Jarena Lee Essays - Christianity, Jarena Lee, Anglican Saints

Jarena Lee Jarena Lee felt imbued with a religious mission in life, and because of this, she bravely defied the conservative sex biases of the church to become, as she contended, the "first female preacher of the First African Methodist Episcopal Church". As an evangelist, Mrs. Lee sometimes traveled on foot to spread her religious message and would walk as far as 16 miles to preach. When over forty years old, the unordained minister logged 2,325 miles on the Gospel circuit. She preached up and down the Eastern Shore and traveled into sections of Illinois and Ohio, converting blacks as well as whites to the Christian faith. Believed to have been born free in Cape May, New Jersey, February 11, 1783, to parents who were "wholly ignorant of the knowledge of God," she left home at the age of seven to work as a maid sixty miles away. Her first religious experience occurred relatively late in life--in 1804 when she was twenty-one. Listening to a local Protestant missionary who was holding services in a schoolroom, she became overwhelmed by the "weight of my sins". Afterward, she contemplated committing suicide and credited the "unseen arm of God" with preventing her. After moving to Philadelphia, she was inspired by the preaching of the Reverend Richard Allen, founder of the African Methodist Episcopal Church, and became"gloriously" converted to God. Five years later, she experienced a religious sanctification of mind and spirit and was moved by a vision to preach. She went to see the Reverend Allen, who informed her that she could hold prayer meetings, but that his discipline did not call for women preachers. Later writing in her journal, she reflected on the decision, noting, "O how careful ought we to be, lest through our by-laws of church government and discipline, we bring into disrepute even the word of life. For as unseemly as it may appear now-a-days for a woman to preach, it should be remembered that nothing is impossible with God. And why should it be thought impossible, heterodox, or improper for a woman to preach? seeing the Savior died for the woman as well as for the man. If the man may preach, because the Savior died for him, why not the woman? seeing he died for her also. Did not Mary first preach the risen Savior, and is not the doctrine of the resurrection the very climax of Christianity--hangs not all our hope on this? Then did not Mary, a woman, preach the gospel? for she preached the resurrection of the crucified Son of God." In 1811, she married Joseph Lee, a pastor of a congregation in Snow Hill, a town six miles from Philadelphia. Feeling that she did not fit into the community, she became discontented the first year and told her husband she wanted them to move. But because he felt that his obligation as a minister came first, he refused. Jarena Lee's passionate but stifled desire to preach caused her morbid suffering and ill health. Tragedy beleaguered the family, and five members died within six years, on of whom was her husband. Two children survived, a two-year-old and a six-month-old baby. her suppressed calling to preach was miraculously released in the church of Reverend Allen, where she went to hear the Reverend Richard Williams give a sermon. In the same course of his preaching, she suddenly discerned that he had "lost the spirit". At that moment, she spang to her feet and gave a stirring exhortation, writing in her journal later, "God made manifest his power in a manner sufficient to show the world I was called to labor according to my ability. Immediately following her sermon, the Reverend Allen, now bishop of the African Episcopal Methodist Church, rose to sanction her right to preach. From that time on, Jarena Lee's life was dedicated to evangelizing, and as she did so, she challenged the prejudices against women as ministers of God. To tell others of her work, she had printed in Philadelphia a pamphlet of twenty-four pages entitled The Life and Religious Experience of Jarena Lee, a Colored Lady, Giving an Account of Her Call to Preach the Gospel. She kept a journal while traveling which she combined with her autobiography, and this expanded version appeared in 1894 as Religious Experience and Journal of Mrs. Jarena Lee, Giving an Account of Her Call to Preach the Gospel. She sold her book at church meetings to meet expenses. One source has categorized it as a"narrative of her pilgrimage with exhortations to the

The Use of Bibliography Compared to the Use of Literature Review

The Use of Bibliography Compared to the Use of Literature Review 82% of students who take a gap year, first of all, want to rest and take a step back from the academic field. So, if you are reading this article right now, you either have already enjoyed your time free from papers and research, or dismissed this opportunity not to waste months on understanding who you are and what you want to do with your life. Anyway, all your decisions have led you to this point when you need to grasp the difference between the use of bibliography and literature review (yeah, students often get them confused while writing academic assignments). You have to get your bearings around these two notions in order not to mix them up and submit polished, flawless papers with all its parts completed correctly. Now let’s see what the fuss is all about. Purpose The annotated bibliography is compiled to give a reader a review of all the sources used in an academic piece and their relevance to the topic together with their credibility. In the meanwhile, the literature review has to provide a brief summary of the subject researched in the paper by mentioning and exploring the main written works in the field. Content Organization There are several differences that you have to take into account while comparing and creating a research thesis with these 2 elements: In the bibliography, all the articles and books are arranged as a list according to the alphabetical order whereas the literature review has a structure of a regular text with an introduction, paragraphs and conclusion. Annotated bibliography mentions the source only once giving a small description (100-200 words) of its importance. The literature review can repeat the same works several times if it’s required. In the list, each scientific article or journal has to be analyzed separately while the review presents a number of resources and sorts out whether they disagree or agree. As you can see, these 2 elements are completely different and when you know the distinctive features of each one, it’s actually difficult to mix them up. But identifying details don’t end at this point. Formatting While creating an annotated bibliography, it is significant to take into consideration that its single source contains a description together with a citation preceding it. A citation always has to be formatted following the regulations of a certain referencing style (APA, MLA, etc.). A literature review, in its turn, abides by the rules of the text and in-text citation formatting. All in all, the annotated bibliography is a list of works mentioned in the academic paper organized in alphabetical order that gives a brief account of why they are relevant to the research. The literature review, on the other hand, touches upon the topic under research and specifies the major contributions published throughout some period. Bookmark our article with these definitions and characteristic features to keep it handy whenever you need to find your way around this difference again.

Innovation and Change Essay Example | Topics and Well Written Essays - 3250 words

Innovation and Change - Essay Example Innovation and commercialisation differ considerably from each other. Different types, sizes and markets of innovation have been clearly depicted in the paper. Several factors such as culture, organisational structure, its core competence and environmental scanning that play a vital part in innovation strategy have been mentioned in detail. Various issues and factors that make an organisation innovative have been discussed by citing examples. 2.0 What Is Innovation and Why Is It Important? Definition Innovation refers to an application of improved or new ideas to products, process, marketing or various other activities of a firm in order to increase its ‘value’. Value represents a wider approach to incorporate higher value added to the firm, benefits to consumers or other firms (Princeton University Press, n.d.). Innovation implies the process by which different degrees of quantifiable value improvement is planned as well as achieved in commercial activity. The processes by which innovation can be achieved are introducing new or improved products and services, executing improved operational process and implementing new managerial process (Business.Gov.in, n.d.). Importance In the present scenario, innovation is a key factor to maintain long run of business and organisation. Innovation facilitates to achieve competitive advantage over others. An organisation is involved in various innovative activities in manufacturing procedures, brand building, product improvement and others. Innovation facilitates to structure corporate life and also helps a company to develop various strategies. Various other significances of innovation in the industry encompass decrease in total cost of production, increase in income opportunity and maintenance of well-organised operating system. It also enables to observe probable acquisitions on the basis of cost as well as accelerating profitable top-line revenue growth along with increasing capabilities. The research and de velopment of the country can be expanded by innovation by means of most up-to-date technology in the country (Business.Gov.in, n.d.). Difference between Commercialisation and Innovation Innovation implies improvement with innovative technologies in various sectors in an organisation. Innovation process varies considerably depending on different industries and their product lines. In certain industries, such as pharmaceuticals, innovation depends greatly on scientific breakthroughs, while in electronics industry innovation develops from product and process design. Innovation takes on several characteristics during product as well as industry life cycles (Princeton University, 1995). Commercialisation refers to increase in profit from innovation in an organisation by integrating new technologies into processes, products and services and then selling them in marketplace. Commercialisation is contingent in industries of pharmaceuticals along with aircraft while receiving sanction of pro ducts from suitable organisations. Commercial success depends on the ability and skill of firms to develop and protect a proprietary benefit in the marketplace as it does on their capability to produce new scientific and technical advances (Princeton University, 1995). Several innovations are developed to the prototype stage and are produced in lesser amount, but it is not totally commercialised because the financial

Australia's Bushrangers Essay Example | Topics and Well Written Essays - 1000 words

Australia's Bushrangers - Essay Example A little over a century ago, Mark Twain remarked that "Australian history does not read like history, but like the most beautiful lies" (cited in Gerster, 2001). The elevation of bushrangers, such as Ned Kelly, to the status of mythical heroes and national legends, incited that remark. Australian history, as opposed to legend, sentimental national memory and selective or revisionist recollections of the past, incontrovertibly establish the criminality of the nineteenth century bushrangers. They were murderers, thieves and outlaws and even their staunchest supporters have been unable to defend them against these claims (Seal, 1980). Within the parameters of the stated, the more fundamental question pertains to the evolution of criminals into figures of heroic legend and, more precisely, the secret of the appeal of bushrangers like Ned Kelly to the Australian national memory. In response to the questions raised, the argument shall illustrate that the bushrangers became figures of heroi c legend and assumed mythical proportions within national memory as an immediate outcome of the nation's historical circumstances, its status vis--vis Britain and, most importantly, consequent to the fact that the bushrangers' defiance of the law, withstood retelling as rebellion against British domination, and their capacity to survive in the country's harsh and expansive outback lend to the myth of the formation of nation, through the taming of the wild. The very formation of Australia, insofar as many of its "founding fathers" were the outcasts and victims of British society and justice, significantly contributed to the later evolution of the bushman as hero (Jupp, 2001, p. 16). In his overview of the demographical characteristics of the nineteenth century Irish and British convicts who were transported to Australia, James Jupp (2001) , observes that the majority were poor and marginalised. Not withstanding or denying the fact that they had a criminal background and were convicted felons, the fact was that a significant percentage were first-time felons and that he majority were guilty of non-violent crimes such as larceny and theft. In other words, studies and historical records indicate that the British and Irish convicts, transported to Australia for their crimes, were not the dangerous criminals they have often been depicted as but, more often than not, poor and marginalised members of the lower classes, whose crimes did not war rant transportation to a penal colony (Jupp, 2001). Within the context of the mentioned, one begins to realise that the country was gradually being peopled with settlers whose very circumstances, whether the experience of social marginalisation or harsh/blind justice predetermined, not only the evolution of an outlaw culture but, support for outlaw-ism insofar as it withstood interpretation as rebellion against the British and against injustice. The status of Australia vis--vis Britain further contributed to the readiness to elevate the bushmen into national icons and heroes, rather than simply dismiss them as outlaws and criminals. As may be inferred from David Neal's (1987) account of the emergence of Australian nationhood, Australia was perceived of as a convict society and penal colony. Irrespective of the validity of this perception, the fact remains that the stated coloured societal relationships and the distribution of power therein. Quite simply stated, society was consequently comprised of a free class, which wielded both wealth and power, and the convict and slave classes (Neal, 1987). As may be inferred from Neal's (1987) analysis, it was a society characterised by inequality and insofar as a significant proportion of its members were not free, not to mention the status of the country itself as a penal colony, as opposed to a sovereign and independent nation, Australia and Australians were not free. Instead, the c ountry was subject to British domination, on the one hand and, the majority of society was under the domination of the minority, on the other (Evans and

Corporate & Global Strategy Case Study Example | Topics and Well Written Essays - 2000 words

Corporate & Global Strategy - Case Study Example The study made three important findings. Firstly, Tesco unlike the competitors is focused on cost leadership, generic focus and product differentiation. This has become part of the company's culture. To the company lower cost does not mean lower quality. Secondly, the company's management emphasizes on its core values, lay emphasis on product differentiation and lower cost; that is using the cash cows and stars to reduce the company's question marks. Also, it has been argued in this paper that, the company should enter into exclusive long term relationship with suppliers, co-branding with celebrity, artist and designers to create a unique product. It should be so, because taking a lead of innovation might mean innovation in branding, innovation in product variation and innovation in other formats. Andrews (1997: p. 52) defines corporate strategy as "the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of business the company is to pursue, the kind of economic and human organisation it is or intends to be and the nature of the economic and non-economic contribution it intends to make to its shareholders, employees, customers, and communities". Corporate strategy in effect maps out the businesses in which an organisation intends to compete in a way that focuses resources to convert distinctive capabilities into competitive advantage. (Andrews, 1997). In the present challenging context of today's global competition, businesses and firms no-longer compete as individual companies but try to corporate with other businesses in their activities (Wu & Chien 2007:2). Kanter (1995:71) on his work on "Mastering Change" argues that success in the present day business is not for those companies that re-engineer the way they do things, or for those fixing the past. According to Kanter (1995) such an action will not constitute an adequate response. 1.1TESCO Corporate Strategy This paper focuses on the corporate strategy of TESCO. Founded by Jack Cohen in 1919, Tesco Plc today, has established itself as the largest super store in Europe. According to the company 2007 corporate report and the website, Tesco PLC is an international retailer. Tesco principal activities include food retailing having over 2,000 stores in the United Kingdom. The company also has stores and retail outlet in other countries like the Republic of Ireland, Hungary, Poland, the Czech Republic, Slovakia, Turkey, Thailand, South Korea, Taiwan, Malaysia, Japan and China (Tesco 2006 Review). Tesco operates 165 International Express stores. In addition it operates 39 stores in China, 111 in Japan, 13 in Malaysia, 62 in South Korea, 6 in Taiwan, 219 in Thailand, 35 in Czech Republic, 87 in Hungary, 105 in Poland, 91 in Republic of Ireland, 37 in Slovakia and 8 in Turkey. (Tesco Annual Review, 2006). It therefore operates

Environmental Impact Assessment for Airport Construction

Environmental Impact Assessment for Airport Construction This report is about the environmental impact assessment (EIA) for the evaluation and consideration of building a new airport for Kuala Lumpur, Malaysia to replace the existing Sultan Abdul Aziz Shah Airport Kuala Lumpur. The proposed new Kuala Lumpur International Airport is in Sepang, Selangor. This report is prepared by consultant group from Syaszee Co. appointed by the government for carrying out studies on the EIA for new airport projects in Malaysia. The report is following the Malaysian Government EIA guidelines and methodologies as described in the Environmental Assessment Requirements and Environmental Review Procedures of the Asian Development Bank (1993) and Environmental Guidelines for Selected Infrastructure Projects (1990). The preparation of this report consist of various discussion with the stakeholders, academicians, local government, policy maker and private consultants to give opinion and overview regarding the impact and viability of this new airport project. In order to proceed with the studies, various methods are being used to gather the information as follows: (i) review of available literature, (ii) meetings with National and local government officials, (iii) site visits to the new airport and surrounding areas, (iv) discussions with inhabitants near the site, (v) ambient noise and air quality and surface water quality sampling and testing in the field and in the laboratory, and (vi) application of professional knowledge and experience. The requirement of conducting the Environmental Impact Assessments in any project by the countries has been reflected in the: (i) Principle 17 of the Rio Declaration on Environment and Development (ii) Article 5 of the Legal Principle for Environmental Protection and Sustainable Development (iii) Principle of Environmental Impact Assessment developed under the UNEP. Besides that, an EIA generally includes the following aspects which are: Project definition Screening of the project and scoping of the assessment Stakeholder identification Identification and gathering of social and environmental baseline data Impact identification and analysis Development of mitigation and / or management measures and actions Public Disclosure (a) Project Definition Project definition is detailed description about the proposed project. It describes the existing airport facilities and its operation along with the proposed construction of new facilities and the plans for operation following the construction of the new facilities that are needed for the convenient of the users. The proposed facilities must meet the standard of the international airport requirement and can accommodate more aircraft at the airport. (b) Screening The project was reviewed against applicable legal requirements and government policy imposed to the development of new airport in Kuala Lumpur. The results are finally used to identify the impacts and any further assessments that need to take into consideration before proceed with the project. (c) Stakeholder Identification The appropriate organizations and individuals should been interviewed to identify environmental impacts. They were requested to identify any issues or concerns with the project, identify appropriate standards and identify further parties for consultation. For example, representatives from various department and agencies such as Ministry of Natural Resources and Environment, Ministry of Transport, Ministry of Information, Communication and Culture, Ministry of Works and Ministry of Energy, Green Technology and Water and Town Planning Department and Airport Authority. (d) Identification and Gathering of Social and Environmental Baseline Data Baseline data was gathered to describe the existing physical, biological and socio-economic conditions. The following technical studies were conducted to collect additional baseline data: Baseline Assessment establish baseline conditions and compliance with requirements Site Assessment establish nature and extent of contamination within the Project area Flora and Fauna Assessment identify any risks within the Project area and collect information to support the development of a wildlife and habitat management plan to reduce the risk of wildlife and aircraft interaction Hazardous Building Materials Assessment identify risks of hazardous building materials in the existing buildings Stormwater Considerations / Alternatives identify opportunities to improve existing drainage and accommodate additional drainage loads from the Expansion Project (e) Impact Identification and Analysis All potential risks and impacts will be documented and analysed. All phases of the project including design, construction, operations, and decommissioning will be considered. The following table is extracted from Canadian Environmental Assessment Agency as a guidance material on the Canadian Environmental Assessment Act to determine if an impact or risk is adverse or significant. Table 1. Factors in Determining Adverse Environmental Effects Changes in the Environment Effects on People Resulting from Environmental Changes Negative effects on the health including plants, animals, and fish. Negative effects on human health, well-being or quality of life Threat to rare or endangered species Increase in unemployment or shrinkage in the economy. Reductions in species diversity or disruption of food webs Reduction of the quality or quantity of recreational opportunities or amenities Loss of or damage to habitats, including habitat fragmentation. Detrimental change in the current use of lands and resources for traditional purposes by aboriginal persons. Discharges or release of persistent and/or toxic chemicals, microbiological agents, nutrients (e.g., nitrogen, phosphorus), radiation, or thermal energy (e.g., cooling wastewater) Negative effects on historical, archaeological,  paleontological, or architectural resources Population declines, particularly in top visual  amenities (e.g., views) Decreased aesthetic appeal or changes in  predator, large, or long-lived species Loss of or damage to commercial species Loss of biodiversity The removal of resource materials (e.g., or  resources; peat, coal) from the environment Foreclosure of future resource use or production Transformation of natural landscapes Obstruction of migration or passage of wildlife Negative effects on the quality and/or quantity of the biophysical environment (e.g., surface water, groundwater, soil, land, and air) (f) Development of Mitigation and / or Management Measures and Actions The development of new airport basically already outline in the long term National Plan. The plans outlines things need to be consider including the environmental effects and impacts to the society. Besides that, the airport project is already assigned to the respective Ministry to appoint contractors responsible for building this mega project. All the plan outlines and progress report should be handled to the respective Ministry which is Ministry of Works and Ministry of Transport. Besides that, the contractor will be required to develop and implement an environmental management plan (EMP) in accordance with contract documents to ensure the mitigation outlined in this EIA is performed. An independent environmental consultant will be retained to perform regular site monitoring to ensure compliance with the contractors EMP and this EIA. Reports should be submitted to the monitoring committee set by the Government every month throughout the construction period. (g) Public Disclosure Once the project is completed, a public meeting will be held and advertised in local newspapers. Questions raised and the responses are welcome while the project os being evaluated by the authority or government. 2.0 ENVIRONMENTAL IMPACT ASSESSMENT IN MALAYSIA The Malaysian EIA procedures are comparable to the National Environmental Policy Act 1969 (NEPA) model in the United States. The Environmental Quality (Prescribed Activities) (Environmental Impact Assessment) Order 1987 was gazetted as a project planning tool for new projects or the expansion of existing ones. Section 34A of the Environmental Quality (Amendment) Act 1985 requires anyone who intends to undertake a prescribed activity to first conduct a study to assess the likely environmental impacts that will occur from that activity and the mitigating measures that need to be undertaken. The Environmental Quality (Prescribed Activities) (EIA) Order 1987 specifies some 19 categories of activities requiring EIA reports prior to implementation. The EIA procedure is shown in Figure 1. The project initiator will prescribed the activities that will be carried out during the construction of new Kuala Lumpur International Airport. Once it is completed, the report will be assessing by the re spective department before send to the Department of Environment (DOE) for further reviewing. If the DOE still need further information regarding the project, they will called for further assessment before proceed to the panels. After reviewing the report, if the panel satisfied with the report, they will request for detailed report which consists all the details about the airport project before the report is send to the approving authority. Once the Authority is satisfied and the government also satisfied, therefore the project will be initiated by the respective contractors. 2.1 EIA Procedures In July 1987, Malaysias Department of Environment (DOE) published the first edition of the Handbook of Environmental Impact Assessment Guidelines (hereafter EIA Guidelines). The EIA Guidelines state that: The aim of environmental impact assessment in Malaysia is to assess the overall impact on the environment of development projects proposed by the public and private sectors. To achieve this overall aim, the EIA Guidelines list the following five objectives of environmental impact assessment: To examine and select the best from the project options available; To identify and incorporate into the project plan appropriate abatement and mitigating measures; To predict residual environmental impacts; To determine the significance of the residual environmental impacts predicted; and To identify the environmental costs and benefits of the project to the community. 3.0 DESCRIPTION OF THE PROJECT : NEW KUALA LUMPUR INTERNATIONAL AIRPORT (KLIA) Malaysia is one of the famous destinations to visits around the world. With the rapid economic growth and expansion of good facilities and also infrastructure has attracted many visitors and investors came to Malaysia. According to the Immigration Department of Malaysia, from January to November 2009 it is recorded that 25,575,774 foreigners had came to Malaysia. From January to June 2010 it is recorded that 11,868,103 visitors compared to the same period in 2009 which recorded only 11,346,444 people. As the number of visitors shows an increasing trend every year, therefore it is the right time for Malaysia to build new airport which can accommodate more air craft all over the world in order to equip with the demand and number of visitors came to Malaysia. As the project initiator, this paper will give appropriate guidelines that need to take into account before airport project can be taken off. All aspects and opinions from the government and publics are needed before the new airpor t can be built. Therefore, this report will discuss about the background, security measures and environmental impacts for the development of the new Kuala Lumpur International Airport. The purpose of this Environmental Impact Assessment Report as an evaluation and consideration of Malaysian government for the development of New Kuala Lumpur International Airport to replace the existing Sultan Abdul Aziz Shah Airport Kuala Lumpur. Sultan Abdul Aziz Shah Airport Kuala Lumpur is located in Subang Jaya which is 17.2 km from the Kuala Lumpur City. The airport started the operation on August 30, 1965. It had the longest runway with 3.7  km long, 45m wide and runway 15 33 in the Southeast Asia. The airport basically had three terminals which are Terminal 1 for international flights, Terminal 2 for Singapore KL shuttle flights by Singapore Airlines and Malaysia Airlines, and Terminal 3 for domestic flights. By the end of 1997, Subang Airport handled 15.8 million passengers. KLIA is proposed to develop in the area which is situated in Sepang, in the south area of state of Selangor. The proposed site spanning almost 100  km2 and it is built on a piece of agricultural land owned by the Government. The building of the new airport is already highlighted in 10th Malaysia Plan. The cost of building of the new airport is about RM8.5 billion or US$3.5 billion. It is expected that the new Kuala Lumpur International Airport (KLIA) can handle 35 million passengers and 1.2 tonnes of cargo a year and this figure is expected to increase in the future. Besides that, the wide area can accommodate and handle more international aircraft. The new airport or Kuala Lumpur International Airport, Sepang is strategically located to serves the need of people from the Klang Valley, Shah Alam, Malacca, Negeri Sembilan, Selangor and Perak. Besides that, the development of Multimedia Super Corridor with the new township area such as Cyberjaya and Putrajaya as the Governments Office Centre will encourage more passengers using the facilities in the KLIA in Sepang. In order to improve the quality of services to attract more people using the KLIA, high speed train will be used for transporting passengers fr om KL Sentral to KLIA in more easier and convenient way. It is hopes with the proper plan and implementation of the development of new airport will encourage more people used the facilities in the new airport. Local and foreign expertise will be responsible for the development of new airport for Kuala Lumpur. The master plan of Kuala Lumpur International Airport involves constructing five runways and two terminals accompanied by two satellite terminals. Phase One of the development includes construction of one main terminal accompanied by one satellite terminal to accommodate 25 million passengers and dual full service runways. Under the implementation of Phase One, sixty contact piers, twenty remote parking bays with eighty aircraft parking positions, four maintenance hangars and fire stations will be built. Implementation of phase two and three will be expansions of the airport to include increasing number of passengers. As all three phases is completed, it is expected that the airport can handle 100 million passengers per annum. 4.0 ENVIRONEMNTAL ISSUES According to the Environmental, Health and Safety (EHS) Guidelines produce by International Finance Corporation from World Bank group, all projects that need to develop are required to follow these guidelines according to the policies and standards set by the organization. For the purpose of develop an airport project, the following environmental measures should taken into consideration. (i) Noise and vibrations (ii) Storm water and waste water (iii) Hazardous materials management (iv) Solid waste (v) Air emissions (vi) Energy and water consumption 4.1 Noise and vibrations Noise can be significant during the construction and development of the airport project. A widely used standard for measuring the noise is for LA10, the A-weighted level in decibels that is exceeded for 10% of the time. The noise measures standard usually relate to the impact on human being. Therefore, the most significant sources of noise and vibrations from airport operations are aircraft during the landing and takeoff (LTO) cycles. The noise also can come from ground operations equipment including aircraft taxiing, operation of ground support vehicles for example passenger buses, mobile lounges, fuel trucks, aircraft tugs, aircraft and baggage tractors, aircraft auxiliary power units (APUs) and aircraft engine testing activities in airports with aircraft maintenance activities. Other indirect sources of noise include ground vehicle traffic from access roads leading to the airport. In order to control the noise, preventive measure should be taken into consideration which is hardly depends on land-use planning and flight management activities. Recommended noise management practices that can be carried out are as follows: (i) Strategic location for airport development which is far away from the communities and residential and also business premises. Therefore, it will minimize the disturbance of the surrounding area. (ii) For aircraft landing and take off (LTO), the implementation of preferred procedures and routes is essential to minimize noise especially in noise-sensitive area. These procedures may include instructions on the use of descent profiles or noise preferential routes (NPRs), such as the continuous descent approach to avoid noise-sensitive areas, the use of Low Power / Low Drag (LPLD) procedure to fly the aircraft in a clean condition such as no flap or wheels deployed as long as possible to minimize airframe noise, and instructions on minimizing reverse thrust on landing. An alternative approach may include the dispersion of noise through equal use of multiple flight tracks as opposed to a preferential flight track. (iii) Restrictions of the nighttime and operation of aircraft activities should be controlled. (iv) Reducing noise in flight operations and activities or use the sound barriers and deflectors to eliminate and reduce noise. 4.2 Air Emissions Another source of pollution that is expected from the development of new airport is from the air. This pollution include combustion exhaust from aircraft during landing and takeoff and ground operation, from ground service vehicles, vapors from fuel storage and handling and emissions from local ground transportation activities servicing the airport. Other sources of emissions may include fuel combustion during fire training activities, combustion emissions from on-site electricity and heat generation systems and emissions from solid waste incineration activities. Therefore, in order to reduce the air emission pollution from the aircraft, various steps can be taken as follows: (i) Optimizing and improving the ground service infrastructure to reduce aircraft and ground vehicle movements (ii) Try to minimizing fugitive air emissions from jet kerosene and other fuel storage and handling activities. (iii) In fire-fighting drills, select the cleaner fuels such as liquefied petroleum gas to be used and choose firefighting drill locations and atmospheric conditions that best avoid short-term impacts to the air quality of nearby populated areas. (iv) The use of the incinerators can help reduce pollution. In controlling air emission pollution, incineration of wastes activities can be continued. 4.3 Stormwater and Wastewater Other preventive measures in reducing the pollution, effluents from rhe airport also need to be control. The effluents from airport operations basically consist of stormwater runoff from paved surfaces and sanitary wastewater from public and employee services and from airplanes. This situation happened can be associated with leaks and spills of oil, diesel, and jet fuels during operation and maintenance of ground service vehicles, and fuel storage and handling aircraft activities. Therefore, the proposed strategies to control the impacts associated with stormwater and wastewater are as follows: (i) Improve the drainage in strategic location that are potentially facing with the leaks and spills of chemicals and fuels problem such as fuel and chemical storage, transport and dispensing facilities, fire training areas, airplane maintenance hangars, and ground service vehicle maintenance facilities by using an oil / water separator to discharge from the surface. (ii) The managing of collection of sanitary sewage for aircraft and airport should be carried out efficiently in order to control the wastewater effluents. (iii) Monitoring of effluents is essential in order to avoid aircraft accidents. 4.4 Hazardous Materials Management The operations of any airport in the world will be facing with dangerous items or easily contaminated. These includes the storage and handling of fuels such as jet fuel, diesel, and gasoline primarily associated with aircraft fueling activities as well as with ground support vehicles. Fuels may be stored in aboveground or underground storage tanks and conveyed to dispensing locations via aboveground or underground piping systems that may be subject to accidental releases during transfer or leaks due to tank and piping containment failure. Hazardous materials which are dangerous to human health and environment should be managed efficiently in order to prevent accidental releases, fire, or explosions. Training in handling with the hazardous waste should be carried out more frequent as the preparation if something happened. The knowledge about the chemicals handling is a must for the operators. 4.5 Waste Management Basically, an International Airport will receive different types of aircraft landed in the airport. All these aircraft will produce waste that need to be handled by the airport operators. For instance, passengers in the commercial airports may produce solid, nonhazardous, waste food from food establishments, packaging materials from retail facilities, and paper, newspaper, and a variety of disposable food containers from offices and common passenger areas. Food waste from international flights is considered a potentially infectious material by some national jurisdictions. Some airlines may also dispose of pillows following the completion of every flight. Airport operations may also generate liquid or solid hazardous wastes such as used lubricating oils and solvents from aircraft and ground service vehicle maintenance. Recommended waste management strategies include: Encourage a recycling program or use biodegradable materials that will be dispose easily especially food container, plastic bags and so forth. Besides that the food waste can be use as agricultural fertilizer and animal feed. Airline crew members and cleaning operators can segregate all the waste by separating the collection through recycle program according to the characteristics such as papers, plastic and metallic container. Used pillows also can be recycled. The cleanliness and hygiene of food preparation is a must to avoid diseases. Food catering waste should be managed according to the rules and regulation set by the health organization in order to protect human being. 4.6 Energy and Water Consumption The operation of the airport may need significant levels of energy for running the machines, ventilation, space cooling and heating in terminals, lighting and the operation of luggage conveyance systems. Water consumption may depend on the types of passenger and airplane maintenance services offered and may include the operation of sanitary facilities for large numbers of transiting passengers or cleaning activities in general. Recommended strategies and methods for energy and water conservation are presented in the General EHS Guidelines. 5.0 COST BENEFIT ANALYSES Finally, before the construction of new Kuala Lumpur International Airport started, we also have to look at the cost benefit analysis. First, is to identify and take into consideration of all geographical impacts of the project without limitation of the surrounding areas. We have to consider the impact to the local community, other local community within the same state and finally other states in the country as describe in the figure below. (i) Internal Rates of Return It is expected by the development of new airport will give economic return to the country. By encouraging more investors and tourists throughout the world come to Malaysia, it is belief it will increase the demand for local industries especially in hotel and resorts, restaurants and so forth as the new interesting place to visit. A large postion of investment is required to develop this airport. Therefore, the margin rate of return also should be high. (ii) Economic Benefits The new airport also will give economic benefit to the country. According to economic analyst, the major benefits will be (i) incremental net visitor expenditures, (ii) time savings of passengers, and (iii) the value of foregone passenger and cargo traffic. Besides that, the cost savings in domestic aircraft operation and time landed in the airport will also included in the analysis. (iii) Project Costs The allocation of the project cost will be approved by the government. This cost should include (i) civil works, (ii) construction, (iii) equipment and its installation, and (iv) consulting engineering design and supervision. Besides that, the abatement cost also should take into consideration in order to reduce the pollution which will harm the community and human beings. (iv) Monitoring and Reporting Costs During the construction period, the monitoring process should be required in order to make sure that the construction of the airport is according to the schedule and the quality of the building is according to the world standard. Therefore, it will incur some cost that should be borne by the contractor. The minor cost of the equipment required for monitoring environmental impacts is also included in the project cost. (v) Nonquantified Environmental Impacts The construction of the new airport also will produce the non quantified environmental impacts from airport development and increased other development off-site, including noise pollution, air pollution, and surface water pollution, were considered marginal, and additional economic assessment. Therefore, as mentioned earlier, the abatement cost also should be included in the project cost. 5.0 CONCLUSION As a conclusion, the development of new Kuala Lumpur International Airport is one of the mega projects that government should initiated. Supports from all are needed in order to make sure that the project implementation is successful. However, various aspects especially in the environmental impacts need to be considered before the projects can be proceed. With the development of new airport in Kuala Lumpur it is expected that it will give more benefits to the country in respect of diplomatic relationship, economic improvement and rapid growth in all aspects of economy.

Assurance of learning exercises

Implemented plans to Inhalant and accelerate the turnaround of the Mix business in Europe. Their plans focused on enhancing the brand by improving product appeal. In order to do this the company made key appointments to the Mix Europe Holdings management team. Along with appointing a new interim CEO, they appointed John Moore as consulting Vice President. Mr.. Moore came with an extensive background. Mr.. Moore was an Important factor with Firebombed & Bitch's Hollister Co. Line and ModernAmusement for Moslem Inc. LIZ Collarbone Inc. Believed that the turnaround process was at a critical juncture and the enhancements, structural changes and new leadership were necessary to reinvigorate the brand and improve performance (Bloomberg. Com). Liz Collarbone Inc. Hired Thomas Grate in 2009 as their permanent CEO for the Mix chain. Grate headed up a plan to improve the chain by changing the business modes so that one manager would oversee all aspects of a product segment, Including design, p roduction, product management, and merchandise management. He called this â€Å"one-hand responsibility.Then there was an urgent need to have a new corporate brand identity focused on the core markets in Germany and the Benelux countries. He implemented sales productivity improvement by accenting a â€Å"consumer need-based merchandise planning approach† and placing an emphasis on e-commerce (Reuters. Com). Grate continued to focus on the right products for the targeted group, not making the Mix line too much Like casual American sportswear or too city oriented. Grate resigned as CEO In 2012. Shortly after this LIZ Collarbone Inc. Sold Mix to The Gores Group which has also implemented many changing in leadership.I think that you need to do whatever is necessary to keep the business thriving. In this case the leaders are very informed and knowledgeable in their industry. The execution has at least stopped the Mix line from its downward spiral. The losses today are less than t hose predicted by Wall Street. The management brought the Mix line out of the gutter and made it possible for LIZ Collarbone Inc. To sell a majority stake to relieve some of the worries of the struggling chain.

Bank Julius Baer Case Essay

Before the arrival and leadership of Stuart Adam (â€Å"Adam†), Bank Julius Baer, North America (â€Å"BJB-NA† or the â€Å"Company†), the largest independently-owned European private bank in the United States, faced financial difficulties. By mid-2001, a worldwide market downturn caused a significant decline in Julius Baer Group’s (â€Å"JB† or the â€Å"Parent†) performance. In 2001, JB’s stock price was down by over 40% while the Parent experienced a 39% decline in net profits, 9% increase in operating expenses and an increase of 14% in employee headcount. BJB-NA, the â€Å"crown jewel† of JB, was barely profitable but no one inside the Company knew its true financial condition. JB had always been led by a member of the Baer family until January 2001. Despite significant family ties at JB, BJB-NA did not have a strong leader to drive the company. There was a lack of clear vision or direction for the Company. BJB-NA did not focus on profitability as a measurement of success. The attitude around BJB-NA was more about â€Å"keeping the peace† than creating any conflict or hostility. Even with a passive work environment, employee morale was low. Employees tended to blame other parts of the Company for their problems. The competitive environment in the High Net Individual (â€Å"HNI†) private banking sector increased dramatically during the 1990’s. BJB-NA was a boutique private bank in a business where bulge bracket firms dominated the competitive landscape. As such, the key factors for success in the HNI market were now recognized as differentiation (not cost leadership), improved client relationship management, broad product range and strong client-responsiveness. BJB-NA strived to be a partner organization that differentiated itself from the competition by satisfying the needs of its clients. The existing organization structure consisted of BJB-NA organized into four regionally-based â€Å"teams. † Poor communication existed throughout the Company as the staff didn’t know what was going on and there was little cohesion among units. BJB-NA operated on a â€Å"need to know† basis. Team leaders were not responsible for their own budgets, as it was not known if their teams were profitable or not. To further support the lack of accountability at BJB-NA, the Company did not have a systematic performance valuation system and lacked a compensation system tied to customer growth and returns. Bonuses were virtually guaranteed and all bonus decisions were made by Bank’s top leadership. Most likely, there were employees who â€Å"flew under the radar† if they underperformed since the Company never laid anyone off. Adamà ¢â‚¬â„¢s Changes and Evaluation Adam arrived at BJB-NA and immediately laid out an action plan to turn around the Company. One of Adam’s best early moves was his selection of Denise Downey to head the Segmentation Study Team. Downey was well respected by the employees that she led and was able to thoroughly evaluate the organization and deliver results to the Company and Adam. Based on the Segmentation Study, Adam wanted BJB-NA to really stand-behind its promises to be a partner organization. He encouraged full transparency and a strong focus on measurable results and accountability. Specifically, he focused on the following three initiatives: Refocus the Company strategy: Adam emphasized that BJB-NA shift its focus to Europeans, Asians, Canadians and Latin Americas who live outside the U. S. who had U. S. based asset management needs. By targeting specific geographic and customer segments, it allowed the Company to specifically focus its strategy and resources rather than spread itself too thin to satisfy a larger, diverse customer base. In addition, he asked some longstanding personal clients who were not profitable to close their accounts. Not only did this change the Company’s customer focus, but also, it signaled to employees that Adam had confidence and high expectations for BJB-NA. Establish new performance expectations: Adam developed productivity assumptions that would hold employees more accountable. He established measurable criteria related to book value, relationships and accounts. Previously, Company employees truly did not know their clients. As a result, it was difficult for management to identify top and low performers. Adam’s established criteria that pushed Relationship Managers past their comfort zone. Before Adam took the helm at BJB-NA, almost everyone received bonuses regardless of their performance. Tying a bonus program with a structure performance evaluation system incentivizes those who bring success and growth potential to the Company. Modify the organization structure: Adam slightly altered the structure of BJB-NA by having a client-segment focus within existing geographic areas. As such, the decision making processes were now decentralized to each of the regional teams. Previously, the advisory and product services departments worked with all regions. After Adam took charge, he assigned advisory teams to each of the different regions to further strengthen customer relationships. Recommendations BJB-NA recognizes that its future success hinges on one important factor: its clients. Our consulting firm wants the Company to further expand and impact its clients beyond what Adam has already planned. Our approach is a client-centric strategy that focuses on two key initiatives: (1) Aggressively recruiting top talent to enhance client acquisition and performance (2) Overhauling the compensation scheme and performance measures. Each initiative, accompanied by supporting tactics, will align to elevate the client experience, resulting in deepening wallet share, increasing warm referrals, and building the BJB-NA brand in supreme customer service. I. Recruiting the Right Talent. Recruiting the right people to manage and advise BJB-NA’s clients will be critical to sustaining long-term growth and increasing assets-under-management. Recruiting will align with the Company’s geographic approach to segmentation by adopting three tactics:  · Local talent recruitment – a successful private banker needs an outgoing, service-orientated personality, and the ability to connect with potential and existing clients. In connecting with clients, it becomes mandatory that future private bankers will be recruited from local regions. This strategy will generate bankers who know the local customs and cultures, speak the language, and are involved in the community. As a result, it creates comfort and familiarity for potential clients.  · Recruit from bulge bracket private banks –Company acquisition is not a feasible option at this time. However, employee/talent acquisition is an even better method to help improve the Company. Bulge bracket private banks are typically a part of much larger conglomerates, often weighed down high-level corporate strategies and â€Å"red tape. To attract bulge bracket private bankers, BJB-NA should promote an entrepreneurial environment that offers autonomy and flexibility while still offering resources found at larger firms. Recruit from ultra-boutique private banks – BJB-NA should actively target private bankers from smaller, boutique firms that have larger books, but have a need for a more global reach. Private bank clients are becoming more global, and with that, have a specific need for banks that have an international presence. BJB-NA provides a solution with offices in Asia, Western Europe, Eastern Europe, and the United States. At the same time, by aggressively recruiting boutique bankers, BJB-NA will be able to expand its presence by acquiring the books of these bankers who may have a strong presence in untapped markets within the targeted regions. II. Restructuring Compensation and Performance Measures BJB-NA should introduce a compensation scheme that will not only be more beneficial for keeping clients’ interests first, but also offer higher potential incentives for the Company’s bankers. First and foremost, bankers will be paid based on client portfolio performance. No one will be paid on the basis of commission. While this tactic may seem counter-intuitive in the short-term, especially in the midst of a struggling economy, it acknowledges BJB-NA’s long-term commitment to its clients. Other positive externalities resulting from a new compenstation structure include: differentiation from competition, potential referrals from clients, and attention to BCB-NA’s innovative thinking. In short, BJB-NA’s message is: â€Å"We make money only when our clients make money†. Second, standard annual bonuses will be foregone. Employees would be accountable for their performance and compensated accordingly. BJB-NA will incentivize bankers by the value they add to their clients and related portfolio performances. This compensation structure ultimately rewards bankers who take of their clients and strive to grow their assets under management. Finally, BJB-NA should revise the position title of its company leaders. To accurately reflect the duties of the position, the title †Team Leader† should be changed to â€Å"Managing Director (MD)†. MD’s would have full P&L and people-management responsibilities of his/her respective branch. In addition, MD’s could receive an additional bonus based on the branch’s bottom-line performance. This change will push decision-making down to MD level, promoting entrepreneurship and autonomy. III. Management and Leadership Since Adam decided to resign from his position as the leader of BJB-NA, it is vital for the Board of Directors to select a successor that will be able to implement the changes initiated under Adam’s tenure. As discussed, BJB-NA needs to aggressively put its clients before anything else in its business. The new successor should be an experienced professional who deeply understands the Company’s clients and industry. Taking these requirements into consideration, we recommend that the Board of Directors pick Adam’s successor from a list of internal candidates only. Currently, the firm is in a state of fragility. Employees are stressed and morale is low. With the initial round of layoffs that included six people, any move will be highly scrutinized and may have a long-term impact on the organization. Employees were already caught off guard with Adam’s resignation, especially after he led the restructuring efforts at an off-site meeting that seemed to build positive momentum. To replace Adam’s with an external candidate may put the Company in a state of flux. An external candidate would not have attended the restructuring meetings and participated in the Segmentation Study. He/she may have different views of how the organization should be changed. In addition, the HNI private banking industry is built around relationships. To bring on a new leader who hasn’t built a strong rapport with a majority of the Company’s clients would make the leadership transition a difficult process. One potential internal candidate BJB-NA should consider is Denise Downey. Downey is currently the Head of U. S. Domestic Clients, but more importantly she led the Segmentation Study that evaluated areas of improvement needed at BJB-NA. Employees viewed Downey as a strong, effective leader who always delivers results. As a sign of trust, Adam gave Downey significant autonomy during her time leading the study. Elevating Downey to the C-suite level would be a fairly seamless transition. Downey has significant experience understanding the clientele of BJB-NA since she already leads U. S. client group. With all of the â€Å"client-focused† changes that need to be implemented by Adam, Downey will be best candidate to effectively communicate the steps needed during the transition period. For example, during her time as the Segmentation Study leader, Downey took the initiative to send updates to the entire bank. Alternate Approaches Deviating from a client-centric strategic plan could negatively impact BCB-NA’s future success. Nonetheless, two other alternate approaches were considered. The first approach considered a compensation system where bankers would be paid variable commissions based on fee-based transactions. The variable in commissions would depend on the type of investment vehicles clients would invest in. This viable approach guarantees cash flows from transactions with no dramatic culture change. However, after careful consideration, this alternative was rejected since bankers would be incentivized more by selling a diversity of investment vehicles to clients rather than working for clients’ best interests. The second approach considered but rejected involved an overhaul of the organization structure. After the Segmentation findings, Adam seemed adamant about moving away from the geographic-focused organizational structure of the Company. As such, an alternative approach considered was to eliminate geographic departments and implement an organizational structure focused on client-type. One of the key success factors for companies in the private banking industry is to customize services based on the needs of customers. A BJB-NA client-focused structure based on client characteristics (such as wealth, age, income level) may be more advantageous, especially with raised expectations now required by Adam on bankers’ book of clients. Additionally, within a geographic organization, conflict may occur between local regional management and the executives at corporate. As such, this may hurt the opportunity for knowledge sharing and collaboration, values emphasized by the Baer family. However, as much as a client-focused structure might have its advantages, a geographic organizational structure still is the most effective for BJB-NA. Communication is much more personal in geographic organizational structures. Instead of calling or videoconferencing with olleagues across the globe, it forces employees to sit next to each other to form collaborative teams, values preached by the Baer family. In addition, it allows employees to understand each other’s personalities and work styles. Besides the human capital element, geographic work teams allow BJB-NA to hire leaders familiar with the local business environment, something vital for the relationship-focused private banking industry. Not only will employees understand the client better but the clients will be more comfortable around employees who share similar interests and culture.

Business Algebra Discussion - Smart Custom Writing Samples

Business Algebra Discussion - Smart Custom Writing Industrial ecologyIntroduction Industrial ecology or what is currently referred to as green design seeks to address the waste management problem from within the processes of production that are responsible for generating hazardous waste rather than the character and location of the wastes and facilities as is the case in justice research and environmental equity.   This paper will look at the description of industrial ecology and argue about the concept’s strength in contributing to pollution prevention efforts and waste management as well as explore its political feasibility in the United States. INDUSTRIAL ECOLOGY Industry ecology was convened as a colloquium in 1991 by the United States National Academy of Science. The aim of this colloquium was to exploit the new approaches emerging in industrial design of products and the processes involved and the implementation of manufacturing strategies that are sustainable.   This colloquium identified, the need for research as well as development to work in tandem with advances in technology in an effort to reduce the pollution perpetuated by industries’ production design which has also in the years been re-emphasized by engineering and scientific communities. This is in an effort to emulate the industrial ecology described in Type III. Both the government of America and that of Canada have in recent years been encouraging industries to engage in voluntary programs aimed at pollution preventing in an effort to reduce the hazardous waste as well as other contaminants that might harm the environment in the production stage rather than after the waste is generated consistent with industrial ecology. This is a management hierarchy that considers source reduction, alternative materials to phase out toxins, recycling and reuse as opposed to treatment and disposal. This view is also held by several other industry groups. The concept draws its structural analogy from the natural ecosystem in its effort to define the relationship between products by the industries, residue generation as well as the treatment of waste and disposal of the same. In this concept, internalization of pollution within the process of production is viewed as being a more effective method of production because of the environmental implications presented by uncontrolled emission as well as the economical inefficiencies presented by waste material disposal (Fletcher). The strength of Industry ecology in aspects of waste management is that it emphasizes on a more fundamental rethinking about the six elements of manufacturing. This includes the utilization of materials of desired properties during the formulation or extraction stages that are of the which contributing to overall industry environmental friendliness; adopting this concept also eliminates the need for storage and the long-term degradation of nonhazardous or hazardous feedstock materials by utilizing the philosophy of just-in-time raw materials; the process substitution employed also eliminates feedstock that may be toxic in nature; the engineering processes are controlled so as to assure a reliable and robust process: and also the considerations are made about the end-life of produced products to ensure their recyclability (Fletcher). The processing and manufacturing industries are always keen on improving their efficient use of economic resources. It therefore goes without saying that most industries are likely to adopt techniques and technologies that will enable it to conserve materials and also minimizes or avoid completely the need for waste management. Pollution control usually has many hidden costs associated with it. Prevention of pollution ultimately reduces or prevents these. Industry ecology identifies four incentives that would drive industries towards pollution prevention that the American and Canadian regulatory aspects apply. This includes the increase in the disposal costs; the prospect of incurring financial liabilities in implementing clean-up activities even in situations where the generator of waste might not be directly responsible for disposing waste improperly; waste disposal also presents liabilities by third-parties; there is also the risk of being adversely opposed by the public which is often unpredictable (Fletcher). Although measures of ensuring pollution preventions have always occupied center stage in politics especially around election periods, legislature passing to make some of the identified standards law, have often been missing. As it is, there has been a lack of regulation aimed in minimizing waste in the production process. The existing regulations allow most industries to rely on land-disposal as means of pollution control. This is attractive to industries as it presents a cheaper alternative of waste disposal. Unfortunately this method presents severe long-term environmental impacts than any other. In addition to this, production technologies that have been proven in the past are more likely to be adopted by industries as opposed to new alternatives aimed at reducing pollution. This problem is exacerbated as the adopted production processes mature, as many firms are less likely then to abandon them. Confidentiality presents an addition problem in that companies which develop ways of efficiently reducing waste are always reluctant to share this development with others. This is because such methods enable it to maintain a competitive advantage over its competitors. Confidentiality however still dogs the efforts of pollution prevention programs aimed at facilitating exchange of at least information on waste reduction at a generic level between corporate (Fletcher). Many groups including government environmental strategies as well as industry have in recent parts enthusiastically taken to pollution prevention debate.   The government of America In conjunction with the Canadian government has since 1972 showed their commitment to the virtual elimination of toxic substances that have persistently plagued the great lakes region. This bilateral agreement was amended in 1987 with the International Joint Commission (IJC) being mandates to support efforts to wipe out toxic substance use, manufacture and disposal.   Political will in pollution prevention policies in the United States can be traced to the â€Å"Pollution Prevention Act passed by Congress in 1990† (114). However, the Environmental Protection Agency is not empowered by the law to address the issue only providing legislative basis that provides for preferred environmental management hierarchy that is aimed at minimizing waste production as the priority and the disposal of product ion waste as a last result. A pollution prevention ethic is emphasized at the EPA especially when considering actions of enforcement.   However the federal government has not as yet initiated any program for waste exchange although a national private network, two programs that are state run as well as four private regional programs. Most industries still push for their companies to be recognized for conducting recycling off-site a trend referred to as green-washing by organizations such as Green Peace. On their part, environmentalists as well as relevant government officials are advocating adaption of industrial ecology concepts by companies by implementing recycling measures on-site in addition to source reduction of emissions as the key in prevention of pollution (Fletcher).   Conclusion Industrial ecology presents methods that are environmentally sound and contribute to waste management through the elimination or reduction of waste in the production process itself. This presents an economically and environmentally sensible method of pollution prevention. The government has been an advocate of this concept for a while now. However, it has lacked in regulation implementation to emphasis its views. As it is, the concept has not fully received the political backing it requires to be adopted on a holistic level relying instead on industry goodwill for its implementation in production processes. Works cited Fletcher, Thomas Hobbs. From Love Canal to environmental justice: the politics of hazardous waste on the Canada-U.S. border. Toronto: University of Toronto Press, 2003.

Discuss the causes and effects of desertification in the sahel (Africa) Essays

Discuss the causes and effects of desertification in the sahel (Africa) Essays Discuss the causes and effects of desertification in the sahel (Africa) Paper Discuss the causes and effects of desertification in the sahel (Africa) Paper Essay Topic: Cause and Effect * What are the possible solutions to desertification and in your opinion which solutions would be most effective and whyDesertification is the spreads of desert conditions into areas were not previously deserted. This process most commonly occurs in arid and semi-arid environments, the Sahel region in Africa is one of the worst affected.Estimates suggest that 35% of the earths land surface is at risk, and the livelihoods of 850 million people are directly affected. 75% of the worlds drier lands 45,000,000 square kilometers are affected by desertification, and every year 6,000,000 hectares of agricultural land are lost and become desert. The Sahara is thought to be advancing southwards by about 5-10 kilometers per year, which is a very considerable amount, when you remember that the Sahara is 5,150 kilometers across at its widest point yptenc.org.uk/docs/factsheets/env_facts/desertification.htmlThe regions it affects are Africa, the Middle East, India and Pakistan, China, Australia, the USA, Brazil, Peru and Chile in Latin America, and in European countries such as Greece, Spain and Portugal. the-human-race.com/pages/about_desertification.htmThe Sahel region is a semiarid region of north-central Africa south of the Sahara Desert. Since the 1960s, the Sahel (the semi-arid land below the Sahara that stretches from Senegal to Eritrea) has experienced a devastating drought and its population has exploded, compounding the demand for firewood, the main source of cooking fuel. The deforestation, in return has destroyed the land and made desertification worse. remibenali.com/issues-sahel/index.phpThe United Nations Environment Program said that over 19 million square miles of the worlds land surface are becoming desert. In North Africa the Sahel region is the worst. The effect of desertification in the sahel are very bad because it makes the farmers produce less yield of food to the people in the community, the people and animals dies off because of the lack of food. I t also makes the food expensive for the community because there is less food and more people.The causes of desertification in Sahel are by both human and natural activities.The human causes are over cultivation, poor irrigation practices, deforestation, climate change and overgrazing. The natural cause is the annual rain far below average, and high temperatures.Over cultivation is when farmers exhaust the soil by farming too much on it every year which makes the soil becomes useless to the farmers. When the sun heats it, it becomes dry and is blow away by the wind and later turns to desert.Poor irrigation practices is when the farmer in the Sahel water their plants poorly, they only water their plants when it rains. When the plant dose not gets water it dies off and when the soil does not gets water it dry out which makes the land turn dust.Deforestation is when the farmer in the Sahel cut down trees and plant to build houses, making fires and food. When the trees and plants have be en cut down it then makes the soil open to the sun which will make the soil turn into dusts. When the rain falls there wouldnt be trees to protect the soil from being washed away.Climate change is making the world hotter and causing less rain to fall. Climate change is mostly caused by power station cars and industry. They release carbon emissions that trap the heat that makes the earth hotter. So place like Sahel are becoming hotter than before and because the climate in Sahel is becoming hotter this cause it to rain less and longer droughts.Overgrazing is when the animals in the Sahel feed on a particular place for a long time eating every thing, even the roots and because the land is unperfected from the sun, it then turn the land into drought.The natural causes are annual rain and high temperatures. Annual rain in Sahel is far below average. So when there is less rainfall on the land, it then turns the land into desert when it is heated by the sun. High temperature is when it is very hot in the Sahel and due to the high amount of evaporation there will be less rain fall which will then makes the land dry out and turn into desert.To solve the problems caused by desertification in the Sahel the following have to be done. Using irrigation water being control, water plant correctly at certain hours also look after water, the advantages of using this method is that it save water, can be done easily and crops grows better. The disadvantage is that it cost money to set up. Education programs teach the woman and men how to look after their farms and can be more productive, the advantage of using this method is that it the same as long term aid. Training programs teach farmers how to look after their lands do not overgraze or over cultivate, the advantages of using this method are that it might work, they will make money from the crops and more food to the community.The disadvantages are that it cost money for training and might not work. Seed technology, mixing ce rtain type of seed that can survive during drought, the advantage of using this method is that it works in dry places. The disadvantage is that it expensive. Afforestation, planting of more trees, no more cutting down of any more trees, the advantages of using this method is that plant transpiration rainfall, it good for the soil and dose not turn the soil to desert.The disadvantages are that it takes long time for trees to grow and they might die off due to the little rainfall. Long term aid this, this types of aid allows people to develop their live hood so they can survive without aid in future. The advantage of using this method is that it teaches them how to look after their lands and make it more productive for the future.My opinion on which solution is the best and why I think that the best solution for every one is Afforestation because is suitable for everyone, the easiest to use and its cheaper. It can also last for many generations if looked after; it can produce many adv antages for the farmer and it can protect their land from desertification,

STRATEGIC PLAN CRITIQUE Essay Example | Topics and Well Written Essays - 500 words

STRATEGIC PLAN CRITIQUE - Essay Example The company’s strategic plan is formulated to address the current threats / issues concerning the industry as well as the company as a whole, such as its weaker presence in the social networking segment, low integration of the wide range of services provided, technical barriers resulting in outdated links, network scams, environmental issues etc. These issues are aptly tackled by the company management by using its internal strengths of manpower, intellectual knowhow and widespread popularity to leverage its brand value and maximize customer satisfaction at the same time working closely with the company’s vision, mission and values. This strategic planning process is vital for all organizations as it helps them in identifying the various threats and opportunities in the industry as well as provides them with adequate data about its internal strengths and weaknesses to address such issues posed by the macro economic environment. This paper discusses the various problems, issues as well as threats concerning the industry as well as the company as a whole and assesses the strategic planning process identified by the management to address those issues. The Pedigree Grooming and Boarding Company based in New Mexico, is dedicated to providing value based services to the dog show competitors. The various issues concerning the company currently, includes the change in ownership, economic distress of the customers, high competition, pricing policies and relative inexperience of the new owner in this field. These problems are intended to be addressed by adopting new pricing policies, expanding its service line, employee development through rigorous training, and setting achievable yet competitive targets. This strategic plan is designed appropriately that seeks to target the most crucial aspects of the business and is in line with the overall goals, vision and mission of the

Gilles Deleuze's Postscript on the Societies of Control Essay

Gilles Deleuze's Postscript on the Societies of Control - Essay Example The authority announces various ongoing crises that need to be bring about reform within the space being considered. The individual needs to accept these mechanisms of change and the rules that go along with them. The fact that each individual passes through the systems as an independent variable that starts from zero only increases their control over the individual. It produces them even more as subject. While society is now more complex, and many people's lives are less obviously controlled than they used to be, Deleuze argues that the same systems are in fact in place. Thus while Nineteenth century people were controlled by machines such as clocks and pulleys, people are now controlled by computers in a more subtle and yet almost more pernicious manner. The easily identifiable "spaces" of school, factory, army that once existed have now been transformed into what Deleuze calls an "open circuit". This open circuit produces "coded figures" that are "deformable and transformable" - through entities such as the corporation individuals are rendered subjects wherever they go. They are controlled by the debts that they owe to these corporations rather than the physical walls of the factories that most people no longer work in. Control is no longer direct and obvious but rather indirect and diffused. As Deleuze puts it, with a hint of humorous irony, "we are taught that corporations have a soul, which is the most terrifying news in the world." It is terrifying because it shows that corporations have taken on a mystical place within society, and their power spreads like a virus through every one of its institutions. The individual cannot avoid being a subject if he/she chooses to have any contact at all within this society. Before there was a way of countering the control, of even rebelling against the raw control represented by the factor clock or the prison walls; but now the clock is found within the invisible, constantly running time of a computer and the walls have gone to be replaced by the diffused power of the modern world. Deleuze finally argues that the "control environment" of science fiction actually already exists, through the "human in a corporation, as with an electronic collar". This is an example of "the progressive and dispersed installation of a new system of domination." It is so powerful in defining the subject because it is so difficult to actual define and locate in and of itself. In the past a worker could walk out of a factory and, if he so chose, not return. The worker may leave his work today, but that would only be a way of transferring the sphere of power over him from one to another. Ultimately, Deleuze suggests that the modern form of control is like "the coils of a serpent", and these are much more complex than the "burrows of a molehill" that people once existed within. Thus the old industrial societies defined people as subject through a very obvious system that, while powerful, could be broken because it was so obvious. To stretch his metaphor, one only had to stick one's nose out of the molehill to see that there was a different world waiting upon our escape. But the coils of the serpent are everywhere, diffuse and yet omnipresent. Individuals may feel that they can define themselves as subject because