Child And Youth Care Work

Child And younker financial aid WorkIntroductionThe profession of boor and callowness divvy up requires a great amount of effort, determination and skill. Within the field, electric razor and early days oversee doers are expected to acquire and uphold a trusting perplex with the youth involved (Quinn, 2004 18). Although the main aim of the pip-squeak and youth carry on worker is to carry on for, love, and protect the child, this whitethorn prove difficult in many a(prenominal) circumstances. Therefore, the youth care worker considers to have acquired skills in value to overcome these challenges while still succeeding in building a blind drunk relationship with the child involved. This essay will discuss the elements of child and youth care work as well as the expectations of child and youth care workers. In particular, it will focus on the skills needed within the profession and the difficulties faced when trying to care for children and youth.Elements of Child and Y outh CareMaier (1987) describes the core elements of child and youth care work as providing children with forcible comfort, knowing the different temperaments of each child, rhythmic interactions with children, predictability, dependability and also behavioural training.When practicing within the field of child and youth care, the worker is required to have an understanding of these elements in come out to do their work to the best of their ability. More specifically, the elements of child and youth care includes fulfilling the physical and privacy needs of the children and also knowing the differences in their temperaments, in other words, knowing the differences in their personalities and attitudes. Also, the child care worker needs to make epoch for rhythmic interactions with the patient so that they can both have an experience of closeness .e.g. singing or dancing (Maier, 1987).Children have a strong need for predictability, and rhythmic interactions also play a role in this. Rhythmic activities seem to confirm the experience of repetition and continuity of repetition which, as a result, provides the child with a feeling of lasting commitment and predictability. Children and youth need to know that they have a reliable adult to depend on. Lastly, child and youth care workers need to add in a personal element to the behavioural training of their patients. Children generally learn quicker from those who have meaning to them and thusly will learn more than readily from their care-giver once care has been established (Maier, 1987).Expectations and Skills RequiredThe main role of a child and youth care worker is to work with children and youth in ways that are educative, participative and empowering. The worker is expected to encourage equality of opportunity and social inclusion amongst the children that they are working with (Pittman, 2004 90). talk plays an important role within the profession of child and youth care. Workers are required to create and m aintain relationships of trust with the children and youth involved and should deliver development so that it is received in the manner intended. Child and youth care workers need to communicate well and convey and explain information assertively and in language of the community (Quinn, 2004 18).Child and youth care workers are also expected to implement programmes which aid the children and youth in their growth, learning and development. In order to do this, workers are required to have knowledge on group work and should know how to assist groups in times of need. Child and youth care workers should continuously be planning and implementing new activities for children to participate in. While doing this, the patients should be motivated and encouraged to engage in these activities (Quinn, 2004 18).In order to evince applaud for the family of the child and the community in which they reside, it is vital that the worker gains an understanding of the family culture and structures (Quinn, 2004 19). This will allow workers to deal with conflicts easier as they will then be more sensitive when holding discussions on certain topics and will thus be-able to create relevant strategies in order to satisfy the childs needs.Child and youth care workers should show a high level of understanding of children and should be able to recognise need for intervention so that they can help with the childs problem with immediacy.Difficulties in the worldProviding good child care means providing children with authoritative control and giving them responsive nurturance (Cancian, 200265). However, it may be difficult to carry out good child care effectively at times.Difficulties in the field may include communication problems like not being sensitive or authoritative enough. world in the profession involves a lot of stress as it is a challenge to care for children and youth and to achieve a professional image amongst guild for the child and youth care profession. It is also cha llenging in the fact that it requires us to be flexible in changes that may occur. Child and youth care workers need to be willing to grow and learn from good and bad experiences in the profession and thus prevent certain bad aspects from occurring in the future, which may prove difficult for people who do not like change and who dont take bad experience and criticism lightly.ConclusionIt is concluded that the child and youth care profession involves providing children with basic and essential needs such as love, care and protection. Child care workers need to communicate effectively with the children in order to efficiently help with their problems and establish a trusting relationship with their patients so that proper care can be given. However, the profession does provide a a few(prenominal) challenges but none which cannot be overcome with time and more experience in the field of child and youth care.ReferencesCancian, F.M. (ed). 2002. Defining Good Child Care Hegemonic and De mocratic Standards, Child Care and Inequality Rethinking carework for children and youth. Great Britain Routledge. p.65.Maier, H.W. (1987). Essential Components in Care and Treatment Environments for Children, learningal Group Care of Children and Youth Concepts and Practice, USA The Haworth Press, Inc. p.40-58.Pittman, K.J. (2004). Reflections on the road not (yet) taken How a centralized public strategy can help youth work focus on youth, (In Garza, P., Borden, L.M., Astroth, K.A. (eds.), New Directions for Youth Development Professional Development for Youth Workers, 104 90, Winter.Quinn, J. (2004). Professional development in the youth development field Issues, trends, opportunities, and challenges, (In Garza, P., Borden, L.M., Astroth, K.A. (eds.), New Directions for Youth Development Professional Development for Youth Workers, 18-19, Winter.

The Geopolitics Of The Global Illegal Drug Trade Geography Essay

The Geopolitics Of The Global Illegal Drug Trade Geography testifyOne of the biggest problems facing the world today is the production, change and consumption of illegal medicates. Millions of people around the world be involved in either this concern either as producers, vendors or takers, despite it being a highly illegal activity with strict and oftentimes harsh penalties for even the possession of a small amount of these illegal substances. In this paper we will be discussing the consequences of the global illegal drugs look at in different areas of the world, and whether the legalization and regulation of this trade would be positive or negative. 2. AFGHANISTANAfghanistan is one of the worlds top producers of illegal substances, in particular opium, and there are many reasons why this is the case. It is one of the poo eternal rest countries in the world, agree to the CIA world fact book, with a GDP per capita of just $800 and ranked 181st on the UNs Human Development Index second lowest in the world. (CIA World particular Book, 2009) It is a landlocked country with direct links to Russia and the EU 2 of the worlds largest illegal drug markets with land movement being extensive due to privation of border control. Rugged terrain, with many isolated areas makes government surveillance and law enforcement difficult. Due to this and Afghanistans notoriety for lawlessness, instability and poverty (resulting from decades of war which have ravaged the country) the opium trade has flourished and now a huge proportion of the country is dependent upon its subtlety. It is interesting that infra the Taliban regime, levels of opium production were showing signs of falling, but since 2001 when the USA declared its War on Terror, this level has increased signifi basistly from around 75,000 hectares in 2000 to nearing 200,000 hectares in 2007.So why is the opium trade much(prenominal) a huge issue? land is the countrys main form of industry and the col lapse of the economy forced more and more farmers to seek alternative methods of generating revenue from crops. This came at a time when consider for opium was increasing due to restrictions being made in nearby opium producing countries such as India. Farmers realised there huge profits could be made from the cultivation of opium poppies, with the risk of being caught relatively low due to the reasons mentioned in the previous paragraph, despite it being a punishable offence. In addition, opium poppies are notoriously clayeyy- they are almost drought resistant compared to legal crops such as wheat. Many Afghans have used poppy cultivation as a means of investment in legitimate businesses due to lack of personal loans resulting from the poor economy while illegitimate moneylenders have high interest rates and use various forms of warnment such as kidnapping. The seriousness of this situation being that many farmers in Afghanistan have little other legal lucrative alternative, an d the government is doing little to push farmers to do so. There is also significant evidence to suggest that the since the fall of Taliban, they and other terrorist groups are now significantly funded by the drug trade.What then are the options available? The first is enforcement of current laws whilst offering alternative livelihood options. This involves expose monitoring of opium puzzleers in the country and eradication of Heroin production factories, and offering farmers incentives to grow alternative crops. One suggestion is substitution with Saffron, another lucrative crop which has proven to grow well in Afghanistans climate. This would also involve improving the cornerstone needed to support legal crop cultivation. The other option which has been suggested is licensing the opium trade. This gives the government much more control over the end use of opium, as it could be used in the production of valuable legal opiates such as morphine. Trade could also be taxed, providi ng valuable revenue for the undeveloped economy of Afghanistan. other issue this would solve is eliminating warlords and severing the ties between the drug trade and human/weapons trafficking as it could be regulated and monitored by government authorities . (Licensing) combines the best of both worlds. It stabilizes a crucial country in the global war on terrorism and alleviates the pain crisis in AIDS stricken developing countries. It is not a silver bullet for Afghanistans many troubles, but it does pave the way for the country to escape its current development and security crisis (Kamminga , Van Ham. 2006). This is not necessarily construction that Heroin should be made legal but is another option that could be looked into with the legitimation and regulation of all drugs, rather than a select few.3. THE NETHERLANDSThe Netherlands government takes an alternative approach to the enforcement of anti-drug laws, believing that drug use is a public health issue, rather than a crim inal one and that there is a contrariety between soft drugs (cannabis) and spartan drugs (cocaine, heroin). A quote which summarises this attitude is if a problem has proved to be un law of closurepable, it is better to try controlling it instead of chronic to enforce laws that have shown to be unable to stop the problem (WordIQ Drug policy of the Netherlands. 2010). They therefore employ a policy of non-enforcement towards soft drugs such as cannabis, but will still prosecute users if they are found causing a public disturbance, or pose a risk to themselves or others whilst under the influence of drugs. The Netherlands drug policy has a number of aims which are To separate the market between hard and soft drugs so that soft drug users do not come into contact with hard drugs To limit the sale of soft drugs to minors To divert profits from the sale of soft drugs away from criminal drug dealers To gain tax from the legitimate sale of soft drugs To use the money gained to assist pro blem drug users (i.e. Treatment and rehabilitation) and promote awareness and education of hard drugs To prevent soft drug users being criminalised unnecessarilySo is this policy working? In the USA where cannabis is strictly illegal and carries severe fines and prison house time, 42.4% of Americans have tried the drug, whilst in The Netherlands only 19.8% of the population have tried cannabis, despite it being tolerated and sold freely in coffee shops (Degenhardt et al. 2008) 9.7% of youthfulness adults consume soft drugs once a month in Holland this figure is far lower than the UK level of 15.8%, but higher than in other European countries such as Sweden (3%). The EU average of soft drug users that go on to become problem drug users is 0.52%, in The Netherlands this figure is just 0.3%, and the number of hard drug users is also considerably lower. These statistics show that while levels of soft drug use in The Netherlands is not significantly higher or lower than the rest of Eur ope, the levels of problem drug users and hard drug users is considerably lower. It is also interesting to note that due to taxes gained from the legitimate sale of cannabis, around 90% of drug users can be treated effectively. 4. NON-GOVERNEMENT ORGANISATIONSNGOs around the world aim to eradicate problems associated with the illegal drug trade however without financial backing and access to resources, their policies are often limited. Their strategies focus on influencing government protocol and targeting social issues in a prevention over cure approach. The social aspect focuses on education of the young and those vulnerable to drug addiction, in addition to financing and organising rehabilitation for those suffering from addiction. Strategies also target producers of drugs, particularly agricultural ones. These producers are influenced to cultivate alternative products (such as wheat), both through financial incentives and legal prevention. All aspects of the global illegal drugs trade span over large areas, making it difficult for individual verbalize governments to act effectively. NGOs such as the UN, WHO and the EU create policies targeting drug abuse issues to socially improve nations. High costs and infrastructure requirements for drugs trade prevention deter LEDCs from acting, as their costs do not warrant their benefits it is the state importing that often suffers the most.So what would be the effect of the legalisation of the illegal drugs trade in regards to NGOs? Effectively there would be dissolution of all strategies to cease and prevent the global trade in illegal drugs. Trade would shift to safer routes through legally disclosed transport subject to scrutiny at borders, so potential would remain for NGO involvement in cases of unregulated drugs being traded across borders. 5. closureA quote from The Economist claims that the UN believes thatThe drug market has stabilised, meaning that more than 200 m people, or almost 5% of the worlds adu lt population still take illegal drugs and goes on to say that by providing honest information about the health risks of drugs and pricing them accordingly, governments could steer consumers towards the least harmful ones (The Economist, 2009). However, the legalisation of drugs is a highly complex and sensitive issue which has many social, political, moral and economic implications. The scale of which is unimaginable and is something which many people feel would be an infeasible task. It is a known fact that people around the world produce, distribute and use drugs- as they have done for thousands of years. Perhaps money would be better spent on educating people about the dangers of certain drugs (including legal ones) as well as helping those that have become dependent on either the sale or use of illegal drugs, rather than criminalising those that use them safely, or have little other viable options other than producing drugs. This could also have benefits for those in the devel oping world who rely on the illegal drugs trade as a source of income, and could eliminate the violence involved with the illegal drugs trade. REFERENCESCIA The World FactBook Afghanistan. 2009. https//www.cia.gov/ subroutine library/publications/the-world-factbook/geos/af.htmlDegenhardt et al. 2008. Toward a global view of alcohol, tobacco, cannabis, and cocaine use Findings from the WHO World Mental Health Surveys. PLoS Medicine 5(7) e141Kamminga, Van Ham. 2006. Poppies for peace Reforming Afghanistans opium industry. The Washington Quarterly. 301 pp 69-81The Economist. 2009. Failed states and failed policies How to stop the drug wars.http//www.economist.com/opinion/displaystory.cfm?story_id=13237193source=login_payBarrierWordIQ Drug policy of the Netherlands Definition. 2010.http//www.wordiq.com/definition/Drug_policy_of_the_NetherlandsAshley White Registration No 090167133

Stakeholder Influence in Strategy Decisions

Stakeholder Influence in Strategy DecisionsDevising a strategy should be a ingathering of logical and external go forthline, yet oft appears to be a product of the power of stakeholders. Discuss using recent note examples.Johnson and Scholes (2002) p10 define strategy as the direction and scope of an organisation oer the long term, which achieves advantage for the organisation by means of its configuration of resources within a changing environment and to fulfil stakeholder expectations. A strategicalal plan is therefore astronomical scale future oriented activities that al hapless interaction with the warring environment in order to achieve company objectives. It take places that strategic management is the performance whereby a strategy is formulateulated, evaluated, and continuously improved. Strategic planning flows from the definition of an organisations vision, mission and objectives and subsequent environmental scanning, to understand the organisations strategic blank space with respect to the macro external environment, its manufacture, competitors, internal resources, competencies and expectations and influence of stakeholders. (St wholenessr, Freeman and Gilbert, 1995) This initial process establishes a tail end for strategic choice by means of a match of identified strengths to opportunities. The translation of strategic choice into action is then implemented across all levels of the organisation through programmes, resources, technologies, and performance management structures. (Johnson and Scholes, 2002 and Davis, 2005) This test focuses on the strategic position of the organisation in the context of its environment, its strategic capability, and stakeholder expectations.The purpose of an environmental scan is to develop a list of diverse variables from an timid and complex world to offer actionable responses and in so doing allow a structured mannequin for defensive or offensive actions. There atomic number 18 a variety of avai lable analysis tools such as a PESTEL framework from a macro-environmental level, doorkeepers Five Forces framework at an industry level, strategic groupings within an industry and individual market analysis. The results can then be applied in a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis to adjust strategic choice. (Johnson and Scholes, 2002)PESTEL is an acronym representing the key forces that exist or be emerging in the external environment and suggests how they will, or might impact on future strategy and resources. These make Political, Economic, Sociocultural, Technological, Environmental and Legal factors. (Johnson and Scholes, 2002) Changes in these forces and their interaction affect the types of products and services offered and impact on suppliers and distributors to the organisation. An example of political and legal forces in setting the climate for business, are the tax harmonisation processes in the European Union (EU) which have caused many multinational firms, including John Deere and Cargill, to relocate their head offices to Switzerland, a non EU member to vitiate tax costs. Consequentially, the planetary militant ratings for the Netherlands, Germany and other home countries of these firms plunged whilst the rating for Switzerland has surged. (Davis, 2005) The use of PESTEL in isolation and a mere listing of possible influences without an understanding of the combine impact of a number of these forces could lead to inaction with respect to countering threats or pursuing opportunities to the detriment of the business. The combined effect of the factors can be understood by identifying structural drivers of shift that affect the structure of an industry sector or market. These include an increasing convergence of markets as customer needs and wants become analogous (eg standardisation of strategy textbooks across international higher education institutions), maximising cost advantages achieved through economies o f scale by centralised production in low cost, labour efficient countries such as India and China, or the differential impact of the factors dependant on industry type. (eg Pharmaceutical sales to an aging population in a first world country) (Johnson and Scholes, 2002) This reinforces the need to regard strategy formulation as an interactive multidisciplinary process requiring creative thinking.door guard suggests that industry selection and analysis is a vital component of strategic planning. An industry is a group of firms producing products that are close substitutes for one another. (Johnson and Scholes, 2002, p110) Competitive forces within an industry can be analysed in the contexts of the sources of competition, the dynamics of that competition and strategic groupings. Although criticised as being too generic in nature, Porters Five Forces framework is useful in addressing key interacting forces affecting a strategic business unit with a distinct market for goods or services within an industry. Porter referred to these forces as the microenvironment so as to contrast it with the more general term, macro environment. They consist of those forces close to an organisation that affect its ability to serve its customers and make a profit. A change in any of the forces normally requires a company to re-assess the marketplace. (Porter, 1996) An example is that of the mobile phone network industry where the barrier to entry by new competitors is the massive entry cost associated with 3G broadband licenses. The purchasing power of buyers is high with a significant simulacrum of choices between networks and the power of suppliers increasing through alliances such as that of Casio and Hitachi in 2003. (Davis, 2005) The threat of substitute products is increasing as Personal Digital Assistance (PDA) convergence with phones and voice-over-internet technology emerges with the potential to bypass the network operators. Competitive emulation between firms with simi lar products is high with a broad range of products on offer to the consumer. (Johnson and Scholes, 2002)The concept of strategic grouping addresses the criticism of Porters warning where an industry is considered to be too generic to provide a basis for understanding the competitive environment by applying the Five Forces framework. Johnson and Scholes, 2002, p122 define strategic groups as organisations within an industry with similar strategic characteristics following similar strategies or competing on similar bases. These firms are not homogeneous within the industry and follow strategies common to the group, but different to firms in other groups in the same industry. An example is a pharmaceutical manufacturer with a unique medication product protected by patent serving a common market using a similar strategy. (Davis, 2005)Understanding the competitive environment together with present-day(prenominal) and potential customer needs and wants will determine the success or fai lure of an organisation. Porter suggests that there are two generic strategies cost or differentiation. Marketing segmentation identifies similarities and differences between individual and customer groups based on geographic, demographic lifestyle and benefit segmentation. An appreciation of customer values in a market segment and matching needs against the organisations capacity to meet those needs, is a captious aspect of determining strategic capability. (Pitt, 1997) The emergence of global firms suggests that traditional theoretical accounts are limited in application and that there is a need for the development of a broader integrative international strategic business model framework. (Ricart et al, 2004)Strategic capability involves the identification and evaluation of an organisations strengths and weaknesses in the functional areas of the business in the context of the external environment analyses. It is typically preserve in a SWOT framework. It represents an understan ding of customers perceptions of value, the critical success factors through which that value is realised and unique competencies, processes, and technology to achieve competitive advantage. (Hussey, 2002.)The core competencies of the organisation are the unique capabilities that are critical success factors in achieving competitive advantage and hence key to the delivery of customer value. They form the foundation for differentiation and for increasing perceived customer benefits. Competencies must evolve as the needs and wants of customers change and a focus on developing critical competencies that affect market position, share and power is key. (Hamel and Prahalad, 1994) A useful model to analyse an organisations core competencies that underpin its competitive advantage is Porters Value Chain Analysis. This attempts an understanding of how the organisation creates customer value by examining the contributions of various activities within the business to that value. An organisatio ns value scope is normally part of a broader value system that represents a set of inter-organisational linkages and relationships to create the product or service. It separates primary and validate activities through which that value is generated. (Johnson and Scholes, 2002) Porter argues that competitive strategy is about being different, and focussing on those activities that deliver a unique mix of value and doing them better than competitors. (Porter, 1996)The structured and systematic process of analysing the external and internal environment described thus far is carried out by a consultative process with stakeholders and should present a sound basis for establishing the foundation for the organisations strategy formulation. However, the impact of stakeholders and the complex role that people play from a political and cultural perspective should be taken into account. (Johnson and Scholes, 2002) Davis, 2005, suggests that stakeholders are individuals or groups with an inte rest in the success of an organisation to deliver intended results and on whom the organisation itself depends.Donaldson and Preston, 1995, p64, argue that this general statement is too broad(a) should be qualified to be those persons or groups with a legitimate interest in procedure and / or substantive aspects of corporate activity. Walsh, 2005, suggests that too broad a definition creates a situation whereby managers function in order benefit a stakeholder group or act as a continuous conduit to stakeholders. Stakeholders whitethorn include employees, unions, customers, financial institutions, suppliers, shareholders etc depending on the accepted definition. The definition of stakeholder is therefore important to the organisation because it impacts on the strategic plan formulation.The relationship between stakeholders and the organisation encompasses the correction of stakeholder management that ranges in complexity from stakeholder mapping through to stakeholder collaboration and social capital. The corporate governance structure of the organisation and the regulatory framework within which it operates should determine who the organisation serves and how the purpose and direction of the organisation is determined. This includes the management of the capacity of a stakeholder to influence the organisation as well as accountability issues in the ball structure. This is typically structured through a separation of ownership and management at main board level, balanced by non-executive directors and a non executive chairperson. indispensable or organisational stakeholders may blur this line through the inappropriate use of power and politics. Society in turn creates expectations of the organisation in terms of morals and within a cultural context that need to be congruent with that of the organisation. (Donald and Preston, 1995)The organisational field approach suggests that networks of related organisations develop which share common assumptions, values , and processes that may turn back common organisational views on stakeholders. Under this scenario, relationship with stakeholders are taken for granted leading to legitimised strategies shaped by expectations being accepted without a structured strategic planning process occurring. (Walsh, 2005)A stakeholder map is a tool that inventories and categorises a companys stakeholders, shows their inter-relationships, expectations, and power. It illustrates the approaches that the organisation can follow to achieve its business objectives while winning support from its stakeholders. It raises the predicament of ethics in that stakeholder management through such a strategy can be subverted to the detriment of the organisation. (Johnson and Scholes, 2002) The Enron debacle is manifestation of both this dilemma and the organisational field phenomenon which allowed the failure of corporate governance structures when unethical conduct was accepted in the areas of finance and management by o rganisational stakeholders. The Enron case was one of the largest bankruptcy cases in US history. In 2001, it was the fifth largest company on the Fortune 500 with revenues of USD 100 billion, 19,000 employees, and rated the most admired company six years in a row by Fortune magazine. (Culpan and Trussell, 2005) The basic premise of Enrons strategy was to create markets for goods and services traditionally transacted through complex distribution channels. It leveraged off its competitive advantage of delivering services efficiently and stretching its competency through added risk management features. The high growth phase of the organisation during the 1990s and changed business strategy and corporate culture of Enron was driven by top management. In the process, Enron appeared innovative and profitable to the extent that the traditional agency relationship underpinning the firm as a nexus of contracts between the shareholders (principals) and the management as agents were left unch ecked, which in turn impacted negatively on the broader spectrum of stakeholders. (Donald and Preston, 1995 and Culpan and Trussell, 2005) An ostensibly well structured, high profile corporation within the highly regulated environment of a security exchange, audited by a major audit firm was bought down by unethical conduct of its senior executive team with possible collusion by external stakeholders.The ultimate test of how well a strategy has been thought out is at implementation level and the controls around that implementation. Unless a strategy can be executed effectively with appropriate checks and balances then it will almost for certain fall short in achieving objectives. This means that strategy has to be linked to the organisations objectives, mission, operations, and measurable outcomes within a corporate governance framework that meets the needs of the stakeholders. The evolution of the Kaplan and Nortons Balanced Scorecard to incorporate financial, customer, learning and growth, and internal process metrics evaluated against the vision and strategic objectives of the organisation provide one such strategic management control methodology across the organisation. (Kaplan and Norton, 1996 and Kaplan and Norton, 2001)In conclusion, this essay has examined the formal process of strategy development and given examples of tools from the literature to consistently evaluate the external and internal environments of the organisation. It has sought to demonstrate that organisations are facing dynamic and rapidly evolving forces that influence its strategic direction. This is especially true with the emergence of globalisation and intensively competitive world markets. The eventual choice of a strategic direction for an organisation is a function of the values and expectations of a broad range of stakeholders which influence strategic decision making through political power over the organisation within a cultural and ethical context. It is the control thro ugh governance structures, and ongoing measurement of the strategic implementation process that will determine the successful outcome of the strategy and concomitant success of the organisation.ReferencesCuplan, R. and Trussel, J. (2005) Applying the Agency and Stakeholder Theories to the Enron Debacle. parentage and Society Review. Volume 110, 1.Davis, F. R. (2005) Strategic commission Concepts and Cases. New Jersey, Pearson Prentice Hall.Donaldson, T. and Preston, L. E. (1995) The Stakeholder Theory of the Corporation Concepts, Evidence and Implications. Academy of Management Review. Volume 20, 1.Hamel, G. and Prahalad, C. K. (1994) Competing for the Future. Boston, Harvard Business School Press.Hussey, D. (JanFeb 2002) caller-up Analysis Determining Strategic Capability. Strategic Change.Johnson, G. and Scholes, K. (2002) Exploring Corporate Strategy Sixth Edition. London, Prentice Hall.Kaplan, R. S. and Norton, D. P. (1996) The Balanced Scorecard. Boston, Harvard Business Sch ool Press.Kaplan, R. S. and Norton, D. P. (2001) Transforming the Balanced Scorecard from Performance Management to Strategic Management. Accounting Horizons. Volume 15, 1.Pitt, L. (1997) Marketing for Managers A Practical Approach. Cape Town, Juta Ltd.Porter, M. (November December 1996) What is Strategy? Harvard Business Review.Ricart, E. J. et al. (2004) New Frontiers in supranational Strategy. Journal of International Business Studies. Volume 35, 3.Stoner, J. Freeman, E. and Gilbert, D. (1995) Management Sixth Edition. Englewood Cliffs, New Jersey, Prentice Hall.Walsh, J. P. (2005) Taking Stock of Stakeholder Management. Academy of Management Review. Volume 30, 2.

The Womens Room Experience Essay -- Personal Narrative Essays

I slid down off of my bars tool and picked my way across the room. Luckily, the womens restroom wasnt too far because it was a crowded night at the bar. I opened the large wooden door and was surprised to see that even though there appeared to be near other fille waiting, one of the two stalls empty. Before I even had a chance to let my eyes adjust to the lighting change, the other girl said, in that just-a-little-too-loud drunken voice, Theres no toilet paper in that one I hadnt yet made any onrush to enter the stall and she was making sure I didnt. She then took it upon her self to make sure that we acquired some of the precious paper as soon as humanly possible. She did this by leaning in towards the door of the other stall (which was manageive) and demanding, in the same slightly-too-loud voice, Help us out and give us some toilet paper, will ya? There was no answer from the other side of the stall door so she continued to make her demands. The girl on the distant of the stall gave more warnings to others that stumbled into this semi-chaotic restroom. Still no response from inside the stall. I was half tempted to launch into the Seinfeld Spare a Square tirade (in which Elaine gets into a agitate with a woman in a neighboring stall who refuses to pass her some toilet paper), since it seemed fitting in such a situation. But I held off, doubting that either girl would understand the joke. Fortunately, I didnt pay off to ponder what to do for too much longer because, just then, the door to the occupied stall swung open and a strikingly tall, slim girl stepped out, still zipping her pants. There, have as much as you like she said, as a straining of greeting, in the same intoxicated voice. She was... ...ng co-eds in the bathrooms of fraternity houses (technically not ladies rooms, they are usually populated with a female majority during large parties) and discussed everything from hairstyles to events on the every night news with wom en while waiting in line use a bar bathroom. One would think that somewhere where such a private act takes place would not be considered so freeing. However, Good Housekeeping was right on the mark in its comment on the importance of the ladies room. The ladies room is a place where traditional social norms loose their importance and, as strange as it may seem, new honesty emerges. Now, I dont have first hand knowledge of the typical mens room experience, but I have been told it is far from similar to its female counterpart. Its too bad really, imagine what sort of peace agreements could be made if they were held in the loo.

Syrian Woman :: Art Painting Syrian Woman Essays

Syrian WomanProfileThis portrait from the Riley collection is believed to have been taken mop up a funerary monument from kitul, Syria, in the early third century CE. Based on research of the lives of the Palmyrens and their funerary reliefs, a vague but more or less accurate picture of the woman can be assembled.This woman was closely likely a freeborn, although lower class, woman. Based on the kn avouch trends of Syrian fraud at the given period, it is likely that the woman had vey little monetary wealth upon her death, explaining the lack of any jewlery besides the headress being depicted in this statue. The woman was belike born in Syria of Arabic descent, and her age at the time of death was somewhere between thirty-five and forty. There are deep lines in her cheeks delineation this aging process, but the lack of other facial wrinkles gives the assumption that she died rather young. Based om the sunken cheekbones and large eyes, as well as the fact that she was most likely poor, it can be assumed that had been in relatively poor health at the time of her death, probably heightened by meager food and strenous activity. The decpition of the womans reform hand caressing her cheek, although not completely uncommon in Syrian portrature, draws attention to her hand and makes the assumption that she may have worked much with them. From this, it can be speculated that perhaps she was a midwife, an idea that shall assumed for the rest of the profile. She probably was betrothed early to her husband, possibly as young as six. By fourteen she was married to him, and taken into his home as not just the mother of his future heirs but to help out at the store, as most men of Palmyra are merchants. By fifteen she produced her first child, a son, and at sixteen her second birth ended both in the loss of the child andher own inability to produce further offspring.At the time of her death she was most likely widowed, her husband possibly dying as few as five years a go,but continues to live in the same house with her still unmarried son who by then would be running his fathers store.Because of their low income, she would have had no home slaves, leaving the woman not only with all household responsibilities, but with responsibilities in the store as well.

Strategic Planning Essay -- Business Planning Essays

Strategic Planning 1.Appraise the formal intend endeavours at the Copley Company for the period 1981 to 1984.INTRODUCTIONCopley Manufacturing Company was primarily a manufacturer of a wide line of cutting tools and related parts and supplies. Late in 1980, Mr. Sagan, director of corporate development and Mr. Albert, executive vice president agreed that systematic formal grooming should become part of managements way of life at Copley. EXECUTIVE SUMMARYIn 1981, Copley Manufacturing Company had begun formal corporatewide planning. The declare planning was ingrained into life at Copley through a series of visits by corporate groups, planning recapitulation meetings, as well as planning response meetings. However in 1982, the planning system was modified where the planning committee separated the formal planning cycle into three phases Strategy tuition phase, Quantitative phase and Action phase. In 1983, the planning process was largely influenced and administered by Mr. Tyler, t he executive vice president. For recent development in 1984, the actual province for planning has been placed directly on the executive vice president, group vice presidents and also division managers.DISCUSSION OF SITUATION IN 1981In February 1981, Mr. Albert form a corporate planning committee as the first step to move toward a regular formal planning process. In the discussion held, the planning committee decided on the process of ingraining the formalized planning into the life at Copley.On 21st March 1981, Mr. Albert requested the division ecumenic managers to sketch out a plan for regular formal planning and schedule for starting such an sweat. The main objective of that effort is to issue guidelines for the expression of divisional provisional plans (Brethauer 1999).On 6th June 1981, the corporate groups, which always included Mr. Albert and Mr. Sagan, had visited to the divisions constantly as an initial concept of formal planning activities. In the prefatorial meetings , Mr. Albert explained the importance of the planning effort, and Mr. Sagan explained the details. On 1st October 1981, the divisions, as well as the corporate staff groups, were asked to produce and submit the five-year plans. In November and December 1981, planning review meetings were held to review the divisional plans. On 28th December 1981, th... ...981 and modified in later years, leading Copley to attain success.MThe top management had been continuously putting effort in making planning a way of life for Copley.WeaknessesMThe 1982 changes in top management were temporarily disruptive to the planning effort.MConsiderable effort was required to assimilate the acquired company and work out the split-up of Cutting Tool Division.MDivision managers had been planning largely to satisfy the requirements but had failed to commit to the plans.OpportunitiesMThe 10-year notion indicated that Copleys profit was sensitive to cyclical swings, and large cash flow could be expected.MCopley was mainly concerned in achieving future outgrowth through skill and merger.MCopley is expected to reach a minimum annual profit growth of 10 percent and a return on equity of 12.5 percent.ThreatsMThe cast down market conditions might result in Copleys extensive loss.MIt was fearful that Copley would revert to a short-term orientation if it continued along the present path.M on that point is a great tendency in American business to over manage, over plan, over staff, and over organize.

Analyzing Wilbur’s Orchard Trees, January :: Wilbur Orchard Trees January Essays

Analyzing Wilburs plantation Trees, January   By reading atomic number 53 of Richard Wilburs verse forms, one fuck get extremely confused while trying to find the actual substance of the poem. Someone could take the easy way out and not try to get inscrutable down into the poem to find the real meaning, or one could investigate the poem and learn what Wilbur is trying to get across to the reader. In Orchard Trees, January, one could pick up what Wilbur is trying to say if one takes the time to think about it. On some of his poems, though, it is nearly impossible to know what he is talking about. Only the interpretation from Wilbur himself could help one who is completely baffled by one of his poems. Authors often write their poems at the spur of the moment, and the mood that the poet is in reflects the meaning of the poem. Centenary College was lucky enough for Richard Wilbur to come to the school and explicate many of his poems. This helps in dissecting Wilburs poem s. When reading Orchard Trees, January, it seems to be talking about how a tree survives the harsh winter until the spring arrives, upon which it appears new and more fresh than ever before. By looking deeper into the poem, there are details that one can pull out of it, which is probably what Wilbur wants to be known. In the poem, it seems that somebody is inside his or her dwelling place looking outside at a tree. The somebody is marveling at how the tree can withstand the cold weather, continuous snow, and other harsh conditions that the winter brings. Witnessed passim the days of winter by the person in the window, the trees bark stays strong, however the winter snow has been able to penetrate it. The tree becomes frozen, but it is strong enough to live throughout the winter until the spring relieves its suffering. When spring finally arrives, the effects of winter can no longer harm the tree. The freezing stage is gone, and the tree can carry forth new life and growth in the springtime. The true meaning of this poem could only be perfectly interpreted by Wilbur, himself. In Orchard Trees, January, it seems that the interpretation previously given above is correct, although Wilbur may have some different stress points. There probably is an even deeper meaning in this poem that Wilbur could get across, but most of the time it is up to the reader to be able to pick it out and relate it to the poem.