Strategies HMR teams can adopt effective cross cultural training

Strategies HMR teams can adopt effective cross cultural training A Critical Evaluation of the strategies human resource management teams can adopt for effective cross-cultural training? A case study on Infosys Technologies. Literature Review Human resource management is the most valuable asset of an organization (Kleynhans 2006). Employees are vital for the effective functioning of an organization. Due to this factor the human resource management which was given a second class status before is now the most important function of an organization (Griffin 2007). Before two to three decades HRM was mainly meant to conduct company picnics, retirement parties, scheduling vacations etc. This has changed to a very large extend and today this is the critical function that could contribute in enhancing employee productivity (Decenzo 2009). Human resource management has undergone an intense makeover moving from defensive to proactive approach (Deb, 2006). Globalization is triggering this change and organizations have to come up with strategies to manage this. New systems of management are being designed by Human Resource Management in order to ensure effective utilization of human talent. HRM must be seen under a global perspective and placed in a wider business context in order to meet the upcoming needs (Price 2007). Out of the four main functions of HRM, i.e., recruiting, selecting, training and managing the human capital of a company, management is the most important and challenging function for the department. However managing the employees in an organization is not simply governing the payroll processes, providing training as well as preventing legal cases. A totally different outlook for the human resource management is necessary to keep up the status as a major factor for organizational success. Productive and i nnovative people who are able to work in flexible environment are therefore vital for an organization (Mathis Jackson, 2008). For a management to function efficiently in a company, they are not only meant to perform the economic and technical operations but also should be able to deal with the different cultural environments the company is functioning. Thus the management of the company should be able to cope up with multicultural conditions. Culture is the most decisive factor in the successful conduct of international business and international HRM (Briscoe Schuler 2004). Every country is different to another in many perspectives. It could be history, values, beliefs, language or even laws that provide a unique identity to a country. But all this can be called under a single name- culture. According to Magala (2005), Culture can be viewed as practical, useful software which helps generate blueprints for individual and collective action and which patterns our interactions. As business environment is expanding so are the companies. Many organizations have extended their business operations to more than one country. Globalization has demanded the employees to work on international assignments (Early Gibson 2002). The human resource management faces some fundamental challenges in the international business context (Denisi Griffin, 2005). They can be both general and specific. A large amount of research has been conducted by eminent scientists in the field of cross cultural training (Primecz, Romani, Sackmann, 2009). There are various web based forums that aids in the interaction between various researchers and other groups. These groups of people are mainly involved in the purpose of spreading the different views on carrying out businesses in other countries or other parts of the world and help them operate well international markets. After the colonial era there was heavy opposition from different areas regarding consideration of Western norm as normality. (Kwek, 2003; Fougà ¨re Moulettes,2006), and also the imbalance in power among the west and the other countries due to management discourses (Westwood,2006; Jack et al., 2008; Westwood Jack, 2009). CROSS-CULTURAL ISSUES FACED BY MULTINATIONALS The HRM policies and practices of multi-nationals will be having a major impact on their employee morale and future career prospects. This is mainly because a large portion of their employees come from outside the home country. Due to this reason, the employees from the host country and the expatriates have varied job expectations (Tayeb 2005). Thus it is the duty of the management to devise the policies in such a way that both the parties are satisfied (Dowling et.al 2008). Hence its not exaggerating to say that the global success of almost every company depends upon the policies and procedures implemented by its HR department (Vance Paik 2006). Expatriate management is a major issue of most multi-nationals. Hence this topic gains considerable importance in International Human Resource Management (Sparrow et.al 2004). Expatriates are the most expensive employees of an organization and its very difficult to measure their performance. Due to this fact, there is direct impact of these issues on the view point of organization on expatriates and also can be considered as a challenge for international mobility. Thus expatriate management has its own pros and cons (Shenkar Luo 2008). The primary task ahead of most expatriate researches is to find a fit between environmental demands and the characteristics of expatriate employees during an overseas assignment (Sparrow 2007). Due to increased decentralization and downsizing over past few years, most MNCs have lost their proficiency over expatriate management. This may be also due to increasing number of expatriates (Scullion Starkey 2000). This situation demands new approaches that would: Connect expatriate management with the much wider international human resource strategy. View at the strategic position of mobility at the MNCs and the consequences for employees of this mobility. Corporate governance is highly affected by the challenges of cultural disparities (Shonhiwa 2008). Cross-cultural challenges are the most important issue organizations have to tackle while expanding their business across borders. Multi-national companies of this age are into cut-throat competition with their rivals on the competencies and talents of their human capital. The employees of these organizations thus have to work across their national borders on many cross-national job assignments. Such international assignments can be quite challenging for these individuals as they are outside their comfort zones. They may also be having language issues or would be finding it difficult to adapt to culture of host country (Stahl Bjorkman 2006). The two specific HR functions that promote cross-cultural effectiveness among expatriates are selection and training and development. Cross cultural management emerged after the second world-war when the multinational companies started to be interested in effective management of their workforce in other countries (Behrens 2009). Mead in 2005 defined Cross-cultural management as Development and application of knowledge about cultures in the practice of international management, when the people involved have different cultural identities. These may or may not belong to the same business unit. Therefore it explains the organizational behavior across and within nations and cultures (Adler Gundersen 2008). For working as an expatriate, an individual must possess some skills that would influence his work performance over there. A skill is defined as The ability to demonstrate a sequence of behavior that is functionally related to attaining a performance goal (Torrington, 1994). The cross-cultural management skills would equip an individual to cope up with cultural challenges that could be faced when working on an intern ational assignment. There are a number of cultural dimensions that affects a companys international operations (Armstrong 2006). The most popular model were proposed by Hofstede and Trompenaar (Luger 2009). Hofstedes dimensions include: Equality versus inequality Certainty versus uncertainty Controllability versus uncontrollability Individualism versus collectivism Materialistic versus personalization The following are Trompenaars dimensions (Binder 2007): Universalism versus Particluarism Individualism versus Communitarianism Achievement versus Ascription Neutral versus Affective Specific versus Diffuse The cultural differences are also reflected in each and every function of HR (Harris et.al 2003). The following instance is a good example for it: A performance management system based on openness between manager and subordinate each explaining plainly how they feel the other has done well or badly in a job, may work in some European countries, but is unlikely to fit with the greater hierarchical assumptions and loss of face fears of some Pacific countries. The above example shows how the performance management function is being affected by the cultural differences. The various theorists (Hall,1989 Hofstede, 1986) of culture feel that there exist ethnocentricity among people of all cultures in different degrees. Thus people have a meaning and understanding of their own culture as well as a judgment about other cultures. And majority of people consider their culture and beliefs superior to others (Daft Marcic 2008). Cross cultural training in cases help people to think in the right way about the different cultures. The culturally heterogeneous group performs almost the similar way to culturally homogenous group. But in case of a heterogeneous group there will certain communication issues and barriers that need to be solved in order to bring in more cooperation. Studies have revealed certain ways by which the heterogeneous teams can be made more efficient, they include coordinating mechanisms that bring people together, certain period of scheduling, making a rule that participation in team is compulsory and also developing an identity for the team (Gelfand, Erez and Aycan 2007). There are various situations where in the employees when relocated can result loss of valuable employees (Collins and Kirsch 1999). For the purpose of relocating employees the company should make sure that they are given enough cross cultural training. The training given may not only include cross cultural but also the training regarding change in technology. An ineffective training could result in employee turnover (Cassidy, Kreitner Kreitner 2009). Most of the time there is rate of attrition when there is transfer of employees to a different region. This kind of an employee turnover ratio will be harmful for the company as a whole (Allen and Alvarez 1998). In financial terms this kind of loss of employees is also very disturbing and heavy loss for the company (Mendenhall 1991). In order to retain employees in proper way there needs to be a god HR strategy which will help reduce attrition (Agarwal and Ferratt 2001). Thus to attain cross-cultural effectiveness more focus must be giv en to job training, employees must be properly educated as well as the organization must give emphasis to development (Moran et.al 2007). Problems The existence of power relations in management is reduced to certain extend by way of cross-cultural management. In case of a cross -cultural management, cross culture training is provided based on the employees cultural background. The training program and materials used in it must be devised according to the socio-cultural knowledge and background of employees (Chrisler McCreary 2009). In many companies there is a common situation where the employee gender is overshadowed and things are taken for granted. There is situation in companies where the women employees are not considered. An example that can be sighted in this respect is: when a women employee is sent to an Arab country the cultural environment that they face. Women are also alleged of not having any international career options and aspiration thus there is always a gender based challenge that exists in companies (Caligiuri Cascio, 1998). The organizations need to think comprehensively before going to explore international opportunities (Mcfarlin Sweeney, 2008). Management should perform an analytical study on these opportunities weighing the internal strengths and weaknesses. The human factor should also be considered during this. Ignoring the people-related complexities and complications could cause irreparable issues in the future. WAYS OF MANAGING CULTURAL DIFFERENCES AT COMPANIES OPERATING IN MULTICULTURAL ENVIRONMENT Management has an important and inevitable function of solving various issues and problems related to cultures and also the individual company. One of the partner companies will take up the responsibility providing the right kind of skills and cultural training; they also influence the present organizational culture. While a company tries to bring a difference and make the environment favorable the companies can try to bring all their activities together (Novà ½ et al., 1996). Cultural dominance Taking the case of cultural dominance, the prime objective is to build a single common culture within the business functions that could be daughter companies or divisions. The term global organization culture becomes important at this juncture where stress is given to enforcement of universal values, norms etc. within the organization. Sister concerns are considered as an inevitable part of the mother companys culture. This is especially true when the organization has to integrate the activities of itself and the daughter company and gain advantages out of it. This approach would be easier if the daughter company is recently built. Otherwise this could be problematic. Plurality of cultures Polycentric culture means having a number of cultures. Plurality of cultures would result in cultural compromise. The basis for this is building a separate culture for every daughter concern. This can result from the traditions of local surroundings and must give due respect to universal goals and approaches to the minimum. The main reason behind adopting a polycentric culture is because the organization has to operate in more than one locations. Synergic model This is also referred to as geocentric culture. It means involving the particular features of individual cultures to create a common culture that represents the integration of all regional centers of an international firm. A company is incorporated from inside even when there is a difference in national culture. Hence it is very critical to select employees who could meet the demands of a work outside their comfort zone in a totally different environment. Such employees will be having the intercultural competence and would prove more productive in a foreign land. In case the employees have little interest in the merge of cultures of companies that are cooperating and followed a simple execution of values, behavior, misinterpretation, conflict and even decline in business. Even if the cooperating companies come together with the aim of gaining strategic advantage, there would be misunderstandings. The major reasons behind this are culture shock, resistance to change etc. (Larsson, Ris berg, 1998, Gancel, Rodgers, Raynaud,2002, Novà ½ et al., 2001). In case the differences in culture are not handled properly, then it would result in misunderstandings, disillusion, conflicts, reduction in employee morale and productivity etc. Hence the customer is given less regard in such a situation and this naturally will have an impact on business efficiency. Culture in which an individual is born and brought has a major impact on his values, beliefs, norms and behavioral patterns. National culture is common for every citizen and hence the organizational culture should be forming a judicious blend between the individuals personal and national culture. Then only would there be emotional wellness amongst the employees. Even then the organization must maintain a unique identity and culture for itself based upon its history and tradition. It is the duty of the employees to identify this culture and make efforts to protect. The results of mergers and acquisitions can be devastating if the cultural differences are not given due regard. Gancel, Rodgers and Raynaud (2002) described the following categories of causes on the basis of their experience in advisory practice: 1. Insufficient awareness of existence of differences this involve managers who are ignorant of the existence of the dimensions in culture with regard to management. 2. Insufficient understanding here the managers will be having some knowledge about the culture but their lack in depth awareness of its impact and ways to tackle it. 3. Insufficient willingness in this case, the manager knows about culture and its impact but purposefully decided not to take any action on it. This may be due to the below given reasons: Management of the cultural dimensions is not of high priority for them in that situation. They may be aware of cultural impact but feel its not that urgent to handle it. due to this reason, they concentrate in dealing the economic and technical issues and also get less time in handling cultural differences. they have the fear of unknown. This means they feel that handling the financial issues is more safe and easy since they only have to deal with n numbers. And this is a lot better than dealing with people and their emotions which may result in anxiety, discomfort and uncertainty. they consider cultural integration as less attractive when compared to solving financial problems. The main reason behind this is that its difficult to measure cultural integration and hence they cannot show others how much they have succeeded. While solving the financial or technical issues helps them to display their talents in front of superiors and colleagues and helps them to gain rewards. 4. Insufficient level of abilities and skills the manager might be aware of the importance of culture and may be even trying to do something about it. But they fail in this initiative due to lack of sufficient skills and knowledge. CROSS-CULTURAL TRAINING FOR EXPATRIATES Expatriation involves the transfer of parent country nationals, host country nationals and third country nationals- and often their families- for work purpose between two country locations, and for a period of time that requires change of address and some degree of semi-permanent adjustment to local conditions.(Hartl 2003). There are some specific reasons why companies send employees abroad (Golz 2007).The four main motives behind it are: Compensation Motive, Development and Career Motive, Control and Leading Motive, Know-how transfer. Krippl et.al (1993) has given a elaborate description about these motives. Employers have lot of problem dealing with their employees, when they are sent abroad for work. Cross cultural training is said to be helpful in case of managers and other employees who are sent abroad for work (Stahl Caliguiri, 2005). Most of the time employees return from the place they went because they must have encountered problems due to the cultural differences. Culture shock is an important issue that happens in most employees sent to another country for any assignment. Most of the time the employee will be home sick, they show poor performance in their work etc. Most companies provide language training course for the employees who are sent abroad. Many organizations also provide other forms of cross cultural training to help the person interact well with the people in other countries. Such interactions are important for any business thus its expatriates must be able to deal with other people of different cultures (Bhawuk Brisline, (2000), Lievens, Harris, Van Keer Bisquer et, (2003). Cross cultural training is given to people so that they come to know more about the different styles of communication and also the value systems in the particular country. The training usually deals with making the employee learn the culture and value in writing as well as by way of speaking and interaction. Cross culture misunderstandings are reduced by way of this training were the right kind of interaction is provided. The training session includes training with the help of video, orientation program and also other training sessions. Computer aided cross cultural training is also done which trains the employees by giving them the scenarios and challenges; it is also called cross cultural critical incidents. A cross cultural training involves emphasizing of the communication, cultural awareness, cultural skills etc. Littrell, Salas, Hess, Paley and Riedel (2006) studied the effectiveness of cross cultural training. Their results revealed that the cross cultural training is highly effective in making the employees outside work efficiently even in a different culture. According to Hofstede (2001), the cross-cultural skills that are needed for being effective as an expatriate are: The capability to converse with respect The ability to be tolerant The capability to recognize relativity of ones awareness and insight The capacity to exhibit empathy and compassion The ability to be flexible Forbearance for uncertainty Cross-cultural training was defined in 2000 by Zakaria as Any intervention aimed at increasing an individuals capability to cope with and work in foreign environment. Due to this reason, cross cultural training can involve any method like lectures, simulation etc. that could help an individual to get familiarized with a new surroundings. The training methods employed in such training are also defined as Formal methods to prepare people for more effective interpersonal relations and job success when they interact extensively with individuals from cultures other than their own (Brislin and Yoshida, 1994). Before starting the training, the organization must try to prepare the employee for working in multi-cultural environments. The preparation and selection of workforce for overseas assignments depends upon the level of collaboration between the cooperating companies which the workers represent. When there is a looser cooperation, like in business contracts, the preparation would be made at the individual level. But in closer cooperation, just as in merger and acquisitions, the company controls the foreign activities directly and the workforce selection and preparation is done at an intensive manner. Processes of overcoming cultural differences Each and every worker who works in a foreign environment regardless of the time period should be aware of certain basic set of rules that would help their job in the new environment easier. In order to overcome cultural differences its necessary to know ones own culture completely including its complexities. A major drawback in this is the fact that within an individuals culture there exist an approach to interpret other cultures and hence doesnt cause huge problems. Also in spite of globalization, the profundity of culture, behavior and standards affects perception and assessment of obtained knowledge. The beginning of handling intercultural standards is recognizing the strength of own culture and identifying the cultural background of partner. According to Schroll-Machl, Novy et al. (2001), there exists an uncomplicated process for thriving cooperation in a multicultural environment which consists of three steps: 1. Good knowledge of foreign culture- the first step involves conceding and accepting that there exist cultural differences. This involves disparities related to perceptions, values, norms etc. that are created due to different social situations. These differences need to be identified, described and understood in detail. Recognizing the partners culture is the first condition for mutual consideration and proper coordination. 2. Respect of a foreign culture- this mainly means to acknowledge and accept the cultural differences without any prejudice. One cannot claim his culture to be perfect and better than other cultures. Every culture is different to one another in its own way and is the best possible manner for an individual member to manage his life in a situation where he had lived from his birth. 3. Helpful steps in the relationship to a foreign culture- the final step in this process is to find a single solution, mutual consideration and simplifying the sophisticated and challenging way of conducting oneself in a strange environment. These three steps dont intend to throw away ones own cultural background but recommends them to utilize their knowledge about own culture to obtain knowledge about partners culture. Also its always easy to give up something that isnt important to us but it may be very much crucial for the other culture. The most important part is being aware of the partners culture in detail. Also one must have good understanding and respect for partners culture in order to have successful collaboration globally. The employees who are selected for overseas assignments must be introduced to this process and its simple steps so that they could avoid the possible issues regarding culture in their work environment. These suggestions could be helpful for members working in foreign as well local cultural conditions. The process of assimilation with a foreign culture is not taught to every expatriate. This process is needed only for those employees who need to work in a foreign land on a long-term basis. Weber and co. (1998) explained that this process is very much alike for most workers operating in multicultural environments and it can be expressed by four phases: 1. Observation phase 2. Collision phase. 3. Consolidation phase 4. Departure phase METHODS OF CROSS-CULTURAL TRAINING The methods of training must be individual specific i.e it must be according to the socio-cultural knowledge and requirements of employees. It may also vary according to the profession. For example, most researchers prefer dedicated training workshops and person-to-person training (Gobaldon 2005). The various cross-cultural method as explained by Bhawuk and Brislin (2000) are: Cultural assimilator: this technique incorporates a number of real life situations that needs cross-cultural interactions. These situations that could be regarded as critical incidents would help to solve many issues that could have possibly happened between the host and expatriate workers. This way both the parties would have a pre-determined idea about the consequences of a possible issue that could have come up during their work. Contrast American method: this method involves display of certain behaviors and mannerisms that are against the current context of culture. The method got its name from Stewart who used it for training Americans going abroad. Self reference criterion (SRC): there could be situations where an individual unconsciously refers about his culture while communicating with a person of another culture. Lee (1966), developed a method which consists of 4 procedures that would help to overcome this self-reference situation. The first step comprises of defining any issue in terms of expatriates culture followed by that of host culture. In the third stage, the preconception created by SRC is evaluated and withdrawn followed by finding out the solution to the now simplified problem. Area simulation: simulation means creating a replica of the natural surroundings and making the expatriate interact with the people from different cultures. This can be made possible with the help of actors who perform according to a pre-defined script. Cultural self awareness model: this model makes use of video tapes and role plays. This way the trainee is made aware of how his culture is different from other cultures and thus would be able to communicate better in real life situations. The trainee could also gain knowledge regarding the other cultures and would accept the differences. Caliguri et al in 2001 referred the study by Brislin et al. (1983) and outlined the most common cross-cultural training methods during early 90s: Fact-oriented training Attribution training, which is associated with culture assimilator so that trainees could adjust to the host culture in a better way. Cultural awareness training involves studying on trainees home culture and its impact of his behavior so that he could learn the nature of cultural differences. Cognitive-behavior modification that would help the trainees to obtain rewards and avoid punishments in the new cultural environment. Experiential training which involve active learning by the trainee about the host culture. Interaction learning that enables the trainees to be more comfortable with the host nationals and study in detail about life in that country. Language training tools helps to demonstrate an attitude that attempts to learn about the host culture which enables a person to be well-mannered in a different environment. It also permits understanding within the trainee. Littrell, Lisa N et al (2006) and Waxin et al. (2005) also described these methods. Littrell et al. also identified six approaches for conducting cross-cultural training programs. These approaches are as follows: Attribution Training: The objective of this training approach is to enable the expatriate to interpret the behavior of a host culture national from their own point of view. Culture Awareness Training: The usage of T-groups (cultural sensitivity training) is the major feature of this approach. T-groups are used to steer the investigation of expatriates culture. This requires exploring into the cultural biases and values and is on the basis of the fact that having a deep knowledge of expats culture would help in better understanding of intercultural interactions. Interaction Training: the trainee learns from an experienced expatriate who already is working in an overseas assignment. This on-the -job training is more beneficial since the expatriate could understand the mindset of the trainee better. Language Training: understanding the language is a very important factor while adjusting with a different cultural environment. It is always advantageous to be fluent in the local language but at least making some effort to speak even a few sentences would generate high opinion among the host nationals. Didactic Training- this method helps the expatriate to set up a lifestyle in the new environment by providing practical knowledge in living conditions, job and other requirements, as well as on the host culture and how much its different from the expat culture. Littrell et al. also says that it provides a framework for evaluating new situations that will be encountered [and]à ¢Ã¢â€š ¬Ã‚ ¦ enhances the cognitive skills that enable the expatriate to understand the host culture. This approach is performed using lectures, written works, cultural assimilators etc. Cultural assimilators would involve the usage of various incidents that require cross-cultural interactions. This way the trainee will be having less adjustment problems while working at the new environment. Experiential Training- This approach aims at improving the communication skills in an intercultural environment. The techniques used for this purpose are simulations, role plays etc that makes the trainee feel and go through the situations that can happen in the new environment. As the name suggests, it involves learning by doing. According to Wax

Changing Perspectives in A Separate Peace :: essays research papers

A Separate Peace Essay Although we have our own point of view on everything, they sometimes can change. This was no different to Gene and Finny, the main characters in 'A Separate Peace'. Their view on the war changed as time progressed. They went from playful to oblivious, then finally to acknowledgment. In the beginning of the novel, Gene and Finny jump from the tree into the river. Before Finny jumps he shouts, â€Å"Here’s my contribution to the war effort.† By this statement he means that by jumping out of the tree, they are training for the war. When they head back to Devon, the private school they’re attending, after jumping from the tree, Gene tackles Finny and they start to wrestle. Though this made them intentionally late for class, they managed to get out of it. This is mostly because they reminded them of peace, something very rare at the time. To them, the beginning of the war was fun and simply playful. After Finny falls out of the tree and breaks his leg, he starts saying that there is no war. Gene begins to agree with him. Later Gene finds out that Finny says this because now he can’t enlist do to his leg. Finny then starts to train Gene for the 1944 Olympics since he can no longer go. Realizing there won’t be a 1944 Olympics, They create their own. This whole time they were oblivious to the war, believing that it was false and that big old guys were making all this stuff up. If something happened in the war they would say that it was them, they’re just playing tricks. They had an imaginative idea for every war related event they heard about. It is only after Leper ‘returns’ from the war that they finally acknowledge it. They then realize that only a true war can change someone like the way Leper changed. When he left he was just like a normal kid, a little strange, but still just a kid. When he returned, however, he was practically insane.

Five Forces Framework Essay

Porter’s Five Forces Model is a model that analyzes an industry to help develop a business strategy. The model uses five forces that have been identified to categorize an industry as intensely competitive or not competitive at all and this will then determine the attractiveness of the market.There are many features of an industry in which a company competes that determines the level of competition it will face and the profits it will get. The most famous classification was done by Michael Porter, known as Porters Five Forces framework which can help a company determine its potential profits by looking at five sources of competitive pressure. The five sources of competition are: 1. Threat of new entrant 2. Threat of substitutes 3. Rivalry among existing competitors 4. Bargaining power of suppliers 5. Bargaining power of buyers. Porter’s Five Forces In particular, we will focus on three different industries; We will start analyzing the five forces in the smartphone industry and then we will continue dealing with the personal computer industry and finally we will present digital music portable industry. SMARTPHONE Industry: In general the smartphone market is rapidly changing, with constant product introductions. It is characterized by quickly evolving technology and designs, short product life cycles, aggressive pricing, rapid imitation of product and technological advancements, and highly price sensitive consumers. Self-elasticity and cross-elasticity are high. No one firm in the market has sufficient market share to control prices, resulting is strong rivalry and competitive pricing. 1. Threat of new entrant: The barriers to entry are high due to the existence of patents, high fixed costs and economies of scale, regulation, and brand loyalty. The individual market participants engage in attempts at product differentiation, some being more  successful than others. The standout is Apple, which has successfully differentiated its iPhone, and stands a good chance of maintaining that differentiation due to its closed and all-inclusive model or development and use.Barriers to entry in the smartphone market are relatively high, but the rapid growth of the market is providing opportunities despite this. There are significant fixed costs associated with smartphone manufacturing. While most firms have the hardware of the phones manufactured overseas by foreign companies, the costs of developing the research and engineering personnel to design and test the smartphone and software can be prohibitively expensive for an entering firm. These fixed costs include not just the cost of the manpower, intellectual knowhow, intellectual property, computers, test equipment, prototyping devices and supplier and manufacturer contracts, but also the time necessary to develop all of these. Because the industry moves so quickly, an entering firm would either have to enter with existing resources targeting the smartphone market, or it would have to have another significant competitive. Moreover consumer will face an high switching costs if they decide to change their products, as a result of the fidelity every brand put on its product. Because all these reasons smartphone industry is extremely difficult to enter. As a result the threat of new competition is low. Smartphone production needs huge number of money and high technology. Even if established the company, it is impossible for new brand to compete with big company like Apple and Samsung. 2. Threat of substitutes : As a result of the high barrier to entry, to build and launch a substitute product is a hard work. Thus Threat of substitute is low. It’s extremely difficult to enter Smartphone production; because this industry base on high technology. As a result, it’s very hard to invent the substitute to replace smartphone with low price and more power function. 3. Rivalry among existing competitors:With rapid innovation necessary for a rapidly changing market, where customers are very price conscious, rivalry among firms in the smartphone market is fierce. Firms in the smartphone market actively work to adopt the successful ideas and technology of their competitors. This has been the trend with large touch screens, touch friendly operating systems, embedded cameras, and availability of an easy to  use app store, among other things. As consumers are more and more driven to purchase by the features that are available on the smartphone, there is a constant rivalry among firms to match each other on features. There is also an effort to stifle each other’s efforts to develop those technologies through obtaining of patents and filing lawsuits seeking injunctions and trade restrictions. No particular firm in the market has a significant amount of market power; every firm is vying for a greater piece of the pie. This has resulted in drivin g down of smartphone prices and relative price parity for flagship smartphones from each major firm. Firms are heavily involved in price discrimination, pricing their phones differently based on the sale outlet. Smartphones sold through retailers are frequently cheaper than those sold through network service providers. The one exception to this is Apple. Apple maintains price equivalency no matter the outlet, and the prices it charges for its smartphones is in many cases much higher than its competitors. Because Apple has been able to do this, its smartphone sales are reportedly highly profitable, while smartphone sales for Motorola have not been profitable at all. Rivalry also comes from outside the manufacturers’ market as other firms try to cash in on the smartphone profits. Google open sourced the Android OS so that it could find revenue from sales of apps and ads through the smartphones that run the OS. This cuts directly into Apple’s effort to become the dominant player in the smartphone manufacturer market, changing the nature of the market significantly. Such changes are likely to continue as other firms attempt to enter the market. Therefore, threat of substitute might have two factors (price and performance) which allows customer to switch the product as well as willingness of buyers to switch. Threat of substitute can be reduced as much as buyers become loyal to the products. To give an example, Apple has been able to create an â€Å"ecosystem†. People buy iPhone for standard, apps and other Apple’s product for upgradeability and stability which gives customer the ability to transfer knowledge and apps among devices 4. Bargaining power of suppliers: Bargaining is very high; Smartphones’ producers have to deal with two different categories of supplier: the hardware producers and the software. Because smartphone production market is not easy to enter , also supplier are limited. If the smartphone company  changes their supplier of components or CPU, the performance of smartphone will change a lot. So the company have to stay under their suppliers’ rule and they have to accept their price, that will be reflected in the price of the final product inevitably. The smartphone company are not willing and will be not willing to take the risk to change their suppliers, in order to maintain the quality of their products. 5. Bargaining power of buyers: customers are not concentrating on price; when they decide to buy a new smartphone they will take into consideration the design and the prestige the product will give them. Sometimes they choose basing on the advertising they receive. So they do not have a strong influence on this industry. Firms get the power to influence their customer and their ability is to make them trust in their own brand, providing for some value added. Take iPhone for example, the function of iPhone is just as good as some that other smartphone could have; However, the price of iPhone is one of the highest in the entire variety of smartphone present in the market, just because the prestige of iPhone is very high. This example shows that the bargaining power of customer is quite low. PC INDUSTRY The computer hardware industry consists of companies that manufacture and assemble personal computers, computer hardware, and computer peripherals. This industry is highly competitive, which means that companies must continuously be innovative in order to sustain a competitive advantage. The major companies of this industry include Oracle, IBM, HP, Dell, Apple, and Toshiba. This analysis will focus on computer manufacturing since it is the largest component of the industry, containing 43.7% of the market’s total value. The computer industry has been rapidly growing and shows no signs of slowing despite the recent economic downturn. 1. Threat of New Entrants :PC market is dominated by some major competitors as Hp, Dell, Acer, Apple, and others who currently have nearly the entire market share; this will likely discourage any potential new companies from entering the market. So we can state that the personal computer industry is characterized by a very weak threat of new entrants. A huge problem that  has to be faced in order to entry this market is that the market requires significant investments to be made in research and development to continually develop innovative products as well as large fixed start-up costs for manufacturing and employees and customer service.Existing firms can benefit from their capabilities of manufacturing at lower prices because of the advantage of economies of scale, where the will have fewer per unit costs as a result of their large scale production. Companies trying to enter the market will initially have smaller production and will consequently have higher prices. In the personal computer industry there is currently much emphasis put on price because consumers have become more price sensitive as personal computers have become more or less a commodity. New entrants will not only have higher prices but they will likely have a less innovative product as well because they do not have equal funding for research and development as other established brands and they will also have to deal with the brand loyal customers that have trusted the existing players in the industry for years. By attempting to join the market without any market share it will also be important for a new entrant to focus its investments more heavily on advertising and marketing then existing brands. A new entrant to the personal computer market will likely not fare well and is almost guaranteed to always be a second mover as the larger companies will develop more innovative products more rapidly because of their many competitive advantages. 2. Bargaining Power of Suppliers: It is possible to identify three different groups of suppliers in the personal computer industry including hardware suppliers, software suppliers and service suppliers. The first group is not able to exert a significant power. The core of their products are generally standardized and they compete by focusing on creating better, more advanced products at a better price and not through their attempts to differentiate them. As a result, firms within the industry are able to switch between this kind of suppliers relatively easily. It is really in the hands of the firm and which strategy they are committed to that will determine whether or not they will utilize a high or low end supplier. On the other hand, suppliers of hardware and software within the industry play a critical role in the pricing of products. With the quality of a computer being largely  determined by their microprocessors and application system installed within them. If a firm is following a high quality strategy then it can be expected that their prices will generally be higher to reflect the higher prices they are paying their suppliers.In terms of service suppliers, the service that can be offered within the personal PC industry include internet, tech support and repair services. These suppliers focus highly on operational performance and relational performance in order to increase customer satisfaction. They also offer a variety of customer loyalty programs in attempts to lock in and expand their customer base while trying to gain the competitive edge over competitors within the service industry of personal computers. While the PC industry changes regularly, it can be observed that only the central processing unit (CPU) is a key input. All other items are commodity in nature and so don’t command a bargaining power. Intel has a significant market power as it is a single major supplier of microprocessor and has an 80% of market share.Thus, Dell as computer manufacturer holds a power over the suppliers as opposed to the suppliers holding a power over the manufacturers. It is the suppliers that are in direct competition with each other. The suppliers are often forced to slash prices or merge with larger companies in order to survive. Hence, the bargaining power of suppliers is moderate. 3. Bargaining Power of Buyers: The personal computer industry is somewhat vulnerable against the bargaining power of buyers. Personal computer buyers are price-sensitive. Buyers are interested in quality and specifications thus making consumer loyalty low. Should one company not offer a product a product to suit the customer’s needs, they will find one that will. Buyer power is reduced slightly as computers are increasingly seen as a necessity due to the importance of online communication and information processing. Moreover, in the last recent years, some new technologies came on the market providing customers with the possibility to have more and more alternative options to the personal computer as smartphones, tablet computers, and other handheld devices like Ipods have most of the same capabilities as a personal computer. Because of the availability, sleekness, and trendiness of these alternatives, personal computers are becoming more and more obsolete. Personal computer must differentiate itself  in order to regain market share and compete with these newer alternative options. Large businesses, governments and schools which buy computers in large volumes have the power to bargain on price, quality and service. PC manufacturers can reduce a threat of buyer power by differentiating their product.DELL has introduced a new way of selling (direct model concept); buyers can directly buy computers with DELL without a so called middle man. By using this concept, computers cost per unit can be reduced. Furthermore, buyers are able to customize the PC based on their needs. The basis of this model, the direct model concept is to improve efficiency by effectively eliminating the intermediaries thereby allowing the company to speak directly to the customer. Dealing directly with customers allows Dell to customize their orders according to the customers’ needs. But, despite several ways in which manufacturers have differentiated their products and found ways to increase switching costs, customers still see units as very similar and thus choose primarily on price.To conclude we can consider a strong bargaining power of buyers. 4. Rivalry among Existing Firms: There is fierce competition between the top manufacturers in the personal computer industry. As the PC has increasingly become a commodity in a household, the fight to keep costs low while bringing the best product to the market has become a never ending battle. Thus competitors are trying to produce a low cost, powerful machine with the most efficient operating system. Firms specialize in different areas in order to compete amongst their rivals. Some focus on innovation and attempt to bring the newest technology to their customers first. Nevertheless, others may focus on their distribution channel and services throughout their firm. For example, DELL is focusing on distribution channel and high quality service while others such IBM and Apple focus more on innovation. All these create differentiation to some extent. Low-cost production at DELL contributes its positive growth rate, while other major manufacturers are experiencing negative growth rates. However, one of the fiercest areas is the price competition throughout the industry. It is to underline that the determinants of a pc’s quality are the microprocessor and application systems installed. As a result, there is a direct correlation between the firm’s profitability and the profitability of the firm’s suppliers.The major  manufacturers as DELL, IBM, HP, Acer and Apple are in competition to produce the least expensive and most efficient machine. Japanese companies such as Fujitsu, Toshiba, Sony and NEC also have large market shares.This intense competition are beginning to be felt its effect.Some companies exit via selling to other companies or simply exiting the industry altogether. For example, Compact Computers was acquired by Hewlett-Packet in 2002 while Xerox exi ted the computer business and concentrate on printers. Today, regardless of the number of companies present, the computer industry will continue to expand and remain competitive for a number of years to come, although threat to industry rivalry will continue to be strong. 5. Threat of Substitutes and Complements: Although it is very hard and challenging for a new entrant to join the personal computer industry there are currently other growing industries such as the smartphone, tablet, TV set/top boxes industries which are predicted to affect the sales of personal computers. All those alternatives started to encroach on functionality that was once the sole purview of the PC. Also if those products have different major players, their offers similar benefits to consumers that a personal computer also has. Moreover the technology advances are improving those products day by day. Thus they continue to increase in popularity and in performance, leading the sales of personal computers to a decline. The internet can now be accessed through phones and tablets and they are more portable than a laptop. Currently laptops and personal computers offer many unique applications and are compatible with much more software than smartphones and tablets. If smartphones and tablets can attain greater memory space, processing speeds, and compatibility with similar software, smartphones and tablets may be an all-in-one alternative to personal computers. Not only smartphone and tablet, but also some advanced game device like Sony PS3 allowed consumers to watch DVDs, surf the web, and play the game directly online in addition to play traditional video games. As technology continues to increase these separate industries may merge into one, or at least drastically affect each other.Hence we can conclude that threat from substitutes is strong in the PC industry. Digital Music Portable Industry 1. Threat of new entrant: In this industry, threat of entry is medium because the production cost is quite low. For example, the cost of material, packaging, assembly of iRiver (H320) only costs  £69 and the company can sell it in retail shop at  £153 (Skee G., 2005) Therefore, it may attract new competitors to enter into the market due to the low cost of material and the high product margin. Furthermore, the International Federation of the Phonographic Industry (IFPI) reports that the demand for music on the internet and mobile phones is booming and it may replace physical formats such as tape, CD, and DVD in the future; hence, it can be predicted that the market is still growing gradually (The Computer & Internet Lawyer, 2005). As a result, many companies come into the market and pose new threat to existing companies. For example, Microsoft has recently entered to this industry and launched â€Å"Zune† into the market. Many experts believe that Zune might be a competitive rival with iPod; however, it is not easy for new entrants to gain market share in this industry. It is obvious that Apple is still the market leader because Apple has economies of scale in its production that Apple produces and sells iPod more than 10 million with the high margin cost in each year. Next, Apple’s product is highly differentiated from other brands that customers still buy iPod due to its differentiation. For instance, iPod Nano, the latest model from Apple, has attractive features such as full color screen and the copyright-click wheel button, and iTune system which customers can use it easily to buy and download songs into iPod from internet. As a result, it is difficult for new entrants which have recently entered into the market to develop product to overcome existing companies in the industry. 2. Threat of substitutes : he threat of substitute product in the industry is medium because digital portable music products are quite unique which could not be easily replaced by other products. Products have many advantages for customers. For example, it is cheaper to download songs from internet into iPod than buy CD audio. Next, the quality of sound is equal to an original CD after encoding into audio file format. Customers can enjoy listening music as the same as they enjoy listening music from original CD but cheaper price. Therefore, these are reasons why a MP3 player is still popular today. However, in this last recent years we can see the birth of new product which perhaps can replace MP3 player. They are the new mobile phone and smartphone that are provided with an integrated music players ( previously Nokia N91 with a built-in 4GB hard drive or Motorola E398 with removable memory card and now iPhone, Galaxy and so on). Music phone can download songs via WAP or GPRS and store it in a built-in or removable memory. Importantly, many experts believe that the music phone will be the most serious threat to the industry in the near future because it is all-in-one functions that customers can use it for both communication and entertainment. According to some recent research, the benefit of music phone will make some consumers may hesitate to spend  £149 on MP3 Player when they could buy music phone with  £169 or  £189. 3. Rivalry among existing competitors: In this industry, the intensity of competition is high because there are many players in the industry and each company try to complete with each other by developing new products in the market all the time. For example, Microsoft has recently launched their new product which is MP3 player â€Å"Zune†. It has many features which is different from other products in the market such as an integrated FM tuner, bigger screen, and WiFi connection. Microsoft reports that Zune can penetrate into the market and gain the market share from dominant companies. Two weeks after launching, it took the second place of the market from SanDisk and grabbed 9% of the U.S.A. market but following Apple whose its product (iPod) still dominated the market (Martell, D., 2006) Moreover, â€Å"Cut Price† is popular business strategies in the industry. Most companies use it to overcome with other competitors and it can drive the industry to be more competitive. For example, Creative is a MP3 Player manufacturer that lost the market position to Apple two years ago. In 2005, Sim Wong Hoo, the founder of Creative, declared war on Apple’s iPod by launching new and modern product (Creative Zen Neeon) which Apple tried to counter by cutting price on its product that it forced Creative to do the same thing in its product; therefore, the intensity of rivalry was increasing gradually from this situation. (Sudhaman A., 2005) Besides, the market is growing very fast in the industry that it could also make the industry to be more competitive as well. For instance, iRiver anticipates that MP3 player market in Thailand  will continue to grow increasingly and consumer’s demand will double in the near future; therefore, iRiver has launched new product in the market which it hopes to gain more market share from 13.7% up to 20%. (Veerasak, 2005) When the market is growing very fast; it tends to stimulate many companies to enter and launch their product in the market to gain profit in the industry. 4. Bargaining power of suppliers: In this industry, the bargaining power of supplier is medium because, firstly, there are a lot of suppliers which provide materials for companies such as flash memory, hard disk, semiconductor, and so forth. These suppliers mostly come from Asia region especially in China which is a major source for many companies due to the low price of material. Secondly, according to a supplier in the industry, iSuppli anticipates that the shipment of MP3 players with Hard Disk Drive (HDD) – based product is growing up to 42.6% in 2009 from 26.6% in 2004. Consequently, it made many suppliers come to produce material for MP3 Player market. (Electronic News, 2005) Thirdly, most companies in the industry have power to negotiate with suppliers regarding the price of material. Nowadays, the demand of digital music player is growing dramatically; therefore, the growth of the market made many companies have to produce their product in high volume in order to serve market’s need and it made suppliers lost bargaining power because the large production gives company to be able to order material in high volume from suppliers. Furthermore, some companies that need lots of material in their production tend to have a long-term agreement with supplier to supply them material. For example, Apple need to have lots of material such as flash memory and hard disk memory for its product; therefore, Apple decided to make a long-term supply agreement with flash memory manufacturers such as Samsung, Toshiba in order to get good deal of price and ensure to have material for their product up until 2010. 5. Bargaining power of buyers. The bargaining power of buyer in the industry is low. Although, there are a lot of competitors in the market, products in some companies made a great success in sales volume because of their specific characteristics, such as iPod for example. It is not product’s price but it is product’s differentiation and the brand of the product.  Firms have the power to address customers to choose their specific product focusing on marketing tools. As a result, Apple can set price for its product and it can push high switching cost to customers if they want to change to other products in the market. Importantly, customers buy iPod because it also contains good features and attractive appearance. For instance, although, the price of iPod Nano is higher than other competitors in the market, the excellent features and functions of the product such as it can be played movies and it has higher storage capacity compared to previous model (iPod Mini) made Apple to get lots of profit from iPod Nano in 2005 which iPod Nano is not only just Apple’s best-selling iPod, but also the best – selling digital music player model worldwide.

ACME Construction LTD Asbestos Awareness Procedure †Building Safety (200 Level Course)

ACME Construction LTD Asbestos Awareness Procedure – Building Safety (200 Level Course) Free Online Research Papers ACME Construction LTD Asbestos Awareness Procedure Legal Form Building Safety (200 Level Course) I.Pre- Construction Procedures Prior to taking an area, contractor to submit â€Å"Construction Clearance Request†. Consultants to review and respond to contractors request. Upon return from consultant, contractor to review any exceptions taken by consultants. Approved â€Å"Construction Clearance Request† is to be forwarded to all parties according to the law. participating subs, consultants etc.. for their review and record. Contractor to review contracted scope of work in relation to the asbestos abatement scope of work. Review to include Superintendent and Project Manager. After scope of work and coordination of contract documents are complete, area of work is released to jobsite Superintendent. Should contractor’s work interfere with Hazardous Materials, contractor to contact Consultant for clarification and directions on how to proceed. II.On-site Procedures Superintendent to conduct pre-construction review of area to work in. Attendance required by all subcontractors scheduled to work in designated area. Review to include: 1.Asbestos abatement scope of work. 2.Contractor’s scope of work. 3.Each sub’s procedures and planned routing of new work if not clearly defined on contract documents. 4.Hot Areas that are not to be disturbed. 5.Any changes in contract scope as affected by HazMat. All on-site personnel to receive copy of the Pre-construction Meeting Minutes for record. Superintendent to post a â€Å"Hot List† at the entrance to each room that contains hazardous materials. This list is to identify all materials that are to be undisturbed during construction. ( see attached form ) Asbestos Awareness Certificates to be kept on-site for each contractor’s employees for verification and approval to enter site. â€Å"Daily Sign-In Sheet† will be completed by each subcontractor’s foreman and turned in to the Superintendent each morning for confirmation of employee certification. ( see attached form ) Each certified employee will be issued a colored identification mark that will be attached to the employee’s identification badge. This will provide another means for the Superintendent to verify certification. Asbestos abatement status to be a topic at every weekly on-site sub-meeting. ACME CONSTRUCTION LTD ASBESTOS AWARENESS PROCEEDURES III.Reporting Procedures Any employee who suspects hazardous containing materials to be present in an area, and is not identified as such, is required to report the suspected materials to the jobsite Superintendent. Superintendent is to contact the program manager or consultant and request a review. Project Manager to follow up with a formal written Request for Information. Work should be suspended in the suspected area until a formal response is received from the program manager or consultant. Once a response is received from the program manager or consultant, Project Manager is to forward response to Superintendent and party requesting the information. Should a change in scope occur, request that the Architect prepare a formal Proposal Request. This is required for record, whether there is cost involved or not. Research Papers on ACME Construction LTD Asbestos Awareness Procedure - Building Safety (200 Level Course)The Project Managment Office SystemRiordan Manufacturing Production PlanMoral and Ethical Issues in Hiring New EmployeesOpen Architechture a white paperStandardized TestingArguments for Physician-Assisted Suicide (PAS)Analysis of Ebay Expanding into AsiaInfluences of Socio-Economic Status of Married MalesQuebec and CanadaIncorporating Risk and Uncertainty Factor in Capital

Police Powers of Control of Public Assemblies The WritePass Journal

Police Powers of Control of Public Assemblies Police Powers of Control of Public Assemblies Part1: Annotated Bibliography                             Part2: Police Powers of Control of Public AssembliesRelated [POLICE POWERS: BIBLIOGRAPHY] (a) you are required to complete a (part annotated) bibliography on the topic â€Å"Police Powers of Control of Public Assemblies† (annotated): you should describe the relevance of the contents of the materials you find and comment upon them).                                                                                                                                       (b) You must write a paragraph on Police Powers of Control of Public Assemblies which contains: one properly referenced quotation, one properly referenced paraphrase of material from one of your identified sources and one sentence of your own composition. Part1: Annotated Bibliography (a) You should identify and properly reference (to exact OSCOLA protocols) eight books – three of which should be annotated. AW Bradley and KD Ewing: Constitutional and Administrative Law (14th edition, Pearson Education 2007) This is the 14th edition of Bradley and Ewing’s authoritative work and deals with the unwritten constitution of the UK and the intricacies of administrative law in great detail. The authors deal with police powers and public assemblies in chapter 24 which includes discussion of the Human Rights Act. They point out that the influence of Human Rights in this area will not change the course of police powers but rather act as a means to prevent their further growth since 9/11. Hilaire Barnett: Constitutional and Administrative Law (7th edition, Routledge Cavendish 2008) This book is the 7th edition of another authoritative work on constitutional and administrative law in the United Kingdom. The author approaches the subject of police control and public assemblies in the second half of the book. Albert V.Dicey: Introduction to the Study of the Law of the Constitution (8th edition, Liberty Fund Inc 1982) A.V. Dicey was the foremost British constitutional jurist of his day. For Dicey, there was no specific right of freedom of assembly or association – it was a by-product of the freedom of the individual to do as they wished so far as it was not prohibited by law.   Dicey recognised, therefore, that there were limitations to an individuals’ freedom of assembly, but these were â€Å"grounded on the absolute necessity for preserving the King’s peace† (at p.174). Paul Craig: Administrative Law (6th edition, Sweet Maxwell 2008) Ewing, KD and Gearty, CA: The Struggle for Civil Liberties: Political Freedom and the Rule of Law in Britain (Oxford University Press 2001)    Helen Fenwick: Civil Liberties and Human Rights (3rd edition, Routledge-Cavendish 2002)       Richard Stone: Textbook on Civil Liberties and Human Rights (8th edition, Oxford University Press 2010) David Williams: Keeping the Peace: The Police and Public Order (1st edition, Hutchinson 1967) (b) You should identify and properly reference (to exact OSCOLA protocols) five journal articles three of which should be annotated. Neil Parpworth, ‘Public Assemblies and the Statutory Power to Impose Conditions’ in Justice of the Peace Local Government Law [2000] 164 (20), 376-378    This journal article examines the police powers to impose conditions on public processions and assemblies under the Public Order Act. The article is a case comment on Broadwith v Chief Constable of Thames Valley [2000] Crim.L.R.924 (DC) which concerned s.14(5) and whether a protestor was bound by a Police direction for a prior assembly he had not participated in. Gabrielle Moore, ‘Policing Protest’ in Criminal Law Justice Weekly [2011] 175 (1/2), 12 This journal article argues that individuals are being denied their right to protest with misapplication of the Public Order Act 1986 s.14 (which gives police officers the authority to impose conditions on individuals if they are of the opinion that criminal acts may result from an assembly). Sally Ramage, ‘The Right to Protest: Should Police Charge Demonstrators a Fee?’ in Criminal Lawyer [2009] 192, 1-3 This article looked at the issue of policing for the group of 20 economic summit in London on 1st April 2009 in London and considers the police tactics of â€Å"kettling† and whether this constitutes a deprivation of protestors civil liberties. Michael Connolly, ‘Freedom of Assembly, Freedom of the Person: Advance Notice Imposing Conditions on Public Assembly’ in Journal of Civil Liberties [2000] 5(2), 223-230    G.T Williams, ‘Processions, Assemblies and the Freedom of the Individual’ in Criminal Law Review [1987] March 167-179 (c) You should identify and properly reference (to exact OSCOLA protocols) twenty cases – the most recent of which should be annotated. 1.Carter v Crown Prosecution Service [2009] EWHC 2197 (Admin); [2010] 4 All E.R. 990; This case concerned s.30 of the Anti-Social Behaviour Act 2003 where a police officer with the rank of at least Superintendent has reasonable grounds to believe that members of the public have been intimidate, harassed, alarmed or distressed as a result of the behaviour of two or more members of the public in an area where anti-social behaviour is a problem then authorisation may be given for police officers in uniform to have extra powers. The facts of the case are that in August 2008 the appellant was with a group of other youths who were causing a public nuisance and behaving unacceptably. They were warned by a police patrol not to do so in accordance with a â€Å"dispersal order† but the group, after initially complying, got back together and flouted the order and the appellant was arrested and charged. The case at first instance was decided against the defendants: the magistrates had misinterpreted the legislation and thought that oral evidence of the â€Å"dispersal ord er† equated to authorisation under the 2003 Act. The appellate court overturned the conviction for lack of evidence of authorisation under s.30. 2.Kay v Commissioner of Police of the Metropolis [2008] UKHL 69; [2008] 1 W.L.R. 2723; 3.R. (on the application of Laporte) v Chief Constable of Gloucestershire [2006] UKHL 55; [2007] 2 A.C. 105; [2007] 2 W.L.R. 46; 4.R. (on the application of Singh) v Chief Constable of the West Midlands [2005] EWHC 2840 (Admin); [2006] Po. L.R. 1; 5.R. (on the application of W) v Commissioner of Police of the Metropolis [2006] EWCA Civ 458; [2007] Q.B. 399; [2006] 6.University of Oxford v Broughton [2006] EWHC 1233 (Admin); (2006) 103(25) L.S.G. 28 (QBD (Admin)) 7.Austin v Commissioner of Police of the Metropolis [2007] EWCA Civ 989; [2008] Q.B. 660;))   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   8. Brogan v United Kingdom (1988) 11 EHRR 117 9. Brown v Stott [2003] 1 AC 681; [2001] 2 WLR 817; [2001] 2 All ER 97, PC 10. Chief Constable of Cleveland Police v McGrogan [2002] EWCA Civ 86; [2002] 1 FLR 707 11. De Jong, Baljet and Van den Brink  v The Netherlands (1984) 8 EHRR 20 12. Guzzardi v Italy (1980) 3 EHRR 333 13. McQuade v Chief Constable Humberside Police [2001] EWCA Civ 1330; [2002] 1 WLR 1347 A 14. McVeigh, ONeill and Evans v United Kingdom (1981) 5 EHRR 71 15. Maguire v Chief Constable of Cumbria Constabulary [2001] EWCA Civ 619, CA 16. Osman v United Kingdom (1998) 29 EHRR 245 17. R v Jones (Margaret) [2006] UKHL 16; [2007] 1 AC 136; [2006] 2 WLR 772; 18. R v Kamara [1974] AC 104; [1973] 3 WLR 198; [1973] 2 All ER 1242, HL(E) 19. Thomas v Sawkins [1935] 2 KB 249 20. Duncan v Jones [1936] 1 KB 218                              Part2: Police Powers of Control of Public Assemblies The control of public assemblies is becoming an ever more contentious issue in light of recent protests against the Coalition Government and their unpopular austerity measures. The Human Rights Act is beginning to filter into our system of protest and assembly but it cannot yet be said to be presenting a challenge to laws which have long held sway[1]. As Bradley and Ewing observe: â€Å"The same vigorous approach to freedom of assembly has not always been adopted in other cases – such as those involving noisy anti-globalisation or angry anti-war protestors. In these cases Convention rights have yielded to other concerns, notably the need to maintain public order under common law rules created long before the enactment of the Human Rights Act 1998†[2]. The student protests of 2010 were another recent example of kettling and the inability of the human rights act to stop the police using excessive force on public demonstrations. [1] AW Bradley and KD Ewing: Constitutional and Administrative Law (14th edition, Pearson Education 2007) at p.598 [2] Ibid at p.598

Koran as a Message of Peace Essay Example | Topics and Well Written Essays - 750 words - 1

Koran as a Message of Peace - Essay Example Not only this that the diction and mythology narrated in these Scriptures are very similar to one another, but also they also lay stress upon one and the same teachings. Since it gives glad tidings to the humans in the afterlife on performing good,  escaping evil, and complying with the commands of Almighty Allah and his last Prophet Hazrat Muhammad (peace and blessings of Almighty Allah be upon him) during their stay in this world. Moreover, its teachings vehemently forbid its followers from hurting, harming and killing anyone, either Muslim or non-Muslim altogether, without any just reason. Similarly, it also provides complete shelter and protection to the non-believers even, which do not have any nefarious designs to harm the Muslims or the cause of Islam, as Chapter 65 Verse 2 of the Scripture clearly states: And whosoever fears Allah and keeps his duty to Him, He will make a way for him to get out (of every difficulty). It is, therefore, Koran is regarded as the message of pea ce. Koran and Bible maintain several issues and beliefs in common. For instance, Leviticus 19: 1-33 of the Hebrew Bible manifestly commands its followers (as well as all humans at large) to worship One God, respect the parents, observe honesty, integrity, chastity and avoid fornication, theft, cheating, adultery, homosexuality and disobedience of God. Almost the same teachings have been stressed in Chapter 17 of the Holy Koran (i.e. Children of Israel), where its verses from 41 to 52 glorify the attributes and blessings of Almighty Allah upon all the creatures, which in return say His hymns and praises subsequently.

Identify time management techniques Essay Example | Topics and Well Written Essays - 500 words

Identify time management techniques - Essay Example In addition, one needs to incorporate a motivational factors within the goal setting activity that would enable the generation of a rewards for fulfilling or accomplishing the goals that were set within the identified time frame. One affirms that by looking forward to availing of a benefit or reward, the achievement of goals are facilitated since one’s focus would be re-directed to the positive outcome, and not on the challenges that could be encountered on the way to attaining the identified goal. Another important aspect of goal setting and time management is learning the skill of prioritization. One’s score in this area is 24 out of 35 or 69%. Given a set of activities or endeavors, one must be able to identify and classify the tasks according to urgency: which needs to be done within the shortest possible time frame. As such, making a list of the activities for the day, or for the week, would assist in developing prioritization skills. Likewise, one must also recognize which tasks are more tedious and comprehensively encompassing in details. If there are endeavors that require much preparation and planning, the strategies for prioritization should include accurately identifying tasks in minute details, or broken down into sub-tasks, so that one would not perceive the activity as burdensome in holistic form. In addition, tasks that entail prior research, collection of data, or extensive studying could be scheduled intermittently, as one’s spare time would allo w. The third relevant aspect in time management is managing interruptions. The score generated in this area is 12 out of 20 or 60%. It could be deduced that there are more rooms for improvement in this aspect. One must be able to discern which types of interruptions prevent me from completing scheduled tasks or responsibilities in an effective manner according to prescribed time frame. The interruptions in one’s daily routine