The Purpose Of Measurements Health And Social Care Essay

In this practical, we are making hand-on measuring on length and comprehensiveness of the topic. By mensurating the length and comprehensiveness, it will enable us to gauge the organic structure frame and organic structure composing of the topic. For illustration, biepicondylar humerus ( elbow comprehensiveness ) is a good step of frame size and skeletal dimensions. It is less affected by adiposeness comparison to other anthropometric dimension and it is besides extremely associated with musculus size and thin organic structure mass. Beside that, length and breadth step can besides assist jocks to find the best organic structure composing for public presentation. For illustration, a swimmer may necessitate larger biacromial measuring to execute good in his athletics. Other than that, length and breadth step can besides utilize to supervise the growing and development of kid. The challenges we face in executing the measuring include trouble in landmarking. For illustration, as an inexperient pupil, we found trouble in placing the acromiale particularly in feeling the spinal column of the shoulder blade. Besides, we besides find trouble in mensurating the biepicondylar thighbone as we have difficulty in placing the sites of the epicondyles due to the midst hypodermic bed below the tegument. Furthermore, during the practical, while we use the anthropometer or calliper to use force per unit area to compact the overlying tissue in order to obtain a more accurate reading, the calliper will be given to skid off from the site of the landmark. This job particularly occur in mensurating biacromial and biepicondylar thighbone. The consequences of organic structure fat and musculus mass got from computations and utilizing bioelectrical electric resistance analysis ( BIA ) are different. By computation, the organic structure fat and musculus mass obtained are 21.1 % and 78.9 % severally. Whereas for BIA, the organic structure fat and musculus mass obtained are 25.6 % and 74.4 % severally by utilizing manus held machine and 28.9 % and 71.1 % severally by utilizing 4-point machine. There is difference of consequence for organic structure fat and musculus mass from computations and utilizing BIA. This is because consequence of organic structure fat and musculus mass from computation are utilizing skinfold thickness measuring. During the measuring of skinfold thickness, there may hold some intra-measurer mistake from site of landmarking and measuring, skinfold squeezability, variableness between readings and besides technique of utilizing the equipment. Whereas by utilizing BIA machine, less proficient mistake w ill happen as we merely identify in information such as age, gender, tallness and weight to acquire the per centum of organic structure fat. Therefore, computation of organic structure composing utilizing BIA machine have higher preciseness. The organic structure fat and musculus mass obtained are 25.55 % and 74.45 % severally by utilizing manus held machine and 28.95 % and 71.05 % severally by utilizing 4-point machine. There is a difference of consequence between manus held machine and 4-point machine as manus held machine merely has 2-point electrodes directing electric current to the organic structure while 4-point machine has 4-point electrodes directing electric current which is more accurate in gauging organic structure composing. Harmonizing to the Recommended Percent Body Fat Cut-off Points for Adult Individual ( 18 old ages and above ) , the per centum of organic structure fat obtained from both machine is still within the acceptable ( upper terminal ) . Skinfold measuring is easy to make one time accomplishment has been mastered. In general, combination of skinfold measuring provides a more valid appraisal of organic structure fat content and can bespeak the distribution of hypodermic fat. It does non necessitate much clip as consequence can be produced instantly. It is besides a noninvasive method for step organic structure fat and musculus mass. The equipment used for illustration harpender, slender usher and Lange are cheap and portable comparison to other machine for mensurating per centum organic structure fat such as double energy X ray and plethymography. The restriction may include big technician mistake from site of landmarking and measuring, skinfold squeezability and besides technique of utilizing the equipment. For illustration, some of the finger-thumb pinch or caliper arrangement during measurement may be excessively deep ( musculus ) or excessively superficial ( tegument ) . Another illustration is mid-arm point is fa lsely measured or marked. Besides, skinfold thickness may besides impact by factor other than sum of fat, for illustration exercising, hydrops, dermatitis which will increase the skin thickness and besides desiccation which will diminish the skinfold thickness. It may non besides be an ideal measuring for those who are corpulent and really thin. Bioelectrical electric resistance analysis ( BIA ) is non-invasive, particularly compared to the hydrostatic deliberation and skinfold calliper method. It besides give a good appraisal of organic structure fat per centum. It is besides speedy and easy to utilize in the field by merely key in information such as age, gender, tallness and weight to acquire the per centum of organic structure fat of the topic. The machine is besides low in cost and portable to convey to anyplace compare to other machine for mensurating per centum organic structure fat such as double energy X ray and plethymography. The restriction of BIA is that BIA is hydration-dependent. To guarantee accurate organic structure unstable consequences, the topic should non exert or execute any vigorous activity for at least 8 hours. Besides, the topic should non devour drinks such as caffeine or intoxicant in big measures 12 hours before the trial as these drinks are water pills. The status of the topic such as desiccati on, hydrops, fed or fast province will besides impact the consequence. For a particular status that patient has an automatic implantable cardiac defibrillator ( AICD ) , so BIA should non be done. Waist and hip perimeters can utilize to cipher waist to hip ratio ( waist perimeters divided by hip perimeters ) . The waist to hip ratio is a utile method to separate blubber between abdominal country and lower organic structure country. Lower organic structure fleshiness is frequently referred to as â€Å" gynoid fleshiness † as it is more typical to female while abdominal fleshiness is called â€Å" android fleshiness † which is more common among male. Whereas corpulent work forces and adult females can be classified into either group without refering about their sex. The hypodermic fat which is the external fat are mostly found in lower bole while the splanchnic fat which is the internal fat are chiefly found in abdominal country. Deposition of extra fat in the venters as a proportion of entire organic structure fat is strongly associated with increased hazard of developing certain metabolic upsets and obesity-related disease such as hyperinsulinemia, Type 2 diabete s mellitus, lipemia, high blood pressure, coronary bosom disease and others. This sort of fleshiness realted diseases are more likely to be associated with an abdominal fleshiness than a lower organic structure fleshiness. Apart from that, persons with higher waist and hip perimeter will be higher in entire organic structure fat mass. Therefore, beside BMI, waist and hip perimeter should besides be consider every bit good when determinining whether an person is healthy or non. This is because if an person has a normal BMI, but have waist perimeters or waist and hip ratio greater than the acceptable scope, the person is still holding hazard of developing obesity-related disease and metabolic upsets. The % of TEM calculated from skinfold measuring: triceps, subscapular, biceps, and suprailiac are 2.3 % , 3.6 % , 4.2 % , and 1.9 % severally. The values are still acceptable as compared to the mark TEM. Calculations of TEM are needed in skinfold measuring due to skinfolds are notoriously imprecise and both within and between tester mistake can be big. In this practical, due to single work, within tester mistake will be the chief concerned. Poor preciseness frequently reflects within tester mistake ensuing from unequal preparation, instrument mistake and trouble in doing the measuring.

Foreign and Local Literature Essay

This particular chapter presents the review of Foreign and Local Literature and Studies relevant to the present study. Related Literature Foreign Literature According to the book entitled â€Å"Call Center 100 Success Secrets† in December 6, 2007 authored by Gerard Blokdijk. The 100 Success Secrets is not about the ins and outs of the call center. Instead, it answers the top 100 questions that we are asked and those we come across in forums, our consultancy and education programs. It tells you exactly how to deal with those questions, with tips that have never before been offered in print. This book is also not about a call centers best practice and standards details. Instead it introduces everything you want to know to be successful with and in a call center. Well this book gives emphasis about the topics. The Difference Between an Advanced Call Center and A Large Call Center What Does an Appointment Setter Call Center Part Time Employee Do? Taking a Closer Look at Customer Service Offices in Call Centers The Voice of your Product or Service Get the information you need through A Data Entry Call Center Call Center Jobs Taking Chances on a Call Center Career Conquering Challenges of Call Center/Customer Service Managers Manage the Telemarketing of Products through Call Center The Qualities of an Effective Call Center Financial Services Representative Qualities of a Call Center Representative Call Center here at your Service Call Center Supervisor Manager for High Tech Companies in Austin, Texas The Need to Train a Call Center Agent Tips on How to Provide Excellent Customer Service towards an Exciting Call Center Career Call Center: An Answer To All Your Queries Standard Requirements for A Call Center Agent Applicant What is the Nature of the Job of Call Center Agents? How the Call Center Airline Industry Works The Life of A Call Center Analyst The Call Center and its Customer Service Why Choose Call Center Careers? The Call Center Conference Call Center Consultants: A Hassle Free Solution To Manage Call Center Call Center Consulting For Your Company Call Center And Customer Service: One And The Same Customer Service And Call  Center Jobs: The responsibilities Of Order Desk Supervisors That Can Lead You To Great Opportunities The Many Career Options Open To An Experienced Call Center Customer Service Rep Call Center Customer Service: Supervisor and Manager Positions The Responsibilities Of Call Center Director How Call Center Employment Keeps BPO Companies Grounded in Reality Why You Need A Call Center Furniture Call Center Jobs: How To Find One? What You Need To Know About Call Center Management The Different Types of Call Center Management Jobs The Main Responsibilities Of Call Center Managers The Operation in a Call Center Call Center Operations Manager The Operators in a Call Center Call Center Or Customer Service: What It Can Do To Your Company The Facts About Call Center Outsourcing Call Center Pricing Is Affordable The On-the-Job Duties of A Call Center Rep Call Center Representative: Frontline In Customer Service Why Call Center Sales Training is Important for New Hires The Services In a Call Center Call Center Software: A Great Tool For Call Center Management Offshore Outsourcing the Call Center Solution for Western Companies Why Call Center Solutions Are Important to Everyone Your Challenge: Being A Supervisor In A Call Center Why You Need Call Center Support The Qualities of a Call Center Vice President How to Prepare for Call Center Work at Home The Many Advantages of Establishing a Call Center Work from Home Call Center Career: Clerical, Typing And Word Processing Skills A Must! Client Services, Call Center And Customer Service: A Great Solution To Meet Consumer Needs When Is A Collection Call Center Customer Service Representative Necessary? The difference of our thesis with this book is our thesis mainly focus on the questions to be answer such Why the undergraduate people was able to get a job while the fresh graduate was havin g a problem? Why Call Centers always get sick easily, headache, fever, stress and etc? How to adapt this kind of environment? Why lot of people are resigning after a couple of the months? , also the result of our study will be serving as a guide of other people who would like to enter this kind of industry. According to the article entitled â€Å"Making the Right Calls† in March 09, 2006 authored by Tom Rieger . If a representative meets all the quality requirements but does not help the customers , the representative and the company is considered fail. Providing great customer service in a call  center is challenging. The action never stops, and managers are inundated with data. Everything a call center employee or team does is measured and monitored, from call quality to handle time to schedule adherence to unit cost. Reports are constantly sent out, and feedback sessions are frequent. Ultimately, success in a call center comes down to how well each customer service representative engages each customer. Despite continuous reporting, feedback, and monitoring, and regardless of the reams of data, many call centers struggle to improve their levels of performance, and organizational barriers often prevent improvement. By conducting a series of formal audits in nine different call centers in four different industries, Tom Rieger had identified four barriers that can substantially undermine local efforts to improve employee and customer engagement in call centers. Those are the following , No time to coach , No time to learn , Confusing the process with the result , Poor alignment and communication with other departments . Well this journal mainly focus with the barriers that can substantially undermine local efforts to improve employee and customer engagement in call centers such as team leaders have limited time to invest in their teams, such as coaching CSRs on how to create customer engagement or working to improve employee engagement. And training is useless if centers don’t give CSRs time to apply their new learning on the job. Most call centers, though, don’t allocate any time to help CSRs stay informed about changes; even when centers make time, they don’t help managers or CSRs sort to the highest priority changes. Yet CSRs are held accountable for implementing these changes, even though they often get in trouble for logging off the phones or checking e-mail to find out about them. The most important part of a customer service representative’s job is providing good customer service. But few centers enable customers to rate their experience; fewer still track the customer experience at the individual CSR level. More often, a CSR’s customer service performance is subjectively determined by someone other than his customers, using a checklist of phrases and behaviors that may not have anything to do with providing good customer service. Ultimately, â€Å"what you grade† determines â€Å"what you get.† If a CSR meets all his quality requirements but does not help the customer, the CSR and the company have failed. Too often, call center managers’ goals are unrelated to the goals of  the internal groups they support; similarly, the internal groups’ goals can be unrelated to what happens in the call center or to the customers who call. As a result, promises made at one customer touchpoint may not be fulfilled at another. It also gives emphasis that few companies use their customer service centers to channel customer opinions back to the organization. Instead, too many companies use their call centers to push multiple and often conflicting initiatives at their customers. In our thesis focus on why the undergraduates was able to get a job while the fresh graduate was having a problem? Why Call Centers always get sick easily, headache, fever, stress and etc? How to adapt with this kind of environment? Why lot of people are resigning after a couple of the months? , also th e result of our study will be serving as a guide of other people who would like to enter this kind of industry.

Explain How You Could Promote Inclusion

To answer this question one would have to first define the terms ‘inclusion, equality and diversity. According to Ann Gravells inclusivity is â€Å"involving all learners in relevant activities rather than excluding them for any reason either directly of indirectly† Gravells defines equality as â€Å" the rights of learners to attend and participate, regardless of their gender, race, ethnic origin, religion, disability, sexual orientation and age.And finally Gravells definition of diversity is â€Å"valuing the differences in people, whether that relates to gender, race, age, disability or any other individual characteristics they may have†. ( Gravells, A. , 2008, pg. 18). The Government defined inclusion in 2001 as â€Å"†¦ a process by which schools, local education authorities and others develop their cultures, policies and practices to include pupils†(http://www. csie. org. uk/).The essence of the definitions of all three terms is acceptance it im plies that the objective of teaching is to impart the knowledge and to assist the entire group in achieving their educational goals regardless of their background. As a teacher I must ensure that I do not allow anyone to feel marginalised or show favouritism and know that everyone is an individual with various abilities, needs, background and experiences and that all learners have the right to be treated with respect and dignity.Any barriers or boundaries to learning must be identified at the outset thereafter continuously monitored throughout the course for students to successfully and effectively participate in learning. The individuality and characteristics of each learner should also be identified and respected and if there is a cultural diversity in the group then the teacher should be culturally sensitive when delivering sessions. Adoption of such method can promote a sense of inclusion, equality and diversity at an individual level, which can translate to a more beneficial co llective learning practice throughout the course.Cultural and language differences; disabilities/age/medical issues, family commitments; lack of support, peer pressure, previous learning experience, travel issues, lack of confidence, emotional or psychological problems and learning difficulties, all these issues can potentially act as barriers to learning. (Gravells, 2008, pg. 16) As my subject will be Third World Development I could expect ‘some’ learners with extreme passion to issues of developing countries which can at times affect students’ morale and potentially result in dropping out or being very pessimistic – this could be a potential barrier.As a teacher I will have to deal with such cases by motivating those students and include them in all activities and discussion by telling them that they need to learn about causes and solutions to developing world’s problem so that they can become part of the solutions. Promotion of inclusion, equalit y and diversity can be achieved by the teacher first having the knowledge of the existence of potential barriers then identifying these barriers within the learning group thereafter finding ways towards overcoming them.Francis and Gould assert â€Å"It is important to recognise the differences in the learners we teach as these may influence how we interact with them. To act professionally as teachers we will want to ensure that we behave in ways acceptable to all our learners, taking into account factors such as race, gender, age, previous experience or background. † (Francis M and Gould J. , 2009, pg. 70) During the course enrolment forms, discussions, assessments and individual learning plans can ensure that no learner is disadvantaged or subjected to unfair discrimination on any grounds in relation to accessing appropriate learning methods and resources.Collecting this data also helps identify areas that may require referral to counselling, creche facilities, health advice or a basic skills tutor in order to overcome obstacles. Promoting inclusion by identifying variation in needs ensures that learners have equality throughout their learning experience. Data collection through assessment is valuable when analysed, acted upon and continuously monitored to ensure consistency in inclusion through equality. Advocating equality through more effective provision of resources according to individual need is essential to the learning experience.Planning and implementing various strategies throughout the course to support learners with various learning requirements such as VAK style or learners with dyslexia may benefit from having different colour and bigger fonts on the teacher’s projector screen can help tackle exclusion and inequality. If there is wheelchair users on the course the appropriate venue for teaching should be considered. For students that have a disability (such as being blind or deaf, etc. ) it may be useful for the student to have lea rning support whilst attending the classes.Carefully prepared resources can also help with inclusive learning e. g. handouts should be in a font size which is big enough for partially impaired vision learners. Any resources need to be in simple English (i. e. avoid unnecessary jargon). A good layout combining colours and pictures for easy reading. Using non-discriminating language, resources that echo the diversity of the group and that are adaptable to meet the needs of the learners can be a conscious, active and constant way of tackling exclusion.Use constant assessment methods to give equal opportunity to all the learners and at the end of the course give the learners the option to evaluate the course. In conclusion, processes of inclusion are wide-ranging, dynamic and varied. They consist of: ? forging relationships ? building community ? increasing participation Inclusion in education is concerned with breaking down barriers to learning and increasing participation for all stud ents, treating all learners on the basis of equality and non-discrimination. In educational and social settings of all kinds, working towards inclusion entails celebrating differences of: ? ulture ? ethnicity ? gender ? needs and abilities (http://www. csie. org. uk).Bibliography Gravells A. , Preparing to Teach in the Lifelong Learning Sector, 3rd Edition, 2008, Learning Matters Ltd. Francis M and Gould J. , Achieving Your PTTLS Award,: A Practical Guide to Learning in the Lifelong Learning Sector, 2009, Sage Publications Ltd. Reece R. Walker S. , Teaching Training and Learning: A Practical Guide, 3rd edition, 1997, Tyne and Wear Business Education Publisher Ltd. http://www. csie. org. uk/ Centre for Studies on Inclusive Education

Do the requirements of IFRS 8 Operating Segments enhance the quality Assignment

Do the requirements of IFRS 8 Operating Segments enhance the quality of information available to financial statement users - Assignment Example IFRS 8 states that an operating segment is a component of any organization that engages in business activities that earn revenue. The entity’s operating results must also be regularly reviewed by the chief operating decision maker. In addition, the entity must have discrete financial information. In business, an operating segment is that an independent unit that produces discriminated revenue thus necessitating preparation of separate books of transactions. It helps companies to track their performance in different areas of the market (IFRS 8 website). The paper discusses the reasons why the provision of segmental information is useful, current requirements of IFRS 8 and how they differ with other past and present accounting standards. It also presents the evidence as to whether the current requirements increase the quality of information available to users of financial statements. A good number of market participants and stakeholders are usually interested in the disclosures of information regarding the operating segments of the company. The provision of segmental information ensures that users of financial statements access information relating to the firm’s past performance, their risks and returns so as to be able to make informed decision or judgment about the entity in entirety (Christian & LüDenbach, 2013, p. 451). It ensures that users of information easily access the information regarding performance and prospects of the particular part of the entity that which they are interested. The stakeholders need to consider separate prospects and performance of each sector so as to be able to estimate the performance of the entire enterprise fully. Provision of segmental information ensures transparency. Transparency is the cornerstone of any corporate financial reporting because analysts and other stakeholders require complete and accurate information to assess the growth and

Total Quality Leadership Research Paper Example | Topics and Well Written Essays - 2750 words

Total Quality Leadership - Research Paper Example Efficient processes also help minimize cost so companies and organizations using sound processes maximize the use of resources and reduce cost (Deming, 1986). As a management approach, TQL capitalizes on the theory of variation, the application of systems, the mind set of the person or team of persons and the scientific means of pursuing optimum performance (Houston and Dockstader, 1997). As a scientific approach to management, TQL facilitates good performance and the proper delivery of services to maximize productivity (Suarez, 1992). The basic concepts involved in TQL include focus on quality of goods and services, costumer satisfaction, improvement of processes, and process management (Luria, 2008). The underlying principle of this management approach is that improved processes can lead to improved quality of goods and services (Luria, 2008). To improve the organizational processes, a company must look into the different aspects of its operations and recognize the fact that its em ployees are important sources of process information. TQL is a complex concept that affects the different aspects of the business. Like TQM, TQL goes deep into the heart of the business operations to strengthen the organization and it extends outward to reach out to the clients of the business. ... Basic Concepts of TQL and their applications By definition, TQM is an application of quantitative methods as well as people assessment to improve processes within the organization to give better services to clients. This management method takes into consideration the role of human resources within the organization as a repository of processes knowledge (Houston and Dockstader, 1997). For TQL, both individual and collective knowledge are important, thus, it gives emphasis on the collective knowledge of those people who are involved in the different processes employed by the organization (Houston and Dockstader, 1997). As it is, group dynamics in the organization is considered as part of the processes of the organization so working teams are very important. The way the working teams behave in coming up with solutions to issues at different levels of the organization is a very important factor that can make or unmake the organization. Organizations, whether big or small undergo numerous process and the application of TQL is crucial in many of these processes. The different processes that are crucial in the application of TQL in the organization are usually found in the following areas: a. Good Quality The quality of goods and services is one of the primary concerns of TQL so this management approach employs certain measures and quality standards to maximize productivity (Luria, 2008). In most cases, companies do both â€Å"quality control by inspection and audit† and â€Å"quality control by prevent† to maintain product integrity (Feigenbaum, 2007). The main focus of â€Å"quality control by inspection and is to sort out the good and the bad products. By definition, an inspection is an organized evaluation using appropriate tools and certain quality parameters. Most types of

Nursing Essay Example | Topics and Well Written Essays - 2250 words

Nursing - Essay Example There is progress, but it is considered to be a very slow trend which needed to be sped up to deliver the potential gains of the strategy (Department of Health, August 2010). An aspect of the End of Life Care Strategy wherein the Department of Health focused on its initial implementation is the care planning (inclusive of assessment) which comes after the identification of people approaching the end of life and will follow the step of coordination of care in the care pathway. It is also where nurses, being part of the multidisciplinary health care team, have active involvement whether working in hospitals or in community settings, more particularly in assessing the patient and the family regarding their needs, wishes and preferences, and is involved in initiating reviews of the care plan to the team if with patient’s permission, thus influenced the selection of the strategy’s aspect to be discussed by this paper. This will explore the implications of the care planning a spect for community heath care providers (nurses in particular), service users (patients) and significant others (family and carers). Community Health Care Providers The Strategy will give emphasis on the nurses’ role in assessment and documentation of patient’s needs, wishes and preferences in addition to her roles regulated by international, national and local policies during the end of life care. As per the code in Nursing & Midwifery Council (2008), nurses are responsible in gaining patient’s trust, treating them as individuals, respecting their dignity, working with others, providing high standard of care, being open and honest, acting with integrity and uphold reputation of profession. This will require nurses to assess and record the needs, wishes, preferences and agreed set of actions of the dying patient (advanced decisions, where to die, etc.) and to participate with the review of the care plan. An example is the Advanced Decisions to Refuse Treatment as a valid and applicable legally-binding document where the nurse is obligated to follow the physicians’ order to withhold life-preserving treatment as stated therein (NHS, 2010). Other options to be considered are the advanced statement and the DNACPR (Do Not Attempt Cardiopulmonary Resuscitation). Service Users (Patients) The care planning of the Strategy aims to enforce assessment and recording of needs, wishes and preferences of patients undergoing their end of life. This will grant patients with greater autonomy in making decisions for their own health, including decisions on where they would like to die. Moreover, it will enforce the community health care providers to assess and record their needs, wishes and preferences even if the patient or family have not yet initiated the discussion of these matters, thereby raising patient’s awareness on his treatment options. The Strategy slightly decreased the number of patients dying at the hospital and die at home inst ead by offering the patient an option to die at home instead (Department of Health, August 2010). Significant Others Families and/or carers of the patient in end of life are also included with the care planning of the Strategy in terms of reviewing the care plan, yet not as specific as the

History of the third world Essay Example | Topics and Well Written Essays - 750 words

History of the third world - Essay Example And a major part of the third world nation doesn't agree western nations intervening In the ruling matters of the developing countries also the third world countries are inclined to spend its nations income in war and ammunition because of which could not progress in the way of they are to be and for all this the reason are the western countries which support and help the rival nations what they earn. They are already developed nations and instead of giving a helping hand to under developing nations if they raise objections it is nothing but they are not progress loving and peace loving nations. Also when the super powerful nations are struck by natural calamities they received a financial aid from the third world nations. They need something to learn from. How can the progress of third world bear equality to their leave. The contemporary third world that exists along with the developed and underdeveloped countries is an experience to all the countries what the third world has experienced is never experienced by the developed countries. The pain and agony through which the third world has experienced has become the eye opening. The primary reasons for such experiences are the developed countries, which used to exploit underdeveloped countries in every possible manner. ... These countries slowly emerging from the clutches of the slavery and the bonded labor have become internally strong, independent and with rich cultural heritage. This glorious journey is a result of centuries of struggle for independency. The global changes like World War I and World War II were truly influencing the third world countries to reclaim their national sovereignty. The slump in the financial position of the ruling countries because of the two world wars Lead them in slowly started slowly backing off men and military from each country. Apart from that during their regime in two countries the bounded labor and slavery slowly revolutionized and started opposing and revolting against the colonial rule. After decades and decades of struggle and fight for independence was finally achieved. But along with independence there were umpteen numbers of responsibilities. There are not only responsibilities but also new challenges to foresee with. Tackling poverty, diseases, insufficient, funds, armed forces, foreign affairs, internal issues etc. William J brought many heart wrenching facts to light. Most of the facts point out the inept handling by the American nation into its foreign affairs and relief work offered. The capitalistic nature of behavior is clearly seen the way they handle their foreign counter parts. The gruesome incident reported by William J. in the detention centers of American relief operations has put the readers to shock. The manner in which the incidents were reported brought severe criticisms from all walks of the society. The ugly American since when it is published has become a rage and it also made the President Eisenhower to put a committee and order a probe into the dealings of the foreign affairs. The author tried his

MHE514 Module 2 - Case, Natural Disasters Essay Example | Topics and Well Written Essays - 500 words

MHE514 Module 2 - Case, Natural Disasters - Essay Example re ready to provide assistance, but the paranoid rulers of Burma refused to consider any such assistance for its suffering population (Burma Reels as Storm Toll Rises, 2008). Ratnesar 2008, in his article â€Å"Is It Time to Invade Burma?† takes a look at the inadequate response of the rest of the world to the human disaster unfolding in Burma, due to the lack of concern of the ruling Burmese Junta to their sufferings and thereby denying the required and available international aid. In the face of this refusal to accept international aid, which sets a precedent for the rulers of any country to remain indifferent to human suffering, Ratnesar suggests that it is time for the rest of the world to act, through military action by the invasion of Burma, to provide relief for the suffering people. Negotiations to permit the international community, may not succeed with Burma, and hence the need for a more vigorous reaction from the rest of the world. This would have the added benefit that of letting know to rulers with a similar disposition to their citizens as the rulers of Burma that the world would not tolerate human suffering and has options to deal with it (Ratnesar, 2008). Viewed from the moral perspective, the recommendation of the author is justified. There was a human disaster unfolding in Burma, which was many hundred times the disaster that the United States faced in the aftermath of Hurricane Katrina (Burma Reels as Storm Toll Rises, 2008). The paranoia of the ruling junta in Burma became an obstacle to international humanitarian aid to reduce the human suffering in Burma (Beech, 2007). This paranoia of the ruling Burmese junta had led to curtailment of movement of international NGOs, such that at the time of this human disaster there was minimal aid infrastructure in the country and hardly any international aid flowing in (Burma Reels as Storm Toll Rises, 2008). Yet, the response of the world community was lukewarm. Pressure on the rulers of Burma to relent

Case Study For Health and Addictive Behaviour Psychology Essay

Case Study For Health and Addictive Behaviour Psychology - Essay Example It is estimated that about 2.6million people suffer from this condition in the UK (Diabetes UK, 2010). There are basically 2 types of diabetes mellitus and they are type-1 and type-2. In type-1 DM, the onset is in young age like childhood, adolescence or even early adulthood. It occurs due to absolute deficiency of insulin as a result of destruction of the beta-cells in the pancreas. On the other hand, type-2 DM occurs mainly in adults, especially in older people and is mainly predisposed by several factors including sedentary lifestyle and obesity. Type-2 accounts for more than 85 percent cases of diabetes (Diabetes UK, 2010). Hereditary factors play an important role in this type of diabetes, either due to genetic predisposition or due to similar behavioral patterns in the families like sedentary lifestyle and eating habits. DM-2 occurs due to a combination of decreased secretion of beta cells in the pancreas and increased peripheral resistance to insulin at tissue-receptor level ( Votey, 2005). DM-2 is the most common type of diabetes. It is managed by pharmacotherapy and appropriate diet and exercise. Diet and exercise have a major role to play in the treatment of diabetes-2. Adam was diagnosed with diabetes type-2 9 months ago. He has been advised to control his blood sugar levels with appropriate diet and exercise, rather than initiating antidiabetic medications. Antihypoglycemic therapy is initiated only when it is not possible to control diabetes through diet and exercise (Diabetes UK, 2010). It is very important to treat and control diabetes because of the notorious complications associated with it. Adam is obese and has been advised to reduce his weight. The main defect in diabetes type-2 is the inability of the tissues to respond to insulin. There is also decreased production of insulin by pancreas. Both these amount to increased glucose levels in the blood, known as hyperglycemia. An important causative factor is obesity. This is more so when obesity is more around the waist, known as central obesity (Votey, 2005). Obesity leads to decreased resistance of tissues to insulin. The fatty acid and triglyceride levels are high and these further interfere with insulin signaling. Another important aspect in obesity which influences the development of diabetes is dysregulation of the secretion of adipokine which is a hormone that causes peripheral resistance to insulin and contributes to the development of diabetes. Thus, obesity has a major role to play in the development of the most common form of diabetes, type-2 diabetes. 1.2 Complications of Diabetes Diabetes leads to increased catabolism and decreased anabolism. After reaching the renal threshold level of 180mg per dl, glucosuria occurs. This contributes to polyuria and polydipsia. Decreased levels of glucose in the cells contributes to delay in the healing of the wounds and also development of recurrent infections. it also causes lipolysis for generation of energy. Lipolysis cau ses an increase in the free fatty acid levels whih are taken up by the liver. Metabolism of free fatty acids in the liver yields ketone bodies, hydroxybutyric acid and acetoacetic acid. As the production of ketone bodies increases, metabolic acidosis ensues, resulting in dehydration. Infact, in many cases, diabetic ketoacidosis is the first presentation and it can turn fata due to development of cerebral edema. Increased lipolysis can

ENVIRONMENTAL POLICY Essay Example | Topics and Well Written Essays - 2000 words

ENVIRONMENTAL POLICY - Essay Example This is a significant environmental issue that has raised debate across the country and the increasing use of technology by the developed nations is one of the major threats that prompted the signing of the Montreal protocol. The agreement also sought to tighten the ban on trading some substances like methyl due to its great contribution to the ozone depletion with dire climatic consequences on Earth. b. Implementation schedule. Since 1987 when this protocol was observed after the Vienna convention, there has been a series of meetings among the parties and there is as steady implementation and amendment of some of the policies. The initial meeting was meant to address the mode of mitigating the emission of ozone depletion substances with particular focus to the chlorofluorocarbon compounds (Reitze, 2001). Further meetings have been occasioned by assessment of the implementation process with the last meeting of the open-ended working group emphasizes the strict adherence to the protoc ol rules and regulations which is now backed up by licensing of various manufacturers and their nations on the limit of the producing the specified ozone depletion process (United Nations Environment Programme,2006). Implementation schedule was spread over years that spans from the protocol’s inception to 2013. c. Number of participants and the reasons for the level of participation. The Protocol currently has 197 parties who are assigned various legal obligations to undertake. The members participation is determined by the economic status since this highly gives the estimated volume of industrial production which in turn explains the production of ODS (Reitze, 2001). The developed member states have been found to be the major polluters as compared to the less developed countries and this explains why their participation is more of concern. The developing countries are most involved in promoting environmental care campaign in their respective nations. d. Compare the success o f the Montreal Protocol to that of the Kyoto Protocol and address the reasons for any differences in terms of National Interests of those that elected to participate and those that have not. The two protocols have a common denominator in the form of reducing the exponential rate of ozone layer depletion emissions. It is worth to note that US has been at the center stage as the global economic powerhouse in respect to the control of this climate menace issue. On the basis of cost benefit analysis US realized that it has more to lose from Kyoto protocol and therefore vehemently opposed it. On the other hand Montreal protocol was seen to be relatively friendly and proved to be acceptable by many countries. One of the issues that dogged Kyoto protocol was its monetary compensation mechanism which did not go down well with US and other nations. The conflicting interests of various participants arose from the cost/benefit analysis of the monetary consideration of Kyoto protocol against th e licensing of Montreal protocol (Oberthu?r & Ott, 1999). On aggregate many participants promoted adoption of Montreal protocol as being effective and economical to implement. 2. United Nations Convention on the Law of the Sea (UNCLOS): a. Discuss the issue of â€Å"Property Rights† as it relates to UNCOLS The United Nations Convention on the Law of the Sea (UNCLOS) provides a legal framework that empowers various countries bordering sees and oceans on how to manage them (Sands, 2003). It is important to

Mexican Immigrants in the United States Essay Example for Free

Mexican Immigrants in the United States Essay Abstract Choosing to focus on the Mexican Immigrant in the United States workplace will help to develop an understanding of how organizational decisions insure the acceptance and inclusion of the group with those of the organization’s in-group creating a unified work environment. Chao and Willaby (2007) theorized that everyone had their own vision of how the world works and acting upon it based on what they have perceived as being true; sometimes the visions of others are difficult to understand or accept, which can cause strife and alienation in the workplace. According to Adu-Febiri (2006) the responsibility of transformational leadership is to raise employee awareness; thus, beginning the journey for an all-inclusive and unified work environment. Mei and Russ (2007) identified that management’s objective should be to help organizational employees to establish a foundation of developing the core and cultural competencies that are critical to developing effective methods for advocating change and cultural blending. The results of this essay and the completion of employee interviews will help to heighten areas of self-actualization and ethnic and linguistic competencies of the author and all cultural groups she will be accountable. Mexican Immigrants in the United States Workplace Introduction Chao and Willaby (2007) advised that everyone had their own vision of how the world works and that everyone performs according to their perception of the right way to live as a part of that world. Greenwood (2007) contends there are differing perceptions of how the world operates creates complex challenges when working to blend differing beliefs toward a unified environment. The following literature review focuses on raising the level of diversity consciousness as it relates to Mexican immigrants in the workplace. Deaux, Reid, Martin, and Bikmen (2006) identified that the Hispanic sociohistorical perspective provided significant information reflecting an independent group that is dedicated to their families and struggling to survive in an environment that often resents them being in the workplace. Parrado and Kandel (2010) contend the Hispanic group is one of the fastest growing minority groups that has magnified the supply of low-skilled workers. The author also identified the group’s struggle with linguistic challenges as being what prevented many from achieving educational needs, which exacerbates the group’s equality in the workplace. Trends in Workplace Diversity Globalization, technology, and increased mobile ability have created diverse ethnic and linguistic challenges felt around the globe. Greenwood (2008) contended that some of the Hispanic group chose to move to the United States in pursuit of a higher quality of life; others made their decisions based on a lower cost of living and others came only to make an income that could be sent back to their homeland to take care of family left behind. Whatever the reason for the influx challenges to achieving unity in the workplace begin at the onset and will become more complex in nature as the number of ethnic and linguistic minorities continue to grow. The qualitative study performed by deCastro, Fujishiro, Sweitzer, and Oliva, (2006) theorized the negative workplace experiences of minority groups were inclusive of linguistic barriers, poor and unsafe working conditions, illegal methods of pay, work related injuries, and, finally, a consistent loss of jobs. Adu-Febiri (2006) theorized that workplace environments require the creation of opportunities for inclusion of all associated with the organization that matriculates all toward a true multicultural identity. Impact of Global Economy deCastro, et al (2006) provided that the impacts of a global economy are far reaching and have served to change the very fabric of cultural beliefs and community structures. The authors explain that many of the in-migrants see the expanding economies as a new and promising dimension of prosperity; while many of the native group believes it to be the portent of doom. For better and worse, everyone will have to learn about and from one another. Rizvi (2009) theorized the impact of a global economy as being realized in everyday activities such as processes at work, cultural interrelationships, capital, information exchanges, food and goods, and ideas. The global economy changed the dynamics of doing business with the enhancement of technology, communication, politics, and immigration. Adu-Febiri’s (2006) contentions of the global environment included the potential for cultural erosion due to a lack of human factor competency. As employment globalization grows so do the challenges for maintaining ethnic cultural norms in a manner that creates workplace inclusion. Chao and Willaby (2007) echoed Adu-Febiri’s thoughts when they asserted the globalization has created the challenge of the hiring of immigrants around the world; the authors maintain, â€Å"†¦has no geographic, political, or cultural bounds† (Chao and Willaby, p. 32, 2007). The authors further identified challenges of minority ethnic and linguistic groups have been to hold onto their cultural and linguistic makeup: Globalization has encouraged many to dress the way the other dresses and eat what the other eats, the result being a cultural homogenization process and the subtle emotions of ethnic cultural shame within groups. Chao and Willaby (2007) explained that reducing and ultimately eliminating the impact of cultural homogenization, the overt and more subtle forms of discrimination, ethnic and linguistic bias requires the expansion of diversity consciousness in the form of implicit cognitive awareness of management and employees. Discrimination Practices Carr-Ruffino (2005) explained that challenges to ensuring discrimination does not exist in the workplace requires a thorough understanding of the context it occurs, which requires high levels of self-awareness and a significant understanding of all ethnic groups in the workplace. Findler, Wind, and Mor Barak (2007) asserted that the ever growing challenge of diversity has worked to create demands that organizations determine and implement methods for effectively coping with workforce diversity. A number of theoretical viewpoints and studies identify common threads that include perceptions of inclusion or exclusion, fairness, social and organizational commitment, job satisfaction, and the overall sense of well-being. Another study performed by Krings and Olivares (2007) questioned the impact of ethnicity, job type, bias, and the commitment to interview discrimination practices from the employer perspective. The study resolved there was a higher potential for bias and discriminatory practices when there was a lack of diversity consciousness. Echautegui-de- Jesus, et al (2006) explained that working alongside an ethnic and gender group the native group perceives as being different from themselves creates challenges arising from imbalanced group powers. The Rubini, Moscatelli, Albarello, and Palmonari (2006) study compared the discriminatory effects of group power and social identification as it relates to linguistic discrimination. The study found higher levels of discriminatory practices were present when in-group participants responded in more positive way to other in-group members than they did with those considered the outside group. Another study completed by Echautegui-de-Jesus, Hughes, Johnston, and Hyun (2006) examined the effects of the employee’s psychological sense of well-being and job satisfaction as it relates to employee performance. Echautegui-de- Jesus, et al (2006) identified that minority groups often perceive themselves as being threatened with the loss of their interpretation of the world; the result being the loss of ability to achieve a sense of belonging, which brings into focus Robinson’s (2008) contention that identifying discriminatory practices often relies on perceptions of contentions of discrimination of the receiver. The need for higher levels of understanding diversity and the relationship between achieving a sense of well-being will be critical to the Hispanic group’s continued growth as a part of a global world. The studies and theoretical viewpoints reviewed provided a deeper insight to potential discriminatory practices arising from the diversification of the workplace. Ruane (2010) elucidated that as globalized employment continues to evolve and grow, talent pools will increase in a way that greatly enhances an organization’s ability to do business anywhere in the world. Taking advantage of the globalized potential requires management and employees raise the bar on diversity consciousness to create a sense of well-being for everyone in the workplace environment. Accommodating Diversity Ruane (2010) identified the need for accommodating diversity in the workplace and that it required training, strategies, and methods for managing diversity that created equality and a sense of well-being for everyone involved with working environment. A critical step toward identifying the level and expanding needs of diversity consciousness requires the identification of attitudes and implemented plans that will maintain and increase the common ground between all related to the workplace. The study performed by Greenwood (2008) stipulated the more a workplace environment diversifies the more difficult it would become for employees to maintain the sense of being a part of a unified work environment, which necessitates high levels of commitment to diversity practices on a consistent basis. Ruane (2010) theorized the importance of willingly and openly creating opportunities of inclusion begins with creating opportunity for shared diversity experiences that will increase diversity consciousness over time. The Nielsen and Fehmidah study (2009) identified the relationship between transformational leadership and the employees’ sense of well-being. Understanding that creating an effective diversity oriented work environment will help to ensure workers’ job satisfaction, inclusiveness, and sense of well-being continues to grow is not difficult; however, establishing strong leadership that is committed to ensuring prior underrepresented groups, such as the Mexican group requires strong diversity skill sets. Nielson and Munir’s (2009) article argued that the multifaceted workforce environment of the United States requires transformational management, laws ensuring equitable equality, and strong diversity training practices: Practices that encompass the perceived challenges of a Hispanic workforce. Most can agree the only way to manage diversity is to plan for it. Effects of Cultures in the Workplace Greenwood (2008) rationalized the world’s workplace environment is consistently changing and with each change comes different cultures, religions, sexual orientations, and ethnic groups; the objective is to welcome and support each group equally so as to create a new unified environment. Robinson (2008) provided that efforts to blend diverse cultures can have both negative and positive effects on operations, interrelationships, productivity, and the future growth of the company. Understanding differences between groups is a critical first step toward understanding how to make diverse cultures work together. The interviewing of three separate organizations helped to provide a better understanding of how both negative and positive effects of differing cultures can affect organizational outcomes. Greenwood (2008) explicated that cultural diversity affected each member of a work group; he also identified that challenges arising from linguistic barriers, differing work ethics, communication misunderstandings, and group power imbalances represented major trials to diversity. de Castro, Fujishiro, Sweitzer, and Oliva (2006) explained that diversity challenges require the commitment of management to ensure the positive effects outweigh the potential negative effects. Each of the three organizations interviewed believed strongly that it is only by creating flexible and inclusive work environments that organizations can reap the benefits of diversity in the workplace. Organizations that have planned for diversity understand that the right employee and management diversity planning and training will open the tap for contributions resulting from the perceptions of a multicultural workforce that is focused on one objective; the health and growth of the organization and the communities being served (Gabe Hooper, Personal Communication, January 20, 2011). Employer Attitudes The three organizations interviewed for the review work in the service delivery areas of healthcare. Each organization is focused on providing care and services to the communities under their care. The three interviewees chosen for the project presented diversity attitudes that were similar in their perceptions of cultural diversity. Each offered a definition of diversity that relates to being anything and everything associated with human life inclusive of the way an individual thinks, feels, dresses, communicates, and behaves. Each considered the value of diversity consciousness as being a critical component to the continued success of the organizations. However, each of the interviewees offered differing perspectives for overcoming culture challenges and the elimination of bias and discriminatory perceptions of all concerned. Some of the differences in perspectives are due to a noted lack of diversity within the organization; some of the differences are due to a lack of prior experience dealing with multicultural groups within the workplace. Appalachian Community Services (ACS) of western North Carolina offers strict protocols for agency professionals and support staff to ensure agency service delivery eliminates the potential for bias, prejudicial and any other discriminatory practices. Gabe Hooper the Program Manager for ACS was open to allowing a review and discussion of agency published agency policies as it relates to diversity initiatives of the organization. The agency policy offers stipulations inclusive of 1) a working environment that promotes dignity and respect, 2) the commitment to diversity and equality, good management practices that make sense, 3) the commitment to monitor and review on an annual basis, and 4) promises to address all forms of misconduct as defined in the organization’s code of ethics manual. After reviewing the agency standards for diversity management Mr. Hooper was asked why the agency did not seem to have a diverse base of employees within the agency. Mr. Hooper explained that ACS was largely a non-profit organization requiring high levels of professional credentialing to even be employed with the agency and that eliminated a number of the minority populace. Another reason provided was the fact the organization was based in rural environment, which does not lend well to the procuring and retaining of high quality and diverse professionals. Mr. Hooper stated, â€Å"The organization holds what comes their way and whether or not it balances diversity initiatives is secondary† (Gabe Hooper, Program Manager, Personal Communication, January 20, 2011). ACS professionals participate with one another and with their communities to create a strong sense of inclusion and well-being; the agency participates and supports community group histories and cultural celebrations. Hooper identified that everything experienced represents a new knowledge and it is brought into the work environment. ACS requires ongoing and consistent training for diversity related challenges that are becoming a part of the changing landscape; however, the organization has been unsuccessful with attracting minority groups to the organization. ACS has and enforces strong diversity protocols that are designed to ensure clients of the agency are not subjected to any forms of bias, prejudicial, or any other discriminatory practices and these same protocols are intended to serve the organization as the workplace culture evolves (Gabe Hooper, Program Manager, Personal Communication, January 20, 2011). Harris Regional Hospital offered by far the most culturally diverse workforce reviewed and diversity was represented at all levels of the organization. Janet Millsaps, Vice President of Human Resources explained the hospital’s objective for being ‘the place to work’ in western North Carolina. To fulfill the hospital’s objective requires the valuing, utilizing, and recognizing the unique potential of everyone working for the hospital. Millsaps explained that every new employee, no matter the position or department, is required to attend diversity-training sessions prior to stepping into their assigned positions and to attend annual seminars as they are presented. Finally, all employees must read and sign an agreement to uphold the organization’s code of ethics, which includes a number of diversity professional conduct requirements. The objective of the hospital is to achieve a 90 percent consumer success rating from each employee that serves that consumer. Diversity consciousness represents the biggest challenge to the hospital and it is taken very seriously. All employees are encouraged to share in community celebrations whether from the perspective of the resident Cherokee, Mexican immigrants, or any other group; employees are expected to share and respect each other’s cultural beliefs as well. Harris Regional takes a great deal of pride in their commitment to all staff members and encourages each one to share and promote ideas and concepts that will serve to unite the hospital with the communities it serves (Janet Millsaps, VP, Personal Communication, February 01, 2011). The third and final interview performed was conducted with the Hospice House Foundation of WNC, Inc. Michele Alderson, President defines the objective of the Hospice House as being to provide the right care, at the right time, in the right place, for the right patient, and on their terms. Alderson explains the development of a diversity-sensitive organization as being a part of the groundwork that is critical to being an accepted help facility in any community. Mrs. Alderson believes overcoming diversity challenges in western North Carolina represents a tougher obstacle than in other areas of the country. The diversity of her workforce is currently limited to three or four multicultural subgroups inclusive of Cherokee, Mexican, African American, and Caucasian groups that outnumber the other organizational groups. Hospice House encourages all of their employees to learn from one another and the clients they serve. Alderson also explained there is no official diversity training program in place to raise the organization’s diversity consciousness; however, the organization does have formal written codes of ethics that include organizational directives for ensuring equal treatment and respect for all employees of Hospice. Contribution of Policies and Procedures Each of the three organizations interviewed offered formal written policies and procedures’ for guiding their respective organizations toward a balanced multicultural environment. ACS enforces their guidelines, encourages their employees to collaborate with the communities being served, and provides continuing diversity education; however, the organization’s management has been unsuccessful with creating opportunities for hiring multicultural staff and professionals due to the rural environment being served. The Hospice House Foundation of WNC has formal policies put into place but those policies do not seem to function as a part of the organization’s processes, nor was there a lot of organizational diversity noted at the time of the interview. The organization does not offer ongoing diversity training to their employees or professional staff members; however, the organization is supportive of community event attendance. Finally, Hospice House does not have any initiatives for creating a balanced multicultural workforce, which would make the environment more difficult for the smaller subgroups as the environment changes. Again, Harris Regional Hospital was the most thorough and impressive organization interviewed as it relates to diversity sensitivity. The hospital’s commitment to diversity and individual needs is readily evident. The hospital’s staff is encouraged to not only acknowledge and respect the needs of one another they are provided critical training to accomplish organizational objectives. All staff is encouraged to share knowledge and to create opportunities for inclusion that brings with it a strong sense of well-being; the employees spoken with confirmed they liked working with the hospital. Real-Life Practices and Recommended Practices Each of the organizations interviewed reflected a level of understanding for the needs of diverse employee populations and the needs of multicultural communities. Each of the professionals interviewed understood the relationship between work place environments and employee satisfaction. Each of the interviewees expressed their organizations had the commitment levels necessary to ensuring employee inclusion and the elimination of power group struggles. Adu-Febiri (2006) revealed that creating shared experiences and maintaining the balance of unity in the workplace as being a significant component to achieving a well-blended work environment. Not one of the organizations has a plan that will help workers overcome linguistic barriers. Rizvi (2009) identified one of the more critical needs of minority groups were programs and training modules designed to help with eliminating linguistic barriers in the work environment. Harris Regional was the only organization that believes they were up to the challenge of globalization and the evolving impacts of ethnicity. ACS and Hospice House of WNC have put the right policies and procedures in place but have not created the initiatives to attract minority groups to the workplace, which also infers the organizational leadership is not in a position to offer transformational skills that would unify all employees (Ruane, 2010). Harris Regional has already experienced challenges arising from perceptions of discrimination and worked to resolve struggles relating to power groups. ACS and Hospice House are relying on the formal policies that were put in place at the time they opened operations, which means the leadership has not had the opportunity to see if what was established works in real-life practice. Robinson (2008) contended that without having experienced diversity the potential for implied segregation will be high as the organizations expand and new groups come seeking employment; both organizations agreed this would be a potential event with their organizations. Harris Regional has been afforded the opportunity to actively recruit multicultural groups; the other two organizations claim they have not had applicants apply for available positions and both agreed they had not pursued any recruiting initiatives. Harris Regional Hospital reflects transformational leadership and they are committed to high levels of minority representation, subgroup retention, staff skill development, and the inclusion of everyone as a unified group, which is in line with the thoughts presented in an article published by Dreachslin (2007). ACS and Hospice Home of WNC have only begun the journey toward achieving objectives of diversity consciousness but both organizations are committed to learning and welcoming the new workplace trends. Myths and Stereotypes of the Mexican Group. Nielson and Munir (2009) recognized that the opening of dialogue in the workplace that addresses cultural myths and stereotyping challenges can be difficult and complex as many do not even realize their part in promulgating myths and stereotyping. Much research inclusive of Nielson and Munir (2009) identify that cultural myths and stereotyping have been a part of the world likely since the beginnings of the human race and that myth and stereotyping is alive and well in the United States. People believe and then attribute that belief by applying it generally. An individual that bites into a bad apple offers the potential for creating myths that all apples are bad rather than taking the time to sort through each one. The Mexican group has not been an exception to stereotyping and myths. Aaracho and Spodek (2007) identified that many have perceived the Mexican American father as being cold, distant and the authoritarian, which often translates into an unwillingness to be an active participant with a community or even with their own children. The stereotype of being a cold, distant, and unforgiving individual can give way to stereotyping that all the male portion of the group is interested in what they might gain in the workplace environment rather than what they can give. The authors, Aaracho and Spodek (2007) also identified that women of the Mexican group are portrayed as being quiet, submissive, and dedicated to their husbands, which creates even further myths and stereotyping as it relates to the potential of the Mexican women’s abilities in the workplace environment. Mulholland (2007) identified challenges arising from the myth that the entire Mexican group was uneducated and thereby, qualified for only the most rudimentary jobs, which represented the jobs no one else wanted. Krings and Olivares (2007) noted there were higher levels of stereotyping when Mexican applicants applied for positions that required linguistic skills. Language, accents, and body language represents the foundation of all cultures and it represents self-identification. Bernstein’s (2007) thoughts provided that Mexican Americans have been made to feel their communication style is incorrect and somehow lacking; the group has been stereotyped by others believing the differences in language integrity means the group is less intelligent. Schwartz, Domenech, Field, Santiago-Rivera, and Arredondo (2010) identified the challenges of minority professionals entering the workforce without sufficient linguistic competency as having attributed to stereotyping and myths of cultural groups. Bernstein (2007) revealed that many of the in-groups were quick to point out the Mexican groups were in the United States to earn monies, send them home to be put toward economic security needs in Mexico, and returning themselves when enough had been earned. Introducing these types of myths and stereotypes creates challenges to the group in the workplace because it gives momentum to even more harmful forms of stereotyping; a minority group entering the workplace environment where myth and stereotyping is present and unchecked will be all but forced to suffer the consequences of belief systems they had nothing to do with creating. Effects of Stereotyping and Cultural Myths The effects of stereotyping and cultural myths can cripple the working environment. McDonald (2010) described the stereotyping and cultural myth challenges to minority groups as being representative of a cycle. First, the stereotypes and myths begin with the unknown and this is often followed by competition between groups; most often, the competition is in the perspective of an in-group rather than the minority group. The next step occurs as conflicts between groups arise and this is followed even deeper rooted and malignant stereotyping and myths. McDonald (2010) contended people learn and apply attributes to what they perceive and this represents only one of less dangerous effects of stereotyping and myth. The Mexican American populace struggles with becoming a part of the mainstream environment, whether in the workplace or at home. Aberson and Gaffney (2009) revealed that the struggles of minority groups can find its root in the forced isolation caused by stereotyping and cultural myths they feel has been made their self-image. The articles presented by Mulholland (2007) and Wolfe, Cohen, Kirchner, Montoya, and Insko (2009) agree that the effects of stereotyping do not stop with the Mexican American adults it is funneled down through children via their parents, which infers the damaging effects continue through the generations of Mexican American group. Bernstein (2007) pronounced that failing to address and education all cultural groups within the workplace will result in deeply seeded divisions between the workforce; between group competition that will cause anger and frustration for all involved, and it will continue growing and expanding until the minority group has been squeezed out of the environment entirely. Exposing and Discrediting Myths and Stereotypes. Carr-Ruffino (2005) provided that exposing and discrediting cultural myths and stereotyping require that everyone be listening and hearing one another. MacDonald (2010) identified that people achieved their understanding by believing their perceptions and that it influenced the way they think and behave thereafter. Individuals helped to realize how important it is to recognize the beginnings and nuances of cultural myths and stereotyping are more likely to change attitudes and behaviors in a way that compliments the whole rather than individual groups. Wolf, et al (2009) provided that a critical step to creating a unified workplace environment required tools and methods that will help everyone to learn to critically interpret different cultures, uncover embedded ideologies, and learn to become socially responsible employees and citizens. Schwartz, et al (2010) articulated the critical need for getting everyone to question the deeper meanings of all cultural groups within the workplace will enhance knowledge that will provide the potential for critical thought; thus, bringing awareness of individual beliefs and value systems that can be blended with others. Sarach and Spodek (2007) revealed the need for organizations to create shared experiences between groups supports acculturation and assimilation processes that are critical to creating a unified environment dedicated not only to the good of the organization but to the good of one another. Transformational leadership is also critical to safeguarding initiatives to expose and discrediting myths and stereotyping. Schwartz, et al (2010) identified that leadership that is positioned to help overcome cultural linguistic challenges such as the Mexican American that can speak English but cannot write it is able to overcome it without being subjected to the stereotyping that hinders self-esteem will help level the playing field between groups. Creating multicultural teams in a workshop that is designated as support groups is another method of bringing differing groups together to achieve a truer and more just understanding of one another. The objective of bringing everyone together in a workshop should be to make certain no one is alienated; it is also not about identifying the one committing a wrong he or she does not even realize as being done or said. The workshop is a great environment for working together to grow cultural awareness, agree on methods and strategies for overcoming the challenges, and unify to eliminate the harmful effects of cultural myths and stereotyping. A workshop is for getting to know one another, learning about differences, and asking questions about perceptions received. Debunking cultural myths and stereotyping requires a long-term commitment from the leadership and all employees of the organization to one another and it begins with implemented learning strategies. Conclusion As previously identified globalization and new technologies have created opportunities for connecting differing cultural groups from all over the world; the Mexican immigrant is no exception. Aberson and Gaffney (2009) identified the Mexican cultural group as being one of the fastest growing cultural groups in the United States. The authors also identified the group is being consistently challenged by some that wish the group to maintain a social stratification level that is far below that of an in-group in the workplace. Chao and Willaby (2007) provided that bringing unknown cultural groups into the work environment can serve to alienate those of the minority groups from those of the in-group; some of the exhibited behaviors have included everything from forced segregation to critically malignant forms of discrimination that can contribute to group elimination. Mei and Russ (2007) identified that the establishment and upholding of organizational policies that have been designed to protect immigran

10 Facts on the Great Depression Essay Example for Free

10 Facts on the Great Depression Essay 1.Hoover reacted to growing despair by urging more voluntary action. 2.Hoover blamed the depression on international economic problems, and he was at least partially right. 3.In may 1931, the leading Austrian bank collapsed;by June , the German financial system. 4.Many World War I veterans lost their jobs during the Great Depression, and beginning in 1930, they lobied for the payment of their veterans’ bonuses, wich were not dure until 1945. 5.A bill passed congress in 1931, over Hoovers veto, allowing the veterans to borrow up to 50% of the bonuses due to them, but this did not satisfy the destitute veterans. 6.In May 1932, about 17,000 veterans marched onto Washington. Some took up residence in a ShantyTown called Bonus City that was located in the Anacostia flats outside the city. 7.In the Mid-June, the senate defeated the Bonus Bill, and most of the veterans were disappointed and resigned, and accepted a free railroad ticket home. 8. Several thousand remained, however, along with some wives and children, in the unsanitary shacks during the steaming summer heat. Among the were a small group of committed Communists and other radicals. 9. General Douglas MacArthur, the army chief of staff, ordered the army to disperse the veterans. He described the Bonus marchers as a â€Å"mob†¦animated by the essence of revolution.† With tanks, guns, and tear gas, the army routed veterans who 15 years before had worn the same uniform as their attackers. Two Bonus marchers were killed. And several others were injured. 10. Roosevelt’s caution and conservatism shaped the first New Deal. He did not promote socialism or suggest nationalizing the banks. He was even careful in authorizing public works projects to simulate the economy.

Private Sector Participation in Indias Defence Production

Private Sector Participation in Indias Defence Production Security of the state is of paramount importance since time immemorial, and a certain amount of military expenditure becomes a fundamental necessity irrespective of a point whether a nation is rich or poor. A nations strength revolved around maintaining steady un-hindered economic progress with the presence of mighty armies possessing proper stock of ordnance and armour to uphold the solidarity and sovereignty of that particular country. Accordingly, all over the world the rulers (including in India) had always dealt military and military associated equipments, policies, and personnel clandestinely and with great care. Scrutiny of the history reveals that, production of ordnance and armour was never pressed into the hands of private personnel. Even in India, the production/stocking of military equipment always had the element of secrecy and had always remained as a state-led organisation. Kautilyas Arthasastra emphasises, The Chief of Ordnance shall establish factories staffed with craftsmen for the manufacture of machines for attacking in battles(Verse 2.18.1). All equipments brought out into the armoury shall be stamped with the Kings seal and would be properly stocked(Verse 2.18.4).The Moghuls had canon factories under the control of Emperor called as TOP-KHAANAS with KHANSMAN or Lord Steward as an In-charge. Historian Robert Home recorded that, even Tipu Sultan took a keen interest in the production of firearms totally under the control of the state, and established at Seringapatam 11 armouries for making and finishing small arms; 4 large arsenals and 3 buildings housing machines for boring gun s. Post Independence-Neutral Attitude. In tune with the age old concept and belief of Defence Industry to be controlled only by State, the Planning Memorandum (PM) of 1945 and the Industrial Policy Resolution( IPR) of 1948 and 1956 placed the munitions , aircraft and ship building industries in the public sector under the control of the Central Government. There was a wide spread feeling that it was improper for the Ministry of Defence (MoD) to go in for collaboration with the private sector. Parliament did not permit any move in this direction. Secondly, in the area of defence production, profit making by private individuals in times of war and peace was considered undesirable. Post independence, Nehru commissioned PMS Blackett, a British physicist to prepare a report outlining the measures necessary for India to become near self sufficient in defence production. Though self reliance and self sufficiency were on the Blacketts report, there was a lukewarm attitude towards military requi rements due to the political philosophies of Indian National Congress and Nehrus strong postulated neutrality in the form of Non -Align Movement (NAM). Chinese Aggression. The real impetus for the military was only received in the aftermath of the 1962 Chinese aggression. The ordnance factories, which until then were being gainfully employed to produce coffee percolators and film projectors, were revitalised. At the same time, the geopolitical developments all over the world have critically affected developing countries like India. The need to maintain qualitatively better armed forces, and consequently equipment and infrastructure, has become the need of the hour. It was also evident that the nation will have to be progressively being more reliant on its own capabilities and build a credible defence industrial base to cater the needs of armed forces. Despite the will to contribute, the private sector at that juncture could not contribute much due to lack of expertise, infrastructure and opposition from Govt policies and was confined to play a subordinate role. The Yawning Gap. In the absence of worthwhile players in the private sector, massive investments by the government to raise infrastructure for defence RD in the sixties and seventies was a wise decision. However, due to the changing military environment, the needs of armed forces towards sophisticated ordnance and equipment were ever growing and could never be fulfilled by the inadequate indigenous production rendered by the public sector despite heavy investments. Therefore to fill the yawning gap of projected requirements of armed forces and available limited resources there come up an inevitable need for import of the necessary ordnance and equipments by spending Crores worth of foreign exchange. Foreign Exchange Spending. Indias spending on arms imports since 1999 Kargil conflict have risen to $ 25 billion and is likely to further rise beyond $ 30 billion by 2012. Indias import of defence articles as on today consists about 70% of the procurement in value terms from foreign sources because the Indian public sector cannot deliver in terms of quality or speed on either research or production of military stores. It would be astonishing to note that, India is currently the worlds biggest importer of arms worth 3% of GDP or $ 30 billion. This does not augur well for a country that seeks self reliance and aspires to be a global power. Change in Policies. Rising to the occasion, the govt has started to woo the private sector by announcing various policy changes, liberalisations for the active participation in the defence production, and thereby to reduce dependency on the other nations. These include 100% participation of the private sector in defence production with FDI to the extent of 26 % subject to licensing from the Dept of Industry Policy and Promotion (DIPP), funding research and development, as well as appropriate provisions in Defence Procurement Procedures (DPP) of 2005, 2006 and 2008 along with some amendments to DPP-2008 that came effective from 01 Nov 2009. AIM Aim of this paper is to analyse the role of private sector participation in the defence production in the light of growing needs of sophisticated ordnance and equipment by the armed forces vis-Ã  -vis the incapability of public sector to meet the challenges. PUBLIC SECTOR AND PRESENT STATUS Indian Ordnance Factories Organisation Formation. In order to meet the increased, simultaneous requirement of armaments and military equipment in the European and Eastern theatres of war and consequent British inability to ship the requisite quantities of arms and ammunition, a number of defence oriented industries were set up in India by the British. The rifle factory at Ishapore (oldest established in 1801), ammunition factory at Kirkee, shells and gun carriage factory at Jabalpur and saddler factory at Shajahanpur are a few in instance. Presently, there are 39 Ordnance Factories geographically distributed all over the country at 24 different locations and are running under the Department of Defence Production under Ministry of Defence. Role of Ordnance Factories. The organisation is primarily engaged in manufacture of Arms, Ammunitions, Equipment, Armoured Vehicles Personnel Carriers, Transport Vehicles, Clothing and General Stores items. After meeting the primary requirement of the Armed Forces, spare capacities are utilised for supply to non-defence sector and exports. The gross production of Ordnance factories during the year 2005-06 was Rs 8811.59 Crores. Total sales including issues to armed forces and other agencies and civil trade in the same year was Rs 6891.68 Crores. This constitutes approximately 40 percent of domestic supplies to the armed forces. Whereas, the contribution of OFB to IN in the year 2009-10 was a meagre one and half percent. The projected target was 11,000 Crores and delivered was only 6,000 Crores. Innate Challenges. The traditional challenges to the management of Ordnance Factories have been explained in the following sub paragraphs. However, the point to note is that the Ordnance Factories perceptibly have not done well except in the case of the last of these challenges, i.e. they have not been taking any net budgetary support from the government since 1999-2000:- (a) Significant reduction in the over head cost through reduction of excessive staff while at the same time retaining quality man power. (b) Speed up production to meet the expectations of the prime customers. (c) Faster absorption of imported new technologies either from abroad under license production or from the DRDO. (d) Reduced budgetary support from the Govt. Utter Fiasco. It is obvious that owing to the continuous monopoly they have enjoyed over a period of years as state pampered organisations they could not sustain in the race with foreign counter parts in producing sophisticated goods warranted by armed forces or at least in showcasing such capabilities. With the continuous dependency on DRDO, and total neglect of in-house R D facilities they miserably failed to deliver the desired goods in time. The Ordnance Factories are plagued with slackness due to lack of competition, multiple internal human resource problems. A brief note on DRDO is worth mentioning in this back drop to appreciate the close link between these two mutually failed organisations. DRDO Organisation Formation of DRDO Organisation. The Defence Research and Development Organisation (DRDO) was formed in 1958 and since then, DRDO has risen from a few laboratories to a large organisation with fifty one well-established laboratories spread throughout the country. The DRDO is engaged in pursuit of state of the art technologies so as to achieve progressive self-reliance in defence weapons and equipment. Every year about 200 plus scientists join the DRDO. The workforce of the DRDO is over 25,000 personnel with 6750 scientists in its Defence Research Development Service (DRDS) cadre. Achievements of DRDO Integrated Guided Missile Development Programme. The most significant breakthrough in the field of high technology that DRDO can boast off is the Integrated Guided Missile Development Programme(IGMDP). Government of India approved the IGMDP in 1983-84 with the aim of producing a wide range of guided missiles. Supersonic anti-ship cruise missile BRAHMOS is yet another (although it is a joint venture with Russia) success story. Besides these, achievements in other fields they claim are Main Battle Tank Arjun , Advanced Light Helicopter, Pilot less target aircraft, radar systems like the INDRA I and II, special steels, packed foods, snow clothing, vehicles, bridge layers, naval sonars and EW consoles to name a few. Failure of DRDO Gp Capt A G Bewoor anguishes in his article as, whenever the armed forces want a weapon system, the DRDO invariably says they can make it, and they have an unassailable record of never delivering. Ultimately, we import that same equipment at ten times the cost. Stories of such perfidy are too many to enumerate. Every indigenisation project of DRDO/OFB is much behind the schedule with success stories limited to few technology demonstrators. The classic examples of our R D failures are the Arjun tank, INSAS rifles, Saras, Kaveri, Akaash, Nag , Indra Radar and so many . Absence of Perspective Plan. The lackadaisical attitude of Ordnance Factories left indelible blemishes on the public sector technological front despite being the largest employer of man power, and pushed it towards incompetence and organisational failure. In the absence of any road map of their future perspective, they even cannot provide any assurance that they can meet the projected needs of armed forces and thus fail to generate any further faith of the user. Another noteworthy feature is while the defence public sector under takings outsource to the extent of 30 percent, this figure is about 80 percent in the case of ordnance factories. Thus, it was evident that, the ordnance factories in turn are dependent on private sector and the role of private sector cannot be under estimated though for the time being they are restricted to a secondary role. DPSUs AND PRESENT STATUS The countrys defence industrial capacity was concentrated in another class of enterprise, the Defence Public Sector Undertakings (DPSUs) besides Ordnance Factories. The DPSUs are organised under the Department of Defence production within the Ministry of Defence. With increased production of armaments during the 1960-70s the number of DPSUs had grown to nine by the 1980s. This was reduced to eight in 1986 by the transfer of Praga Machine Tools limited to the Ministry of Industry. The DPSUs involves themselves in the manufacture of modern sophisticated weapon systems, in advanced electronics, and in the production of exotic metal alloys for aerospace projects. The eight DPSUs are M/s Hindustan Aeronautics Limited, M/s Bharat Electronics Limited , M/s Bharat Earth Movers Limited, M/s Mazagon Dock Limited, M/s Goa Shipyard Limited, M/s Garden Reach Shipbuilders and Engineers Limited , M/s Bharat Dynamics Limited and M/s Mishra Dhatu Nigam Limited. DPSU Summary. The DPSUs have been developing a wide variety of weapon systems and equipment under licence production. This large industrial effort should, in theory, provide the means to produce maintain and repair significant portions of the Indias military equipment, providing leverage against dependency on foreign supply and the means to ensure sustained military operations. However, as brought out by Baidya Bikasha Basu, there has been a little or no attempt in this direction. OFs/DPSUs and the private sector should involve themselves in experimentation and developing defence equipment in totality of defence requirements. In this venture, where collaboration and cooperation lead to innovation or failures, the OFs / DPSUs should be prepared to accept both. Emerging challenges offer opportunities to look at change. The defence industry by virtue of its technological edge and security applications is a crucial strategic industry. National governments in the west have long recognised this linkage and continue to evolve policies that both support the industry and retain its competitiveness. In contrast, the Indian government, while treating all defence PSUs as security related, has done precious little to prepare these vital industries to meet global challenges. India therefore, frequently falls prey to the games that developed nations play. Realising the damage , Govt has woken up and started reforms by promulgating various liberalisations and policies to encourage the private sector thereby to curtail the dependency on foreign resources. GOVT POLICIES Defence Offset Policy Defence Procurement Procedure 2005. Inclusions of provisions related to off sets in DPP 2005 was only a modest beginning. Except for specifying the contract threshold of Rs 300 Crore and prescribing an offset limit of 30 percent of the contract, there was not too much of elaboration on the modalities and other conditinalities for discharging the offset obligations. The procedure was vague with regards to inclusion of private sector industry for discharging offset obligations. Although symbolically a good beginning was made through the inclusion of an offset policy in the DPP 2005, it remained as a non-starter primarily owing to lack of clarity. Defence Procurement Procedure 2006. In 2006 the scope of the policy was clearly defined and the areas for discharging the offset obligations were clearly enunciated. The defence offsets were mandatory for all capital acquisitions under the category of buy (outright purchase), buy and make (purchase from a foreign vendor followed by licensed production), where ever the cost of acquisition in the RFP exceeds Rs 300 Crore (about $ 70 million). The minimum requirement of offsets at 30 percent under the buy category and a minimum of 30 percent of foreign exchange component under the buy and make category was prescribed. In terms of areas for discharge of offset obligations, the policy was specific namely:- (a) Direct purchase of, or executing export orders for defence products and components manufactured by, or services ordered by the Indian Defence Industries. (b) FDI in Indian Defence Industries, and (c) FDI in Indian Organisations engaged in defence. Defence Offset Facilitation Agency (DOFA). The most important feature of the 2006 policy was in terms of creation of an organisational structure for implementation of Offsets viz, Defence Offset Facilitation Agency (DOFA). Defence Procurement Procedure 2008. The Defence Offset Policy 2008 came into effect on Sep 01, 2008. Based on the inputs from all quarters the provisions related to banking of offset credits were incorporated, the licensing requirement from MoD for the manufacture of defence products was done away with. Instead, adherence to the procedure stipulated for the defence industrial licensing requirement as mandated by the Dept of Industry Policy and Promotion ( DIPP) , procedure of Min of Industry is now required to complied with. However, the revised procedure of 2008 remains silent on the issue of multipliers. Besides this, a new clause has been included (as an aftermath of 26/11 incident) that, the provisions will not be made applicable to the procurements made under the Fast Track Procedure (FTP) in all probabilities to obviate the delays involved in entering into execution of offset contracts. Draw Backs of Defence Offset Policy Lack of Universally Accepted Definitions. In its current form the offset procedure is limited to direct offsets. However, the direct offset procedures are not exactly in sync with the internationally practised definition of direct offsets. Therefore, adoption of universally accepted or acknowledged definitions for clarity of thought among all the stake holders is the need of the hour. Banking Offset Credits. Provisions on banking of offset credits facilitate the vendor to commence business operations in the buyer country without waiting for the award of a procurement contract. However, due to rigidity of the provisions in the policy, if a vendor is able to create more offsets than his obligations under a particular contact, the suppliers credit can be banked and would remain valid only for a period of two years after conclusion of the contract, and due to this the efforts put in by the vendor goes in vain and acts a disincentive. Offset multipliers. There is no mention of Offset Multipliers in 2008. Although DPP 2006 states that, the availability of giving additional weights to offset having multiplier effects in terms of exports generated or building indigenous capability in strategic technology products, or other issues may be considered after reviewing the experience of implementing the above policy. It would therefore be appropriate to accord a higher multiplier factor for a developing country like India, purring the core objective of defence industrial base through defence offsets. PRIVATE SECTOR PARTICIPATION PRESENT STATUS The extent of private sector involvement vis-Ã  -vis the defence outlay has been comparatively limited this far. On the other hand, the private sector often looks at short-term investment and returns, which inhibit strategic investments. The inability to export is another constraint; since the quantities required may often be restricted, there have to be concerted efforts to promote exports, within the bounds of national security.The contribution of the private sector to the Indian defence industry has always been significant albeit in a piece meal basis. The major defence related initiatives and achievements of the private sector companies are enumerated in the following sub -paragraphs:- (a) Tata Group. The Tata group is supplying full systems for DRDO-developed Pinaka multi-barrel rocket launcher, building a launch vehicle for Akash missile system and a major participant in an electronic warfare programme. Tata Motors has developed an indigenous light specialist vehicle (LSV) that is currently being tested by the Indian Army. Tatas emergence as a major force bodes well for the Indian defence industry, which is otherwise characterised by monopolistic enterprises and high import-dependency. Its presence in the industry will also enhance Indias self-reliance in defence production . (b) Larsen Toubro (LT). Licences have been given to LT, one of Indias largest engineering and construction companies, to build warships, submarines, weapon platforms (offshore, floating and submerged), high speed boats, radar, sonar, electronic warfare equipment, armoured and combat vehicles including associated systems and sub-systems such as turrets and bridge-layers. The Boeing Company has signed a memorandum of understanding (MoU) with Larsen Toubro Limited (LT) for joint exploration of business opportunities in the Indian defence sector. (c) Mahindra Mahindra (MM). Mahindra Mahindra has set up the Mahindra Defence Systems. The Mahindra Striker, a light weight combat vehicle, is considered ideal for armed reconnaissance and mounted patrols. Mahindra Defence Systems recently unveiled their Light Specialist Vehicle Axe, the all-terrain vehicle, which can accommodate six/nine soldiers. They are venturing in to developing various under water delivery systems . (d) Ashok Leyland. Truck-maker Ashok Leyland started out with supplies of Hippo, the popular heavy trucks for a general service role way back in the seventies. Since then, the company has produced field artillery tractors, high mobility vehicles, light recovery vehicles and water carriers. (e) Kirloskar Oil Engines Ltd. It specialises in ship engines and has been participating in many programmes with the Indian Navy. (f) Godrej Aerospace. Godrej Aerospace, a company under Godrej Boyce provides a critical application for the Agni missiles. It has also contributed to the production of hardware and sub-systems for Indias cryogenic engine programme. The company is also actively involved in habitability solutions for naval warships. Indigenisation Towards Self Reliance. As the Defence Secretary stated, The Indian Defence Industry in the private sector is now gradually assuming the role of system integrator and manufacturer of complete defence equipment and systems. Indigenisation in defence production is now one of the major thrust areas of the Government. Consequently, our efforts are now directed towards reduction of defence imports and promoting indigenisation in defence production sector with the active support of the Indian Defence Industry, both in the public as well as in the private sector . The issue of indigenisation is a double edged weapon. On the one hand there can be little debate that this is indeed the way ahead; but the factor of cost disadvantages in indigenous production and the rate of absorption of modern technology are indeed despairing factors. This policy needs to be dovetailed with a larger training component in the induction package and as far as possible a Transfer of Technology (TOT) option. Transfer of Technology (ToT). The ToT as part of offsets has been deliberately let off of the purview of the offset policy. As a distinguished Scientist of DRDO puts in Critical defence technologies are either denied or controlled through various control regimes. These are never offered and therefore can never be obtained through the RFP route even if the country is prepared to pay. Therefore, often it is not possible to get the technology through contracts and leveraging our purchase power though offset policy proves to be only sure way for acquisition of denied technology. Steps Galore. Various steps have been taken in this direction. The recent introduction of buy and Make (Indian) category in the defence acquisition process has been designed to enhance participation by the Indian industry, meeting requirements for state of the art defence systems and platforms by getting into tie ups with technology providers through mechanism of technology transfers in joint ventures. In capital acquisition cases categorised as Buy and Make (Indian), the RFP will be issued to those Indian industries that have requisite financial and technical capabilities to enter into Joint Ventures, as also absorb technology and undertake indigenous manufacture. The procedure to be followed in this regard will be akin to the existing Make procedure with a difference that the production and development by the Indian industry will be through Transfer of Technology and not through Research and Development. Indigenisation Plan. The Navy had prepared a 15-year indigenisation plan that was well received by the industry. A Science and Technology roadmap has been drawn up for the Navy that identifies the end-product capabilities that needs to be built over the next 20 years. This roadmap gives a clear picture of technologies and products that are foreseen for induction and will further help define what can be taken up by civil industry. Possible Key Areas for Participation of Private Sector. Areas where the private sector can participate and where indigenisation is feasible are indicated in Appendix A. Mr Gurpal Singh, Deputy Director General, CII, stated that, CII wish to accelerate the reform process in the defence sector. He said that the effective implementation of the defence offset policy can facilitate the absorption and indigenisation of foreign aeronautic technologies that accrue to the country by way of offset deals. It would be appropriate here to discuss the role played by the Confederation of Indian Industries in realising this feat by the private sector. Confederation of Indian Industry (CII) Role of CII. The Confederation of Indian industries (CII) has played a significant role in trying to build up a partnership between the Industry and Defence. The CII have been the pioneers in organising interactive sessions between the defence forces and the industries and conducting several events like the NIP (Navy Industry Partnership meet), DEFCOM(Defence Communication Seminar), Defence IT Conventions and The Defexpo India (Asias largest land and Naval Systems) exhibitions. It had formed the Defence Division in 1993 to catalyse change in the Defence sector by pursuing the Government to liberalise Defence Production and by initiating the process of partnering with the Defence establishments in organising interactive meetings with the end users, i.e. the Armed Forces. The objective of this division is to Establish a strong partnership between Defence Services and Industry and enlarge the role and scope of Indian industry in defence production for mutual benefit and enhance the National Security. Activities of the CII. Activities of the CII National Committee on Defence are divided under the following major heads: (a) Defence Industrial Policy and Procurement Procedures (b) Trade Promotion (c) International Linkages for Joint Ventures, Technology Tie-Ups and (d) Export (e) Advocacy / Consulting / Training Services ROAD MAP Can the Indian Industry Deliver? Indian private industry should move from fringes to mainstream, observes Air Chief Marshall, PV Naik, Chief of Air Staff while speaking at the brochure release ceremony of the 5th International Conference on Energising Indian Aerospace: Achievements and Future Strategies, organised by the CII. He further said that Indian Air Force has been recommending private sectors participation in defence industrial base and indigenisation. However, the progress has been a restrained one. Private sector entrepreneurship and innovation can help augmentation of RD base and creation of system integration capabilities. In fact, the country will enjoy two advantages by permitting greater civilian industrial sectors participation in defence production. First, on account of its complimentary character with state units, defence production will become more efficient and second the contribution of R D more tangible. Gearing Up for Challenges. The Indian Industry today is ready to assume such greater responsibility in making the country self-sufficient in defence production. As stated by the Defence Secretary India is a growing market and emerging as a strong economy. With the projected growth of the Indian economy, its defence needs are also correspondingly growing. India, therefore, offers excellent opportunities, both for domestic as well as foreign companies, to forge new alliances and partnerships in the form of joint venture, co-production and co-development arrangements in the Defence sector. Identification of Specific Thrust Areas. To move ahead, there is a clear need for dedicated groups comprising representatives from the Services, Department of Defence Production, DRDO and the Private Sector to address specific thrust areas identified by each of the Services. These groups would be better able to define requirements, identify the model and extent of participation of the private sector, and work out the methodology for meshing in with current acquisition procedures and processes. Publishing the Technology Perspective and Capability Roadmap, covering a period of 15 years, to share the future needs of our armed forces as brought out by the Defence Minister could be a right move. Kelkar Committee Raksha Udyog Ratnas. The Vijay kelkar Comittee recommended to nominate a dozen Indian private sector companies as Rakhsa Udyog Ratna (RUR)s with a status equivalent to that of the defence PSUs when it comes to bidding for major defence contracts. The RUR Policy is an encouraging step in the right direction. Once the government identifies those Indian companies to be treated as RURs, the private sector would get a further push towards establishing itself as a viable alternate to defence units in the sphere. RURs will not only bring parity with State industries in terms of treatment, getting R D support, forging partnership with others but with their expertise and resources they can take India towards self -reliance. RECOMMENDATIONS To ensure that the country maintains a credible defence capability, there is an urgent need for the government to step in and reform the existing administrative set-up and also to put in place a defence spending apparatus to ensure optimum utilisation of funds and long term perspective planning for both procurement and production. Very often the ills of defence procurement and production point towards red tapeism and the MoD. The IN Maritime Strategy clearly states, We must sustain our futuristic initiatives and harness the available capability, infrastructure and resources, including intellectual capital, to the fullest extent to develop a vibrant and proactive Defence Industry. A strong and healthy partnership between the public and private sectors alone will enable India to sustain a powerful defence industrial base for the future, setting us firmly on the path of self-reliance. Efforts to create synergy between private and public-owned industry, would be based upon the exploitation of core competence of each sector. Keeping in view these dogmas recommendations are made in the subsequent paragraphs for the effective participation of private sector in the defence industry. Need for Collaborative Approach. In the words of Def Secretary, We are also looking for collaborations in the field of Defence RD and tie-ups in critical technology areas in order to meet the requirements of the Armed Forces through indigenous sources to the extent possible. Joint Ventures. The exponentially expanding Indias defence industry base needs joint ventures to sustain the phase and to carve a niche, and to claim a spot in the global arena of armament/defence production. Conducting Awareness Campaigns. More Seminars, Work Shops, Def Expos be conducted on a regular basis for more interaction between the user ( armed forces) and the producer ( private industry)to bring significant awareness amongst each other and for better appreciation of each others needs. Amendments to Defence Offset Policy. Necessary amendments regarding the introduction of multipliers and endorsing accountabili