Italian Survival Phrases Dining Out

When you dine out in Italy, you should master certain phrases so you can ensure that you eat what you want, avoid any allergy-related disasters, and pay for the bill without issues. These nine examples are must-know phrases for dining out in Italy. Where indicated, click on the link in the heading to bring up a sound file that will allow you to hear—and practice—the correct pronunciation. Avete un tavolo per due persone?—Do you have a table for two people? When you enter a restaurant, after you greet the host, you can tell him how many people are in your party using the above phrase. You may be asked if you want to dine all’aperto (outside) or all’interno (indoors). If you are dinging with more than two people, swap out due (two) with the number you need. Potrei vedere il menà ¹?—May I see the menu? If you are looking for somewhere to eat and you’re unsure which restaurant is best, you can always ask for the menu in advance so that you can decide before you sit at a table. Usually, however, the menu will be displayed outside for everyone to see. L’acqua frizzante/naturale.—Sparkling/natural water. At the start of each meal, the server will ask you if you prefer sparkling or natural water. You can answer with l’acqua frizzante (sparkling water) or l’acqua naturale  (natural water). Cosa ci consiglia?—What would you recommend for us? After you sit down to eat, you can ask the cameriere (male waiter) or cameriera (waitress) what he or she would recommend. Once your waiter has made a recommendation, you can say â€Å"Prendo/Scelgo questo! (I’ll take/choose this!). Un litro di vino della casa, per favore.—A liter of house wine, please. Ordering wine is such an important part of the Italian dining experience that it counts as a survival phrase. While you can order a fancy bottle of wine, usually the house wine—both white and red—are quite good, so you can stick to those by using the above phrase. If you want red wine, say, Un litro di vino rosso della casa, per favore. If you’re looking for white, you would replace rosso (red) with bianco (white). You can also order un mezzo litro (a half liter), una bottiglia (a bottle), or un bicchiere (a glass). Vorrei†¦(le lasagne).—I would like†¦(the lasagna). After the waiter asks you, â€Å"Cosa prendete? (What will you all have?), you can answer with â€Å"Vorrei†¦ (I would like) followed by the name of the dish. Sono vegetariano/a.—Im a vegetarian. If you have dietary restrictions or preferences, you can tell the server that you’re a vegetarian. Use the phrase ending in â€Å"o† if you’re a male and use the phrase ending in â€Å"a† if you’re a female. Other Phrases for Restrictions Some other phrases you can use if you have dietery restrictions include: Sono celiaco/a. I have celiac disease.Non posso mangiare i piatti che contengono (il glutine). I can’t eat dishes that contain (gluten).Potrei sapere se questa pietanza contiene lattosio? May I know if this course contains lactose?Senza (i gamberetti), per favore. Without (shrimp), please. Potrei avere un altro coltello/cucchiaio?—Could I have another knife/spoon? This is a great phrase to use if you happen to drop a utensil and need a replacement. If you want to ask for something that you don’t have, you can say Mi puà ² portare una forchetta, per favore? (Can you bring me a fork, please?) Il conto, per favore.—The check, please. In Italy, you typically have to ask for the check; the waiter does not simply drop off the check in advance as in most American restaurants. Use the above phrase when you’re ready to pay. If youre in a small town and youre not sure if the restaurant will take a credit card, you can ask Accettate carte di credito? (Do you accept credit cards?)

Renewable Energy Is The Best Alternative For Fossil Fuel...

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Coal Is Just Not Black Gold Free Essays

string(294) " advanced technology for procuring coal and other social costs, it is also noted that mining cost of Coal in India is 35% higher than other exporting countries like Indonesia, Australia, because of poor productivity \( 3 tonnes / man shift \) as compared to 12 tonnes / man shift in Australia\." COAL IS JUST NOT BLACK GOLD PREFACE Drawing upon the organisation in which author is familiar – Coal India Limited, largest coal producing company in the world, In this paper he critically analyses few existing policies implemented by Government of India and Coal India Limited in mining industry from past few decades, works through the complex problems around Coal mining in India and identifies few human resource management related problems and how they have contributed for the company’s stagnation in recent years. The author then critically analyses the issues, compare it with relevant literature and evaluate the limitations. Based on the literature and observations, he then proposes few strategic recommendations to improve organisational effectiveness both to Law makers and to company. We will write a custom essay sample on Coal Is Just Not Black Gold or any similar topic only for you Order Now INTRODUCTION Coal India Limited (CIL) is a Government of India Undertaking, Maharatna (Country’s Jewel) company which employees 400,000 people approximately as of April’12. In ended last financial year, with net annual sales of 15 billion dollars, and a net annual operating profit of 3 billion dollars approximately by producing coal from its 466 Coal mines across India and selling it to Power generation companies. It is the biggest and only listed company in the sector, where private companies are not allowed to compete, Thus accounting to 80% of Annual national production of Coal in India. CIL has five unions, which represent all the employees in the company. Since the company is only major coal producer and acts more like a monopoly in the sector, wages are low compared to Industry average in other countries. Coal India apart from producing coal on its own also gives few coal mines to private third parties for contract. These mines are smaller in size and remote for the company to allocate resources, hence they are contracted. This strategy of contracting coal mines and not having enough regulations around Coal production has led to few private contractors preferring illegal means of employment in these coal mines and not allowing private competitors to compete with Public sector companies COAL IN INDIA Indian Coal Industry currently occupies third position by producing 400 metric tons per year ( mtpy), after US (1100 mtpy and China 2400 mtpy. Within the country Coal mining is nationalized and accounts for 60 per cent of electricity production. Coal being crucial resource for economic growth, it is safeguarded by government by passing many acts, Indian Mines Act of 1952, Mines and Minerals Regulation and Development (MMRD) act are the key legislative act meant for protecting labour working in mining industry and governing mining and exploration in India respectively. After further revision in 1993 and 2002, National Mining Policy was outlined by Government of India whose objectives are mineral development through exploration in both Onshore and Offshore fields. Policy is meant to promote mineral industry standardize training and research, considering future needs of the country with minimal impact of nature and ensure safety and health of all people involved in the industry. These objectives do make a progress in standardizing the rules, however it has to clearly describe how the law handles informal mines and how to deal with illegitimacy under current law. According to a Journalist expert of small mines Chakravorty (2002), Illegal mines in India constitute of 88 per cent of the total reported mines in count, producing approximately 10 per cent of the total value of mineral production of the country. This number has increased in the last decade , where 30 per cent of illegal mining. These mines comprise of poor people toiling for lowest wages and almost negligible security, health and safety conditions. According to MMRD Act, Mines Act and other Environmental Acts, all minerals are broadly classified into â€Å"Major† and â€Å"Minor† and rest the responsibility of mining with the state. MMRD has further classified mines has Class A or Class B determined based on the mechanical equipment used and Labour employment the mine generates. Based on financial investment, Labour work, Depth of deposits and technology deployed, mines are simplified to different Classes and given for contract. Typically Class B mines are given for contract to subsidiaries by CIL , One such example is Eastern Coal Fields, in state of Meghalaya, where even though they mines are Small, they are labour intensive and needs to have high security and health standards. National Institute of Small Mines (NISM) , a governing body has classified mines based on the production amounts. From various acts above, it can be understood that legal definitions hinge on physical dimensions of mine, which is in turn is used to determine the effort and time required to mine. However for a complex economic activity like mining with close social linkages and unique to the nature of the mine, such reductionist approach and simplifying mines obscures the diversity of mining practices across scales. As large formal processes of mineral extraction, processing and use cannot be applied to such small mines they tend to be rejected and Illegitimated. Clearly, existing laws have loopholes which are inadequate in handling perennial Informal and Illegal mining. Also Illegal miners cannot lobby for recognition, since current structure of the sector is monopolistic with over 80% reserves under CIL. This situation has resulted in dire consequences and well-being of Local society around colliery areas and environment. COAL INDIA , A MONOPOLY Coal India Limited (CIL) established in 1970, is responsible for mining the coal, while the ownership of which is vested with the state. Consequently the organization has played a critical role in meeting state’s growth plans. The decision making on mineral resources is influenced by engineers, geologists, bureaucrats and political groups and governance is solely vested with CIL. The Coal Mines Nationalisation Bill, 2000 allows state governments to mine coal only if CIL certifies with no Intention to mine certificate. The Ministry of Coal ( MoC ) has awarded CIL a near monopolistic power, giving rise to tight control on its country’s reserves and lack of transparency in many areas. Because of lack of more advanced technology for procuring coal and other social costs, it is also noted that mining cost of Coal in India is 35% higher than other exporting countries like Indonesia, Australia, because of poor productivity ( 3 tonnes / man shift ) as compared to 12 tonnes / man shift in Australia. You read "Coal Is Just Not Black Gold" in category "Essay examples" As a solution privatising of coal sector is attempted, however it is still in preliminary stage. The challenge to policy makers in this regard is to ensure how to safeguard the wealth from illegal mining and environment within the region, at the same time benefit people in mining areas by making laws that do not outcaste people and their livelihoods as illegitimate also ensure greater transparency and standardization in pricing of coal. In coming years, demand for coal in the country is expected to increase multi fold, according to IEA 2006, Reuters 2007, hence the need for government to restructure the sector is critical to not only to answer many global implications concerning climate changes and Kyoto Protocol and but also streamline the definite increase in informal collieries which will continue to meet the demands of local consumers and ensure they meet minimum security and health standards of living. SOCIAL IMPACT Coal India Limited has destroyed environment in many coal traces with no or little concern for social implications, Inspire of Forest and environment controls. This behaviour can be attributed to sole monopoly power vested with one company on nation’s coal production. There were other instances of violation of human rights noticed while employee people at Coal mines One such example, It was noted that at Janita Hills, Meghalaya , India. 5000 children less than age of 18 was trafficked from Assam, Nepal and Bangladesh and employed by coal mines in Meghalaya which are contracted to private contractors by CIL . Many such instances were noticed not only in eastern part of India , but also across many nations’ coal traces in West Bengal, Andhra Pradesh, Karnataka states. Inspite of the Mines Act , 1952 which doesn’t allow bonded labourers or people below the age of 18 to work. Sometimes even without environment degradations, large mining projects have impacted social lives with serious implications for the livelihoods of local communities around in and around coal traces, where people were forced to leave their traditional occupations for scavenging in left over coal traces, which are not economically viable for contractors. Such instances were noticed in Jharkhand, where government and company officials have neglected social and cultural issues around the mining areas for years impacting the livelihoods of people living in these areas. This has created a need for extreme leftist or Maoist Movements to resist such acts– as observed by Chandra Bhusan, Associate Director of Centre of Science and Environment. According to him Indian Mineralised tracts are mostly in conflict Zones, since Company officials, technical experts and governing bodies never seriously engaged with social issues. Current legal instruments are anti-poor and of colonial vintage and unable to deal with today’s realities. Many Civil Non-Governmental Organisation groups have taken a non-violent approach to use existing judicial mechanisms such as filing Public Interest Litigation(PIL) to bring justice to local communities whose daily lives are impacted. Ex : PIL filed against Eastern Coalfields Limited by Mazdoor Sabha in Country’s Apex court. Although Supreme Court Panel has lashed against CIL, It remained unresponsive SOCIAL LICENSE TO OPERATE Over the past 2 decades many changes were noticed in global mining industry. There is increased and concerted global efforts where nine major global companies supported a global scale project called Mines, Minerals and Sustainable Development (MMSD) Project ,whose direct outcome is to the increasing charges of environmental destruction and irresponsibility on coal mining companies to care socio-cultural changes caused by them in areas of operation are laid out and followed globally. MMSD group of companies agreed that Mining Company in developing countries not only needs Legal license to operate but also Social License to Operate. Under this backdrop At CIL, mining engineers who make all the plans , mining project itself assumes more importance over people living in these mining operations. This view was observed from many bureaucrats in India, CIL uses their rationale that Land Acquisition Act or Coal Bearing Areas Act does not provide assistance for Local people around the impacted areas, thus ignoring local needs and perpetuating illegal mining under its belt. ILLEGAL COAL MINING AND UNSAFE WORKING CONDITIONS In energy-hungry country like India, demand for coal has increased in the last 2 decades, coal production remained fairly stable, causing coal prices to surge in recent years. The lack of reform and rising demand have spawned a seedy underbelly of â€Å"Coal Mafia† and a class of workers that illegally scavenge the mines for coal. The Coal Nationalization act in 1952, revised in 2000 has made it legal for just the centre or state governments to authorize coal mining, i. . , only government owned companies, its subsidiaries and contracted third parties. Apart from illegally mining, scavenging from abandoned mines is another source of obtaining coal. In West Bengal state for instance Raniganj-Jharia region there are many abandoned mines by CIL subsidiaries which have neglected filling up the mines with sand, as per regulation , consequently villagers have ready access to scavenge. It was also observed that open abandoned underground mines release hazardous gases like Carbon Monoxide which are hazardous and can kill people who go to scavenge left over coal. Scavenging can occur in both underground and open cast mines. The later assumes greater significance. In these areas Poor Security of mines storage and transportation was observed where coal is transported with head baskets into awaiting trucks. Coal India also delivers coal to local sale dumps located near the mines and big dumps, pilferage takes place regularly on major highways from long distance. In eastern India, It’s not unusual to see women and children work the unsafe mines with the most rudimentary tools. Most are drawn to it in the hopes of earning a better  income. According to World Bank, over 20 million people depend on mineral resource extraction for living. When this number is compared with formal mining industries it is immensely large. PAUPERIZATION IN COAL MINING AREAS IN INDIA In colliery areas where CIL operates, significant amount of social and environmental transformation takes place over a period of time. Within bureaucratic and political circles the notion that Coal as a commodity is being excavated for greater common good by a Central government owned body like Coal India Limited, represents lack of attentions to people’s interests and social impacts of mining coal. Decay of social fabric, erosion of traditional livelihood, rising levels of urbanisation are some of the socio impacts which vary according to physical proximity of the mine to livelihoods. Between 1971 and 2001, people in Ranijang region in west Bengal have slowly moved away from agriculture as an occupation to mining and scavenging , even in non-colliery areas. Women especially from downtrodden caste and below poverty line are most impacted by this migration. In areas of Jharkhand gradual pauperization of people around coal mining areas have taken place in which traditional land and water rights in the region in which they live are lost and few negligible short term benefits of mining are accrued which will is leading to steady extinction of tribal people in remote coal mining areas. In most of the cases, links between the legal and illegal coal mines are more complex than above example. Both the groups either co-exist or coal mining company complains against scavenging to local authorities as law and order problem, however bureaucratic reply is usually pointing the company should take care of its resources. Hence in the existing legal setup both parties formally or informally will try to co-exist peacefully. Similar setup exists between large scale and small scale transportation in centralized control manner controlled by mafia group. Part of the root cause for such inefficient maintenance, transportation and distribution systems lies with CIL and its subsidiaries where they are not standardized and do not consider domestic consumer, In the entire eastern region CIL doesn’t have large depot to cater the needs of domestic consumers. Hence often industry owner applies for a license to grant coal to fire the furnaces or generate power. This permission is difficult to get and consumer need to bribe any intermediate parties from company officials, bureaucrats and politicians leading to significant overhead cost for the company, there by preferring a shorter and simpler coal extracting methods by joining hands with mafia system or illegal mining. STRATEGY MAKING PROCESS FOLLOWED BY GOVERNMENT OF INDIA AND COAL INDIA In the above sections, various issues faced by the community, company and the system at large are explained. To understand the issue in hand better and to analyse the issues lingering the sector better, Government’s and Company’s behaviour with larger society is compared with few Strategy making processes. According to author, current system has a predefined set of objectives and is thriving to achieve that without considering other subjects involved in entire scenario. This behaviour aptly fits into Classical approach highlighted by Grant (2008). The reductionist approach by MMRD and other acts by the Government can be mapped to this approach Government trying to oversimplify the complexities involved in various mines based on certain factors like Size, productivity etc. , such approach leads to formation of clear goals to the Company and doesn’t allow the company to recognize the emergent behaviour of the employees, people livelihoods in affected areas. Below is a modified representation of Grant’s Classical approach of Strategic Human Resource Management. Figure 1 : Common elements in successful Strategies , Adopted from Grant ( 2008: 7) Author notices that because of monopolistic nature of coal mining sector in India and sufficient support from political circles, there isn’t sufficient pressure on the company for Profound understanding of all the groups involved. In Most of the cases, Long term agreed objectives takes more priority over other priorities mentioned like Profound Understanding of all groups involved, Regular Appraisals of employees involved and Environmental awareness. Hence the company will focus on financial targets to achieve more than Social Impact it creates in thousands of people it impacts. Thus it can be stated that Classical approach readily doesn’t fit in or help in solving the issue. Current Intended strategy of Government of India, behind Nationalization of Coal mining in 1952 is to protect the reserves from exploitation by private parties is well understood, however with the changing times , growing demand and involvement of various other socio-political and technological factors, Intended Strategy is not being completely realized. There is a deliberate effort on its part , to ensure current intended strategy works by allowing illegal mining and scavenging by local people in coal mining areas in order to peacefully co-exist and continue to mine in coal traces. However by comparing the number of court petitions filed by local tribes in Jharkhand, WestBengal living nearer to various collieries, comparing the productivity / person and high cost of mining compared to other export countries it can be understood that , slowly they are moving towards an unrealized strategy where focus is only on net volumes realized and not considering environmental impact . EMERGENT STRATEGY OF STRATEGIC HUMAN RESOURCE MANAGEMENT In practice organization approach can be explained by Emergent Strategy approach as suggested by Mintzberg (1987) are relevant. According to March (1976) and Mintzberg (1987), planned strategies are not always realized; strategies can often emerge and evolve over a period of time. The Strategy should be moulded over action . Similar such fluid approach can be applied, where an additional dimension as mentioned below in Emergent strategy is required to recover from unrealized strategy and to streamline the company’s goals. Privatization of coal mining along with a holistic review of existing mining policies impacting the sector is the emergent strategy to improve the productivity, transparency of coal production and livelihoods of people involved. However its application remains a challenge. Figure 2 : The Emergent Strategy, source from the strategy concept, California Management Review, Mintzberg. H, 1987. Systemic Approach of Strategic Human Resource management On similar lines to Emergent Approach of Strategic Human resource management, Whittington(1993,2001) systemic approach provides more answers to the issue, where Strategy is shaped by the social system the company operates within. This strategy is shaped by cultural and institutional interests of broader society, since organisations and decision makers are embedded in network of social relations, hence adept understanding of the needs of the society at large and acting accordingly should be key . OUTCOMES Profit-Maximising PROCESSES Deliberate Emergent Pluralistic Classical Evolutionary Systemic Processual OUTCOMES Profit-Maximising PROCESSES Deliberate Emergent Pluralistic Classical Evolutionary Systemic Processual Figure: 3Whittington’s (1993) generic perspective on strategy Author believes Emergent and Systemic approach to planning a strategy is apt and required by all parties involved( both policymakers and industrialists ) in order to operate in complex world with various socio-geo political limitations. This it can be concluded that to effectively manage human esources and to improve organisation performance , integration between human resource management and business strategy holds key for its success. (See Holbeche, 1999; Schuler and Jackson, 1999). EMPLOYEE RELATIONS IN COAL INDIA Coal India has both union and non-union based workers. Starting from 2009, it has been recruiting more than 1000 employees every year from premier management and technology schools across India. This is one of managemen t initiatives taken to inject fresh blood and reduce the average age of its labour force. While the decision to recruit young highly talented workforce as change agents is appreciable, 30 to 40 per cent of these employees quit every year for below reasons. 1) Staff felt they were demoralized by senior staff from the beginning. 2) Apart from salary issues, the staffs were under-utilised and faced hostility from seniors. 3) While recruitment, the staff were promised a grade above engineers however not fully implemented even after raising the concern to top management. Hence realized there are limited growth options. Treasurer of Coal Mines Officers Association of India partially accepted the conditions and commented this situation reflects the larger problem of stagnation within the organization It is understood , if the situation continues, the county’s top coal producer is likely to grapple with unprecedented HR crisis across its executive cadre because of limited growth options and 6000 of their employees mostly from executive cadre getting retired every year. Falling on relevant literature , Kochan . T , 2000 has stated that Asian model of employee relations is designed to support an economic strategy that emphasises human resources as a competitive asset- A strategy that requires a highly skilled and committed workforce and a cooperative labour management culture and system. In Coal India, it can be observed that there are required structures in place like Unions for labour management, since the company is too big, management of resources is challenging. Since the company works in a monopolistic structure, there isn’t healthy competition which will push the management to focus on current internal and external problems with more vigilance rather than its current laid back approach and bureaucratic functioning. It can be noted that HR strategies should operate consistently as is a vital part of the overall business plan (Stroh and Caligiuri, 1998). Within the organisation senior management there should regularly conduct analysis regarding the kind of HR competencies needed in the future, and accordingly core HR functions (of procurement, development and compensation) should work together collectively to meet such needs. (see Holbeche, 1999). The 2 core aspects which organization has to focus is Integration of HRM into the business and corporate strategy, and the devolvement of HRM to line managers instead of personnel specialists, thereby ensuring company doesn’t have power blockages and allow it to function smoothly. Brewster and Larsen (1992: 411–12) define integration as ‘the degree to which the HRM issues are considered to formulate long term business strategy’ and devolvement as ‘the degree to which HRM practices involve line managers has responsible rather than personnel specialists’. Similarly (Budhwar and Sparrow 1997; 2002; Hope-Hailey et al. , 1997; Truss et al. , 1997; Sisson and Storey, 2000) also highlighted the concept of devolvement for quicker response in large scale organizations. This process, highlights the need of prioritizing the issues and developing/ training more motivated employees for effective control. Instead of having a narrow hierarchy with in organization, there by leading to stagnation, it can be learnt from this theory that local problems should be resolved by local managers at grassroots level affording more time for senior management. Applying this theory to Coal India Limited, It can be understood that mine managers should be more proactive is liaising with local governments and bureaucracies to form an amicable solution for betterment of society as well as company. Company senior management should work closely and provide required assistance and authority to mine managers to perform their duties. In this context, the Coal India Limited management can learn from other global peers to understand how to deal with employee relations related issues effectively. Below is the summary of one such example stated by an author Young-Kee Kim, in his report on Employee relations. LG group from its inception till 1987 achieved high rates of economic growth with support from Government by suppressing unions, however in the period of 1987-89 it has faced severe hostility and strikes from its workers because of which resulted in 740 million dollars of loss. Post 1990 till 2005, as a result of research and many extensive internal surveys the roup has laid importance to new group level policy that emphasis the promotion of human dignity for employees and the maximisation of customer satisfaction. Voluntary employee participation in workplace organisational improvements has been identified as a critical success factor. Consequently the rapid realisation of co-operative labour relations and enlig htened ER practices has been recognised as tasks of major significance my member firms. * Company has evolved gradually from Passive support of Management perception of union to active partnership with unions.. It gradually made a cautious move from not just maintaining a stable labour relations climate in order to avoid labour disputes, it has invited a voluntary participation of employees and union leaders in management activities. * Unions characteristics of providing weak employee support to being professional in their activities and finally Employee Relations have moved from just dealing with basic issues to providing autonomy and participation of employees From the above example it can be understood that Firstly, without management innovation, co-operative Employee Relations cannot be achieved. For Labour management relations to be a positive sum game, these innovations should enable the company to achieve superior performance and the capacity to provide employees with better rewards. Secondly, much time and effort is required from top management to develop a constructive labour management culture. The Employee relations department cannot achieve the development of co-operative employment relations by itself. The labour management relationship should be viewed as a profit – creating relationship, rather than a cost –creating one. Thirdly, the company should support increased independence and professionalism on the part of the union and provide education for union leaders. A union that lacks professionalism is unable to get a full support of its members and lacks effective management strategies for administering union business because of high turnover of union officials. Fourthly, to be successful all these activities should be conducted consistently and systematically over time. Many companies only seriously consider the labour management relationship when faced by a critical problem. Such focused attention tends to fade when the strike is settled. As explained in the above example, LG group has chosen a different path and spent a year analysing its Employee relations. CONCLUSION IS PRIVATISATION A SOLUTION ? Currently both globally and in India, demand for coal is on the rise, thereby increasing the prices of coal. Due to the volatile times passing through, similar to other commodity sectors like Iron, steel, Coal Mining industry will also undergo divestment and monopoly of Coal India Limited will break. However privatisation is not a panacea for all issues lingering the sector. Time has come for Policy makers, bureaucracy and other parties involved come together to answer few critical questions while restructuring the sector. 1) How to deal with thousands of people making their livelihood from illegal mining of coal ? 2) Will the government able to accept few realities like people living in local region , have rights on mineral resources to strength the lower strata and provide a sense of security to their livelihood ? 3) Can the government, restructure the sector with more robust, full proof, social informed laws protecting and respecting the rights and interests of all involved ? ) With experience from privatising other commodities, after privatising coal mining ,it can be estimated that mushrooming of small coal mining leases can be experienced in an open market scenario. Hence laws and policies safeguarding the interests should be more inclusive than before. Where policies and laws have to deliver sustainable benefits to local and global communities, un like current laws that are focused only on mitigating the negative impacts of mining on the environment and marginalizing small groups over national priorities. Government policies need to take a more holistic approach in understanding about production of â€Å"Illegal mines† as well as marketing and distribution chains through which legally mined coal is illegally distributed. It is vital to integrate local interests in mine management plans to provide access to resources for local people and co-exist peacefully for inclusive growth.. References : Books and Internet Links * Bamber J, Park F, Lee C, Ross P and Broadbent K, 2000, Employment Relations in the ASIA-PACIFIC Changing Approaches, Allen and Unwin, Australia. BeardWell J ; Claydon T, 1994, Human Resouce Management – A Contemporary Approach, Pearson Education Limited, Great Britian. * LG Group ( 1994) LG Labour – Management Relations Long-term Model Report * http://www. thehindubusinessline. com/companies/article2470720. ece * http://economictimes. indiatimes. com/coal-india-ltd/infocompanyhistory/companyid-11822. cms * http://articles. economictimes. indiatimes. com/2011-10-18/news/30295579_1_iits-and-iims-new-recruits-cil * http://www. firstpost. com/business/labour-pangs-for-coal-india-scrip-melts-in-the-heat-67084. tml * http://in. reuters. com/article/2012/10/12/tci-coalindia-idINDEE89B08G20121012 * http://www. dnaindia. com/money/report_coal-india-to-face-india-s-first-class-action-suit-in-15-days_1770358 * http://www. livemint. com/Companies/jEkLsitce5Qt0wx3gyS3sM/Coal-India8217s-UK-shareholder-to-file-petition-in-Indian. html * http://ibnlive. in. com/news/meghalaya-braveheart-fights-against-child-labour-in-coal-mines/266778-3. html * http://www. amusingplanet. com/2011/05/child-labor-in-indian-coal-mines. html * http://www. elshcoalmines. co. uk/forum/read. php? 4,50329,50370#msg-50370 * http://www. mining. com/los-angeles-times-uncovers-child-labour-in-indias-coal-mines/ * http://articles. timesofindia. indiatimes. com/2012-11-14/guwahati/35111450_1_child-labourers-coal-mines-meghalaya-government * http://www. businessinsider. com/ photos-indias-illegal-coal-mines-2012-10? op=1 * http://www. thesundayindian. com/en/story/the-unfortunate-social-costs-of-coalgate-and-such-scams/42442/ * http://papers. ssrn. com/sol3/papers. cfm? abstract_id=1716581 * How to cite Coal Is Just Not Black Gold, Essay examples

Australian Law Taxation Office

Question: Discuss about theAustralian Lawfor Taxation Office. Answer: ISSUE: We need to advice Kit if he is to be considered as a resident of Australia, as an accountant. Kit also needs to be advised on how his salary and also his investment income is to be taxed. Kit was not born in Australia. He is still to be considered as a resident of Australia. Kit has his Chilean Citizenship retained as he was born in Chile. Kit was employed with a United States based company. He had to spend most of his time off the coast of Indonesia as he worked in the oil rigs over there. Kit was a married man with a house bought by him over three years ago and had three children from his marriage. Kit had been working most of the time in Indonesia, even though he had actually been recruited in Australia. Kit and his wife had a joint account in the Westpac Bank where he would get his salary credited. Apart from his salary, Kit also had some other sources of income in the form of investments from which he would earn some dividend income. However, these dividends were earned from investments that he had made in Chile and not Australia. After every three months, Kit gets a month off from his work in Indonesia. This one month he can either go for holidays around South A merica or visit his family in Australia. His parents were actual residents of Chile. The provisions related to this case need to be understood clearly before providing with the answers to the case study. RULE: A person is considered to be an Australian citizen as according to the Australian Income Tax Act, only if he is holding a permanent Australian Visa with him at all times. A person thus holding a permanent Australian visa is given permission to study, live or work in Australia without any restrictions and hassles. If a person who is a permanent resident of Australia decides to travel abroad, he needs to carry a permanent Australia along with an intention to return back to Australia and has to carry proper travel authority. If there is absence of intention to return back to Australia then he is not to be considered as a resident of Australia anymore. Such a person needs to declare all his income, whether he has earned it in Australia or abroad, when filing his income tax return in Australia if he is deemed to be an Australian citizen (Government, 2017). All such income that has been earned by him needs to be declared in the income statement. As we are aware a person in Australia, on every source of income earned by him, needs to pay tax on it. However, for a foreign resident one does not need to declare all their interest royalties and dividends earned by him in Australia. There are some other criterias also present that determine if a person is an Australian citizen or not. Situations are as follows:- If a person who is visiting a foreign country with no intention of staying permanently in the foreign country, he is considered to be an Australian citizen. If a person, who is actually an Australian citizen, goes out of Australia to a foreign country with no intention of coming back to Australia, he is not considered as an Australian resident anymore. A person staying in Australia for a period of more than six months for studies, he is considered to be an Australian citizen for taxation purposes. A person who stays in Australia for his job for a period more than six months, he is considered to be an Australian resident for taxation purposes. A person visiting Australia for vacation or visits Australia from a foreign country for a period of less than six months, he is not considered to be an Australian resident. However, if the person stays for a period extending six months he is to be considered as an Australian resident for taxation purposes. A person who was not actually a resident of Australia if shifts to Australia with an intention to stay there permanently, he is to be considered as a resident of Australia. As according to the Section 6(1) of the Income Tax Assessment Act there are four parameters set to determine if a person is an Australian resident or not. A person needs to declare his income from abroad when filing his income tax return if he is an Australian resident (Income Tax, 2017). APPLICATION: The given case study and provisions that have been mentioned above we can determine that Kit is a permanent resident of Australia. We can see that Kit was born in Chile and then came to Australia for work purposes. He worked in Australia with a company that was based in United States. The company made him work most of the time in oil rigs off Indonesia. Kit bought a home in Australia for his family thereby proving his intentions of staying permanently in Australia. He also has a permanent visa with him at all times as he travels a lot for work purposes. The provisions state that if a person has a permanent visa of Australia with him and has all the intentions to return back to Australia, that person is to be taken as Australian resident for that financial year. Thus we can say that Kit is a resident of Australia. As mentioned above Kit has a joint account with his wife in the Westpac Bank where he gets his salary. His salary thus needs to be taxed as according to the income tax laws of Australia. Kit has some investments made in Chile. He gets additional income on the dividends received from the investments. The income thus received shall be taxed in Australia even if it is not earned in Australia. Kit needs to pay tax in that financial year on his salary and additional dividends received in that year (Australian Government, 2017). CONCLUSION: We can thus conclude that Kit is an Australian resident. As Kit is an Australian resident he shall have to pay taxes on it as according to the Income Tax Act of Australia (Visa Solutions, 2017). It does not matter if he earns the money in Australia or not. While filing his income tax return Kit needs to take care of his salary and additional income both. CASE 1: The given situation states that the said company wants to acquire mining rights, copper mines and land for itself in California and such other places in the United States of America. If a company sells its assets and objectives together, the amount that has been earned after the expenses incurred in acquiring the business is to be considered as profit or loss that has been earned from the business (Australian Tax Office, 2017). This case revolves around rights that include concessions and minerals that are provided to a company when it sells its objectives of business. CASE 2: In the given question we deal with taxation of the income that is earned from a business in Australia. We know that land can be taken as ordinary income or even as realisation of capital asset only if it was earlier used for mining purposes. It has been given that the mining land in question had been sold. The company was also dealing in other work like subdivision. Thus, the High Court gave the decision that the land was thus to be realised in such a manner that it would prove to be advantageous for the company, making the profit derived to be inaccessible. The revenue earned is not to be considered as revenue, rather is to be made a part of the capital account. The decision by High Court is however ruled out by the Judicial Terrain. CASE 3: Profit that is made from selling an asset as under the Income Tax Assessment Act is to be treated as assessable income. It was decided by the court that on selling any part of the land of a taxpayer, it became a part of the assessable income of that particular year. CASE 4: In the given case, the entire situation and decision of the Court was aided by the points given below. From an isolated transaction, the loss thus derived needs to be deducted under Section 51(1) Income Tax Assessment Act. The two reasons are mentioned below- The taxpayer expects to or even intends to earn profit that will be taxable Transaction that we come across when carrying on business or business operations or even a commercial transaction runs into a loss. We see an absence of assessable income. However, an expectation to earn assessable income was seen. At the end we see that there is dearth on advice of taxpayers as to how to run a profitable property development business. Profit motive was not seen (Australian Government, 2017). CASE 5: We see that the taxpayer has been gifted with a farm by his father in the year 1955. Later on the tax payer had to sell his farm for business purposes. The income earned by him falls under Section 25(1) of the Income Tax Assessment Act 1936. At the end we see that the transaction was not conducted in a proper business manner as no work was taken by the taxpayer beyond the number that is necessary to obtain permission of municipality. The court thus gave the decision that the land was thus to be used for both residential and production work. CASE 6: The judgement in the given situation was given in the year 21st of November, 1988. The profits of the shareholders were realised by selling off the land. There were also profits derived from the anticipatory sale of capital that has been issued by Malgor Pty Ltd. Over here the decision had been given in the favour of the company. They were unable to update the scheme to the point of completion of the sales. We can thus make out from the given case that the sand mills would have been removed by the company before the sales had been completed. Case 7: The judge gave its decision on this case on 17th of August 1988. The taxpayer in the given case was involved in purchase of many properties. As under Section 25(1) of the Income Tax Assessment Act 1936 we see that if the sales of the land near Hobart are to be considered as an income. So from the given case we can derive that income cannot be determined by the Section 25(1) of the Income Tax Assessment Act 1936. For taxing an income under Section 26 we need to make sure there is a profit making enterprise present while the scheme is being carried out to make profit (Australian Taxation Office, 2017). CASE 8: On 15th of May 1988 judgement for the given case was passed by the Federal Court. There were two people mentioned in the given case, Brett and Bradley. The case discusses that both Brett and Bradley had to build in the Addison Avenue Property three town houses. Now, they wished to sell one of the three town houses for profit purposes. However, the other two town houses Brett and Bradley wished to keep with themselves for residential purposes. The judgement thus given in the case was that the house that was to be sold shall not be considered as an assessable income. This means that tax is to be levied on the house that is being sold. References , 2017. austii.edu.au. [Online] Available at: https://www.austlii.edu.au/au/journals/SydLawRw/1983/9.pdf [Accessed 28th April 2017]. AustralianGovernment, 2017. ato.gov.au. [Online] Available at: https://www.ato.gov.au/law/view/document?docid=AID/AID2005157/00001 [Accessed 208th April 2017]. AustralianGovernment, 2017. border.gov.au. [Online] Available at: https://www.border.gov.au/Trav/Life/Aust-1 [Accessed 28th April 2017]. AustralianTaxationOffice, 2017. ato.gov.au. [Online] Available at: https://www.ato.gov.au/law/view/document?docid=AID/AID201127/00001 [Accessed 28th April 2017]. Government, A., 2017. australia.gov.au/. [Online] Available at: https://www.australia.gov.au/help-and-contact/faqs/visas-and-immigration [Accessed 28th April 2017]. IncomeTax, 2017. austlii.edu.au/. [Online]Available at: https://www.austlii.edu.au/au/legis/cth/num_act/itasscaa21961271961603/itasscaa21961 271961603.pdf [Accessed 28th April 2017]. VisaSolutions, 2017. australia-migration.com. [Online] Available at: https://www.australia-migration.com/page/Different_Visas/36 [Accessed 28th April 2017].

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simulation essays

simulation essays By a "superintelligence" we mean an intellect that is much smarter than the best human brains in practically every field, including scientific creativity, general wisdom and social skills. This definition leaves open how the superintelligence is implemented: it could be a digital computer, an ensemble of networked computers, cultured cortical tissue or what have you. It also leaves open whether the superintelligence is conscious and has Entities such as companies or the scientific community are not superintelligences according to this definition. Although they can perform a number of tasks of which no individual human is capable, they are not intellects and there are many fields in which they perform much worse than a human brain - for example, you can't have real-time conversation with Superintelligence requires software as well as hardware. There are several approaches to the software problem, varying in the amount of top-down direction they require. At the one extreme we have systems like CYC which is a very large encyclopedia-like knowledge-base and inference-engine. It has been spoon-fed facts, rules of thumb and heuristics for over a decade by a team of human knowledge enterers. While systems like CYC might be good for certain practical tasks, this hardly seems like an approach that will convince AI-skeptics that superintelligence might well happen in the foreseeable future. We have to look at paradigms that require less human input, ones that make more use of bottom-up methods. Given sufficient hardware and the right sort of programming, we could make the machines learn in the same way a child does, i.e. by interacting with human adults and other objects in the environment. The learning me...

Health Impact Essay Example | Topics and Well Written Essays - 500 words

Health Impact - Essay Example Health refers to the ability of the person to function effectively, physically, socially, psychologically, spiritually, and intellectually. Effective physical functioning refers to the ability of the body structures to change and adapt to the changing environment. To different levels of physical stress, the body responds in all parameters of physiological functions, such as, heart rate, neural function, musculoskeletal function and others. The physical stressors may be of many categories. Of them, most important are muscular exercises, ambient temperature, and sound levels at work. The psychological stressors may be economic condition, housing condition, and family environment. The psychological stressors at work also influence individual's health status. Psychological stressors suppress cardiac parasympathetic nervous system activity leading to heart rate variability and eventually cardiovascular disease. Serious disease and treatment experiences affect the psychological, interpersonal, and spiritual wellbeing. It should be mentioned that this might yield both negative and positive outcomes.

Business Report Finance Term Paper Example | Topics and Well Written Essays - 2000 words

Business Report Finance - Term Paper Example However, some small organizations have only a small finance department that handles all the financial operations of the company. Nonetheless, some organizations have a finance department as the general overseer of the financial matters of the company, and under this umbrella, are a number of specialized functions such as accounting, bookkeeping and taxation (Boros, 2012). The finance department has three main divisions, which oversee the proper execution of its goals and objectives. These three corporate divisions of fiance include capital budgeting, business finance and corporate governance. Capital budgeting relates to the way a company budgets and plans for its long-term projects. These long-term projects are usually investment projects that deal with the investment of a company, targeted at generating sustainable income and profits for the company. A company uses capital budgeting in choosing the right projects to undertake in order to maximize its profits. In addition, corporate governance refers to the executive administration of the business activities of the company. This means that the operations of the company have to adhere to the rules and regulations set up by the relevant bodies, such as the GAAP and the IFRS, as well as incorporation of SAP and other quality management standards. Business finance, on the other hand, specializes in the daily operations of the business and the activities that generate income to the company (Brickley, Smith & Zimmerman, 2007). Capital budgeting is the essential area in business development and project administration. Capital budgeting is the process of firms making decisions on which long-term investments to undertake. Projects under capital budgeting have a high expectation to generate constant cash flows over a period of years, i.e. potential long-term investments. The decision to either reject or accept a Capital Budgeting Project solely depends on the analysis of cash flows generated by the project over the year s and the cost of setting up the project. This analysis considers the following three decision rules in capital budgeting, i.e. payback period, internal return on investment, and net present value. It is mandatory for a capital budgeting decision to satisfy the following criteria, i.e. should consider all the cash flows in the project, it should consider the time value of money, and it should lead to correct decisions when selecting among mutually exclusive projects (Cleverly, Cleverly & Song, 2011). Statement of Purpose The purpose of this report is to inform me, as well as those following a similar career path in finance, and especially specializing in project management under business finance, with an in-depth study of our professional community. The study will enable students in this area to understand better (Hitt, Hoskisson & Ireland, 2006). Statement of Problem Although academically well prepared, finance students are not quite familiar with their professional community, espe cially understanding the way they have to deal with certain aspects of financial management and business finance. This is because what these students learn is majorly theory and they lack enough opportunities to put it into practice, especially for the capital budgeting projects that they have to undertake. The decision-making on these capital budgeting

Carson Stanton Case Essay Example | Topics and Well Written Essays - 1750 words

Carson Stanton Case - Essay Example ollowing agenda for Stanton to follow – Improving Innovation, promotion from within, and managing all state agencies (excluding Education) within the reduced appropriations, which was 3 % in 2015, and 1 % in 2016. The fiscal year which started on July 1, 2013 and ends on June 30, 2014 saw a budget cut of 2 % when compared to the previous year. Considering that Hope comes in the lowest quadrant of student success in comparison to other states, the governor laid out his policy and budget agenda expecting the increase and improvement in the states education statistics along with decrease in Hope’s unemployment statistics which is 8.5 % when compared to the 6.7 % of other states due to the drop in hiring. The state is ranked 21st with a rate of 9.6 % in comparison to the low of 7.0 % and the high of 13.0 %. In 1986, the DOE of Hope was created with the mission to improve, protect and restore the quality of the natural resources air, land and water. It also propagated the advancement in smart growth along with promoting economies that could sustain and communities that were healthy and viable. The duties of the divisions within the department are the following: the redevelopment of resources, reducing health hazards, environmental protection, and improvement of existing safety measures and adequacy of air, water and land resources, promotion of clean energy and improving and advancing the level of customer service. It was also a dire necessity for the state to address its responsibility for the landfill management consisting of both hazardous and solid waste. Special approvals and permits were required for the disposal of various kinds of wastes. The previous DOE secretary Sharon Brooke had raked up an issue with the governor about the location and size of two particular landfills. She was more interested in outsourcing waste, rather than managing it within. Hope has 15 Superfund sites and in the year that followed, a problem with one waste disposal site would

The Description Of Leadership Styles

The Description Of Leadership Styles Organizational achievements are directly affected by type of leadership which their leaders are applying. So its important to review the literature on leadership styles. Throughout leadership history, many researchers have tried to explain about all or some part of typicality collection which results a successful leadership. Some of the most often quoted historical authors include Plato, Machiavelli, Hobbes, and Locke from the West and Confucius and Xunxi from the East (J.R. Turner R. Muller, 2005). Barnard (1938) defined the leaders basic functions. Based on his suggestion, an executive leader should have managerial and emotional attitudes. Managerial attitudes relapsed to cognitive and emotional attitudes refer to cathectic skills. Cognitive skills contain guiding, perfusing aims and directing related tasks. Cathectic skills contain motivational functions for making goal-seeking thoughts and increasing commitment between team members or a sample group. Aristotle defines three spec ifications for a good leader: 1. Developing relationships between all followers 2. Advocating an ethic vision 3. Leading by logic to manage activities. Researches have dedicated different dividing for leadership styles. At first we review divisions based on current sects over the recent seventy years. Handy (1982), Partington (2003) and Dulewicz Higgs (2003) have defined six main sects for leadership theory: The trait approach The style approach The contingency approach The charismatic approach t The EI (emotional intelligence) approach The competency approach The Trait Sect approach was pervasive until 1940s. It assumes leadership ability as an inborn specification not an acquisitive one. Turner (1999) through his studies found seven traits for effective executive leaders (e.g., ability of solving problems, negotiation and result-based mind). Kirkpatrick and Locke (1991) defined six topicalities as traits for an effective leader. The style approach was pervasive between 1940s-1960s. The basis of this sect is based on assuming leadership as an acquisitive concern. The most applicable theories in this frame place leaders on one or two dimensional metric by comparing them with one or two parameters. Its seeable in Adair (1983), Blake Mouton (1978) and Slevins (1989) works. The contingency sect was pervasive up to 1970s. Instead of last sects for finding fix attitudes for leadership, it suggests that being an effective leader depends on the pertinences of situations. Its typified in House (1971), Fiedler (1967) and Robbinss (1997) works. This sect tends to follow a process containing these steps: 1. Apprising the leaders characteristics 2. Evaluating mentioned situation based on main contingency variables 3. Seeking an accordant between the situation and the leader. House (1971) based path-goal theory as a contingency theory considering leader as a guider for helping the team in both finding goal and the process of finding. Path-goal theory defines four leadership types (Directive, Supportive, Participative and Achievement-oriented leaders). These should be matched with subordinate and environmental factors. Fiedlers (1967) different leadership types were based on defining three main variables for determining desirability between leadership style and situation. Such determination will affect the role of the leader. The charismatic approach was pervasive between 1980s- 1990s. it based on analyzing the behaviors of leaders which were successful in leading their organizations in changing situations. Based on Basss (1990) suggestion there are two leadership styles; transactional and transformational. Cognitive roles of Barnard are in accordance with the transactional leaders attitudes. Barnards cathectic roles are adaptable with The transformational leaders attitudes. Bass (1990) provided the Multifactor Leadership Questionnaire (MLQ) for evaluating type of leaders (transformational, transactional, and laissez-faire). MLQ is the most applicable questionnaire of evaluating leaders. Dulewicz and Higgs (2004) have adjoined more scales for both Organizational Concept and Organizational Commitment. By adding these scales, the weaknesses of primary MLQ has rectified. The IE (Emotional Intelligence) approach has been pervasive since the late 1990s. Its based on considering the emotional intelligence of leaders as the most important factor in success of them. Goleman, Boyatzis, McKee (2002) has Developed four dimensions for intellectual capability of a leader. These four dimensions lead to create six different leadership styles (Visionary, Democratic, Coaching, Pacesetting, Affiliative and Commanding). They assume that first four styles accelerate the responsibility in the team working and improve the performance but tow remained styles can lead to decrease both the responsibility and the performance. But in some cases these two styles (regarding the situation) might be useful. They also have demonstrated the correlation between IE, leadership style and organizational performance. Since the late 1990s the advertency of studies has moved to identification of Effective leaders competencies. All the efforts about such identifications return to competency approach. It might be considered as the similarity between competency approach and trait approach. But its important to emphasize that competencies are not inborn so its possible to make an effective leader. Different combined competencies will result different types of leadership which is suitable for different situations; Producing transactional leaders in situations of low complexity and transformational leaders in situations of high complexity (J.R. Turner R. Muller, 2005). Competencies are derived from mental or technical or bases. Dulewicz and Higgs (2003) have shown a comprehensive overview for competency approach and its functions. For ending the literature about leadership styles, its necessary to review basic leadership styles. Demonstrating three basic leadership styles by Kurt Lewin (1939) and his research group was the first try in defining leadership styles. As an early study, they demonstrate the main compartment containing Autocratic, Democratic and Laissez-Faire styles. Dyers study in 1986 showed that there are five separate approaches to leadership- participative, autocratic, laissez-faire/ mission, expert and referent. Recent classification assumes more divisions. There are six basic styles of leadership (Goleman, 2000) which containing coercive, authoritative, affiliative, democratic, pacesetting and coaching styles. Considering recent research results, effective leaders have ability to use their emotional intelligence for matching the assorted leadership style with particular situation. These six main styles are using different aspects of emotional intelligence for different situations. The ability for switching between these types for current situation of organization will make an effective leadership. Coercive style as an approach is using for compulsive situation. Such approach must be used warily because in most of situations, it may have negative effects on motivation and flexibility of employees. Authoritative style is less rigid than Coercive style by giving just freedom to employees for selecting the way of achieving the goal which has determined decisively by the leader. Affiliative style is based on giving no advice to employees. Its suitable for increasing coordination and sodality between leader and employees but may create employees instability. Democratic style makes an open area for decision making. Such approach increases the responsibility and flexibility throughout the organization but may create dispersion and decentralization disadvantages. Pacesetting style shows some kind of leadership who tries to make both high level for employees performance and advantages for competent workers. Such approach usually makes inverse results based on leaders idealism tendency. Coaching style signify the leaders focus on personality of workers more than their tasks. It causes improving weaknesses but may have inverse effect on rigid employees. Executives use six leadership styles, but only four of the six consistently have a positive effect on climate and results (Goleman, 2000). Whatever the leader has more domination on coaching, democratic, authoritative and affiliative styles, organizational achievement will be increased. Focus on Autocratic Leadership Style and its Applications and its Failure and Success Cases 3 pages In autocratic leadership style, workers and followers are controlled by one person as a leader. Theres no collaborative decision making and no concrescence between leaders and staff. Workers lose their responsibility, initiative and accountability. Such approach has negative effects on compensating process. In most of cases, autocratic style can be used for resurrecting a failing business by determining new ways of survival with a top-down set of procedures. The autocratic style should be used only with extreme caution and in the few situations when it is absolutely imperative (Goleman, 2000). A long term use of such approach will cause reducing employees performance by damaging their morale. Observations of the effects of leadership style (i.e., autocratic vs. democratic) on the atmosphere of small groups process analyses of interactions in laboratory discussion tasks, and reports of industrial workers on the behavioral styles of their supervisors sought to identify patterns of leader behavior associated with high productivity or good morale (Chemers, 2000). Vroom and Yetton (1973) developed a decision-making model for integrating decision of leaders by applying occasional factors considering a wide range of decision-making for leaders varying from autocratic approaches to participative approaches. Such model defines that in case that the work is distinctive and employees are able enough, tending to autocratic approach gives better results. Overhand in unclear situation with no enough information participative approach will help making a better decision. In some situations when leader has not enough support, using participative strategy will help him assuring followers about the equality of decision makings weigh between them. Empirical research on the normative decision model is not extensive but is generally supportive of its basic premises (Field House, 1990). Both Normative decision theory and contingency model are focused on as the leadership as a core of decision making. It means that these approaches are considering leader as a person who gains the support of followers for implementing the best solution. Meanwhile these two methods are focusing on applying Autocratic style for situations with a clear short-term aim and supportive followers but p participative approach should be used for less clarified situation. Both Fiedlers (1967; Fiedler Chemers, 1974, 1984) contingency model and Vroom and Yettons (1973) normative decision model are built around the notion that internal group processes, such as decision-making processes, must match with external task demands to ensure high levels of group performance (Chemers, 2000). It seems autocratic approach can be used in predictable circumstances and in more unclear and less predictable situation there is more need to use participative approaches. Identifying environmental factors like attitudes of followers can help a leader for choosing the best style of leadership matched with current situation. Dyers (1986) study shows that adopting participative, expert, or referent leadership styles by managers will result in higher employee satisfaction and better business performance. In contrast, applying autocratic or laissez-faire/ mission leadership style will result in negative effects regard to employees satisfaction and business performance (R. L. Sorenson, 2000). There was a significant relationship between the project leaders professional qualification, his leadership style, and team composition and overall project performance (Odusami, 2003). Clift and Vandenbosch (1999) mentioned that autocratic leadership style is more common in short-cycle simple projects and participative leadership style is more common in short-cycle complex projects. Moreover, the long-cycle project leaders have also more tendencies to use the autocratic approach to lead the project. The Vroom and Yetton (1973) normative contingency model emphasizes increased follower involvement in decision making rangi ng from autocratic, consultative, to group leadership styles (Hollander Offermann, 1990). Baker (1980) has suggested studying the model because it can be useful for leaders in decision making and improving its process. Likert (1961) showed that a top level leader can issue his leadership style for the next leaders and make it as a leadership culture for the organization. For instance, a highly placed autocratic leader, who is low on input and participation from subordinates, can set a climate that limits the ability of leaders below to be participative (Hollander Offermann, 1990). Subordinate participation in decision making (PDM) as a human relation-based approach gave more tools for decision making. Schweiger and Leana (1986) by using PDM showed that no participation level (from fully autocratic to fully participative) can be employed for all followers in all kind of circumstances. Autocratic- oriented leadership may assume that his own awareness and information is enough for important decision making and followers are always less qualified for commitment. Such view point is unlike the participative leadership style. Job Satisfaction Description (Definitions and Business Impacts) 4 pages As one of the most important issues in organizational behavior, Job satisfaction considered as an attitudinal variable measuring the degree to which employees like their jobs and the various aspects of their jobs (Spector, 1996; Stamps, 1997). Locke (2002) gives a definition for job satisfaction as a pleasurable or a positive emotional state resulting from the appraisal of ones job or job experience. it can be defined also as à ¢Ã¢â€š ¬Ã‚ ¦ the feelings a worker has about his or her job or job experiences in relation to previous experiences, current expectations, or available alternatives (Balzer, 1997). As Begley Czajka (1993) Chiu (2000) and Tharenou (1993) said, job satisfaction is related to increase Job performance, positivity of work values, raising the motivation of employees and decreasing the absenteeisms rates and so on. In fact the whole Attitudes of members in an organization constitute the Job satisfaction. Responding employees into their job descriptions indicates the ir obligation toward employers. Re-engineering and minifying of the organization can help employers specifying efficient employees. Robbinss (1998) suggestion shall be considered about being the basis of job satisfactions measurement on the difference between the amounts of actual receiving compensate and the amount of which they are expected to receive. There are too many studies about Job satisfaction as one the organizational behaviors main factors. The relationship between job satisfaction and other organizational outcomes like absenteeism, performance, organizational commitment and turnover leads to focus on it. Changing situation of every organization especially hospitality industry led to focus on how to made employees efficient and effective, and thus for reaching the answers that was necessary to start studying about job satisfaction. Motivation theories (Herzberg, Maslow, and Vroom) are the basis for most of job satisfactions approaches. Maslows (1943) hypothesis is based on a hierarchy containing five needs (psychological, safety, social, esteem and self actualization needs). It assumes such proposition; although no need is ever fully gratified, a substantially satisfied need no longer motivates (Faulk, 2002). So its critical for an organization to identify the level of every employee on the hierarchy and try to satisfy him/her at that or hyper level. Motivation-hygiene theory of Herzberg (1966) suggests two factors affecting on the satisfaction or dissatisfaction of employees. According to this two-factor theory, inner factors are related to job satisfaction (opportunity of personal achievement, essence of work and possibility of growing). Conversely, outer factors are related with job dissatisfaction (organizational policy, conditions of works and etc. Expectancy theory of Vroom (1964) hypothesizes a relationship between the tendency to behave in a certain way, strength of a given outcome and the attractiveness of that outcome to employees. It proposes that an employee will perform at the best level of possibility if he/she be sure of existing one strong relationship between endeavor and performance, performance and compensates, compensates and satisfaction of personal aims. As a measurable thing, job satisfaction can be assumed as global feeling related to job and its factors. A job satisfaction facet can be related to any aspect of a job, including rewards, coworkers, supervisors, the work itself, and the organizational (Faulk, 2002) Based on Spector (1997) studies, such approach can prepare one more clear perspective of employees job satisfaction than a global approach. The reason is about having various feelings of different facets of the job. There are two job satisfaction measurement tools containing the Job Descriptive Index (JDI) and the Minnesota Satisfaction Questionnaire (MSQ). Both tools are developed for measurement of job satisfaction applying facet approach. Both of them measure the job satisfaction level by scaling satisfaction with distinctive facets of every employees job. The score of all facets including essence of work, competitors, supervisory and payment methods is gathered to make the summarized job satisfaction levels. Thereafter studies began to focus on using JDI and MSQ payment sub-scales for accretion of validity and making opportunity for comparing different results of studies (e.g., Berger Schwab, 1980; Blau, 1994; Capelli Sherer, 1988; Dreher, 1981; Dyer Theriault, 1976; Schwab Wallace, 1974). Organizational commitment is an important factor in organizational studies. It has a strong correlation with work-based factors like absenteeism, turnover, job satisfaction, leader-worker relationships (Arnolds Boshoff, 2004; Bagraim, 2003; Buck Watson, 2002; Eby, et al., 1999; Farrell Stamm, 1988; Lance, 1991; Mathieu Zajac, 1990; Michaels Spector, 1982; Tett Meyer, 1993; Wasti, 2003). Turn over can be defined as a states the individuals intentions to leave the organization (Faulk, 2002). Its another factor which has been considered having a relation to job satisfaction. Brockner et al. (2002) present that attention to justice in layoffs leads to increasing desirable reactions of workers for reaching the outcomes. Greenberg (1990a) showed the linkage of procedural justice with system satisfaction. Moreover he found the relativity between distributive justice and outcome satisfaction. Next studies support such model defining not only the impact of procedural justice on every organizational factor like organizational commitment and organizational citizenship behaviors but the impact of distributive justice on job specifications like job satisfaction. Such proceeding can be applied as a practical action for every organization. For increasing the level of commitment in organization, its necessary to focus proceedings on procedural justice perceptions. Otherwise for increasing the level of job satisfaction organization should focus on increasing distributive justice. Judge et al (2001) provided a review of relationship between job satisfaction and job performance qualitatively and quantitatively. They described 7 past qualitative models and finally because of un-integrity between all of them, used a new meta-analysis and developed a procedure for next researches about relationship between job satisfaction and job performance. Rusbult and Farrell (1983) studied The Impact of a longitudinal test of the investment model on job commitment, satisfaction and turnover of employees their study showed the differences between leavers and those who stayed in each factor of this model. Arvey et al (1989) examined environmental and genetic component on job satisfaction by using monozygotic twins and their findings was in consistent with genetic hypothesis and were applied as supplements of job satisfaction theories. Impacts of Autocratic Leadership Style on Employees Job Satisfaction 2 pages There are many worthy researches about leadership since the 1950s. This has divided into three areas: task-oriented, relation-oriented and participative leadership (Yukl, 2001). May be it is a common assumption that leadership style is based on everyones personality but functionally, it should be an optional choice. Leaders should have a wide range of behavioral solutions for every particular occasion. Goleman (2000) has defined six basic leadership styles deriving from various levels of emotional intelligence and applicable in specific situations. Each style has led organizational achievement with a specific manner. Our own working experiences tell us these are incontrovertible facts (Solutions Zones 2004). If we consider the autocratic management style as a kind of transactional style of leadership, there are a vast researches and applied findings about its relation with workers motivation, subordinates commitment and job satisfaction. The transformational leadership style has a positive association with work performance and organizational commitment of subordinates more than the transactional style. Transformational leaders produce higher leadership outcomes as well (Stephen Ogunlana, 2008). Also, Savery (1994) investigates on democratic style of leadership which is in opposite of autocratic one and says that The democratic style of leadership leads to a more positive organizational commitment from the individual and also higher job satisfactionà ¢Ã¢â€š ¬Ã‚ ¦. Rad Yarmohammadian (2006) found that Employees job satisfaction depends upon the leadership style of managers. The research shows that participative management is not always a good management style. Managers should select the best leadership style according to the organizational culture and employees organizational maturity (Rad Yarmohammadian, 2006). We indicate specific instances where it has been shown that an appropriate leadership style, and the competence and emotional intelligence of the leader, delivers better results (J.R. Turner R. Muller, 2005) Research has shown that the most successful leaders have strengths in the following emotional intelligence competencies: self-awareness, self-regulation, motivation, empathy, and social skill (Goleman, 2000). Autocratic style as an approach must be used by a calculable method because in most of situations, it may have negative effects on motivation and flexibility of employees.

A Comparison of Fate in The Stranger (The Outsider) and Myth of Sisyphus :: comparison compare contrast essays

Fate in The Stranger (The Outsider) and Myth of Sisyphus  Ã‚   In his works, The Stranger (The Outsider) and Myth of Sisyphus,   Camus addresses the consciousness of Meursault and Sisyphus through their fate. Sisyphus knows his fate. He to Because he has the opportunity and does rationalize his fate, he has consciousness. As the rock rolls back down, he is able to look back upon his life and analyze it. Nothing could be more existentialist. Sartre’s Garcin wants to meet his fate face to face. So, Sisyphus, embodies this desire of Garcin, and is thus a hero to him. Similarly, Charles Dickens’ scrooge has the unique opportunity to become an observer to his fate in the past, present and future. While Camus’ Meursault does not care about his past, he expresses the same feelings as scrooge and Garcin in their desire to confront their fate. Indeed, this is why they are every man and Sisyphus is our hero - he has and will always confront his fate. He has the conscious power to contemplate and control his fate. Therefore, if we know that everyone faces death as their fate, consciousness equals the ability to deal with ones fate. If we know our fate, do our lives hold meaning? Meursault remarks, â€Å"Nothing, nothing mattered, and I know why.† He knows he will be executed by a society in which he cannot exist, but he resigns and thereby assures himself that the middle is meaningless. Before his arrest, he knew he would die. Perhaps this knowledge justifies his living moment to moment. His statement compares to Beckett’s Vladimir when he laments, â€Å"Nothing happens, nobody comes, nobody goes, it is awful!† Both Meursault and Vladimir understand their insurmountable fate, but Meursault desires to confront it. This reveals Meursault to have the heroic qualities of Sisyphus. So, what Vladimir recognizes, Meursault confronts, and Sisyphus transcends. Sisyphus conquers his fate in spite of his immortality. Camus addresses the consciousness of Meursault and Sisyphus through their fate. By the ability to recognize his past, Sisyphus shows how Meursault lacks unhappiness. Meursault has nothing with which to compare the pleasure he feels instantly, so he is at the least continually content and possibly perpetually happy. Conversely, Sisyphus understands his past yet chooses not to compare his past to the present or his known future. When the priest asks Meursault if he would prefer a different life to his own, he remarks he wants a life â€Å"where I could remember this one.

Nursing Expertise Self-Report Scale and Reflection

After completing the Nursing Expertise Self-Report, I felt as a nursing profession I was analytical toward each questions. I noticed that most of my answers were drawn from my clinical experience working as an emergency nurse.I find that I looked at the situation as whole, combining all aspect of nursing from objectives and subjective data while still adhering to all policy and procedure. I also noticed for any aspect of clinical situation that my patients may represent, I strong disagree that emotional attachment would get in the way of good nursing care. In fact, I believed that emotional attachment are a characteristic a caring and compassionate nurse. This kind of characteristic may allow the nurse to be more accurate with her findings because she knows closely of what is consider normal to her patient.She may be the first to notice a change in her patient’s condition. I thought this exercise was very informative and knowledgeable because it allowed to see how I am grown a s a nursing professional. It is a great feeling to see that my nursing practice and decision making comes naturally by understanding that all pieces of information related to the patient is equally important one another. I also find that communication is essential to all aspect nursing care because it allow the patient to feel connected to the staff as well as understand his/her plan of care. As nursing professional we are always using critical thinking to anticipate the next possible event that could occur.Although we may not realize it, we tend to forget to communicate with the patient and family as often as we should. This exercise help me realize that I need to communicate with my patient more often to help them understand their care plan and the care providing to them. I also noticed in this self-report scale and reflection that I always follow the standard patient care procedures no matter what situation may present because the standard patient care procedures were written to allow the best possible outcome for the patient.

The Cultural Revolution in China

The Cultural Revolution in China The need to address Mao’s interests in the rivalry with his opponents was disguised in the fight for the preservation of socialism in China through the Cultural Revolution. Mao saw this as an opportunity to make a comeback into power after the immense loss he suffered in the Great Leap Forward (Lu, 2004). He had considerably lost in terms of his influence within the Chinese Communist Party leadership.Advertising We will write a custom research paper sample on The Cultural Revolution in China specifically for you for only $16.05 $11/page Learn More He exploited the fact that his shortcomings exhibited through this event remained unpublicized to launch the Cultural Revolution. They used the notion of capitalism eroding the socialism upon which China thrived to mollify the people to support their cause. The misdirection of the youth by the Mao faction adversely affected their psychological well being as well as the genuine prospects of socialism. The you ths were considerably disillusioned because of the negative experiences they encountered during the revolution. This underlines the fundamental objective of the revolution as depicted by Mao. The education sector in China suffered considerably during the era of the revolution. Mao factionists paraded and humiliated academic administrators in the streets labeling them as rightists (Lu, 2004). Mao’s perception that academicians supported his opponents solely fueled the harassment that he bestowed upon them. This in itself illustrates the personal insecurities that drove Mao in his advocacy for the revolution. He did not want his authority questioned, and thus any elements that might have had the audacity to question his policies had to be suppressed. The use of the public humiliation in this regard, amounted to the suppression of free political discussion. Most of the followers of Mao’s cause in the Revolution never realized that he shared in the undertakings of the Comm unist Party. At one point, when the students that Mao had mobilized unleash terror on his rivals turned uncontrollable, he compromised with his opponents an illustration that his motives were personally driven. He further demonstrated his opportunism by entering into a deal with the US imperialism, which he claimed to oppose. Mao used his political resources to secure the dismissal of selected officials within the armed forces, the cultural establishment, Peking municipal government, and the Politburo itself (Lu, 2004). The revolution, which Mao hoped to be his most significant contribution to China to Marxism-Leninism, instead became the monumental error of his later years. Because of his influence, his tragedy became the tragedy of the whole nation.Advertising Looking for research paper on asian? Let's see if we can help you! Get your first paper with 15% OFF Learn More The costs of this revolution were largely the consequences of Mao’s perception th at China was on the brink of the restoration of capitalism, and his prescription that the youth mobilization was the best option to prevent it (Jiang, 2007). The crisis is comparable to a crisis of political modernization in a developing country in the 20th century where there are high levels of protest due to widespread dissatisfaction with a variety of social, economic, and organizational policies. The Chinese Communist party was unable to either suppress the dissidents or accommodate them. The results, just like elsewhere, was chaos and anarchy. However, what is unique about the Cultural Revolution is that the leader of the regime itself deliberately induced the crisis (Jiang, 2007). Mao called into question the legitimacy of the Chinese Communist Party and mobilized the social forces that would undermine the government. He provided the political and ideological vocabulary for the protest and dissidents. The fact that the Revolution ended with Mao’s death depicts a revolut ion whose ideologies were only the making a few individuals. Mao used his influence to attain his objectives by exploiting the ignorant and dissatisfied elements in the society. The aftermath of Cultural Revolution is best described in terms of the trails of destruction left behind. It was a ruthless power struggle between Mao’s group and his conservative opponents. The Cultural Revolution was a chaotic era that witnessed the victimization of helpless intellectuals, loyal party members, and innocent civilians (MacFarquhar, 1991). During this episode, democracy and the law were disregarded. The people, whose opinions were the supposed cause for the Revolution, were left with a sense abandonment and isolation. The Cultural Revolution witnessed a lot of bloodshed with anyone perceived as an enemy of the revolution being the target. Institutions of learning literally ceased to function, as the youth were key participants in the revolution since Mao managed convinced them that the school system was oppressive. The leaders in the Revolution disregarded the freedom of thought and of academic inquiry that they ought to have promoted as genuine Marxists. Nothing illustrates better the Revolution’s impact on China’s education system than the fact that the education ministry was abolished in 1966 and remained that way until 1975 (MacFarquhar, 1991).Advertising We will write a custom research paper sample on The Cultural Revolution in China specifically for you for only $16.05 $11/page Learn More The youth, especially the students who abandoned their formal study to engage in factional fights as Red guards, which was one of Mao’s major instruments in his undertakings, ended up disillusioned and felt betrayed at the end of the war. Although they sacrificed a lot to the cause of restoring socialism in their country, there were no substantial benefits derived from the Revolution. Furthermore, China’s economy suffer ed greatly during the era of the Cultural Revolution. References Jiang, J. (2007). Burden or legacy: from the Chinese Cultural Revolution to  contemporary art. Hong Kong: Hong Kong University Press ;. Lu, X. (2004). Rhetoric of the Chinese Cultural Revolution: the impact on Chinese  thought, culture, and communication. Columbia, S.C.: University of South Carolina Press. MacFarquhar, R. (1991). The Cambridge history of China. Cambridge [u.a.: Cambridge Univ. Press.

Biological Weapon Effects on B essays

Biological Weapon Effects on B essays Biological Weapon Effects on Biological Diversity The cost of developing small-scale but nonetheless sophisticated bioweapons facilities and arsenals is in the range of $10,000 to $100,000 (Dudley 590). Natural viruses are readily and inexpensively available and have just as much capability as other viruses to disrupt the biological diversity. Biological weapons can have serious ramifications on the biological diversity as a whole, and not just to the ones in which the biological weapons are created for. Will a biological weapon effect only a certain population of organisms, or will the ramifications be greater? No elaborate delivery technologies or methods are necessary for clandestine, economically targeted bioweapons attacks on agricultural crops or livestock (Dudley 584). In 1887, an epidemic outbreak of the Rinderpest virus killed nearly 95% of wildebeest, cattle and African buffalo. (Dudley 586) For more than a century, the African buffalo has not been able to make a strong come back, and therefore remain in small populations. The Indigenous African people fell upon economic hardship and hunger, while two-thirds of the Nilotic pastoral people starved to death. The findings provide evidence that the virus is even more catastrophic to habitats, then just a select population of species. The virus of choice to use in a biological weapon would be one that is exigent and at times impossible to eliminate. Reoccurrences of viruses such as anthrax, bovine tuberculosis and rinderpest, have made it difficult for species to regain a healthy population size again. Biological weapons can cause great problems for immediate and far futures. The immediate future will be the species that are susceptible to the virus and will deplete as a result. The far future will be the species dependent upon the depleted species in which they will have to find new means of surviving in order to survive, thus causing a shake-up in ...