Personal statement Example | Topics and Well Written Essays - 750 words - 7

Personal Statement Example I soon came to realize that I could admire and respect those teaching professionals who are equipped, through education and experience, to provide students with a well-rounded curriculum as well as serving as advocates when the student requires additional support in a variety of different domains. This is why the university experience has been so valuable and why I continue to seek to improve my lifelong learning and worldview. Before becoming a student at Bangor University, I was enrolled at the Beijing Institute of Technology where, during the first year, I struggled to achieve more than average marks in Financial Accounting and Management Accounting. It was not because the curriculum was significantly difficult, it was simply due to my own unfamiliarity with radically different teaching methods in the UK as opposed to Chinese teaching methodology. However, I was determined to rectify what I perceived to be a minor deficiency, communicating to my tutors that I was having problems a djusting to the UK culture. Because of the aforementioned support, I was able to make the appropriate adjustment, learn about the absolute value of diversity and cultural disparity and achieve much higher marks by eliminating apprehension that once existed due to said lack of knowledge about the UK educational and social environment. I ultimately scored an 80 in Finance in my 2012-2013 academic year which was, in my opinion, a significant achievement and improvement of which I am quite pleased. It was, again, through the excellence of those engaged in the university experience that allowed me to exceed any boundaries and find personal fulfillment associated with high achievement. The university experience has given me many new perspectives and assisted in broadening my scope of knowledge that, today, allows me to successfully examine a variety of academic theories and effectively apply them to real life business and social scenarios. Some of this growth can be attributed to my volun teer work at the Beijing Institute of Technology in which I was responsible for introducing new students to the campus lifestyle and assisting them in adjusting to the living conditions of the campus and accommodating their needs to improve study and general lifestyle. It was my responsibility to map out efficient routes between the main study buildings, restaurants and any other campus-related need, thus essentially serving as a student-to-student advocate of which I received much appreciation and friendship development. Through this volunteer program at BIT, I further enhanced knowledge of cultural diversity and the absolute importance of embracing diversity in both an academic and social context. I am greatly satisfied with the outcomes that I experienced in the volunteer program which not only equipped me with a better understanding of human needs and behaviours, but also enhancing my preparation and management skills. On a personal note, I have a wide variety of hobbies that he lp to cultivate my abilities and further expose me to cultural differences within a social context. I am well-skilled in dance and in piano which not only allow me to embrace the beauty of the arts, but also improve intrinsic drive and ambition to succeed. I have found that my involvement in the arts serves as a motivational force that continues to further develop my capabilities as dance and piano require deep commitment and determination, which are two success

Of Mice & Men - Character Analysis Essay Example for Free

Of Mice Men Character Analysis Essay During chapter two of the novel Of Mice and Men, we are introduced to another six different characters as George and Lennie begin work on a farm. These characters are the boss, his son, Curley and Curleys wife, and the other itinerants Candy, Slim and Carlson. The first of these characters that we meet is Candy. Candy Is introduced as an old man with a physical disability. Out of the sleeve came a round stick-like wrist, but no hand. His physical description shows that he cannot work on a farm, and we find out later that he has been demoted to a cleaner. Candys behaviour and the way he speaks links to each other. At first he seems a bit hostile towards George and Lennie as he doesnt really welcome them. He then starts to talk to them properly and tells them about the ranch. Candy doesnt really have any moral values. When he talks about the way the black stable buck is beaten up by the boss, instead of expressing concern he laughs and jokes about it. This shows that he is very biased. George and Lennie and Candy get on right from the start, but George is very angry after the interview when Candy eavesdrops on a conversation between George and Lennie. Candy is a very lonely man with no family. The only thing of significance to him is his dog, who is very much in parallel to him. The dog is very old and half-blind. Both are disabled and near the end of their working life. We learn a few things about the boss when Candy is telling George and Lennie about him. The first thing that Candy says about the boss is that he was very angry about them being late. Wheres the hell them new men? He always takes all of his anger out on the nigger, showing that he is racist. The stable buck, Crooks, even has a crooked back which he got from being kicked by a horse. Despite all of this anger, Candy goes on say how nice the boss is and about the Christmas where he bought a gallon of whiskey for the workers. Hes a pretty nice fellow, but he also Gets pretty mad sometimes. We then meet the boss who stepped into the room. As expected the boss is already angry about George and Lennie being late, but he is already suspicious. This is because George doesnt let Lennie speak and the boss assumes that there is something dodgy going on. The boss accuses George of stealing Lennies wages. You taking his pay away from him? The boss is paranoid and doesnt really believe in friendshi p. He is very suspicious about them and asks George questions, forcing him to lie, Hes mycousin. The tone of voice that is used throughout the interview is angry and suspicious. He is angry at George and Lennie for being late and suspicious about Georges behaviour. The next character is the bosss son, Curley. Curley is described as A little stocky man. The clothes that he wears remind us of a typical cowboy. blue jean trousers, a flannel shirt, a black, unbuttoned vest and a black coat. His thumbs were stuck in his belt, on each side of a square steel buckle. This shows us that he is not a labouring man and has a higher status. This is also shown by the fact that he stands confidently and arrogantly. He is broad, short and stocky, but also powerful. When George and Lennie meet Curley for the first time they immediately make an enemy. Right from the beginning Curley gives them a hostile reception when he walks him. He glanced coldly at George and then at Lennie. For some reason he seems to be looking for a fight, his hands closed into fists. Curley seems to have a problem with Lennie. Curley is very small and not like a normal man and is jealous of Lennie he sees Lennie as a threat. Lennie is huge and muscular, but Curley is small and stocky. Even though he symbolises a higher status he is morally and physically stunted. Curley is very violent for a small man and can be compared to George, as he is a worse version of George (George is tamed my Lennie. Of all the characters we have met so far most of them are physically or mentally disabled. Curley is very small and unman-like, Crooks has a crooked back, Candy only has one hand and Lennie is mentally disabled. Steinbeck is trying to show that even though America is the land of dreams, these people have been damaged by America. Crooks is also the target of racism. Even George is damaged by America as he has failed in life. Candy is the first person to talk about Curleys wife, who describes her as a tart. George and Lennie meet her for the first time when she is supposedly looking for Curley in the bunkhouse. We cannot say that this is the real reason because Curley would not be there and she would have seen Curley go home. This shows that she may be a lonely person, or may have gone there to flirt with some of the men. However, her behaviour doesnt seem flirtatious. Im trying to find Curley, Slim, shows us that she is not coming on to Slim, but her physical appearance says that she is. The use of red imagery symbolises danger, and Curleys wife is full of make-up that is red, rouged lips and wide-spaced eyes, heavily made-up. Her finger nails were red. Not only is her make-up red, but so are her clothes, red muleslittle bouquets of red ostrich feathers. She is a scarlet and loose. She likes showing herself off and is not used to farm life, so she dresses quite provocatively. She is a femme fatale because Lennie is attracted to red. This links back to the woman in Weed who had a red dress. This woman is a danger to Lennie, and also to George and Lennies jobs. Lennie watched her, fascinated. Slim is the most respected man on the farm. He is described as a tall man who was well-built and strong. He is not crippled in any way like some of the other characters. Slim is a master-craftsmen He was well respected and revered by everyone on the farm and everyone would look up to him and follow him, giving him authority over everyone else. Slim is very serious and intelligent and the prince of the ranch. This shows that everyone looks to him for guidance. His voice was very gentle. Slim doesnt need to shout to get attention and respect, unlike Curley, who needs to fight and threaten. Slim can even hear things before people say something. Slim seems God-like and unrealistic because Steinbeck shows him as too perfect. He is an omnipotent who is idealised and no one is like him. Slim is used as a moral yardstick to measure everyone else. He welcomes George and Lennie to the ranch. He does this in a friendly and gentle way. His tone was friendly. It invited confidence without demanding it. He is not suspicious like the boss and believes in friends travelling together. He doesnt seem hostile and gives George and Lennie a welcoming atmosphere and understands that George and Lennie look out for each other. George is also given the confidence to open up to George and reveal his true feelings about Lennie. George is able to trust Slim and knows that he will understand and not tell anyone. Carlson seems like a nice person from the start and by the way he welcomes George and Lennie. Glad to meet ya. Like Slim, he Carlson is described as a powerful, big-stomached man. He shows his respect to Slim and lets Slim go first. Carlson stepped back to let Slim precede him. However, we then find out that he is very insensitive. He begins a conversation about Slims dog and then talks about wanting to kill Candys dog. That dog of Candys is so God-damn old he cant hardly walk. Stinks like hell, tooWhynt you get Candy to shoot his old dog. Carlson wants to kill Candys dog because he is too old and smells and is a nuisance. This is very insensitive.

The Successful Business Of Google Inc Commerce Essay

The Successful Business Of Google Inc Commerce Essay The aim of this study is to explore the features of an organization that contribute towards successful technological innovations. We would use a case study approach to analyze the same, with company in focus being Google Inc. We would use the book Managing Innovation by Joe Tidd and John Bessant as the base for our literature review. This would be supported by the following articles: The Innovation Value Chain, The Ambidextrous Organization, Innovation Management in context: Environment, Organization and Performance, Managing Innovative RD teams and Leadership and Innovation: Relations between Leadership, Individual Characteristics and the Functioning of RD teams. The study showcases that there is no single best structure that facilitates innovation. An organization needs to develop the most suitable fit between the structure and the operating contingencies. There are numerous things that affect the innovative performance of the company and innovation should not be looked at in isolation but as a whole cross-functional system. Literature Review and Case Study: Tidd and Bessant (2009) state that an innovative organization needs to align itself with the external environment and build internal structures, processes and culture that enable innovation to flourish. Innovation depends on a range of factors and the innovation process should change itself with changes in the business environment. There is no single best measure of innovation and some indicators work well for certain sectors while others dont. In short, fostering innovation is a lot more complex than it sounds. A set of components, which appear to be linked with success, have been drawn out by Tidd and Bessant (2009). Let us examine these components in greater detail. Shared Vision, Leadership and the Will to innovate: Leadership is perhaps the most critical ingredient in any successful company. Without this, an organization cannot move forward. Not everybody is able to recognize opportunities. Leaders need to have an alert mind to spot them and have the risk taking ability, ability to motivate others in the team and the will to innovate and exploit the opportunity. Stoker et al (2001) state that the role of leaders keeps changing according to different stages of innovation. The leadership style also keeps evolving, from being visionary at the initial stage and take the first step, to involving employees and then to facilitating self-managing teams. A leader has to exercise a style that fits not only the team, but also the environmental characteristics and individual characteristics of the team members. It has been observed that empowering people is directly related to the quality of work and it also enhances the loyalty of employees. Top managements commitment and shared sense of purpose among the employees/team members are key features of a successful organization. The founders of Google Inc., Larry Page and Sergey Brin, had the mission to organize the worlds information and make it universally accessible and useful (Corporate Information). It is this mission of theirs that motivated them and provided them with the courage to take it forward. They struggled quite a lot to get initial funding to get the venture started (Casey, 2007). It was due to their will and leadership qualities that Google took off and now adds value to the whole world. Appropriate Structure: If an organization wants to thrive, its structures and processes need to enable technological change. As innovation does not happen in isolation, smooth flow of information and cross-functional co-operation are required to foster innovation. An innovation is like a fragile flower that needs right kind of environment to flourish. It does not take long for a potentially great innovation to simply die out. Tidd (2001) argues that complexity and uncertainty of the environment affects the degree, type, organization and management of innovation the greater the fit between these factors, the greater the performance of the innovation. Organizational structures are influenced by the nature of task to be performed and by the business environment. Increasingly, innovation is becoming a corporate-wide task, involving not only RD but also production, marketing, administration and other external entities such as customers, suppliers, consultants, etc. It is important to note that not always do loose models/structures for innovation work and appropriate balance needs to be sought between the flexibility and rigidity of the structure. Thamhain (2003) states that the key challenge is not so much of generating ideas in the RD department, but effective transfer of technology from the inception to the market. Here, an appropriate structure is required to enable the transfer. One of the toughest challenges faced by companies is to balance current/present opportunities with future ones (OReilly Tushman, 2004). Under such circumstances, it is suggested that an organization has separate structure/process/culture for new innovations as the existing system might cause hindrances for the new ones. According to the book, The Google Story, the initial employees of the company were actually friends who studied at the Stanford University with Larry Page Sergey Brin. Due to this, the environment in Google was always casual and had little hierarchies. Even though the environment has always been casual, the co-founders still hold a tight grip on many of the companys decisions (Smith, 2007). It is this casual atmosphere and horizontal management style that forms an appropriate structure to foster innovation. Key Individuals: As there are various uncertainties and complexities involved with innovations, it is helpful to have a key individual (or a group) who is passionate and enthusiastic about the innovation and is willing to take it through the organizational system. These key individuals may be product champions or the leaders of the organization. Through their passion, they motivate others in the organization to look at their innovative idea / invention that could add value not only to the customers but also the organization. They have to have the ability to solve problems that could arise during the development / commercialization process and should be committed towards it. Even if they do not have detailed technological knowledge, they need to strongly believe in the potential of the innovation. Key individuals would also need to face other issues such as procuring resources, convincing skeptical or hostile critics elsewhere in the organization. Their faith in the potential should be so strong that they manage to overcome all the barriers. Larry Page Sergey Brin have been the leaders and key individuals behind Google. They had a complete understanding of the technology. They faced a lot of challenges initially, especially with regards to funding, but they stuck to what they believed in and overcame all the barriers. Now, they encourage their employees to embrace the role of key individuals with regards to their respective innovative idea (Weldie, 2009) and take their ideas forward. High Employee Involvement in Innovation: Just like the saying, The more the merrier, the more the number of people involved in an innovation, the chances are that feedback and suggestions provided by them would help to improve the offering. Innovation is no longer confined to specialists in RD, Marketing or IT departments. It should be realized that creative skills and problem-solving abilities are possessed by almost everybody in the organization. Although each individual may only be able to make limited, incremental innovations, the sum of these efforts can have far-reaching impacts. Continuous improvements, involving large number of motivated individuals and taken over an extended period of time, has the potential to significantly impact the strategic development of the organization. This could also turn out to be an inimitable source of competitive advantage over the long term. Effective Team Work: The only factor that equals Leadership of the organization to achieve successful innovation is an effective team work. It is the team that is at the heart of the innovation activity. If innovation is primarily about combining different perspectives in solving problems, then teams/groups have more to offer than individuals in terms of fluency of idea generation and in flexibility of solutions developed. Cross-functional teams can bring together different knowledge sets required to take the innovation forward. They also represent a forum where deep rooted differences in perspectives can be resolved. As an innovation is not confined to a single department, a cross-functional team can help other departments understand different perspectives and help facilitate smooth flow of information and integration between different departments. With this in mind, teams are increasingly being seen as a mechanism for bridging boundaries within an organization and in solving inter-organizational issues . In order to develop an effective, high-performance team, tasks and objectives must be clearly defined, there should be effective team leadership, there should be a good balance of team roles and it should be matched to the individuals behavioral style and a continuous interaction with other factors that could affect the innovation. It should be noted that such teams rarely happen by chance. They result from a careful selection which is aligned with the needs and requirements of the innovative idea in hand. An effective team is a critical determinant of the projects success and the corporate management should be responsible for putting together a capable, cross-functional team. As the team members may come from varied backgrounds, a mechanism should be in place to resolve conflicts as soon as possible so that the speed of the innovation process is not hindered. Soon after launching, the founders realized that if they want to grow, they need to bring in professional management. In 2001, they appointed Eric Schmidt as the CEO to bring to table the capabilities that they lacked (Casey, 2007). It was then they stared their process of building professional/experienced team with defined tasks. Creative Climate and Culture: Creativity of individuals needs to be fostered through the right environment. An organization needs to set up conditions within which innovative ideas can flourish. Under this, a firm needs to put its people at the heart of innovation. The structures and processes should be designed around people and not the other way round. In the knowledge economy, it is about managing the minds of individuals by providing them with right infrastructure suited for growth. Culture is a complex concept which mainly refers to shared values, beliefs and agreed norms which shape behavior of individuals. Changing the culture of an organization is one of the toughest things for the management as it is path dependent. But by bringing about alterations in the structure or processes, an organization can gradually move towards the desired culture. However, this is a time consuming process and requires acceptance by the employees. One way to facilitate this is by rewarding / incentivizing employees based on the new structure. In an organization with a supportive and innovative culture, individuals with bright ideas can progress them with support and encouragement from the system. Management needs to ask itself whether the current structure is supporting or acting as a hurdle to innovation. Also, do employees have all the resources and freedom required to innovate. Innovation is inherently uncertain and will often involve failures as well as successes. The management needs to understand this and build a culture where people take risks and failures are accepted as an opportunity for learning and further development. The biggest barrier lies in the minds of individuals, who are reluctant to innovate due to risks associated with failures. Failures should not be looked down upon and the senior management and leaders should clearly communicate this to the organization. Managerial leadership style, both at RD and senior management, has significant impact on creativity (Thamhain, 2003). Googles organizational culture provides enough space for employees to learn, experiment and grow. The casual and friendly environment promotes interaction between employees which results in enhanced knowledge base and thus promotes innovation. In each of its offices, Google has a big cafeteria with large tables and maximum seating capacity. Managers have observed that people like to talk while having their food. People from different product teams sit together for meals and interact with each other. As people from different product teams come together, the interactions become quite diverse. This mechanism of knowledge sharing leads to collective learning and thus benefits the organization as a whole (Merrill, 2007). Looking Inwards and Outwards for Innovative Ideas: An organization can no longer just look inwards for innovative ideas. As innovation is increasing becoming an open process, collaboration with external parties is gaining importance. This includes associations with suppliers, customers, consultants, etc. the top management needs to ensure that the organization does not face the Not invented here syndrome (Hansen and Birkinshaw, 2007) and looks forward to exploit relevant innovative ideas thrown at them by the external partners. The leaders also needs to provide opportunities for its employees to be part of various conferences, seminars, networking events, etc and tap into the knowledge base of those outside the organization. Knowledge accumulation is a slow and steady process and idea generation does not happen overnight. Keeping this in mind, the management should not pressurize it employees to come up with innovative ideas just after being a part of a single workshop, for example. Hansen and Birkinshaw (2007) argue that companies need to assess whether they are sourcing enough ideas from outside the company or even outside the industry. Many firms do this poorly, resulting in missed opportunities. Clear Understanding of User Needs and User Involvement: The base of every business is its understanding of user needs. It is this point that determines the success or failure of the organization. Any user-focused innovation needs to know exactly what the user wants, how he wants it and how much is he willing to pay for it, among others. Having the end point in mind, the organization can draft its strategies accordingly, in order to meet the customers needs. Increasingly, companies are involving customers in the innovations process. This sort of arrangement is helping organizations develop more personalized offerings while creating a sense of loyalty in the minds of the customers. Involving the users also provides great insights into how the user uses the product or service, how is their experience like, what they expect at the end of the usage journey, etc. All these insights can highlight areas that require further innovation and this can be a source of competitive advantage for the company. Understanding of the Macro and Micro Environment: An organization needs to analyze it Macro environment in order to understand the changes that are taking place in the Political environment, Economic situation, Society, Technological arena, Ecological and Legal frameworks. This would provide a sense of direction where the world is heading, and based on this, potential areas of innovation can be explored. Analysis of the Micro environment is useful in providing a clear picture of the industry the company operates in. It would showcases the position of competitors in the market, bargaining power of customers and suppliers, threats from substitutes and threats from new entrants into the market. Based on this, an organization can draft it differentiation strategy and establish a foot hold in the market. Conclusion:

An Argument Against Breed-Specific Legislation Essay -- Argumentative,

The term â€Å"breed-specific legislation† is not one that comes up often in day-to-day discussion for most people. Breed-specific legislation refers to all laws that seek to restrict or eliminate ownership of certain animal breeds, most often dog breeds. It was first conceived as a method of controlling and reducing animal cruelty, as well as mitigating the occurrence of dog-related human injuries and the illegal activities of dog-fighting and related crimes. Breed-specific legislation is distinct from animal control laws that restrict ownership of wild or demonstrably dangerous (those with a past history of unacceptable, aggressive behavior) animals, because breed-specific legislation makes a blanket restriction on all animals of a certain breed regardless of individual history. This means that breed-specific legislation is often promulgated on the basis of breed reputation. In recent years it is the pit bull which has come under the scrutiny of legislative bodies, as their reputation becomes more and more sullied by street crime. To say â€Å"pit bull,† however, is a vague reference to several pit bull types, which are considered separate breeds by registries like the American Kennel Club (AKC). Each type has a slightly different breeding history; many began with the breeding of bulldogs with terriers to produce a loyal, compact and tenacious breed (â€Å"American Pit Bull Terrier†). The standard three pit bull types most often mentioned by name in breed-specific legislation include the American Pit Bull Terrier, the American Staffordshire Terrier, and the Staffordshire Bull Terrier. That is not the extent of the legislation, however, which also includes dogs that â€Å"substantially conform to the breed standards established by the American Ken... ...e 2010. Web. 22 Nov. 2010. Cohen, Judy, and John Richardson. â€Å"Pit Bull Panic.† Journal of Popular Culture 36.2 (2002): 297. Academic Search Premier. Web. 21 Nov. 2010. â€Å"Dog Bite: Fact Sheet.† Centers for Disease Control and Prevention. CDC, 1 Apr. 2008. Web. 13 Nov. 2010. â€Å"Dogfighting Fact Sheet.† The Humane Society of the United States. 2 Nov. 2009. Web. 23 Nov. 2010. Melvindale, Mich., Municipal Code art. II,  § 4-137 (1990). Perry, April M. â€Å"Guilt by Saturation: Media Liability for Third-party Violence and the Availability Heuristic.† Northwestern University Law Review 97.2 (2003): 1045. Academic Search Premier. Web. 20 Nov. 2010. â€Å"The Truth About Pit Bulls.† ASPCA. American Society for the Prevention of Cruelty to Animals, n.d. Web. 22 Nov. 2010. â€Å"U.S. Dog Bite Fatalities January 2006 to December 2008.† DogsBite. 20 Apr. 2009. Web. 22 Nov. 2010.

LabCo Essay

Since LabCo will adopt IFRSs in the coming year, LabCo’s accounting policy and accounting for the Halibut contract may change under IFRSs. Basically, IAS 11 is to prescribe the accounting treatment of revenue and costs associated with construction contracts. Contract revenue should include the amount agreed in the initial contract, plus revenue from alternations in the original contract work, plus claims and incentive payments that (a) are expected to be collected and (b) that can be measured reliably. Contract costs should include costs that relate directly to the specific contract, plus costs that are attributable to the contractor’s general contracting activity to the extent that they can be reasonably allocated to the contract, plus such other costs that can be specifically charged to the customer under the terms of the contract. [IAS 11. 16] In this case, LabCo make contract entered into was for a fixed price and requires detailed and involved performance specifications. Upon entering into the contract, LabCo realized that this was a unique arrangement that required a great deal of customer specification in order to meet required performance standards. In practical, LobCo had experienced significant difficulties in the design and manufacture of the six-axis laser cutting machine. And their overall project would incur total costs that would be in excess of the total fixed-fee contract price negotiated with Halibut. Thus, they should make a change on setting contract revenue and total contract cost. Contract cost can be increased due to specifically charged to the customer.

Environmental factors affecting McDonalds Corporation

Environmental factors affecting McDonalds Corporation Introduction All global and domestic organizations or corporations have external factors that affect their operations. Some of the factors may be controlled by the organizations but in most cases, the organizations have no power to control most of the factors (Nicoulaud, 1989). However, they may be able to manage or influence them. These factors are what make up the business environment of every organization.Advertising We will write a custom assessment sample on Environmental factors affecting McDonalds Corporation specifically for you for only $16.05 $11/page Learn More These factors always influence the domestic marketing decisions. A number of these factors that exist but all organizations have their unique set of factors that affect their operations. What affects one company may not affect the other. Examples of these include regulations, technological factors, economic factors, competition and social factors. The McDonalds Corporation, just like any ot her company, faces several external factors that affect its operations. The external factors that affect this company include political factors, economic factors, socio-cultural factors, technological factors, regulatory factors (laws), demographic factors, and other environmental factors such as those touching on waste disposal (impacts to the environment). Influence of global economic interdependence McDonalds Corporation is dependent on the global economy and is affected by the trade practices and agreements. The global economy usually faces. This may cause the shift of demand in the market. One of the economic issues facing McDonalds is the credit crunch issue. This meant that people had less disposable income and this means that they have less money to spend. The low Gross Domestic Product in most of the economies has also been a challenge to the corporation. The increasing interest rates and effects of inflation have had negative impacts on the McDonalds Corporation. This mean that McDonalds would sell less than they usually do. In order to combat this issue, McDonalds has adopted an affordable menu in order to favor also the low-income earners and those affected by the global economy. Demographics and physical infrastructure Several demographic factors have influenced the operations of McDonalds Corporation. They include the ever-increasing population and the existence of different age groups. Others include geographic shifts in population and the presence of educational groups.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Influence of cultural differences McDonalds Corporation has established its business in various countries in the world. This means that it comes across people from different socio-cultural backgrounds. The different cultures of people have different preferences and the organization needs to understand them all in order to fi t into the economy. Different people around the world have different types of foods and McDonalds has faced several challenges when it came to the type of food to serve its customers. One such group of people is the Muslim community. The company had to adopt the halal concept. This particularly applied to the issue of meat in the burgers. In the Indian community, McDonalds had to do away with beef from its menu (Goyal Singh, 2007). The Indians view the cow as being sacred and do not believe that it should be killed, let alone being eaten. This has forced the company to introduce fish and chicken for such a non-vegetarian society. Social responsibility and ethics versus legal obligations As much as McDonald is serving delicious meals to its customers, the health implication is wanting. It has been estimated that about 64 percent of adults are overweight and obese. This has serious economical implications. The approximate annual cost is a whopping $ 117 billion per year. This is caus ed by the high fat content and calories in the foods served by McDonalds (Nicoulaud, 1989). This has led the government to intervene and try to regulate some of the ingredients that are used in making the food (legal concern). Other legal issues include those concerning operating hours, tax laws and labor. The growing public awareness of the health risks that one subjects him or herself while consuming fast foods has negatively affected the operations of McDonalds. McDonalds has tried to combat this issue by building a good reputation. It has taken part in various different social events that allows it to give back to the society by offering good services. Effects of political systems Various policies and laws have affected the business operations of McDonalds. Since McDonalds has established its operations in several different countries, it has been faced with challenges dealing with the different policies and laws that govern the different countries.Advertising We will wri te a custom assessment sample on Environmental factors affecting McDonalds Corporation specifically for you for only $16.05 $11/page Learn More The political decisions of countries are usually not static since they change over time. This means that McDonalds Corporation needs to adjust its operations with the changing political environment. Various international pressures influence political decisions. Usually, local fast foods restaurants are not influenced by the politics of the land. This is because they do not usually hold as much public interest. However, McDonald is a global company and it holds a lot of public interest. Therefore, it has to be accustomed to the politics of the land. It has to abide by the laws and policies set. Influence of Foreign Corrupt Practices Act of 1997 Since McDonalds Corporation has developed businesses in foreign countries, it is supposed to observe the Foreign Corrupt Practices Act (FCPA). This regulation was enacted in order to restrain companies from committing illegal and fraudulent activities in the countries where they are doing business. In the event that the company is involved in such activities, it is liable to huge fines and sentences. Therefore, McDonalds needs to comply with such laws and other related local, national and international legislations. Technological factors affecting McDonalds McDonalds is a fast food restaurant and, just like any fast food restaurant, it has been faced with issues to do with the integration of technological advancements into its business. Several technologies are available for such companies. They include the use of heat regulators, general equipment and other control devises. Point-of-sale systems also need to be installed in such corporations. Financial information and communication systems and inventory management systems are also necessary for such corporation to remain relevant in the ever-changing corporate market. All these are connected to technology and t hey are meant to improve the operations in the businesses. This would give an edge to the operations of the organization. McDonalds caught up with the latest technologies since it has installed Wi-Fi systems. This allows its customers to access the internet free of charge.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Conclusion Companies face several environmental factors that affect their marketing decisions. Some of these factors are easily controlled and managed by the companies but many of them are uncontrollable. McDonalds also faced several of these challenges and it has managed to control some. However, some of them are beyond its capability and the company has struggled to live with them successfully. This explains why the McDonalds Corporation is one of the world’s leading in business. References Goyal, A., Singh, N. (2007). Consumer perception about fast food in India: An exploratory study. British Food Journal, 109(2), 182-195. Nicoulaud, B. (1989). Problems and strategies in the international marketing of services. European Journal of Marketing, 23(6), 55-66.

The Juvinile Detention Program Essays

The Juvinile Detention Program Essays The Juvinile Detention Program Paper The Juvinile Detention Program Paper Detention of Juveniles in general is the temporary care of children in physically restricting facilities (Ward 7-5). The primary basis of detention is usually the seriousness of the offense (Ward 7-5). Whether the juvenile is held for a period of time in detention depends on the outcome of a detention hearing, where the appropriateness of the detention is determined (Champion 500). Juveniles are guaranteed a detention hearing within 24-48 hours, this hearing is before a judge (Ward 7-5). The judge then decides whether to release the juvenile or to continue the detainment. The judge often looks to the probation department to help make the decision of continuing detainment, because the probation department has more background on the juvenile to help with the decision (Ward 7-5). If a the judge decides to detain the juvenile for a period of time after their hearing there are two types of detention centers that they can be sent to. There are non-secure facilities and sec! Non-secure custodial facilities according to Champion â€Å"are those that permit youths freedom of movement within the community. Youths are generally free to leave the premises of their facilities, although they are compelled to observe obvious rules, such as curfew, avoidance of alcoholic beverages and drugs and participation in specific programs that are tailored to their particular needs† (Champion 485). Examples of these non-secure facilities are foster homes, group homes, camps and ranches, and wilderness programs, family group homes and rural programs (Ward 7-13). The first example of non-secure detention is the Hope Center Wilderness Camp. This is an apparently successful camp located in Houston, Texas. â€Å"This camp has an organized network of four interdependent living groups of 12 teenagers each. The camp’s goals are to provide quality care and treatment in a nonpunitive environment, with specific emphasis on health, safety, education, and therapy. Emotionally disturbed youths whose offenses range from truancy to murder are selected for program participation† (Champion 493). â€Å"Participants are involved in various special events and learn to cook meals outdoors, camp, and other survival skills. Follow-ups by camp officials show that camp participants exhibit recidivism rates of only about 15 percent† (Champion 493). The next non-secure facility is The Department of J! uvenile Justice’s Non-Secure Detention (NSD) program. This program offers an alternative to secure detention for some of the young people remanded to the Department’s custody (DJJ 1). Through a network of group homes, NSD provides structured residential care for alleged juvenile delinquents who are believed to require a less restrictive setting while awaiting disposition of their cases in Family Court (DJJ 1). In accordance with statutory requirements, NSD facilities are characterized by the absence of physically restrictive hardware, construction and procedures. They offer juveniles a supportive family like environment and close supervision during their time in detention (DJJ 1). Juveniles are ordered into the custody of Department of Juvenile Justice by a Family Court judge may be assigned to NSD in one of two ways: The judge may order the juvenile specifically into NSD or, the judge may order the child into custody and allow DJJ to decide whether secure or non-secure ! detention is appropriate (DJJ 2). In the latter case, Department of Juvenile Justice staff makes the determination based on an initial assessment (DJJ 2). NSD accepts both boys and girls into the program. They range in age from 7 to 16 years; the average age being 15 years. The average length of stay in 1999 was 23 days in the NSD facility (DJJ 2). The Department of Juvenile Justice oversees a network of 13 group homes in New York City (DJJ 2). The juveniles that are in NSD attend school and participate in recreation, group counseling and tutoring (DJJ 2). Secure custodial facilities according to Champion â€Å"are the juvenile counterpart to adult prisons or penitentiaries† (Champion 486). Secure juvenile detention is the temporary placement of kids in locked facilities pending disposition of delinquency charges. They should serve two purposes, to assure that children appear in court at the proper time and protect the community by minimizing delinquent acts while their cases are being processed. An example of a secure detention facility set up by the Department of Juvenile Justice is the Horizon Juvenile Center and Bridges Juvenile Center. However, many youths that enter secure detention leave very quickly, 37 percent are released within three days, 58 percent within ten days (2DJJ 4). All youth spend their first week-and-a-half on Intake Orientation living units at Bridges Juvenile Center (2DJJ 4). Medical, educational and social service assessments are conducted during this period. Residents participate in a formal orientat! ion program where they receive information about services in secure detention and general health issues (2DJJ 4). After approximately 10 days in Intake, the youth is transferred to a residential unit at Horizon (or Crosroads) Juvenile Center. Case conferences, involving medical, educational, recreational and social service staff as well as a family member, are held periodically for each resident (2DJJ 4). Follow-up medical and dental care and a full daily schedule of school, recreation and counseling provide the youth with comprehensive services and activities that correspond to his or her needs, interests and abilities (2DJJ 4). This program is designed to teach residents that they are responsible for their own behavior, to encourage them to respect the rights and feelings of others and to adhere to institutional rules, DJJ’s behavior management system is an important part of each residents day (2DJJ 4). This incentive system promotes good behavior with rewards such as e! xtra phone calls, a radio, later bedtimes and access to the Department of Juvenile Justice’s commissary and resident lounge (2DJJ 4). The program discourages negative behavior with penalties that restrict privileges and choice of recreational and leisure time activities (2DJJ 4). All of the following figures are according to the Department of Juvenile Justice which provides secure and non-secure detention for juveniles in New York City pending adjudication of their court cases or transfer to New York State Office of Children and Family Services Institutions after disposition or sentence. In Fiscal year 1999, the Department of Juvenile Justice had 6,844 admissions to detention: out of this 5,301 were sent to secure detention while 1,543 were sent to non-secure detention (3DJJ 1). Of the youths admitted to secure detention during the 1999 school year, 90 percent read below the seventh grade level, and although their average age is fifteen; 83 percent had math skills below that level, 25 percent read below the fourth grade level, and approximately 60 percent of the students received special educational services (3DJJ 1). There are many different types of detention facilities that juveniles can be sent to. The facility that a juvenile is sentenced to must meet their specific needs and circumstances surrounding their offense.

The Diligent A Voyage Through the Worlds of the Slave Trade by Robert Harms

The Diligent A Voyage Through the Worlds of the Slave Trade by Robert Harms The issue of the slave trade is one of the most controversial ones because this question is not only associated with the problem of slavery, but it is also based on the problem of morality which is related to the discussion of slaves as objects of trade. In his book The Diligent: A Voyage through the Worlds of the Slave Trade, Robert Harms presents the records of Robert Durand who was the first lieutenant of The Diligent, the French slaving ship.Advertising We will write a custom essay sample on â€Å"The Diligent: A Voyage Through the Worlds of the Slave Trade† by Robert Harms specifically for you for only $16.05 $11/page Learn More The French people joined the Atlantic slave trade later than the other European countries such as Britain and Portugal, but the French successes were significant, and the slave trade became the characteristic feature France’s development in the 18th century. Thus, the historic significance of the book is in the fac t that it provides the discussion of the role of slave trade in France during the 18th century. However, it is more important to concentrate on the aspect of morality to understand the French public’s attitude to the problem of slavery in the 18th century. Robert Durand does not demonstrate any signs of uncertainty in relation to the morality of the slave trade, and his position corresponds with the position of the French people regarding the nature of the slave trade, but it is possible to condemn Durand for his attitude because reflecting the public’s visions, he violates the universe moral norms and supports cruelty and violence. Robert Durand’s accounts show that the lieutenant does not feel any qualms about the idea of the slave trade in spite of its brutal nature. According to Harms, Durand was writing â€Å"about selling people exactly as he would have written about selling barrels of wine or loads of wheat. He gave no indication that he felt any sense o f shame or moral ambivalence about his mission†1. Durand’s â€Å"businesslike† and â€Å"matter-of-fact† tone can surprise not only the author who analyzes the accounts but also the readers because this tone is not appropriate to discuss the important moral issue of the slave trade in France of the 18th century2. Furthermore, the young lieutenant does not demonstrate the unique attitude to the problem. Instead, Durand’s accounts represent the attitudes of the majority in relation to the issue of the slave trade because the French public paid more attention to the problems of war, to the issue of famine, and to the economic questions associated with inflation and taxes than to such moral issues as the slave trade in the 18th century. In his work, Harms intends to explain Durand’s position while stating that â€Å"the talk focused on issues of access, profits, tariffs, and bonuses†3. Thus, Durand’s approach to discussing the quest ion was typical for the period, and it was even the â€Å"part of a general mind-set in the seaports of early eighteenth-century Brittany†4.Advertising Looking for essay on american literature? Let's see if we can help you! Get your first paper with 15% OFF Learn More From this perspective, it is almost impossible to state clearly whether the French public supported or not the idea of the slave trade because the actual public discussion of the problem was not observed within different social classes. However, the reference to the social tendencies cannot be used to justify the approach of Durand to discussing the problem of the slave trade. The fact that Durand focused more on recording the factual details of the trade operations and prices and on counting the profits supports the idea that the aspects of morality were widely violated in the French society. It is possible to condemn Durand for his actions because his activities are significantly associ ated with a lot of moral aspects, and Durand could reject the development of the slave trade as any other person in the French society. Nevertheless, many people chose to ignore the issue of the slave trade, and they discussed it only from the perspective of its profitability rather than morality. Slave traders chose their path consciously because the business was risky and problematic. That is why, Durand made his choice without thinking about the moral implications of his actions. In spite of the fact that Durand was one of many people who did not focus on the slave trade as the social problem, this fact cannot be referred to while discussing the problem of condemning Durand’s actions. The slave trade was the business characterized by a lot of problems and contradictions associated with the concepts of the slaves’ freedom and use of their work in France. The records and accounts written by Robert Durand demonstrate his focus on the slave trade as on the profitable bu siness rather than on the moral issue. This approach or attitude is also reflected in the general public’s visions of the question which were typical for the French society in the 18th century. However, in spite of the fact that the moral aspect of the slave trade was not actively discussed in the society, Durand’s attitudes and actions cannot be justified because the man violated simple moral norms and promoted the brutal practice of trading people. Thus, the book by Robert Harms is the important source to research the problem of the slave trade in France as the moral issue with references to the historic significance of the phenomenon. Bibliography Harms, Robert. The Diligent: A Voyage Through the Worlds of the Slave Trade. USA: Basic Books, 2002.Advertising We will write a custom essay sample on â€Å"The Diligent: A Voyage Through the Worlds of the Slave Trade† by Robert Harms specifically for you for only $16.05 $11/page Learn More Footnotes 1 Robert Harms, The Diligent: A Voyage Through the Worlds of the Slave Trade (USA: Basic Books, 2002), 5. 2 Ibid., 5. 3 Ibid., 5. 4 Ibid., 5.

Nutrition assignment Essay Example | Topics and Well Written Essays - 250 words

Nutrition assignment - Essay Example However, there are a number of alternative risk factors, which increase ones possibility of lung cancer development. There are various risk factors, which increases a person’s chance of developing a health condition. Examples of the risk factors include cigarette smoking; an increase in smoking habit raises the risks of lung cancer development, especially at a young age that is slightly lowered by smoking the filtered and low-tar cigarettes. Age is another risk factor where most people who develop lung cancer are over 65years of age. A genetic risk caused by close relatives who has had a history of lung cancer. In addition, individuals exposed to asbestos for a long period are at high risk of developing lung cancer. On the other hand, HIV/AIDS and other illness victims have a low immunity as well as those under medications that lower the body immunity after having an organ transplant and contact with certain chemicals- such as uranium, silica, nickel, and chromium but this is rare. Disease-fighting phytochemicals should be incorporated in the patients’ diet. Phytochemicals- naturally occurring chemicals in vegetables, fruits, whole grain, and beans that play a role in supporting a person’s health. They benefit the body by protecting cells against chemical reactions that can lead to cancer, preventing the formation carcinogens and blocking the actions of carcinogens. The victim should not use supplements of vitamin E and b-carbonate they increase the risk. The patient should maintain a lean body as possible by being very active. The person should maintain a healthy weight and most of all stay away from

Dance history Assignment Example | Topics and Well Written Essays - 500 words

Dance history - Assignment Example Sergei Diaghilev, the Great Russian impresario, is responsible for the commissioning of avant-garde musical artists into creating designs stage and costumes. He first settled in France where he formed a dance company called ‘Ballet Russe de Monte Carlo’ (Carter 17). His ballet dance is presented as one of the initial moves that avant-garde composers, writers, and painters join forces in creating a ballet. The revelation in this case is that Cunningham is both a great collaborator and a terrific partner in dancing. Further, the collaborative process continues changing as he ages and the physical limitations hit in (Carter 34). Other than originating their choreography through living and breathing dancers, they formulate dances through the manipulation of onscreen and computer-generated individuals. Many audiences feel that such a retreat across the direct involvement adds a level of difficulty to Cunninghams ballet collaborative process. In the original Rite of Spring by Nijinsky, the primary emphasis of the classical ballet dancer is on aspects of legwork even as there is simultaneous maintenance of upright carriage. For Cunningham’s Camera Beachbirds, the aspect begins presenting how Cunningham is utilizing elements regarding the expressive and the classical. Cunningham broadens this scope of expressive upper body of the dancer while integrating the motions with the footwork for classical ballet dancers. In Rite of Spring by Tero Saarinen, a number of dancers are within their initial studio areas as they turn or jump in place. Subsequent dancers run in alternate directions based on the stationary dancers while running and skipping across studio space (Carter 23). Within a number of specified points, there are elements of dancing looking similar to the previous pirouettes. In other of his pieces, Cunningham’s dancers develop extensive lateral movements that cover major areas for stage space as they both walk and run. Cunningham also

Nonhuman Primate Sign Language Essay Example | Topics and Well Written Essays - 1250 words

Nonhuman Primate Sign Language - Essay Example The present research has identified that human and nonhuman primates such as chimpanzees have commonalities in brain features in high-level communicative and cognitive functions. Brains of both human and nonhuman primate show some degree of asymmetry. Both halves of the human brain are not symmetrical they are lopsidedness that arise at the development stage of brain. Brains of humans show a greater variance of asymmetry than that of chimpanzees, but brains of both species are asymmetrical in structures. Brain asymmetry gives a room for flexibility and enables the brain to adapt easily to different conditions and situations. Human and primates share 99% of their genetic makeup. However, their main difference between the two is the capability of communicating in a language that is defined. Chimps do not can speak human language, but they have a way of communicating to each other. One of the ways they communicate to each other is through different types of vocal calls. If the chimps fi nd food, they start making different types of grunts, pant hoots and barks to let others know the source of food. Chimpanzees have different pant hoots that distinguish each from one another. It helps others to identify individuals who are making the call. When chimps get back from a successful hunt, they make calls in an exciting way to alert others about a successful mission. When they come across a dangerous situation, they produce a savage-sounding to alert others on the potential danger. Chimps also communicate with each other by making use of bodily gestures and postures. Some communities such as that of a monkey make use of physical contact to express anger, happiness, fear and aggressiveness. When chimps get angry, they express anger by standing upright using their hind legs, wave their arms and sometimes they can throw rocks and branches. The behavior alerts other chimps that are near and steer clear of this particular monkey.

Language programs in NYC Personal Statement Example | Topics and Well Written Essays - 250 words

Language programs in NYC - Personal Statement Example Therefore, the state requires students to learn foreign languages before moving to colleges. The exam conducted ensures that students’ skills at navigating are tested through conversations. The foreign language area for Regent diploma is a brilliant idea but it can not apply to all the students. Majority of the students under this program get to school when they are older. For example, Fanta Konneh goes to school at the age of 18 (Medina 1). She is the first one to step into a classroom from their family. The classrooms in the New York City are full of students with diverse educational challenges from the entire world. Approximately 15,100 students out of 150,000 in the City are always struggling in order to learn English like Fanta. These students are often illiterate in their indigenous languages. Due to these challenges, they are forced to study as their peers gets ready for the exams necessary for Regent diploma. This means they will take more time to be prepared for the same exams unlike other

Do countries really benefit from international trade Essay

Do countries really benefit from international trade - Essay Example One example of this would be Jamaica and Great Britain. Whilst it is very easy for Jamaica to produce pineapples, it is very difficult for Great Britain to do so. By exchanging goods that are in demand in Jamaica, Britain could receive something they might not otherwise have. Building on this argument is the idea that certain products could be traded that meet different specifications. One example of this would be steel. Whilst Europe and the United States both produce steel it may be that they are able to independently produce steel to different specifications, as such the countries are able to focus their operations to producing the product in which they specialize. What this translates to is better resource allocation, which ultimately encourages countries to produce products in which they have a comparative advantage. By extension it could be said that nations are less wasteful with their resources, for example Great Britain could grow tropical fruit in giant, heated greenhouses but that would represent an inefficient allocation of resources. A second advantage to international trade is that nations may capitalize on proximity advantages. What this means is that even though a country may be able to produce a good domestically there may be a foreign producer that can more efficiently supply a product by nature of them being able to save on logistics costs. An example of this would be Canada and the United States wherein Western Canada is a major producer of timer however if Eastern Canada needs timber they may turn to American suppliers that are only a few hundred kilometers away rather than on the opposite side of their own domestic country. The third advantage of international trade is the associated increased competition that comes with said trade. When a domestically produced product faces no real international competition it is often argued that stagnation occurs, insofar as there is no real need to innovate because consumers have no other option

Cloud Computing in Telecommunications Research Paper

Cloud Computing in Telecommunications - Research Paper Example In addition, cloud computing has successfully changed the dimensions of telecommunication (Weiss; Koehler, Kraemer and Anandasivam). In today’s global world where new standards and technologies are offered everyday each and every organization is trying its level best to make use of cloud computing. Additionally, the idea of cloud computing is already adopted in various fields. According to a research, cloud environment will be adopted in a large number of corporations and enterprises in upcoming years. In fact, cloud computing is already been adopted in various sectors such as telecommunication and information technology which resulted in significant growth and profit generation (Phukan). In this way the telecom sector is much energized about the scenario of cloud environment. In addition, the telecom sector will acquire numerous competitive advantages from networking operations along with modern technological aspects. Hence it will become easy for them to play an imperative r ole in the rapid growing world of cloud computing environment (Phukan). Significant Factors We can examine numerous opportunities of cloud environment in telecom corporations with various factors. Therefore, we focus more on those factors that are helpful in making telecommunication an important player in this rising domain. ... The second most important aspect deals with recognizing the future situations on the basis of which telecommunication will establish its position in the marketplace (Koehler, Kraemer and Anandasivam). Major aspects of Cloud Computing There are various aspects of cloud computing which are necessary to make telecom sector more productive. These 3 aspects facilitate customers in reference of cloud environment. This thing includes various critical factors: Software as a Service (SaaS) Infrastructure as a Service (IaaS) Platform as a Ser v ice (PaaS) However, the network service providers might facilitate regarding connectivity related issues in a cloud landscape. In this way a numbers of telecommunication applications will be moved to the infrastructure that meets the criteria of cloud computing environment. But those who will not be able to shift will be delivered as Software as a Service that is usually abbreviated as (SaaS). In this scenario, the adoption of cloud environment in telec omm sector will benefit telecomm corporations and their operators. Thus this advance technological aspect will be helpful in developing vendors’ controlled services; in fact it is beneficial for those clouds operators that do not want to make investment for running their cloud operations (Gabrielsson, Hubertsson and Mas). In addition, the internet protocol (IP) communications along with componentized environment of the software products that are used by telecom sector and service providers is perfect one for cloud environment. As we know that promising technologies of service architectures like IP multimedia subsystems that is abbreviated as (IMS) as well as next generation networks that is abbreviated as (NGN) will facilitate in strengthening their position in

Language programs in NYC Personal Statement Example | Topics and Well Written Essays - 250 words

Language programs in NYC - Personal Statement Example Therefore, the state requires students to learn foreign languages before moving to colleges. The exam conducted ensures that students’ skills at navigating are tested through conversations. The foreign language area for Regent diploma is a brilliant idea but it can not apply to all the students. Majority of the students under this program get to school when they are older. For example, Fanta Konneh goes to school at the age of 18 (Medina 1). She is the first one to step into a classroom from their family. The classrooms in the New York City are full of students with diverse educational challenges from the entire world. Approximately 15,100 students out of 150,000 in the City are always struggling in order to learn English like Fanta. These students are often illiterate in their indigenous languages. Due to these challenges, they are forced to study as their peers gets ready for the exams necessary for Regent diploma. This means they will take more time to be prepared for the same exams unlike other

Cloud Computing in Telecommunications Research Paper

Cloud Computing in Telecommunications - Research Paper Example In addition, cloud computing has successfully changed the dimensions of telecommunication (Weiss; Koehler, Kraemer and Anandasivam). In today’s global world where new standards and technologies are offered everyday each and every organization is trying its level best to make use of cloud computing. Additionally, the idea of cloud computing is already adopted in various fields. According to a research, cloud environment will be adopted in a large number of corporations and enterprises in upcoming years. In fact, cloud computing is already been adopted in various sectors such as telecommunication and information technology which resulted in significant growth and profit generation (Phukan). In this way the telecom sector is much energized about the scenario of cloud environment. In addition, the telecom sector will acquire numerous competitive advantages from networking operations along with modern technological aspects. Hence it will become easy for them to play an imperative r ole in the rapid growing world of cloud computing environment (Phukan). Significant Factors We can examine numerous opportunities of cloud environment in telecom corporations with various factors. Therefore, we focus more on those factors that are helpful in making telecommunication an important player in this rising domain. ... The second most important aspect deals with recognizing the future situations on the basis of which telecommunication will establish its position in the marketplace (Koehler, Kraemer and Anandasivam). Major aspects of Cloud Computing There are various aspects of cloud computing which are necessary to make telecom sector more productive. These 3 aspects facilitate customers in reference of cloud environment. This thing includes various critical factors: Software as a Service (SaaS) Infrastructure as a Service (IaaS) Platform as a Ser v ice (PaaS) However, the network service providers might facilitate regarding connectivity related issues in a cloud landscape. In this way a numbers of telecommunication applications will be moved to the infrastructure that meets the criteria of cloud computing environment. But those who will not be able to shift will be delivered as Software as a Service that is usually abbreviated as (SaaS). In this scenario, the adoption of cloud environment in telec omm sector will benefit telecomm corporations and their operators. Thus this advance technological aspect will be helpful in developing vendors’ controlled services; in fact it is beneficial for those clouds operators that do not want to make investment for running their cloud operations (Gabrielsson, Hubertsson and Mas). In addition, the internet protocol (IP) communications along with componentized environment of the software products that are used by telecom sector and service providers is perfect one for cloud environment. As we know that promising technologies of service architectures like IP multimedia subsystems that is abbreviated as (IMS) as well as next generation networks that is abbreviated as (NGN) will facilitate in strengthening their position in

Eight Important Duties of an Agent Towards the Principal Essay Example for Free

Eight Important Duties of an Agent Towards the Principal Essay 1. Duty to follow principal’s directions or customs (Sec. 211): The first duty of every agent is to act within the scope of the authority conferred upon him and perform the agency work according to the directions given by the principal. When the agent acts otherwise, if any loss be sustained, he must make it good to the principal, and if any profit accrues, he must account for it.   Illustrations: (a) Where the principal instructed the agent to warehouse the goods at a particular place and the agent warehoused them at a different warehouse which was equally safe, and the goods were destroyed by fire without negligence, it was held that the agent was liable for the loss because any departure from the instructions makes the agent absolutely liable (Lilley vs Doubleday). (b) An agent being instructed to insure goods neglects to do so. He is liable to compensate the principal in the event of these being lost (Pannalal Jankidas vs Mohanlal). If the principal has not given any express or implied directions, then it is the duty of the agent to follow the custom prevailing in the same kind of business at the place where the agent conducts business. If the agent makes any departure, he does so at his own risk. He must make good any loss so sustained by the principal. Illustrations (Appended To Sec. 211): (a) A, an agent, engaged in carrying on for B a business, in which it is the custom to invest from time to time at interest, the moneys which may be in hand, omits to make such investments. A must make good to B the interest usually obtained by such investments. (b) B, a broker, in whose business it is not the custom to sell on credit, sells goods of A on credit to C, whose credit at the time was very high. C, before payment, becomes insolvent. B must make good the loss to A, irrespective of his good intentions. 2. Duty to carry out the work with reasonable skill and diligence (Sec. 212): The agent must conduct the business is generally possessed by persons engaged in similar business, unless the principal has notice of his want of skill. Further, the agent must act with reasonable diligence and to the best of his skill.   If the agent does not work with reasonable care, skill (unless the principal has notice of his want of skill) and diligence, he must make compensation to his principal in respect of ‘direct consequences’ of his own neglect, want of skill or misconduct. But he is not so liable for indirect or remote losses. Illustrations (Appended To Sec. 212): (a) A, a merchant in Kolkata, has an agent B, in London, to whom a sum of money is paid on A’s account, with orders to remit. B retains the money for a considerable time. A, in consequence of not receiving the money, becomes insolvent. B is liable for the money and interest from the day on which it ought to have been paid, according to the usual rate, and for any further direct loss such as loss by variation of rate of exchange, but nothing further. (b) A, an agent for the sale of goods, having authority to sell goods on credit, sells to B on credit, without making the proper and usual enquiries as to the solvency of B. B, at the time of such sale, is insolvent. A must make compensation to his principal in respect of any loss thereby sustained. 3. Duty to Render Accounts (Sec. 213): It is the duty of an agent to keep proper accounts of his principal’s money or property and render them to him on demand, or periodically if so provided in the agreement. 4. Duty to communicate (Sec. 214): It is the duty of an agent, in cases of difficulty, to use all reasonable diligence in communicating with his principal, and in seeking to obtain his instructions, before taking any steps in facing the difficulty or emergency. 5. Duty not to deal on his own account (Sees. 215 and 216): An agent must not deal on his own   account in the business of agency; i.e., he must not himself buy from or sell to his principal goods he is askedto sell or buy on behalf of his principal; without obtaining the consent of his principal after disclosing all material facts to him. If the agent violates this rule, the principal may repudiate the transaction where it can be shown that any material fact has been knowingly concealed by the agent, or that the dealings of the agent have been disadvantageous to the principal. The principal is also entitled to claim from the agent any benefit which may have resulted to him from the transaction. Illustrations: (a) A, directs B to sell A’s estate. B buys the estate for himself in the name of   . A, on discovering that B has bought the estate for himself may repudiate the sale, if he can show that B has dishonestly concealed any material fact or that the sale has been disavantageous to him. [Illustration (a) Appended to Section 215 ( b)A directs, B, his agent, to buy a certain house for him. B tells A that it cannot be bought and buys the house for himself. A may, on discovering that B has bought the house, compel him to sell it to A at the price he gave for it. [Illustration appended to Section 216] 6. Duty not to make any profit out of his agency except his remuneration (Sees. 217 and 218): An agent stands in a fiduciary relation to his principal and therefore he must not make any profit (secret profit) out of his agency. He must pay to his principal all moneys (including illegal gratification, if any) received by him on principal’s account. He can, however, deduct all moneys due to himself in respect of his remuneration or/and expenses properly incurred. If his acts are not bonafide, he will lose his remuneration and will have to account for the secret profit to his principal. 7. Duty on termination of agency by principal’s death or insanity (Sec. 209): When an agency is terminated by the principal dying or becoming of unsound mind, the agent must take, on behalf of the representatives of his late principal, all reasonable steps for the protection and preservation of the interests entrusted to him. 8. Duty not to delegate authority (Sec. 190): Subject to six exceptions stated earlier (under the heading Delegation of Authority), an agent must not further delegate his authority to another person, but perform the work of agency himself.

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