The Shoe Industry Essay Example For Students

The Shoe Industry Essay The Shoe IndustryThe shoe industry is one of the biggest moneymakers in the market, but itsfacing many changes, rushes, and difficulties. The big power in the industry isNike inc. which all the other companies are trying to be like. Some changes arethe industry as a whole is moving there factories to the far east such as China. The reason for this is they are trying to save costs for producing there shoesby paying there workers less because they are in the far east. Nike and Reebokhave already been in the east. The shoe industry not including Nike inc. istrying to make rushes to be number one, two, and three. Another rush theindustry is making, is the rush for the deadline of sports shoes. In otherwords coming up with shoes for the sports that are in season. The difficultiesthe shoe industry has are making shoes that all people wear such as setting astyle for both inner city people and suburb people. Another difficulty theshoe industry has is getting its stock value to rise again because all but Nikeand Filas stock has dropped. This is what the shoe industry is all about andthe difficulties, problems, and advances it has. We will write a custom essay on The Shoe Industry specifically for you for only $16.38 $13.9/page Order now There are four major companies in the shoe industry. The dominant industryis Nike inc.. Then going down the line is Reebok, Fila, and Adidas. Nike beingthe superpower has been in front of all the other industries for many years. Right now Reebok is the closest company to Nike and is $2,459 behind in valuein MIL. Nikes earnings in the last quarter leaped 24% which has pleased WallStreet investors. With such earnings Nike announced a 2-to-1 stock split, itssecond in many years. Nike and Reebok are far ahead than the other companiesbecause there factories are already in the far east, and other companies arejust starting to build them. With Nikes earnings so high itll be very hardfor any of the companies to take over the number one spot. Also, itll be hardto get the peoples support in there products because most people have faith inNike. Reebok number two in the industry is facing many problems. First, thereis friction between the management spots for Reebok. Second, Reebok is havingdifficulty finding sports stars to endorse there products. Finally, Reeboksstock has dropped and is still dropping. The reason for this is the people donot prefer the shoes in how they look and how comfortable they are. If Reebokssto ck continues to drop dont be surprised if Fila takes the number two spot. Fila has been spectacular in the market in the last four years Fila hasincreased its profits and taken the number three spot from Adidas. There are afew causes for this smart management, popular endorsers, and shoes. The shoes Iam talking about are the Grant Hills. These shoes made everything happen forFila including getting the support of people behind there product. Fila plansto launch another offensive so it can surpass Reebok in the market, thisoffensive will include new Grant Hill shoes and many others. Finally, there isAdidas who is in the hunt for its number three spot back. After losing itsthree spot Adidas launched there own offensive rising there stock from 2% to5%. In there offensive Adidas signed such stars as John Starks and Jalen Roseto endorse there products. Even with this offensive Adidas will not be able tocompete with Nike and Fila. There are two things that will have an effect onthese companies in the future, changing tastes and new competitors. .ud4b407ea93896dd89edb6efa5b12c74f , .ud4b407ea93896dd89edb6efa5b12c74f .postImageUrl , .ud4b407ea93896dd89edb6efa5b12c74f .centered-text-area { min-height: 80px; position: relative; } .ud4b407ea93896dd89edb6efa5b12c74f , .ud4b407ea93896dd89edb6efa5b12c74f:hover , .ud4b407ea93896dd89edb6efa5b12c74f:visited , .ud4b407ea93896dd89edb6efa5b12c74f:active { border:0!important; } .ud4b407ea93896dd89edb6efa5b12c74f .clearfix:after { content: ""; display: table; clear: both; } .ud4b407ea93896dd89edb6efa5b12c74f { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ud4b407ea93896dd89edb6efa5b12c74f:active , .ud4b407ea93896dd89edb6efa5b12c74f:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ud4b407ea93896dd89edb6efa5b12c74f .centered-text-area { width: 100%; position: relative ; } .ud4b407ea93896dd89edb6efa5b12c74f .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ud4b407ea93896dd89edb6efa5b12c74f .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ud4b407ea93896dd89edb6efa5b12c74f .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ud4b407ea93896dd89edb6efa5b12c74f:hover .ctaButton { background-color: #34495E!important; } .ud4b407ea93896dd89edb6efa5b12c74f .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ud4b407ea93896dd89edb6efa5b12c74f .ud4b407ea93896dd89edb6efa5b12c74f-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ud4b407ea93896dd89edb6efa5b12c74f:after { content: ""; display: block; clear: both; } READ: My Life in Milwaukee, Wisconsin EssayI feel if you are going to buy stock in any of these companies you shouldbuy stock in Nike and Fila. My reasons for you to buy in Nike are many. First,its stock keeps on rising suffering very small losses at few times a year. Second, Nike has always done well in meeting the consumers wants and needs. Finally, Nike has the number one endorsers who bring in profits. Such endorsersare Michael Jordan, Deion Sanders, and Penny Hardaway. The reasons for you tobuy stock in Fila are very persuading. First, Fila has jumped up in the marketpassing such big names as Adidas, and Converse not hesitating to look back. Second, Fila has rising stars to endorse there products such as Allen Iverson,Jamal Mashburn, Mike Powell, and Grant Hill. Finally, Filas next offensivesounds

Critical Analysis of the Role of Leadership in Improving Performance in Public Sector Organisations

Critical Analysis of the Role of Leadership in Improving Performance in Public Sector Organisations Introduction Distributed leadership is a post-heroic understanding of leadership that advocates the liberation from bureaucracy and strengthening of stakeholder involvement (Jackson 2000, p. 70). It has traits that make it relevant for public firms that are in need of a turnaround in performance (Harris, 2005, p. 82).Advertising We will write a custom case study sample on Critical Analysis of the Role of Leadership in Improving Performance in Public Sector Organisations specifically for you for only $16.05 $11/page Learn More Integrity or openness to criticism, delegation of duties and networking are some of the qualities that reflect distributed leadership. Ciulla (2004) Currie Locket (2007) and Gronn (2002) are among the advocates of distributed leadership, and their support stems from the shortcomings that are found in transformational leadership. Moreover, Alimo-Metcalfe, Alban-Metcalfe, Heck, Hallinger and Harris are some of the key theorists in distri buted leadership. They expound on the centrality of cooperation, expert input and openness of leadership boundaries within this form of leadership. This paper will focus on characteristics of the leadership model, particularly how it relates to performance management, change management and organisational structure. Performance management can lead to effective performance by facilitating goal definition, proper development of performance management systems, as well as role clarification. Distributed leadership can streamline these aspects. Change management is necessary in turnaround situations, and organisational structure alters decision-making and control issues, thus affecting how a company accomplishes impressive performance. The report will examine how distributed leadership may translate these processes into high performance.Advertising Looking for case study on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More It will then apply these aforementioned theories to a case study about a police force called Blackshire (Walshe et. al., 2009, p. 12).1 This institution was experiencing problems as a result of poor leadership. The report will focus on how distributed leadership could have prevented some of these problems, as well as providing some suggestions on how the institution can improve its current leadership approach on the basis of the theory. Distributed Leadership Theory Definition of distributed leadership and how organisations effect it A number of characteristics make distributed leadership distinct. The first quality is that it encapsulates a network of individuals interacting with one another. Unlike other theories of leadership like transactional and transformational leadership, which dwell on the individual, this approach emphasises the involvement of groups of people in leadership. The emphasis, therefore, is collaborative action not the sum of individual efforts (Harris, 2 005, p. 82). Secondly, distributed leadership has open boundaries. Organisations can expand their leadership to a wide number of people because no limits exist on how wide one can cast this leadership net. From this perspective, adherents of the distributed leadership model advocate the expansion of stakeholders and encourage their involvement as leaders (Heck and Hallinger, 2005 p.233).Advertising We will write a custom case study sample on Critical Analysis of the Role of Leadership in Improving Performance in Public Sector Organisations specifically for you for only $16.05 $11/page Learn More For instance, in the context of an educational establishment, instead of merely including the teachers in leadership, a school can expand its community of stakeholders to include students or parents. Conversely, transformational leadership would have closed boundaries as formal leaders would wield most control. Thirdly, this form of leadership involves the belief th at experts exist in different facets of the organisation. By bringing the ideas and perspectives of those experts, an organisation can strengthen its capabilities. Moreover, when an expert uses their skills to initiate a concept, then the trust and support of others will sharpen the initiative (Alimo-Metcalfe, 2000, p.42). In transactional and transformational leadership, experts lack decision-making power (Alimo-Metcalfe Alban-Metcalfe 2005, p. 53). Autonomy and control in the distributed leadership model is varied. It may emanate from members in senior authority or low-level employees. However, it is sometimes effective to let formal leaders establish certain values and goals because they are accountable to external parties for the performance of the institution. In addition, the organisational culture has a substantial influence on the effectiveness of distributed leadership. Thus, if an institution has had a long-standing culture of non-participation, the distributed leadership models could yield high levels of passivity. These choices of autonomy and control are not available to individuals in transformational and transactional leadership models (Currie Lockett, 2007, p. 353). Organisations in the public sector may have to pioneer cultural change if pre-existing cultures are incompatible with shared leadership. The source of change in distributed leadership is also diverse (Currie Lockett, 2007, p. 361).Advertising Looking for case study on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More It may come from an external policy or stimulus, such as members of the community served by the public organisation. They may place pressure on the institution to change, which could potentially require a complete cultural shift. Conversely, it may emanate from within, by formal leaders or members of the network. Sometimes it may come from an external policy or stimulus, such as members of the community served by the public organisation, who may place pressure on the institution to change. This could require a cultural shift. Conversely, it may emanate from formal leaders or members of the network. One should note, that although distributed leadership emphasises the importance of a collective effort, it is still compatible with top-down leadership, wherein projects and initiatives are granted from charismatic leaders. However, the key difference between attempts at organisational change in traditional transformational leadership and distributed leadership, is the strong partnership between the leader and other members of the organisation during this change (Crosby Bryson, 2005, p. 80). Additionally, the question of whether distributed leadership can fit into pre-set structures warrants some attention. In order to foster a long-term orientation, public organisations ought to have team structures and committees as some of the forms of distributed leadership (Crosby Bryson, 2005, p. 80). However, these structures need not determine how leadership manifests itself. The fluid nature of distributed leadership places greater precedence on one’s expertise rather than one’s position. Conversely transformational leadership rests on formal leadership. Moreover, for this level of spontaneity to work, the public firm ought to have a high degree of support and trust from amongst its team members. Therefore, leader-and-follower distinctions may not be clear, which may necessitate formal accountability structures to be in place. A realisation in the limitation s of charismatic leadership has necessitated the shift towards distributed leadership within the public sector. Gronn (2002, p. 9) challenges the fact that leadership should revolve around one individual alone. He asserts that leadership is not mythically or contingent upon any special powers of an individual. In reality, Ciulla (2004, p. 67) adds that overreliance on one person may create a form of cult of these leaders. Followers may pay heavily for criticising the leadership while the seniors themselves may claim ownership over all organisational success, even when others contributed to the effort. Narcissism and self-serving leadership thrives in a charisma-oriented organisation, and this could lead to failure (Currie Lockett, 2007, p. 359). It is for these reasons that many public institutions are embracing inclusive leadership as this approach has built-in mechanisms to ensure accountability, as well as ownership of decisions. Traits in distributed leadership that lead to per formance improvement Public organisations have formal leaders who still play a crucial role in the enforcement of distributed leadership (Hartley, 2007, p. 203). Senior leaders often network among their internal and external stakeholders in order to cause change. Therefore, this attribute mirrors transformational leadership. They usually expand the number of contacts that they have and build trust among them. Moreover, sensitivity to key players’ agenda (both external and internal) is crucial in causing performance improvement (Alimo-Metcalfe Alban-Metcalfe 2005, p. 66). In the context of the UK public sector domain, this is vital as inter-agency collaboration is common and in certain cases, it is expected. Successful leadership therefore, unites differing institutions in order to facilitate a shared vision. One cannot overemphasise the significance of delegation as a means of improving performance within organisations. Public organisations must empower their staff to think strategically and to develop solutions for impending problems. This causes them to take responsibility over performance improvement. In the transformational leadership model, leaders think of delegation as a favour to their subordinates (Currie et. al., 2005, p. 266). Individuals who exercise decision-making powers do not dilute the leader’s power. However, in distributed leadership, a formal leader may have to give true discretion over issues. This implies a slight degree of disempowerment for the senior authority (Alimo-Metcalfe, 2000, p.109). Alimo-Metcalfe Alban-Metcalfe (2005, p.70) stress the importance of integrity as another essential quality to facilitate performance improvement. Such ethical and moral standards are prerequisites to the establishment of effective distributed-leadership, as leaders need to deal with their fellow members in an equitable and consistent way. In the distributed model, one ought to embrace values of humility and exhibit vulnerability; hen ce when a person is wrong, they should admit their mistakes. Alimo-Metcalfe Alban-Metcalfe (2005, p. 56) stress that transformational leadership makes it difficult to ask questions as leaders have a cult-like following. Adherents of the distributed leadership model must therefore give precedence to the good of the organisation rather than their personal ambition or needs. Openness to criticism amongst senior authorities in distributed leadership should make them alter their views after listening to others. Modification ought to occur genuinely rather than as a reactionary response to others threatening effectiveness (Hennessey, 1998, p.525). In this model, workers will pursue task objectives because of the internationalisation of their core values, if they regard their work roles as crucial elements of their identity. In line with vulnerability and transparency is the ease of accessibility. Employees in distributed leadership have open access to formal leaders, regardless of their schedules. The degree of formality ought to be minimal as this will facilitate openness and honesty. (Hartley, 2007, p.207). Performance management in the public sector and its relevance to distributed leadership Performance management is a critical aspect of the overall organisational performance because it allows public sector institutions to link results, objectives and individual objectives. It is the means with which organisations merge fundamental aspects of their function (De Bruijn, 2001, p. 15). Effective performance management occurs when performance assessment and strategies are in the hands of the concerned agencies, whereby they take ownership over their performance system (Jas Skelcher, 2005, p.199). In the public sector, an external body may have to conduct performance auditing. In this regard, it is the prerogative of the public institution to use distributed leadership in order to foster cooperation with such parties (Theil Leeuw, 2002, p. 276). The company may as certain where the majority of weaknesses lie and therefore use recommendations from the auditing body to improve this. In a situation where performance assessment occurs within the same public institution, then distributed leadership would assist them in taking ownership over such a system. It would allow members to contribute towards performance management systems, and thus allow them to understand the consequences of their actions. Nonetheless, the spirit of cooperation with other bodies would also require public firms to collaborate with agencies to operate within a strategic framework. The national auditing authority for the Parliament of Australia, ANAO (2005, p.14), identify certain factors that facilitate effective performance management, and hence improvement in public firms. One of these is alignment wherein public organisations ought to align their performance management systems with their company goals. In order for this to occur, they need to have performance measurement systems that illustrate how effective their performance management efforts are. Additionally, they can ensure alignment by creating systems that support performance management. Distributed leadership can assist public institutions to achieve this alignment by establishing the necessary support mechanisms (Coulson, 2009). In addition, it can facilitate in the creation of performance assessment systems. Performance management is only effective when systems are credible. Credibility may come about when companies match rhetoric with reality (Theil Leeuw, 2002, p. 268). A number of public institutions exhibit gaps between what they expect in performance, as well as how they implement performance systems. ANAO (2005, p. 55) found that many employees in the public sector were sceptical about performance management because they disagreed with performance-pay criteria, deeming it as unfair. A number of them complained about favouritism and bias in the implementation of reward decisions, wh ereas others felt that reward incentives were not sufficient enough to motivate them. Certain public sector employers in the Australian survey revealed that they did not understand qualities that warranted effective performances (ANAO, 2005). Therefore, problems in role clarification were a key impediment to success. Staff members could not see the association between performances management at the organisational level and their personal contributions. If these problems exist in a public institution, then it is highly unlikely that performance management and improvement will occur. Distributed leadership has the potential to be an antidote to these problems, by directly involving the workforce in the development of the performance management system. If staff members regard each other as partners in the performance system, they are more likely to discuss and eliminate glitches in performance management. They may agree on the goals of performance management and determine how this rela tes to their individual contributions (Hodgson et. al., 2007). They would also clarify the qualities that constitute as effective performance through a coherent consensus. This system would therefore eradicate favouritism, as it would increase mutual support and trust between all parties affected by the institution. Thirdly, performance management can only lead to performance improvement if the concerned institution integrates it with other structures. Some organisations may not integrate work structures with performance management, and this could lead to complications in the provision of services. Distributed leadership models call for a holistic focus on service provision. Hence, if members work together, chances are that they will have better direction on achieving their goals, as well as performance systems that they should include (Hodgson et. al., 2007, p. 361). Change management for performance improvement through distributed leadership Change management is a mechanism that m ay need to be implemented if an organisation continually records low levels of performance. The collaborative nature of distributed leadership may seem contradictory to change management, however in times of crises or succession, the concept may be inevitable. Furthermore, it can still occur within top-down structures, but through the use of distributed leadership principles. As expressed by Pollitt (2009, p.288), leaders ought to follow a series of steps when instating change. He believes that most public companies fail as a result of communicating the need for change too formally. Alternatively, they may wait until it is too late to do so. Ritual forming can sometimes be necessary to create a new vision in a public organisation. In the distributed model, a formal leader must communicate this need early enough because the methodology already entails that regular contact between the rest of the employees and the company leader is taking place. In terms of performance, change managem ent can only lead to an improvement when a clear action plan is available (Jones, 2004). Sometimes this refers to structural change or other elements of the organisation’s functions. In other forms of leadership, the action plan would originate from senior management to a single individual. However, this is not tenable in distributed leadership. Subsequently, in the context of the public sector, a system would be implemented to collate members’ input on how to cause change effectively. Attaining internal support is a necessary part of successful change management. Leaders must foster participation and tackle internal resistance. They should allow resistors to have a relative degree of flexibility because some of their objections may be genuine (Ingraham and Van Slyke, 2006, p. 394). In distributed leadership, internal resistance ought to lead to alterations in elements of the plan because it engages people. Thus, distributed leadership would assist in building internal support and validating some of the objections raised by members. In tandem with internal cooperation, effective organisations need to also build support from external communities. Soliciting external support is rather difficult for public organisations, but since they provide services to the public, consulting with this group is imperative. Distributed leadership streamlines this process because it facilitates relationship-building between external and internal stakeholders of a public firm. Therefore, importing for support from them during a change initiative would be done effectively. As such, their chances of improving performance will be quite high (Borins, 2000, p. 501). Resource congruence is also imperative in translating change management to effective performance improvement. When organisations want to build effective ways of accomplishing change, they need substantial resources to do so. Distributed leadership would assist in garnering sufficient resources because all the key contributors to institutional budgets would be working regularly with members of the organisation (Jones, 2004, p. 52). Perhaps one of the most critical parameters for yielding performance improvement in change management is the actual implementation of the change process. Daily routines need to have change embedded in them. Thus, training, information technology use, job roles, even behaviour during meetings ought to reflect these new amendments. Distributed leadership would match perfectly with the constant-change model as it would cause individuals to identify areas that require improvement and also facilitate these transitions on a day-to-day basis (Pollitt, 2009, p. 291). Organisational structure and performance improvement through distributed leadership Organisational structure concerns itself with how companies distribute decision-making powers. Most public service firms are laden with bureaucracies, such that this aspect of power lies at the top of the organisational str ucture. However, in democracies, wherein elected officials, control agencies, line managers and other officers must work together, it becomes increasingly hard for ordinary employees to make decisions. Elected officials tend to safeguard as much of this power as possible (Borins, 2000, p. 505). Additionally, control agencies try to do the same. Thus, line managers may find it extremely difficult to make strategic decisions because of a myriad of rules and regulations that constrain them. These include procurement systems, human resource policies, budget instructions and auditing practice. The result of such an approach is the inability of government firms to respond to their external environment. However, in the case of distributed leadership, this attempts to break these constraints through the organisational structure. The model redistributes power, allowing members to respond creatively and speedily to the needs of their clientele. This would have been somewhat unattainable if al l employees had to wait for directions from the top of the hierarchy (Osborne, 2007, p. 13). One may presume that when organisations redistribute decision-making power, those who initially had it will lose it; but this is not always true. Modifying the point of control in also necessitates a reorientation of the form of control (Walker, 2001, p. 316). These institutions rely on different approaches other than commands and inspections to affect decision-making processes. They often commit to getting certain results and then allow flexibility in the accomplishment of those results. Some of the mechanisms employed in distributed leadership include performance measurement, determination of results that must be achieved and a responsibility towards the consequences of actions. Some public organisations cannot simply eliminate rules and procedures; therefore, the distributed model allows them to streamline those procedures with the aim of freeing firms from central control (Pollitt, 2009, p. 290). Employees in public institutions often feel frustrated by procurement and budget constraints from large systems. Consequently, they require trust from higher levels of management in order to get their job done, and this may imply loosening control from the central authorities. Perhaps another way in which distributed leadership affects performance is through community empowerment. In the context of public sector organisations, these institutions are willing to share power with communities so that they can determine service outcomes on the basis of what is available (Osborne, 2007, p. 9). The approach manifests itself through parental involvement, as well as community policing. It may also involve business associations if the public organisation focuses on these groups as their primary consumers. Obstacles to the realisation of performance improvement through distributed leadership It is a myth to presume that distributed leadership only involves collaboration. Conflict may arise during an attempt to share leadership with other persons, and if organisations do not acknowledge and deal with it, then only minimal performance improvements will be accomplished (Pollitt and Bouckaert, 2004, p.194). Sometimes when groups work together to cause organisational change, they may disagree on crucial points of reference. For instance, if an organisation works on redefining its goals and visions, then members of the institution may disagree on what constitutes as these elements. To further illustrate, public institutions have constrained resources, so many stakeholders may object to the allocation of finances (Jackson, 2000, p. 68). Some of them may believe that their portfolios warrant greater resource deployment than others. If leaders do not address these conflicts, then change may not occur, and organisations will maintain the status quo. However public firms that do employ distributed leadership models, have the opportunity to use conflict for their benefit b y consolidating divergent opinions and using them as a focal point of discussion and growth (Flessa, 2009). A case in point is a public school in which the principal wanted to achieve rapid results. He felt that accountability mechanisms were the way to go, and he quickly introduced it. Many of the teachers in the institution opposed the new system and even decided to spearhead a movement against the principal. Their actions eventually resulted in an investigation of the school. One can ascertain from this example that this conflict did not achieve performance improvement through better test scores; in reality the institution took a step back with regards to their usual achievement. Case Study Analysis Blackshire Police Force may have suffered from an overemphasis on individual leadership. A high degree of passivity existed in the institution, with many of its members failing to take responsibility for their actions (Ciulla, 2004, p. 93). When leadership lacked ambition after the de ath of the chief constable, the rest of the force also became unmotivated. Therefore, one could suggest that the force became a casualty of the deficiencies of its central leaders (Currie et. al., 2005, p. 266). This explains why their performance was abysmal. Conversely, when the force introduced a new chief constable, things changed for the better. He was open with his staff members, as well as the external community (Walshe et. al., 2009, p. 12). It is likely that this dispersion of attention away from the top may have led to the positive outcomes; however, since the force is yet to tackle other issues, then further entrenchment of distributed leadership may be imperative. Alimo-Metcalfe Alban-Metcalfe (2005, p. 60) affirm that networking is critical to the success of public sector leaders. They believe that this should entail establishing and strengthening contacts between the public institution and its internal and external community. In relation to the Blackshire Force, it se ems there was a significant lack of shareholder networking, which may have led to certain performance problems. The nature of their mandate stipulates that it is required for staff members to network and engagement with the Blackshire community. Thus, had authorities within Blackshire worked with vulnerable peoples or neighbourhoods with endemic violent crimes, they would have recorded excellent performance during the 2005 and 2006 HMC assessment (Martin et. al., 2009, p. 769). At present, the organisation is deliberating over future plans, such as scaling up or becoming part of a larger structure (Walshe et. al., 2009, p. 12). If this strategy is to sustain new performance improvement, then the organisation should consider genuine discretion of decision-making amongst its members. The force already has experts in certain areas of policing. Formal leaders will need to give up control and allow their staff members to take ownership of decisions after scaling up (Alimo-Metcalfe, 2000, p. 50). Blackshire initially had challenges with performance improvement because of a number of anomalies identified in the literature. First, the institution did not work with the external body (HMIC2) in order to improve performance (Walshe et. al., 2009, p. 12). Theoretically speaking, had a relationship with the auditing body been ensured, it would have had a better understanding of targets and performances. Distributed leadership moves beyond working with internal organisational stakeholders alone, as it also advocates for expansion of leadership to external communities (De Bruijn, 2001, p. 171). Additionally, challenges in performance management may have also arisen out a lack of the three qualities for effective systems: integration, alignment and credibility. Previously, members of the force did not understand what constitutes good performance. Therefore, credibility of the system was a challenge. They addressed this problem by clarifying their mission and values. In the fu ture, it is advisable for the force to consider input from all their members in order to boost outcomes (De Bruijn 2001). Integration of performance management with work is essential in improving performance. In the case analysis, it is not clear whether the concerned institution created an action plan for the change process. However, it is clear that most of the ideas in the turnaround came from senior management. In order to create an association between change management and performances improvement, Blackshire will need to involve more of its employees in the process of causing change (Spillane et. al., 2001, p. 28). It is likely that the organisational restructure elicited positive results due to the use of elements from distributed leadership. One of them includes building support from the Police Federation and the community members. The concept of intelligence-led policing would not have yielded any results if it occurred in isolation. Distributed leadership would cause the i nstitution to make change a strategic issue by using ideas from members on a regular basis (Muijs and Harris, 2007, p. 112). Employees in Blackshire force adhere to a traditional methodology of leadership, whereby they appear to rely heavily on central authorities to make decisions (Flessa, 2009, p. 337). Distributed leadership however, requires public firms to think about ways in which they can restructure, and hence empower their employees. The force most likely has certain experts who have specialised in different components of service provision. It will be imperative for the company to trust them with a range of decisions. In the current state, as well as in the past, the force has placed so much emphasis on central control. For greater performance improvement, the organisation should allow its employees to make decisions that directly relate to their area of expertise (Hartley Allison, 2000, p. 38). Conclusion Distributed leadership possesses certain traits that can lead to pe rformance improvement, such as, delegation, networking and openness to criticism. Delegation occurs when public organisations empower their staff to think strategically and develop solutions for impending problems. Networking occurs by collaborating with internal and external stakeholders in order to cause change. Openness to criticism occurs by genuine responses rather than as a reactionary response to others’ threatening behaviour. These qualities stem from expansion of the leadership net, empowerment of experts to make decisions throughout the organisation and valuing membership input throughout the year. Leadership is flexible and autonomous, which denotes that change management, performance management, as well as organisational structure involve everyone. The result is better communication, decision making and ownership of performance management systems. In the area of performance management, public institutions use distributed leadership to foster cooperation with exter nal bodies that conduct performance auditing. Leadership in the distributed model establishes support systems that illustrate how effective their performance management efforts are. Distributed leadership has the potential to be an antidote to problems in performance measurement, by directly involving the workforce in the development of the performance management system. It causes staff members to regard each other as partners in the performance system as they are more likely to discuss and eliminate glitches. Distributed leadership causes them to agree on goals of performance management and determine how this relates to their individual contributions. They also clarify the qualities that constitute effective performance through a coherent consensus. This leadership model, therefore, eradicates favouritism, as it increases mutual support and trust between parties. In the case of Blackshire Police Force, initially they did not network with members of the community, hence the cause of its low outcomes. Additionally, it placed too much emphasis on individual leadership. However, the implementation of distributed leadership principles led to a positive change via the cooperation of stakeholders during planning and implementation stages of performance management. Thus, Blackshire force needs to consider greater inclusiveness in managing performance. Distributed leadership may also improve performance through reorientation of organisational structure, wherein it encourages the decentralisation of decision making. Blackshire will need to enact this radically in the future. Distributed leadership leads to better handling of conflict in group collaboration. Furthermore, for future considerations, Blackshire force should embrace conflict as a learning platform. References Alimo-Metcalfe, B 2000, Effective Leadership, Local Government Management Board (now Improvement Development Agency), London. Alimo-Metcalfe, B and Alban-Metcalfe, J 2005, ‘Leadership: Time for a new direction?’, Leadership, vol. 1 no. 1, pp. 51-73. ANAO (Australian National Audit Office) 2005, ‘Performance management in the Australian Public Service’, The Auditor General Audit Report, no. 6, 1-133. Borins S 2000, ‘Loose cannons and rule breakers, or enterprising leaders? Some evidence about innovative public managers’, Public Administration Review, vol. 60 no. 6, pp. 498-507. Ciulla, J 2004, Ethics: the Heart of Leadership, Praeger, Westport. Coulson, A 2009, ‘Targets and terror: Government by performance indicators’, Local Government Studies, vol. 35 no. 2, pp. 271-281. Crosby, B Bryson, J 2005, Leadership for the common good: tackling public problems in a shared-power world, Jossey-Bass, San Francisco. Currie, G Lockett, A 2007, ‘A critique of transformational leadership: moral, professional and contingent dimensions of leadership within public services organizations’, Human Relations, vol. 60 no. 2, pp. 341-3 70. Currie, G, Boyett, I Suhomlinova, S 2005, ‘Transformational leadership within secondary schools in England: a panacea for organizational ills?’, Public Administration, vol. 83 no.2, pp. 265-296. De Bruijn, H 2001, Managing performance in the public sector, Routledge, London. Flessa, J 2009, ‘Educational micropolitics and distributed leadership’, Journal of Education, vol. 84 no. 6, pp. 331-349. Gronn, P 2002, ‘A Realist View of Leadership’, Paper presented at the ELO-AusAsiaon-line conference, August 6th–22nd, pp. 1-15. Harris, A 2005, Leading from the chalk-face? An overview of school leadership’, Leadership, vol. 1 no. 1, pp. 73-87. Hartley, D 2007, ‘The emergence of distributed leadership in education: why now?’, British Journal of Educational Studies, vol. 55 no. 2, pp. 202-214. Hartley, J Allison, M 2000, ‘The role of leadership in the modernization and improvement of public services’, Public M oney Management, vol. 20 no. 2, pp. 35-40. Heck, R and Hallinger, P 2005, ‘The study of educational leadership and management’, Educational Management, Administration and Leadership, vol. 33 no. 2, pp. 229-244. Hennessey, J 1998, ‘Reinventing government: does leadership make the difference?’ Public Administration Review, vol. 58 no. 6, pp. 522-532. Hodgson, L, Farrell, C and Connolly, M 2007, ‘Improving UK Public Services – A review of the evidence’, Public Administration, vol. 85 no. 20, pp. 355-382. Ingraham, P and Van Slyke, D 2006, ‘The path ahead for public service leadership’, The American Review of Public Administration, vol. 36 no.4, pp. 392-394. Jackson, D 2000, ‘The school improvement journey: Perspectives on leadership’, School Leadership and Management, vol. 20 no. 1, pp. 61-79. Jas, P Skelcher, 2005, ‘Performance decline and turnaround in public sector organisations: A theoretical and empiri cal analysis’, British Journal of Management, vol. 16 no. 3, pp. 195-210. Jones, S 2004, ‘Improving local government: One step forward not two steps back’, Public Money and Management, vol. 24 no. 1, pp. 47-55. Martin, G, Currie, G Finn, R 2009, ‘Leadership, service reform, and public-service networks: the case of cancer-genetics pilots in the English NHS’, Journal of Public Administration Research Theory, vol. 19 no. 4, pp. 769-794. Muijs, D and Harris, A 2007, ‘Teacher leadership in (in)action: three case studies of contrasting schools’, Educational Management Administration and Leadership, vol. 35 no. 1, pp. 111-134. Osborne, D 2007, ‘Reinventing government: What a difference a strategy makes’, 7th Global Forum on Reinventing Government, 26-29 June, Vienna, Austria, pp. 1-15. Pollitt, C 2009, ‘Structural change and public service performance: International lessons?’, Public Money and Management, vol. 29 no. 5, pp. 285-291. Pollitt, C and Bouckaert, G 2004, Public management reform: a comparative analysis, Oxford University Press, Oxford. Spillane, J, Halverson, R Diamond, J 2001, ‘Investigating school leadership practice: a distributed perspective’, Educational Researcher, vol. 30 no. 4, pp. 23-28. Theil, S Leeuw, F 2002, ‘The performance paradox in the public sector’, Public Performance and Management Review, vol. 25 no. 3, pp. 267-281. Walker, D 2001, ‘Great expectations: can social science evaluate New Labour’s policies?’ Evaluation, vol. 7 no. 3, pp. 305-330. Walshe, K, Harvey, G, Skelcher, C Jes, P 2009, Could do better? Knowledge, learning and performance improvement in public services. Web. Footnotes 1 Blackshire Police force was a county force that had stable leadership for decades. After the passing of its leader, the institution experienced a period of turmoil where they recorded poor performance management, as assessed throug h HMIC. Later, they got a stronger leader who involved members in organizational decisions. 2 Her Majestys Inspectorate of Constabulary

Employment Relations - Trade Unions Essay Example | Topics and Well Written Essays - 1000 words

Employment Relations - Trade Unions - Essay Example of unions in the industrial sector relate to regulation of employment relations, collective bargaining, enforcement, and starting new demands for the members. These unions may be in the form of company unions, general unions or craft union (Frege & Kelly, 2004). However, trade unions have been affected by a declining number of members, political interference and the legislative base over time. This has led to their declining power and reduced commitment leading to their ineffectiveness. The need to refresh their capacity is necessary, and various approaches have been suggested and used to revitalize trade unions. Among them are union organizing, partnerships and corporation campaigns. This paper explores the current nature and structure of labour union movement in the United States, and the evolvement of such unions to date. It also highlights the reasons that have caused the inactive states of industrial unions as well as the measures taken to revitalize the unions. Besides this, the paper gives an evaluation of approaches of revitalization in the US and the most significant when it is to addressing the issues of the employees towards improvement of industrial relations. The industrial labour movement in the United States dates back to the 19th century, and has evolved since then to include hundreds of employees with most of the workers joining in the 1930s (Freeman, 2005, p.286). It is during this period that organizations were formed to bring together workers for the aim of fighting for their rights at work and radical tactics were formulated to achieve this end such as the use of sit-down-strikes. The contemporary unions formed were to the conservative American Federation of Labour (AFL) which had come into place in the early 18th century to fight for proper treatment of the knights (Kelly & Frege, 2003, p.93). After the Second World War, routine was established, and interactions between the state, the employers, and the labour movements AFL and Congress

Ethics Research Paper Example | Topics and Well Written Essays - 750 words

Ethics - Research Paper Example Research ethics can be defined as the application of basic ethical principles to the subject of study. It includes designing and implementation of the research, human trialing, experimentation on animals, and various other aspects of research. It is also very much crucial to consider the ethical codes prior to carry out the task of research design for data collection. Generally there are three objectives in a research ethics they are protecting the participants, conducting the research in such a way that it serves the purpose of the society on a whole and finally to ensure that research actions are ethically sound. However in the context of social and behavioral research there are many incidents where we find there is a lack of ethical soundness in the research. History of Ethical Principles in Research The Nuremberg trial addressed the experimentation of human being in the context of patient’s right and protection of the human subjects. The code includes:- a) Researches that are based on human must be trialed on animals. b) Risks should be according to the perceived benefits. c) The researches that are based on humans must be carried out by qualified research. ... Belmont Report The Belmont report was developed by ‘National Commission for the Protection of Human Subjects of Biomedical and Behavioral Research’. It was issued during the year 1979 (â€Å"The Belmont Report†). The report summarizes the primary ethical principles and guidelines that should help in the process of determining the ethical issues. The report is divided into two sections namely 1) Limitations between research and practice. 2) Fundamental ethical principles. Regulations and Social and Behavioral Sciences A research review committee is an Institutional Review Board (IRB) must make certain that human research subject needs to be protected. Therefore the questions that should be asked are:- Is the subject of study reasonable? Whether the risks are minimized or not? Whether the risks are justified according to the benefits? Is there a map to control and monitor the security and safety of the subject of study? Assessing Risk in Social and Behavioral Scienc e There are many associated risks with the study of social and behavioral science. Therefore some of the possible risks could be violation of confidentiality, breach of the procedure of study, inaccurate predictions and also the gauged result. However the risks are actually psychological, social, economical and sometimes physical. Informed Consent The participants of the research study must be given sufficient information regarding the study so that they can decide whether to take part or not. They should be informed because the research needs continuous involvement of the participants. Privacy and Confidentiality Any psychological or behavioral research needs high privacy as it mostly deals with secret matters. Moreover discretion and solitude is an important factor in research (Dantzker and

Impact of Cultural Dimensions on Worldviews Essay

Impact of Cultural Dimensions on Worldviews - Essay Example For example, it’s common for men to be regarded as stronger than women. This is based on the average figures but not necessarily true when it comes to individual basis. From these characteristics of the different patterns, there are gender roles and people doing them may feel the assigning is based on a particular associated trait or observation. Similarly, different family structures are patterns in the social world. From these patterns, ideas emerge in relation to the upbringing of the people of these patterns and how it is probable to affect them or position them. The different family structures present an element of comparison into what differentiates people from those family structures. For instance, different family structures emphasize responsibility with carrying strictness. The issue of children out of wedlock emerges on a large scale if for a particular group, responsibility is not emphasized. The manner of solving goals or achieving for people with different ideas and experiences is a sensitive issue. Schwalbe (2005) asserts that persons with different ideas and experiences are likely to make incomplete and selective judgment about others in a different pattern. This is where we see racism at its peak and police brutality towards certain groups that have been stereotyped. Reaching a point of compromise is hard as members of a pattern firmly cling to what they practice as the right course. This seems to be a typical scenario affecting the social world. These people need sociological mindfulness to handle the problems between them as well as achieve goals (Schwalbe,

Urban Planning Strategies in Cairo

Urban Planning Strategies in Cairo Cairo is the Egyptian capital, the largest city in Africa. It is located in the Nile Delta, 14 kilometers south of the Nile River. The most area of the city is in the east of the river and it is 120 kilometers east of the Suez Canal. The urban area is about 214 square kilometers. Great Cairo included Helwan, Maadi, Nasser, Aslamm, Ramadan City, October 6 and other satellite towns with a total area of 1200 square kilometers. The population of those satellite towns is about fifth of the countrys total. It is standing for both financial centre and transportation hub. The city is the countrys largest business and financial center. Manufacturing output value is nearly half of the country. Textile industry is the most important sector. Raw cotton material is particularly well-developed but also wool, silk, hemp textile industry. And they are followed by the food, sugar, cigarettes, cement and household appliances. There are also included traditional leather tanning, show-making, as well as gold, silver ornaments and other handicrafts. The satellite town, Helena which is 25 kilometers away from south of the city, focus on heavy industry in order to iron and steel industry. It has developed coking, machinery, automobile, motorcycle, oil and chemical sectors. Cairo gathered the national third of the trading companies and nearly a quarter of the banking, commercial and various service industries flourish. Tourism is an important part of the city economy, as directly or indirectly employed about 40 million. It also stands for an important transport hub. The nations major rail ways and roads meet at this intersection, connected Alexandria, Port Said, Ismailia, Suez, Aswan and other major cities. The Nile to the west is the major way connected through Upper and Lower Egypt. Canal Ismailia which has access to Canal Suez is just on the west side of Nile. Eastern suburb of Heliopolis has a modern international airport, the provision of Article 30 domestic and international routes. There are 13 elevated railways, highway overpasses, and three large pedestrian bridges in the city. The bridge in the 6th Oct is more than 10 kilometer. From the foregoing, Cairo is a city is the Egyptian center of economic, transportation and politic. The development clear influences the country. Today, many developing countries are faced with problem of urbanization. As the first open country in the Arabian world, Cairo plays a crucial role in urbanization which cannot be ignored. Existing urban planning strategies The general master plan which established in 70s in to create a super agglomeration or poly-nuclear City to accommodate large population growth caused by rural-urban migration. In each individual satellite town, it expected to be self sufficient which included residential, commercial and entertainment development in order to reduce the need for commuting. Ring road, metro and other transportation system should be built in order to serve expanding settlements. In agriculture aspect, it encourages development to spread to the east and west of the city centre, into desert land, to avoid building on valuable nutrient-rich arable land in the Nile Delta. In Figure ii, it shows the original proposal of expansion gesture at west and east direction. Unfortunately, the master plan has failed. The plan doesnt have significant effect on the urban development. Its mostly because of naà ¯ve urbanization which didnt consider some basic social issues well. First, the master plan covered large areas; however, the infrastructural development fell behind. Second, the new satellite town failed to attract population. (Table 1)The target of population cannot be carried out and there are not enough employment opportunities in some of development areas. Feedback from Interview Peoples points of view are always considered as the most powerful evidence. Before starting deep research of the project, an interview has been taken by M. Shaker in Cairo. Therefore, the public opinions have been investigated and analyzed. The interview is focusing on their residence history, the location they aspire to live in and their opinions about the downtown area. The population of downtown is shrinking sharply and the reason why people dont want to live in the downtown area is basically showed in the pie chart. Quality of living and traffic condition seem to be concerned mostly. Also, in the bar chart, it clearly shows that working close to residents is the most important factor for job selection. To sum it up, people intended to move out of the downtown for better housing and living environment. They also want the new settlement to provide job opportunities so that they can work close to their residence. pAs the analysis of interview information, the main problems and contradictions come out in two aspects: one is about the living quality and the housing status with large number of rural population, and another is about traffic problems with the developments of satellite towns. Living Quality The population of Cairo increased sharply from 1970 to 5.9 million, up to 8.7 million to 1980. In 1996, it reaches 14.6 million which is a quarter of this countrys. However, Cairos population is still growing at a rate of 0.35 million per year. The population is too large to enormous pressure on Cairo. (CAPMAS 1997) Firstly, there are the food shortages. Cairo consumed half of the total imports of the country; any city in the world cannot be compared in this point. Import food prices keep rising, although the government spends huge sums of money for food subsidies, the result is not pleasing. Secondly, it caused the residents of Cairo declining standard of living. From 1985 to 1989, the general consumer price almost increased double, and it keeps increasing. Third, the large number of people ran into the city cause a serious shortage of rural labor force and unemployment to the citizens. In 1961, the national unemployment rate was 4.7%, Cairo unemployment rate was 7.5%. In 1970, the national unemployment rate was 2%, Cairo was 7.6%. Meanwhile, the young population is another challenge in Cairo, According to statistics, 1988 the population aged 0 to 14 accounted for 40%. The large number of young people will put a huge pressure on Cairo social and economic development in the future. What is the reason for population expansion in Cairo? It has the heavy urban function. The density of its urban functions is highest in Africa. It loads half of the industry in the country and it has to main international and domestic trade activities. In addition, it has education institute such as Al-Azhar University, Cairo University and American University. As the Governments road construction, housing, water, electricity and other public facilities placed in Cairo, which determines the governments majority of investments are staying in the area. Therefore, it provided substantial employment opportunities in this area, on the other hand, small towns and rural areas infrastructure construction will be lack of funds. It so that expand the gap between urban and rural areas. The contrast cause rural youth do not want to go home after graduation. In the other hand, basically, there are three types of housing in Cairo: A. Legitimate housing. It was divided into three types: 1. Countries to rent and sell or provide housing for the national staff. 2. Cooperative housing (Cooperative). 3. Private housing. B. Illegal construction. Since 1960, annual housing construction accounted for 70% of urban housing about 60000 units of housing annually, is mainly for citizens with low income. C. Slums. They are mainly used by people with lowest income and new immigrants. The legitimate housing is getting old and loses their attraction to citizens, but the slums are keeping growing and cover most of the urban places. The Government cannot stop the poor to build that as the very low incomes they have. The Roof room effect shows a housing shortage in Cairo. Today, in the city, the many buildings left room on the top and those places are nice place for the poor. Therefore, the slum and informal settlements became strong impression of some development site. These dense concentrations of human and economic activity are often located near factories, garbage dumps, or other noxious activities where eviction pressures are relatively low. While slum residents typically plan, finance, and build their own communities, they do not have the financial resources to also construct basic infrastructure like waste disposal and drainage facilities. With little assistance forthcoming from outside the slums, these facilities are often inadequate, resulting in degraded and unhealthy living and poor environmental conditions. Informal housing and slum areas are, in most cases, the source of environment pollution, both above and underground, slum and informal communities in the GCMR are typically found in the developed portions of the GCA. (M. EI Araby 2002) The pollution of Cairo is another big issue and makes people get away from it. Today, the motor vehicle emission is major source of the air pollution. Another source is industrial emission. Because some of the high density of heavy industry located near the city, the air pollution is really dangerous to public health especially children. All the people are trying to escape from those industrial regions. All of those show that the environment of living in downtown area is really bad and even getting worse; therefore, new settlements were built for people especially for those can afford a new house and want to have a better living standard. Some of those settlements included working, education and other living infrastructure; it became more and more self sufficient and part from the city main part. In the future, as satellite towns increasing, the population will be drag out of the city and disperse to the desert. Transportation issues Traffic and transport situation is a measure of urban functions, while the city has promoted the evolution of modern transportation. In 19th Century, as several trams developed, various modern transports are turning up in Cairo. With the development of the city, vehicle grows rapidly. Until early 1995, an official statistics shows a total of 3.6 million various types of motor vehicles. All the auto motor companies take notice of the huge markets in this country, variation types of cars and new cars exhibitions emerge one after another. However, car congestion has been a threat to pedestrians on the sidewalk. The disorderliness gave a bad impression of this city. When people say that a city, or a part of it, is dangerous or is a jungle what they mean primarily is that they do not feel safe on the sidewalks. (Jacobs, J 1961 p. 37) In downtown area, many pedestrian are exposed with motor vehicle on the street. The lack of effective management and the underlying dangerous created an image of chaos. The problem is also charged upon urban distribution. The urban layout is unreasonable in some ways. Some of the government departments located in the central business district, others located in the Nasser City which is one of the satellite cities. Industrial areas occupied the south of Helwan, housing area are around the north. Major education institute, Cairo University, Al-Azhar University and Ain Shams University located in the different sites. As a result, almost half of the citizen in Cairo is far away from their workplace. About 1 million people have to get out of town for work every day. Therefore, public transportation becomes the key issue of the economic development. From 1970 to 1980, passengers are rising about 10% per year, while public transport is almost not increased. However, in 1990, it accommodated 13million passengers. It is not easy to imagine a bus can carry so many passengers and spend more than an hour for about 1mile. Inadequate of public transport is getting worse; however, several solutions have been established by the Government to solve that. In order to relieve the traffic crisis from the 70s, Cairo, built 13 large-scale motorway bridges and more than 3 thousands pedestrian bridges. The new road system has been built; a large road network connects the city with other towns. New ring road is built surround outside of the city and connected with most of the districts. Especially, the motorway bridge located in the heart of 6th Oct. is up to 10 kilometers. Also, because of the high pressure of public transportation, the need of cheep and fast transport revealed. A study was made about the needed capacity in 1990 for the transportation power, which showed the need of 8,400 Million trips a day for public transportation like buses and 2,770 million trips a day for other transportation systems like taxis and cars. The actual available capacity for public transportation is 4,872 million trips a day which is 3.5 million trips less than the needed capacity. The Government reached an agreement with France, in March 1982 1 September 1987. It takes five and a half years, costs 500 million Egyptian Pound to build 43 kilometers Metro. This is the first subway in the Middle East and Africa, which operates daily from 5:30 to 12 midnight, with a passenger capacity of 60000 people per hour. From 1996, they began to build the second line which connects from Shobra El Kheima to El Mounib and it finished construction in 2005. But as the need of the large capacity keep growing; Egyptian Railway Authority has already proposed another two lines: Line 3, Mohandiseen to Cairo Intl Airport; Line 4, October to Oasis Highway to Mubarak Police Academy. It is expected to finish by 2020. The subway construction to solve the traffic problems has made a significant contribution. Meanwhile, the Government started to develop the river transport on the Nile to relieve the traffic congestion, particularly, the peak traffic congestion pressure. International Airport is also a crucial factor in the economic development of a capital. Cairo international airport stands for the gateway of the city and the country. It located in the Heliopolis district, which is about 10miles away from the city central area. However, the air port will be connected with Metro Cairo in couple of years. It also is the second busiest airport in Africa. Cairo Airport handles about 3,400 daily flights, more than 12,100 weekly flights and about 125,000 yearly flights. The airport has three terminals with the third (Terminal 3) opening in April 2009 which houses Egypt Air and its Star Alliance partners. (Wikipedia 2009) Practically speaking, the airport really contributes international communication of Cairo and promotes the development of economic. Future developments Prime Minister Ahmed Nazif has commissioned the Ministry of Housing, a representative in the General Authority for Urban Planning, to prepare a comprehensive plan for the development of all Downtown Cairo.'(The Boursa Exchange 18 Oct. 2009) Therefore, several large downtown development competitions have been hold recently. The Urban Planning Authority planed to create open space to the citizens by this redevelopment. For example, the Cairo Expo City designed by Zaha Hadid and the Sorouh City district designed by Callison. From 2009, the Government is planning to develop the Ramses Square in the central Cairo. A comprehensive vision of the area will primarily rely on the transformation of downtowns main streets into pedestrian areas, so that it becomes an area of open-air restaurants and spaces. Said Mustafa al-Madbouli, president of the Urban Planning Authority Among the other proposals is to design the areas principal squares, such as Talaat Harb and Abdel Moneim Riad Squares, in a distinctive way, creating multi-story underground garages, so that most of the traffic remains underground. Conclusion about Cairos urbanization problems Theoretically, the right urban planning strategy is a proof for urban development. It is important to note, Egypt is an agricultural country with a high proportion of the population, a large number of peasants moved to cities, particularly in large cities. As result, the urban intensity of Cairo in different levels is rare in the world. The large expansion, rapid growth of population, housing issue, traffic congestion and environmental problems are coming out under this situation. It shows that the main development strategy today is to build satellite towns which can be self-sufficient and be part from the city. It is good for economic growth in the few years but it might be cause more and more problem in the future. First, many projects which have done or are going to do are not considered with sustainable issues. The architecture which introduced might not fit with the Cairo culture and climate. Many critics are still questioning if those new landmark development project will reall y attract people as the failure of 70s master plan. Second, the large expansion will rely on the infrastructure which cost huge amount of money and will take a long time to complete. Before that, how to solve the traffic problem? Lots of people live in new settlement are still working in downtown; they need to travel a long way to work. So this will put more loads on the transportation again. The expansion will make more contrasts between old Cairo and new towns. The poor and people who could not move will leave there. This has lead to a lower standard of living than in other areas and the standard of living in downtown will keep getting worse. However, the development should never leave the old city behind and make escape for upper-mid class people. Cairos development process must make efforts to their self-awareness, to overcome the excessive dependence on external weaknesses. The Government should prevent the blind copy and follow other foreign capitals, seek for large developmen t to leave away from the reality. Many issues are undergoing right now and those are really what should be improve and solve in the first place. Bibliography Alexander, C. (1977), A Pattern Language: Towns, Buildings, Construction, Oxford University Press. Central Agency for Public Mobilization and Statistics (CAPMAS) (1987), Population, Housing and Establishment Census 1986, Preliminary Results, CAPMAS Press, Cairo. CAPMAS (1990), The Statistics Annual Book for A.R.E., 1952-1989, CAPMAS Press, Cairo. CAPMAS (1991), Housing Units and Buildings Characteristics,Final Report, Vol. 4, CAPMAS Press, Cairo. CAPMAS (1997), Population, Housing, and Establishment Census 1996, Preliminary Results, CAPMAS Press, Cairo. Jacobs, J. (1961), The Death and Life of Great American Cities, Random House Inc. Internet Sources World Architecture News.com, http://www.worldarchitecturenews.com/index.php?fuseaction=wanappln.projectviewupload_id=12571 The Boursa Exchange, http://nottooshaabi.wordpress.com/2009/10/18/the-boursafication-of-downtown Wikipedia, Transport in Cairo, http://en.wikipedia.org/wiki/Transportation_in_Cairo (modified on 21.11.09) Wikipedia, Cairo Metro, http://en.wikipedia.org/wiki/Cairo_Metro (modified on 5.1.10)

Free College Essays - Allegory and Symbolism in Hawthornes Young Goodman Brown :: Young Goodman Brown YGB

Nathaniel Hawthorne is a nineteenth-century American writer of the Romantic Movement. Hawthorne was born is Salem, Massachusetts, and this is the place he used as the setting for some of his works: such as "The Scarlett Letter", "the Blithedale Romance" and "Young Goodman Brown". In writing, Hawthorne was known for his use of allegory and symbolism, which made his stories a joy for everyone to read. Hawthorne was said to be the first American writer who was conscious of the failure of modern man to realize his full capacity for moral growth. His stories contain much about the life he knew as a child being brought up in a Puritan society. As Hawthorne's writing continued it was filled with the same amount of sin and evil as his first writings. Evil that was revealed through his works. "Young Goodman Brown" was said to be one of the best stories ever written by Hawthorne (Adams70). "The Marble Faun: and "the Scarlett Letter were some of the other stories written by Hawthorne, and they were said to be "Young Goodman Brown" grown older. In this selection there is a question of maturity for Goodman Brown and whether he is good or evil. There is also a transition from childishness to adolescence to maturity. This short story in particular has a feeling of adultery, betrayal, and deception as in some of his other works. It was said by Richard P. Adams that "young Goodman Brown" was a germ for nearly all his best work that followed (Adams 71). The use of symbolism in "young Goodman Brown" shows that evil is everywhere, which becomes evident in the conclusion of this short story. Hawthorne's works are filled with symbolic elements and allegorical elements. "Young Goodman Brown" deals mostly with conventional allegorical elements, such as Young Goodman Brown and Faith. In writing his short stories or novels he based their depiction of sin on the fact that he feels like his father and grandfather committed great sins. There are two main characters in this short story, Fai th and Young Goodman Brown. "Young Goodman Brown is everyman seventeenth-century New England the title as usual giving the clue. He is the son of the Old Adam, and recently wedded to Faith. We must note that every word is significant in the opening sentence: "Young Goodman Brown came forth at sunset into the street of Sale, Village; but put his head back, after crossing the threshold, to exchange a parting kiss with his young w2ife.

Ethical Dilemma Essay

Patient confidentiality has become an integral aspect of healthcare ethical standards since the HIPPA law came into being. (Erikson 2005). According to the American Nurses Association (ANA) code of ethics â€Å"the nurse has a duty to maintain confidentiality of all patient information† (Nursingworld, 2005). When a patient’s confidentiality is violated, his/ her wellbeing is negatively impacted. Patient confidentiality encompasses protecting any information the patient reveals to medical staff, and not divulging or sharing it to others. If trust is betrayed, the patient would be uncomfortable and reluctant to share their private and personal information. The nursing profession is built on trust and providing good care, and there are limited reasons to breach a patient’s trust. A breach of confidentiality means disclosing a patient’s information to a third party without the patient’s consent or an order from court and this may be done by phone, verba lly or electronically. If this type of disclosure of the patient’s information is shared to unauthorized persons, a breach of confidentiality results and this has ethical and legal implications. The law protects patient’s right to confidentiality and nurses have a moral duty to do the right thing for the patient. Understanding the ethical principles is very important because it provides the basis for nursing practice. According to the American Nurses Association, the ethical principles that underlie confidentiality are autonomy ( agreement to respect another’s right to self-determine a course of action; support of independent decision making), beneficence ( compassion; taking positive action to help others; desire to do good; core principle of our patient advocacy) and nonmaleficence (avoidance of harm or hurt ).These principles ensure that nurses act in a way that benefits the patient, causing no harm, respecting the patient’s personal information and promoting patient’s right to self-governing. It must however be noted that there are many situations that can arise in which patient confidentiality becomes a dilemma for nurses. Dilemmas around   confidentiality arise when the principle of confidentiality is in possible conflict with other ethical principles such as avoiding harm to the patient or others. The scenario below underscores this point: A day after he was admitted to the hospital, Fiifi was informed that he is HIV positive. The medical team advised him to contact his sexual partner and inform her of his status. For the past 15 months, Fiifi has been in a relationship with Derby and they are expecting a baby in 6 weeks’ time. Before this relationship Fiifi admits having a series of sexual partners. 5 days later, it became clear that he has not told Derby of his HIV status. Being aware of the baby, soon to be born, the medical team tells Fiifi that steps should be taken to assess whether Derby is HIV positive and whether the baby is at risk or not so that necessary treatment could be initiated. At this point, Fiifi was reluctant to tell Derby and even threatens to sue the hospital if she is told without his consent. What should the team do? This is a typical case of ethical dilemma; should the team inform Derby or what? A critical analysis reveals that the principle of autonomy requires that personal information should not be disclosed without consent. However, in some cases the autonomy of another person may also be at play as it is in this case Derby, the previous sexual partners and the baby when born. Not disclosing information may limit their ability to make decisions regarding treatment and lifestyle and thereby violating the principle of non maleficence. Even though maintaining confidentiality is crucial, the consequences of disclosing or not disclosing are also important considerations. In this scenario for example, the consequences of non-disclosure can be identified as, the risk that Derby may be HIV positive and the effect of not providing information to enable her to be tested is that she is harmed by not knowing her HIV status and not receiving a course of treatment. If Derby is HIV positive and is not aware of the risk, the consequences are that she will not take steps to minimize the risk of infection to the baby; For example, obtaining treatment during pregnancy or prophylactic treatment and knowing not to breastfee d. If Derby finds out later that there was a risk to her and that she was not informed, she may lose trust in the healthcare system. The scenario here presents a conflict in which the nurse is torn between an obligation to the patient and an obligation to the others (Derby, the baby to be born and the other sexual partners). Using the ANA code of ethics as a  frame of reference, The Code of Ethics for Nurses with Interpretive Statements (ANA, 2001), emphasizes the responsibility of the nurse to promote the welfare, health and safety of the public. Further, the code states that the primary commitment of the nurse is to the patient. This is like a double-edged sword. It must however be noted that there is an exception to the principle of confidentiality, which justified on the basis that a breach of confidentiality would help prevent harm to an identifiable person, and this is buttressed by the ANA’s provision that there are some exceptions to this duty such as a greater need to protect the patient and other parties (Nursingworld, 2012). References American Nurses Association. (2005). Code of ethics for nurses with interpretive statements. Retrieved fromhttp://nursingworld.org/ MainMenuCategories / EthicsStandards/ CodeofEthicsforNurses.asp American Nurses Association. (2012). Code of ethics for nurses with interpretive statements. Retrieved from http://nursingworld.org/ MainMenuCategories/ EthicsStandards/ CodeofEthicsforNurses.asp Erickson, J., Millar, S. ( 2005). â€Å"Caring for Patients While Respecting Their Privacy: Renewing Our Commitment†. OJIN: The Online Journal of Issues in Nursing. Vol. 10 No. 2, Manuscript.

Free Essays on CMI Case Analisys

Jacko Consulting, Inc. Cumberland Metal Industries Product Launch Analysis Synopsis Jacko Consulting, Inc., having analyzed Cumberland Metal Industries’ (CMI) new product launch, has prepared this report detailing the superior performance of curled metal pads. We believe that CMI has developed a product that will revolutionize the pile driving industry. This curled metal cushion pad will allow companies to operate much more efficiently, thereby enabling companies to improve performance and realize significant time and cost savings. Objective Established in 1963, CMI is one of the country’s largest manufacturers of curled metal products. However, as doubts arose regarding the company’s ability to maintain its market dominance, it was imperative for CMI to diversify and expand its product offering. While integral to the operational and technical aspects of the industry, cushion pads were taken for granted as no substitutes were available. Damage from heat and shock, consistent down-time required for changing the pads, and potential health risks resulting from the use of asbestos pads provided an opportunity for the introduction of a more suitable alternative. CMI has indeed developed a suitable alternative made of curled metal which addresses these issues, thereby increasing awareness of the importance of cushion pads within the industry. With the ability to withstand high levels of shock and heat, this innovative pad will reduce damage to hammering equipment and to the piles themselves. This pad is also expected to outperform asbestos pads both in longevity and ease of use. To ensure the products’ prices will be well received in the market, CMI invested in the capabilities of the professional staff at Jacko Consulting, Inc. to provide an economic value-added analysis and a marketing recommendation that will ensure a successful product launch. Economic Value Analysis Prior to setting a price for CMI’s cu... Free Essays on CMI Case Analisys Free Essays on CMI Case Analisys Jacko Consulting, Inc. Cumberland Metal Industries Product Launch Analysis Synopsis Jacko Consulting, Inc., having analyzed Cumberland Metal Industries’ (CMI) new product launch, has prepared this report detailing the superior performance of curled metal pads. We believe that CMI has developed a product that will revolutionize the pile driving industry. This curled metal cushion pad will allow companies to operate much more efficiently, thereby enabling companies to improve performance and realize significant time and cost savings. Objective Established in 1963, CMI is one of the country’s largest manufacturers of curled metal products. However, as doubts arose regarding the company’s ability to maintain its market dominance, it was imperative for CMI to diversify and expand its product offering. While integral to the operational and technical aspects of the industry, cushion pads were taken for granted as no substitutes were available. Damage from heat and shock, consistent down-time required for changing the pads, and potential health risks resulting from the use of asbestos pads provided an opportunity for the introduction of a more suitable alternative. CMI has indeed developed a suitable alternative made of curled metal which addresses these issues, thereby increasing awareness of the importance of cushion pads within the industry. With the ability to withstand high levels of shock and heat, this innovative pad will reduce damage to hammering equipment and to the piles themselves. This pad is also expected to outperform asbestos pads both in longevity and ease of use. To ensure the products’ prices will be well received in the market, CMI invested in the capabilities of the professional staff at Jacko Consulting, Inc. to provide an economic value-added analysis and a marketing recommendation that will ensure a successful product launch. Economic Value Analysis Prior to setting a price for CMI’s cu...

Influence of Visual Cues on Buying Behavior

Influence of Visual Cues on Buying Behavior Influence of Visual Cues on Buying Behavior Retail environment is an art of persuasion, which includes many factors that affect on consumer buying behavior. Though, most customers make their choice in favor of a product spontaneously, and a major role in this case has an attractive appearance of the products. During promotion new products to the market, often the most important visual cues are size, shape, light, and color of the product. Experts are unanimous on the importance of the visual view of packaging and are not inclined to belittle its role in creating the image of the product. It is not a secret that in a competitive environment, especially if the market includes a large number of goods, similar in composition, purpose and other features, the products fate depends on its design. The customer makes an impulsive and unplanned purchase under the influence of intelligently designed product appearance. Visual cues affect the person in the way that his or her mind does not perceive this. One of the most influential visual cues on consumer buying behavior in a retail environment is size of the product. According to Postlethwaite Gerry (1991, p. 154) more than 20% of consumers are guided solely by the big or small, compact or inconvenient products size. As well, human choice depends on the convenience and portability of the bought things. If it is some technique product, of course it is expected to not take plenty of place in the room, apartment or even in the pocket of the consumer. Therefore, if a man or woman came to the supermarket to buy a lot of goods, the number of those, which can be transported directly related to the products size and shape. It has to be admitted that packaging shape is the key to a hidden code inside customers unconscious psyche. For example, architectural elements are unconsciously perceived such feelings as order, organization, and evoke a sense of reality, responsibility and duty. That is why almost product packages have a shape of the pr oper geometric figures. Product packaging light and color are also important and influence on the consumers choice while buying the items. Particular colors and lights draw attention and are involved in shaping the image of goods. Thus consumers emphasize these cues as in the retail environment they are observed first. In the choice of a particular color always considered historical cultural preferences of potential buyers. It is well known that one and the same color in different countries is interpreted in different ways. For example, black color in the West is considered the color of mourning and sadness, but in many Asian countries these emotional meanings have white color. In addition to this not mind-controlled association, products light and color in the consumers representation call up desire to buy the product. The most of the customers faster pay attention to the bright and light colors. Each light and color means how it perceived on a psychological level. This discovery was made by the Swiss psyc hiatrist Max Luscher, who developed the so-called color test that shows human choice and its influence on buying behavior according to the certain attitudes and mood (Sandhusen Richard 2000, p. 113). Visual cues such as size, shape, light, and color are important for manager because of his or her responsibility to ensure consumer in the environmental safety and quality of goods. For the good manager visual cues of the product are necessary help, which is able to increase selling and attract more customers in the future. Successful manager clearly know range of products and its features, skills to not only get clients though to establish with them a long relationship. The role of the products visual cues in all these cases is huge: item with the practical size, well-shaped, and nicely presented with the light and color will always be popular among the consumers and increase managers progress and career.

David Cole Interviews Dr. Franciscek Piper Essay - 1

David Cole Interviews Dr. Franciscek Piper - Essay Example But according to interview, Cole has disapproved the theory of concentration camps and gas chambers as gas used was just a disinfectant. Piper was an eye witness to the holocaust and believes that the figure projected by Russian was much higher, only about 1.1 million Jews had died as against the Russian propaganda of 4.4 million Jews who had been exterminated! The bullets marks were that of Air Force raids when it was turned into airbase for Germans while fighting against Allied forces. Cole believes that Auschwitz’ gas chambers and concentration camps were wild imaginations of few and Jews had probably died due to hard working conditions. But 1.1 million is not a small number and if Piper has quoted this number, then mass murders did happen. Whether they were killed or not in gas chambers or were tortured to death in concentration camps is immaterial. I fail to understand the purpose of Cole’s interview with Piper because even though, he has found no evidence that prove that people could have been killed in the gas chamber that was shown to Cole, the interview, nevertheless clearly reveals that such heinous crime was committed in Auschwitz by Germans in WWII. (words:

Storylinejournal entry Assignment Example | Topics and Well Written Essays - 500 words

Storylinejournal entry - Assignment Example There is also the presentation of both genders of the audience that signifies unity of purpose in the meeting. There is also the separation of the audience into two key groups that shows that the meeting might have involved all rank of people in the state. The podium where Charles Lindbergh gave his speech has a writing termed â€Å"Defend America Fist.† This writing symbolized the petition launched by America First Committee aimed at implementing the Neutrality Act of 1939 and compelling President F. D. Roosevelt to honour his pledge of keeping the country out of the war (Charles Lindbergh Foundation, 2014, p. 1). America First Committee pushed for American defense by opposing the Atlantic Charter, the convoying of ships, as well as the placement of an economic pressure on Japan. The display of two doves in the photograph depicted the theme of the rally that centered on peace and preparedness. As a result, Lindbergh gave a speech that significantly criticized all the movements that he perceived as promoters of America into the war. There can also be seen a flag of the America First Committee that centered on peace for the American people. The photograph was taken in 1941 and shows a woman repairing a war radio. The woman presented wears an official uniform of the corps. This presentation signifies that the task performed by the woman was one of the official duties performed by the women corps during the Second World War. The writing â€Å"woman’s place in war† shows that this task of repairing war radios was exclusively left for women who were present for the war (Digital Public Library of America, 2015, p.1). This concept is further facilitated by the bottom most writing that states â€Å"the women’s army corps.† Even though the role was also very significant, it was initiated as a source of contribution of female gender to the war. There is also a portrait of a woman that indicates