses are those negative aspects or deficiencies in the present competencies or resources of the organization, or its image or reputation, which limit its effectiveness and needed to be corrected to minimize their effect. International economic instability Faced with soaring oil prices, international economic instability, and signs of waning demand, air transport has entered a period of great uncertainty. Our Group can count on its strategic assets, the quality of its fuel hedging and its resolute policy of cost control to meet this challenging period of turbulence and low visibility (O)PPORTUNITIES Opportunities are favorable conditions and usually arise from the nature of changes in the external environment. The organization needs to be sensitive to the problems of business strategy and responsive to changes. Sustained demands In an increasingly global society, the demand for mobility is also increasing. Air transport is a key factor in a countrys economy. Over the last 20 years, air transport has grown twice as quickly as gross domestic product (GDP). In 2008, the rapid development of emerging countries is stimulating growth in Latin America, the Middle East and Asia. This will compensate for the slowdown in the US economy. As for the future, IATA forecasts an increase in global capacity of around 5% per year by 2011. A key contribution to the economy Air transport carries over 2 billion passengers annually. Tons of cargo shipped by air each year represent 35% of the total value of export trade in manufactured goods. By connecting people, businesses and goods around the world, air transport makes an essential contribution to global economic activity. Both directly and as a promoter of growth in other industries. (T)HREATS Threats are the converse of opportunities and refer to unfavorable situations that arise from external developments likely to endanger the operations and effectiveness of the organization. Air France KLM like any other organizations is faced with a number of threats, these includes Increased pressure Growth in European low-cost carriers has been strong for some years and Middle Eastern carriers are planning considerable expansion: Gulf carriers plan 20% seat growth per year for the next three years. This represents stiff competition for European airlines on traffic between Europe and Asia or Australia. Development limited by infrastructures Europe is experiencing air traffic congestion, leading to significant delays, increased costs and CO2 emissions. This is partly a result of the fragmentation of airspace and of the air traffic control process. There is considerable room for improvement. For 10 million flights a year, it is estimated that the actual route flown is 5% longer than ideal. For some routes, such as Amsterdam-Zà ¼rich, it is even 20%. The annual cost of fragmented European skies is estimated at 3.4 billion euros. A sector subject to heavier taxation Air transport is subject to strict regulation, mainly regarding security, safety and infrastructure. The sector is also subject to high charges, among them airport or navigation charges, plus dedicated fees to finance security. Moreover, air transport is the only means of transport to finance soundproofing measures, as it does in numerous European countries. Climate change awareness General awareness of the reality of climate change continued to increase in 2007. This was coupled with local environmental constraints that have always affected air transport activities. Air transport accounts for between 2 and 3% of all man-made CO2 emissions. In Europe, its relative contribution will increase due to growth in traffic and the expected reduction of emissions in other industries. In the past 40 years, the sector has made considerable progress, reducing CO2 emissions per passenger by more than 70%. Summary In spite of its merger Air France KLM is still operating under its identity and brand name with their home bases located at Amsterdam airport Schiphol for KLM and Paris-Charles de Gaulle for Air France. The main core duties of the airline are to transport passengers, cargo and engineering and maintenance. As any other organization Air France KLM has the opportunities to grow much bigger and become the first largest airline company in the world. One group, two airlines, three businesses. Organisational structure The pattern of relationship between various positions in the organization and among members of the organization is referred as structure. Organization is essentially a group of people with a common objective or goal to archive. The structure can either be formal i.e. documented or informal i.e. unofficial. Mullins (2007) defined, Organization Structure as the division of work among members of the organization, and the co ordination of their activities so they are directed towards the goals and objectives of the organization. It is the relationships among positions in the organization and among members of the organization. It makes possible the application of process of management and creates a framework of order and command through which the activities of the organization can be planned, organized, directed, and controlled. It defines tasks and responsibilities, work role and relationships, and channels of communication. Essentially there are various types of organizational structures depending on the nature of organization, such as centralized, complex, stratified and formalized structures. An effective structure is the one that coordinates various parts of the organization and different work areas. Meanwhile the structure of the organization can either be tall i.e. with a long hierarchical chain of command where the freedom and responsibility of the subordinates is restricted or flat i.e. with a short chain of command, there is more effective between management and workers but employees may have more than one manager. However both of two structures above are highly affected by the number of employees who reports direct to a certain manager that is Span of Control. Hellriegel et al (1998) explained, that span of control refers to the number of employees reporting directly to one manager. When the span of control is broad, relatively few levels exists between the top and bottom of the organization. C onversely when the span of control is narrow, more levels are required for the same number of employees. Although there is no correct number of subordinates that a manager can supervise effectively, the competencies of both the manager and employees, the similarity of tasks being supervised and the extent of rules and operating standards all influence a managers span of control. Organisational culture According to Hellriegel et al (1998), the organization itself has an invisible quality a certain style, a character, a way of doing things that may be more powerful than the dictates of any one person or any formal system. Armstrong M (2006) defined, organizational culture as the pattern of values, norms, beliefs, attitudes, and assumptions that may not have circulated but shape the ways in which people behave and get things done. Values refer to what is believed to be important about how people and organizations behave; norms are the unwritten rules of behavior. To understand the soul of the organization requires that we travel below the charts, rule books, machines, and buildings into the underground world of corporate cultures. Indeed there are several ways in which organizational cultures are formed, maintained and changed. Meanwhile there is a very possible relationship between organizational culture and performance, the relationship between organizational culture and ethical b ehavior, the challenge of managing a culturally diverse work force and finally how organizations socialize individuals to their particular cultures. There are several types of organization cultures, these includes labels of baseball team, club, academy and fortress. Organizational culture represents a complex pattern of beliefs, expectations, ideas, values, attitudes and behaviors shared by the members of an organization. More specifically, organizational culture includes routine behaviors, norms, and dominant values held by organization. Essentially the issue of cultural differences and cultural compatibility in mergers between Air France and KLM has gained much attention among the two companies. Since the two companies operate under its brand name and culture, the effects of cultural clashes on the result of a merger and their employees are numerous. Cultural differences may result to poor or low productive behaviour among the employees, such as low level of commitment, trust and cooperation between the groups of employees from the two merging companies. Loss of productivity caused by luck of trust and cooperation is particularly frequent in case of top managers. This is because cultural clash is strongest when the contact between the opposing cultures is greatest; and executives is the people involved in the merger from its beginning till its end. This is a very bad sign for companies, since motivation and commitment of the top managers has a major influence on the motivation of other subordinates. Cultural differe nces mainly influence employees of the merging companies, but perceived cultural distance may also influence potential foreign investors and shareholders who may want to avoid direct ownership because of high information costs and the difficulty in transferring management techniques and values. Organization cultural aspects may be beautiful both for the investors, who find the business models of the foreign partner a considerable advantage and for the managers who expect more opportunities for themselves by working for the partner firm, which they perceive to be high prestige worldwide leader firm and which corporate culture better addresses their expectations. In this situation managers are willing to adopt new culture. Whether cultural differences hinder or facilitate the integration process, their meaning is undeniable. Only some of them notice the complexity of the international mergers where not only two different organisational cultures come together, but organisational cultur es which are deeply nested in national cultures. Common cultural differences embrace differences in communication styles, planning and decision making practices, negotiation strategies, and management or leadership styles. All of them are shaped by both national and organisational cultures, considering the role managers play in the merger and post-merger integration process, it is at the top management level that national cultural differences play the most important role in the life of merging organisations. That is why Air France KLM before making any decisions and signing any contracts should conduct an in depth cultural audit of the future partner. It is important to realise that cultural distance and cultural differences do not necessarily have to mean troubles. Cultures do not have to be the same; it is sufficient if they are complementary. Consequently, the major advantage of such a cultural due diligence is that it raises awareness of issues that should be managed during the integration process. Leadership and management As Hellriegel et al (1998), defines leadership as the process whereby a person influences others to achieve a goal, i.e. is a process of creating a vision for others and having the power to translate the vision into reality. The ways in which leaders attempt to influence others depend in part of the power available to them and in part on their competencies. Leaders draw on five sources of power to influence the actions of others: legitimate, reward, coercive, referent and expert. Vision, empowerment, meaning through communication and self understanding are the competencies that help leaders become more effective. Mullins (2007) defined; management is active, not theoretical. It is about changing behavior and making things happen. It is about developing people, working with them, reaching objectives and achieving results. Indeed, all the research into how managers spend their time reveals that they are creatures of the moment, perpetually immersed in the nitty gritty of making things happen. Teamworking and Mentoring As defined by Katzenbach and Smith (1993) cited in Armstrong M (2006), A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable. For example, after KLM and Air France merged, management decided to create teams of people from both companies to exchange information about particular topics. à ¢Ã¢â€š ¬Ã¢â‚¬ ¢The most valuable part is the intangible part, teaming up the guy from IT with the CRM guy from marketing, with the network planning guy, who normally dont speak together. Resourcing and Training According to Bratton Gold (2007), human resource planning is the process of systematically forecasting the future demand and supply for employees and the deployment of their skills within the strategic objectives of the organisation. Armstrong M (2006) said, people resourcing is concerned with ensuring that the organization obtains and retains the human capital it needs and employs them productively. It is also about those aspects of employment practice that are concerned with welcoming people to the organization and if there is no alternative, releasing them. It is a key part of human resource management. Mullins (2007) explained that, one of the major areas of human resource management function of particular relevance to the effective management and use of people is training and development. Few would argue against the importance of training as a major influence on the success of the organization. Staffs are crucial, but very expensive resource. In order to sustain economic and ef fective performance it is important to optimize the contribution of employees to the aims and goals of the organization. The purpose of training is to improve knowledge and skills and to change attitudes. It is one of the most important potential motivators which can lead to many possible benefits for both individuals and organization. Since the combination of Air France KLM, each company has kept its own set of policies, especially for Human Resources issues, while developing new common policies in some other areas. Air France-KLM rates as the sector leader on human resources issues and actively addresses all of the challenges relevant to its business Overall, Air France KLMs performance on human resources issues remains stable compared to the last rating. Alongside the environment of the recent merger, severe competition and tough boundaries, the major labour relations issues for the company are to develop employability and staff mobility, essentially through training and proactive social exchange of ideas. Other critical issues for the company entail promoting non discrimination, diversity, and equal opportunities, and safeguarding health and safety in the workplace. Communication skills Cook et al (1997) describes that, communication begins when one person sends a message to another with the intent of evoking a response. The effective communication occurs when the receiver interprets the message exactly as the sender intended. Effective communication is essential for the functioning of any organization. Managers need to transmit orders, and polices, build cooperation and team spirit, and identify problems and their solutions. Performance and Motivation Armstrong M (2006) defined; a motive is a reason for doing something. Motivation is concerned with the factors that influence people to behave in certain ways. All organizations are concerned with what should be done to achieve sustained high levels of performance through people. Giving close attention to the individuals can best be motivated through such means as incentives, rewards, leadership and importantly, the work they do and the organization context within which they carry out that work. Essentially motivation can take place in two ways; such as people can motivate themselves (intrinsic motivation) by seeking, finding and carrying out work that satisfies their needs and secondly people can be motivated by management (extrinsic motivation) through such methods as pay, praise, promotion and punishments such as disciplinary action. In terms of career management, AF-KLM has put increased emphasis on developing careers for older employees. Extensive means are put in place to deal with health and safety issues, although key performance indicators are not disclosed on a group-wide basis, but separately for Air France and KLM. Air France KLM is one of the few companies who show transparency on how to deal with atypical working hours. Air France-KLM has an above average performance compared to its sector peers on Business Behaviour issues. The Group scores very well on its product safety and security commitments and has thorough commitments and implementation measures on responsible contractual agreements, making its management of client issues among the best in the sector. The Groups performance in terms of passenger satisfaction has been stable over the past three years. Air France-KLMs approach to suppliers issues (embedded in its Procurement Charter for Sustainable Development) and anticompetitive practices is similarly comprehensive, although AF-KLM faced a minor allegation related to anti-competitive employment legislation. Overall, the Groups performance improved slightly compared to last rating, and remains far above the sector average. Management systems Earlier this year, Air France-KLM introduced a new combined executive management structure on a functional basis, replacing the separate management structures in Air France and KLM. In place of the Strategic Management Committee, which had supervised the development of Air France and KLM over 2004.2007, the business is being managed from 2007 through an Executive Committee whose members has a group level responsibility and can come from either Air France or KLM while retaining their responsibilities at a company level. Management of change Hellriegel et al (1998) explained, many sectors of the economy, organizations must have the capacity to adapt quickly and effectively in order to survive. To a certain extent all organizations exist in a changing environment and are themselves constantly changing. Increasingly organizations that emphasize bureaucratic or mechanistic system are ineffective. Organizations with rigid hierarchies, high degrees of functional specialization, narrow and limited job descriptions, inflexible rules and procedures, and impersonal management cant respond adequately to demands for change. Organizations need designs that are flexible and adaptive. They also need systems that both require and allow greater commitment and use of talent on the part of employees and managers. Organisational change can be difficult and costly. Despite the challenges, many organizations successfully make needed changes. Adaptive, flexible organizations have a competitive advantage over rigid ones. Thus managing change has become a central focus of effective organization worldwide. There are so many pressures for change, these includes global market, the spread of information technology and computer networks and changes in the nature of the workforce employed by organizations. Thereby, we conclude for the organization to exist there must be innovation process to constantly integrate with the new technologies worldwide. Air France KLM has managed to cop with those technological changes at various aspects so as to comply with customer needs, these includes the revolution of electronic ground services. Air France KLM satisfied the demand autonomy and transparency expressed by passengers. The company is extending the use of the current technologies, i.e. mainstreaming electronic ticketing, extending check in at self service kiosk. The spread of e service offers the company genuine opportunities to reduce the cost and improve quality of service and customer satisfaction. Combination of internet or self service check in is a key e service component replacing the paper ticket with the electronic ticket. This reduces the stress generated by loosing or forgetting ones airline ticket. Meanwhile the service is only accessible at the time of booking either on web, t elephone or at ticket office. As a part of change management the Air France KLM maintain development policy by cutting down on paper use. The self service kiosks can be used by customers without internet access to check in at a self service. Conclusion and Recommendations Air France-KLM is pursuing a strategy of customer-focused profitable growth, based on ongoing cost focus and the synergy between the two airlines. A prerequisite for profitable growth is operating on a level playing field. The complementarity of Air France and KLM in their three businesses (passenger, cargo and maintenance) is a source of significant synergies

Teachers and maintenance discipline in a classroom situation

In order to hold a better as a schoolroom director ( instructor ) one must hold the followers: Handle every sort of schoolroom subject job Learn to convey any schoolroom under control Get the pupils ‘ attending Let there be regard for each other particularly sentiments or replies and There must be quietness If one can conceive of himself or herself in the schoolroom twenty-four hours after twenty-four hours passing all the clip learning to an attentive category. As a instructor you will demo the deep rooted love in replying the call as a instructor. A instructor whose pupils are punctual because promptness is the psyche of concern, respectful on undertaking and attentive all the will decidedly bask his or her undertaking. Form my observation Manchester Academy is one of the schools that keep schoolroom under control, and this shows a clean and clear apprehension of planning. Knowing how to maintain a schoolroom non merely controlled but on undertaking and attentive is the most important accomplishment a instructor can hold, without which no effectual instruction can take topographic point. At Manchester Academy I observed the school has a batch to offer and they have given themselves clip to offer it, because it is non a nice feeling traveling to category mundane feeling you do non hold the necessary tools to acquire the acquisition atmosphere you justly deserve. It is a nice feeling traveling to your category knowing that you will be learning in a favorable ambiance that is contributing to larning and that you have the tools to manage any state of affairs, alternatively of seeking to convey order or shushing a inveterate riotous pupil or shouting that there should be quietness every clip. Manchester Academy displayed that spirit during the reading lessons. As instructors we do non desire our schoolrooms to be orderly merely for its ain interest or because we are on some sort of power trip, but so that we can give pupils what we have to offer. Sometimes you find you want to larn this from person who does non hold to be that right, but who has had to set up schoolroom control even inside the worst behaved schoolrooms found anyplace in the universe. Management and subject are the chief ingredients in the instructors ‘ planning. Sound subject and direction underpins every facet of the school life. For successful instruction and acquisition to take topographic point it is of import that good subject exist in every schoolroom in peculiar and in the school as a whole. Harmonizing to Hill & A ; Hill ( 1997: 16 ) † scholars learn to the best of their abilities in an orderly and safe environment. † Research workers like Potgieter, Visser, Van der Bank, Mothata and Squelch ( 1997:59 ) stated that â€Å" if subject is non taken into consideration, the school environment will be unsafe in the educational procedure may be disrupted. † This may besides impact the educational attainment of scholars. In this respect Levin & A ; Nalon ( 1991:30 ) province that, â€Å" in add-on to the obvious impact on the instruction and larning environment riotous behavior, can besides impact the scholars ‘ safety, preparednes s to larn every bit good as future behavior. † In add-on, Hill & A ; Hill ( 1994:6 ) â€Å" if subject can destruct the possibility of a safe and orderly environment and thereby a shackle the nucleus intent of the school. † It is hence necessary that subject is maintained in a school for the public assistance and safety of scholars and pedagogues, and for the success of the educational procedure. Learners in the farther instruction are working hard to organize the ain individualities asseverating power through the brilliant by presenting instructors. Coetzer & A ; Le Roux ( 1996:84 ) endorse this position when they stated that, â€Å" modern kids and young person want to set up their ain life, and by making so will melt Rebel against subject and authorization. † They sum up by stating that â€Å" the young person have been emancipated to populate their ain life styles as they see it fit and accept values different from the society. â€Å" Sowetan ( South Africannewspaper ) of Thursday March, 17 2011: 5 ( Early edition ) states that â€Å" we call on all students to contend fire with fire-when instructors hit you, you must hit back. â€Å" As a consequence, instructors experience troubles, experiencing that they are challenged and might lose control. A deficiency of subject in public schools is experient all over the universe. Wayson & A ; Pinnell ( 1994:1534 ) â€Å" The deficiency of scholar subject in many public schools throughout the universe has been a affair of great concern for school direction and instructors, to a lesser extent for scholars themselves parents and the general populace. † Harmonizing to Charles ( 1996:3 ) legion surveies that were conducted in the USA in 1992, have listed subject is a major job with which instructors must postulate and a important factor in instructors go forthing the profession. In add-on to the job, Charles ( 1996:3 ) provinces, â€Å" instructors try to reassign off from the schools that have high degrees of misbehavior, live in such schools in the custodies of instructors non yet skilled in exercising keeping subject. † From a personal observation and informal interviews with instructors I as a school teacher at a 2nd at the school have concluded that it is subject is non prevailing in Manchester Academy. The bulk of instructors seem to believe that scholars should non be left entirely to their ain devices without being controlled or supervised. The position of supervising featured Manchester Academy High School. Learners are non left to act in whatever manner they wish. The instructors in the Manchester Academy are non kicking that they are making more policing work than learning in the schoolroom. Manchester Academy has a computerized manner of tracking and training scholars who misbehave harmonizing to the type of offenses. Teachers do non pass clip disproportionately covering with this riotous behavior of scholars and the consequence of the actions. Apparently Manchester Academy impart their perceptual experiences in such a manner that scholars took positively towards benefits of instruction. Proper, important and sympathetic counsel of class will ever help scholars to see the demand to set up good resonance with instructors and eventually with parents. It is the duty of the instructors to keep a civilization of instruction and acquisition in schools, but it is non possible to make so if the subject and the safety are non considered in the school environment. Disintegrated subject causes trouble in the attainment of school aims. Schools become there is functional when both scholars and instructors can non work efficaciously and expeditiously under conditions which are non contributing and are shocking. Learners can non set down and instructors can non learn in an insecure environment. A safe an orderly school environment is a requirement for acquisition and instruction to take topographic point. Thus instructors can merely dispa tch their professional responsibilities if there is order and subject in both the schoolroom and the school as a whole.How can teachers keep subject?Research workers are of an sentiment that instructors play a critical function in keeping subject and control within the school. Harmonizing to Joubert & A ; Prinsloo ( 1999:55 ) , â€Å" pedagogues are responsible to keep subject at all times. † Varma ( 1993:31 ) provinces that, â€Å" beyond their duty for learning, pedagogues are besides responsible for the moral development of scholars and to guarantee that they become observant citizens. † This implicitly means that within the school community, instructors are expected to react in a commanding Y to misdemeanors of the institutional regulations and of the school and signifiers such as larceny, and strong-arming that has a direct bearing on the moral sphere. The Department of Education besides demands that subject be maintained in school so that civilization of instruct ion and acquisition is realized. Harmonizing to Section 8 ( 1 ) Of the South African Schools Act ( SASA ) ( RSA, 1996 a: 8 ) , subject must be maintained in the school and schoolroom state of affairss so that the instruction of scholars flourishes.Teachers are in fact expected to manage riotous scholars in the categories so that scholars can concentrate on the school assignment. Butchart & A ; McEwan support this position by saying that, â€Å" inequality school, pedagogues must larn how to manage a riotous scholar in a manner that is non punitory, yet gets the state of affairs under control and at the same clip opens the scholars in head to work in category †How to match subject and equity?One of the inquiries on the questionnaire is â€Å" what is your ( instructor ) function in a show in subject in your school? † Harmonizing to Hosten et Al ( in Oosthuizen 1985:59 ) explains fairness as â€Å" the moral value that serves as a norm to guarantee nonpartisanship when covering with viing involvements of assorted topics. † This denotes that the involvements of both instructors and scholars must be protected. The scholars are the legal topics and have legal rights that should be protected. The scholars other legal topics and have legal rights that should be protected. Section 12 ( 1 ) of the Constitution of the Republic of South Africa ( RSA, 1996 degree Celsius: 8 ) . In this independent survey support ( ISS ) hungry and took shy to reply inquiries that have been asked in the questionnaire. Manchester Academy claim to be executing really good in footings of subject, direction and leading since its passage. Now strategies for good schoolroom subject could be based on both standard and student behavioral facet to do subject more effectual. The followers may perchance help instructors to better the jobs that may be at that place in state of affairss, that is, they might be underlying issues in the school and has to be solved in expectancy.Aid to scholars and their voice.Teachers should steer scholars towards their ain behavior. Passing opinion on lawbreakers ‘ action instructors should alternatively inquire inquiries that encourage scholars to judge their ain behavior. They should remain focused and if need be, assist scholars to accept ownership of their actions. Teachers should steer scholars for bettering future behavior. They should inquire scholars to explicate alternate ways of acting the following clip they are confronted with similar state of affairss. Teache rs should construct scholars ‘ committedness to their programs by giving them feedback and support. Learners will experience more committed if instructors acknowledge the cogency of their programs. Making this could be every bit simple as oculus contact. Teachers should non let onionskin alibis are the lone service to avoid duty. Harmonizing to Rich ( 1982:169 ) â€Å" school regulations may be breached when scholars feel that they are undue † . This will doubtless go on if scholars were non allowed to take portion in the preparation of regulations. It is hence necessary that scholars must understand why regulations have been formulated and why they should follow with them. Again, harmonizing to Blandford ( 1998:39 ) â€Å" a school without an effectual subject policy that encompasses schemes and mechanisms that are available to all the members of the school community, can non work as a centre for learning and larning. † The procedure of developing and implementing subject policy involves collaborative decision-making. Therefore, all the members of the school should hold an chance to take portion in the decision-making. Sunday Times ( South African newspaper ) of 12.01. 1992, noted that â€Å" grade 12 scholars in black townships in South Africa, were continuously neglecting because of the conspicuous deficiency of subject among them. † It is of import that subject should be maintained at all times in schools and that each and every school must hold a codification of behavior. Teachers should avoid doing irrelevant regulations because this will make serious disciplinary jobs in the school and the schoolroom. McQueen ( 1992:56 ) supports this position and infinite that â€Å" irrelevant regulations are useless and black because ailing chosen regulations will make serious direction and disciplinary jobs in the schoolroom state of affairs.Motivating and promoting scholars.They word â€Å" motive † is derived from a Latin word â€Å" movere † significance to travel ( McLean, 2003:7 ) . Therefore, motive is the amount of all that moves a individual to action. To actuate indicate tha t one individual provides another individual with a motivation to make something. Motivation can be regarded as the cardinal facet of emotional intelligence. Harmonizing to the South African Oxford Dictionary ( 1998:285 ) . The term â€Å" motivate † means to give a individual a motivation or inducement to make something. Harmonizing to Word mention online, con sized Oxford lexicon ( 2008 ) the word â€Å" motive † means â€Å" excite the involvement of. † First, it has a directional undertakings taking among options and keeping the action desired. Second, it has strength, for illustration degree of enthusiasm ( McLean 2003:37 ) . Harmonizing to Burden ( 1995:16 ) . Most pedagogues use the construct motive to depict â€Å" those procedures which can elicit any initiate behavior, continue to let the behavior to prevail, and lead to taking or preferring a specific behavior. † Teachers are hence interested in a peculiar kind of scholar motive which is to act uate scholars to larn. Teachers should guarantee that scholars are motivated to larn and act suitably because demotivated scholars get discouraged easy. Teachers should honor scholars when they are acting good for finishing their work. They should make this through congratulations and category acknowledgment. Any program for covering with misbehaviour must include encouragement of good behavior, otherwise learners learn what they are non make, but they have non learnt what they should make. To further discourse the impact of schoolroom subject is partially involves on the scholars conduct, are the ability and accomplishments that instructors should hold. Patience comes foremost, particularly when a scholar has a behavioral job, and this should be given attending in an appropriate manner, hence as portion of the instructors responsibilities and duties. Making it a point that effectual instruction makes scholars learned. The instructor plays a important function in which it imparts the cognition and accomplishments to the scholars and the instructor should love and demo the deep-seated love in the calling that is believed he or she chose it volitionally. The instructor must hold the enterprise on how to cover with each scholar in category, doing it his or her responsibility to affect to maintain scholars busy and at the same clip see their category as gratifying and holding a great impact on the field of larning. Taking into awareness that scholars differ in their abilities and instructors should cognize up to what extent would a peculiar be able absorb the lesson. Skills coupled with effectual schoolroom subject can be acquired through pattern, holding feedback and besides willing to accept merely errors is no 1 is infallible. Teachers must walk the talk. Teachers who have many old ages of experience have contributed to a specific position of what peculiar technique work and what are the relevant methods that may non be applicable in training a category with such inevitable scholars ‘ behavioral facet. The instructor must do it a point that the instruction method and manner or managing subject must keep a sort of ambiance that enhances larning for the scholars. The manner the category is arranged signifiers portion of category subject. A good category agreement makes it easy to keep subject. It is the instructors ‘ duty to be argus-eyed at all times to supervise and detect scholars ‘ public presentation in activities. Apparatus, books learning AIDSs and other stuff should ever be readily available. Harmonizing to Ofsted study of the 30th to 31st of March 2009. It is stated that Manchester Academy is † outstanding † This shows that Manchester Academy as a school is working really hard to bring forth good hereafter citizens. The 2009 study further stated that the school aims to to the full fit the pupils in such a sensible mode. Learners are expected to travel into the outside universe, skilled and ready to run into the demands of life. Parents and instructors have a responsibility to fix them to execute good in the community every bit good is in the universe of work. They must hold an impact upon the scholars ‘ behavior by learning them about the determinations and choices the scholars have to do every twenty-four hours and how such determinations and hints affected their lives, both at school and thenceforth. For illustration, â€Å" a disciplinary step against a scholar who comes to school tardily will help to promote him or her to be on clip and be more responsible and accountable in the hereafter ( Lemmer, 1998:47 ) . Discipline challenges the scholars to make self-contemplation about their end and intent in life. Discipline should stress success and non failure. It should help the scholars to develop their single abilities in order to run into challenges of life with assurance. If this has occur red the scholars would hold gained a sense of security and significance in life through subject Lent at school.Decision.Learners of Manchester Academy are good disciplined. They are good motivated and they besides had an chance to research themselves outside the schoolroom, hence they say that they are â€Å" prepared exceptionally good for farther survey and work beyond the school. † The school ‘s positive clime and success are obtained from the good behavior of scholars. The instructors in a subject school our free and happy to learn without being preoccupied with tenseness and fright caused by misconducting scholars. The disciplinary jobs that are common in lending to, indiscipline in Manchester Academy seems to be identified and discussed with scholars so that proactive actions are taken to advance good subject. Rights and responsibilities of instructors and their part in keeping subject merely at that place because it is said that the â€Å" follow policy. † See appendix. Educators seem to back up the school principal/headmaster by guaranting that the scholars observe school regulations and ordinances in they are held responsible for any misbehaviour hence the school has a commission responsible for behavior harmonizing to their types. Teachers can non work in isolation in acquiring read of ill-disciplined behavior in category in the school as a whole. It takes an attempt from all the stakeholders, including the school, parents and scholars to minimise deficiency of subject. See appendix.

The Girl In Dream Of The Designer

Fan Bing bing, a Chinese actress, singer, producer, and wickedly awesome dresser. She is 31 year old, stunning beauty with height 168 cm and weigh 52. 5 kg. Known for her very large eyes and small proportional face, Fan has been dubbed â€Å"goddess† by her Chinese fans and is a lightning rod in the fashion community, a topic of constant discussion and excitement. She has slim and lovely body which suit her very much with tied fitted dress. She also goes very well with low cut dress which make her look sexy and elegant. Bing bing often appear in public is with elegant long dress. She is also often boldly dress up with stunning and catchy design. Her dress could be overwhelmed to some but she stands out beautifully and gracefully with her ways of having fun by playing dress up. Bing bing always find the spirit of the dress, she also refined in developing strong personal appearance. That's why Asian beauties stand whenever appearance. Page Redcarpet compare Bing bing as â€Å"the girl in the dream of the designer†. Each occurrence of the events, large and small, Bing bing are characterized by different styles. Oriental facial features, body shape, elegant and a little pride †¦ all impress beautiful Asian beauty and allure. Fan Bing bing not bind itself in a certain style. So in the event, fans are nervously waiting for the image that she will bring. Actors dared to try a variety of outfits and very smart in the coordinate map, so she completely mastered what jacket on people, making them beauty Fan Bingbing way. In late 2012, many world famous fashion website ranked Bing bing in the first position in the list of best-dressed female artist in 2012. The voting results indicate that taste in fashion world Bing bing is confirmed. Progresses in the field of cinema, the way to behave more sober, mature, Bing bing gradually rid label â€Å"vase† to become a celebrity due to the power of art. Fan Bing bing ranked first in the list of the most powerful female character in the Chinese fashion fans does not surprise. She is the most prominent face of the overseas Chinese beauty the fashion week as well as his excellent show at the International Film Festival of Cannes, Tokyo, Pusan †¦ Page 1 Bing Bing also shows the outstanding taste. Not loyal to a certain style, she always gives the audience the unexpected. Sexy, sexy – innocence, purity, from classic to modern, from the firing to the sprawling †¦ but the combination of her always praise. The red carpet shows that she isn't just one of the most beautiful women in China, she is one of the most beautiful women in the world! As much as flamboyant designs that she h as appeared before , I would love to design cocktail dress that hopefully will bring out the best of her. With her youth busty and tall figure and lovely bodyline, she will look natural, sexy and youthful with short dresses. She will look stunning sexy in lower cut and backless cocktail dress. Tied fitted short dress will allow her to show off her lovely bodyline, long modally legs and as well as her silky skin. Cuts simple, novel for the hand feels comfortable, modern and sophisticated,' LBD ‘cocktail dress are always chic and classy, is always popular regardless of the transition of the time and the fashion trends. â€Å"Simplicity is beauty! Fang Bing bing is simply a beauty of the world! Dress that is complicated with too much floral designs or lacy designs could not bring out the real beauty of Bing bing. If we look at Fan Bing bing features of large eyes with small proportional face , sharp chin with long silky black hair, and often her makeup is simple yet elegant. LBD cocktail dress would be matching her in the best simplicity way and yet most elegant at the same time. I a m very certain ‘LBD' dress with plain colored, knit Fabric will not only simply enhanced her beauty, and it will could be everyday dress too.