Drone Attack

Drone Attacks Inside Pakistan there is ‘national consensus’ on the drones: the US must stop its Predators because they kill innocent citizens in collateral damage and increase the pressure on Pakistan Army fighting the Taliban by swelling the ranks of those who fight it for revenge. Outside Pakistan, there is an impression that the drones are being used against the terrorists in Pakistan’s Tribal Areas under some kind of secret deal between the CIA and Pakistan Army.Another al Qaeda top echelon leader has been killed on January 11  in Miranshah in North Waziristan through this alleged ‘coordination’. This was said to be Abdullah Khorasani, who is believed to have been playing a key role in planning the overall strategy of terror acts in Pakistan. The man’s real name was AslamAwan, and he was a citizen of Abbottabad, where Osama bin Laden was killed last May by US commandos. As per routine, the drone attack was effective because it was directe d by spotters on ground calling the strike precisely on to the victim.The strike ended a 55-day-long pause after the Salalacheckpost attack by American gunships in November 2011. Following this, a foreign news agency quoted Pakistani officials who said that the  drones are being operated under an agreed US-Pakistan plan  which remains classified. This clearly contradicts the government’s public stance on this issue, which, quite stridently believes that drones violate Pakistan’s sovereignty and territorial integrity.The American stance in the past has been that drone attacks had to be carried out without bringing Pakistan into the loop because the Pakistani side tended to ‘pass on’ the information about the attack to the terrorists who then moved away from the target area. This was understood all over the world in the light of the belief that Pakistan was actually an allowing safe haven to foreigner terrorists in North Waziristan whom it used for attac king inside Afghanistan to retain its stake in the Afghan endgame.The new ‘information’ — including quotes from unnamed Pakistani officials — belies much of that. It purports to verify that the Pakistani side was indeed keeping the strikes secret and, instead of passing on the information to the terrorists, was actually helping the CIA target them with spotters on the ground. Given the nature of these revelations, it remains to be seen what the Pakistani military’s response will be to them. One should understand that the drone attacks have been a success story as far as the US and its allies are concerned.The ‘analysis’ about the ‘wiping out’ of al Qaeda and the sharp diminution in its ability to target America and Europe is based on the number of al Qaeda terrorists killed by the drones inside Pakistan. As if to confirm this, a meeting took place between an al Qaeda leader and Mullah Umar in the presence of other commander s in which the al Qaeda representative was quoted as appealing for help for more attacks by allies in Pakistan. Pakistan’s wrath against the CIA after the Raymond Davis case in Lahore early 2011 had brought the  US-Pakistan quarrel to a boiling point.Since then, and since the May 2 attack that killed Osama bin Laden, the relationship has been hurtling downhill, ending in Pakistan’s decision not to attend the Bonn conference on Afghanistan. This would then lead to many arguing that with this all as a backdrop, how Pakistan could possibly be cooperating with the US on the drone attacks. Yet there is logic to the opposite point of view. Pakistan has benefited from the attacks in the sense that some of its most dangerous enemies have been killed by the drones.BaitullahMehsud, the Taliban chief, whose intercepted telephone call revealed that he was behind the assassination of Benazir Bhutto, was killed by a drone. Ilyas Kashmiri was killed in a drone strike and  Hakimul lahMehsud, who succeeded Baitullah, was killed ‘twice’ in drone strikes. The first one was false but the second more recent one is yet to be proven false. Clearly, drone strikes are effective. However, Pakistan’s policy of saying one thing in public and quite the opposite in private should be replaced by when where the people should be persuaded of this strategy’s effectiveness.

Black House Chapter Ten

10 AS THE CRUISER with Tom Lund behind the wheel noses down Third Street to Chase roof-rack lights decorously dark, siren off Dale takes out his wallet and begins digging through the mess in the back: business cards people have given him, a few dog-eared photographs, little licks of folded-over notebook paper. On one of the latter he finds what he wants. â€Å"Whatcha doin', boss?† Tom asks. â€Å"None of your beeswax. Just drive the car.† Dale grabs the phone from its spot on the console, grimaces and wipes off the residue of someone's powdered doughnut, then, without much hope, dials the number of Jack Sawyer's cell phone. He starts to smile when the phone is answered on the fourth ring, but the smile metamorphoses into a frown of puzzlement. He knows that voice and should recognize it, but â€Å"Hello?† says the person who has apparently answered Jack's cell phone. â€Å"Speak now, whoever you are, or forever hold your peace.† Then Dale knows. Would have known immediately if he had been at home or in his office, but in this context â€Å"Henry?† he says, knowing he sounds stupid but not able to help it. â€Å"Uncle Henry, is that you?† Jack is piloting his truck across the Tamarack Bridge when the cell phone in his pants pocket starts its annoying little tweet. He takes it out and taps the back of Henry's hand with it. â€Å"Deal with this,† he says. â€Å"Cell phones give you brain cancer.† â€Å"Which is okay for me but not for you.† â€Å"More or less, yeah.† â€Å"That's what I love about you, Jack,† Henry says, and opens the phone with a nonchalant flick of the wrist. â€Å"Hello?† And, after a pause: â€Å"Speak now, whoever you are, or forever hold your peace.† Jack glances at him, then back at the road. They're coming up on Roy's Store, where the early shopper gets the best greens. â€Å"Yes, Dale. It is indeed your esteemed † Henry listens, frowning a little bit and smiling a little bit. â€Å"I'm in Jack's truck, with Jack,† he says. â€Å"George Rathbun isn't working this morning because KDCU is covering the Summer Marathon over in La Riv â€Å" He listens some more, then says: â€Å"If it's a Nokia which is what it feels like and sounds like then it's digital rather than analog. Wait.† He looks at Jack. â€Å"Your cell,† he says. â€Å"It's a Nokia?† â€Å"Yes, but why â€Å" â€Å"Because digital phones are supposedly harder to snoop,† Henry says, and goes back to the phone. â€Å"It's a digital, and I'll put him on. I'm sure Jack can explain everything.† Henry hands him the telephone, folds his hands primly in his lap, and looks out the window exactly as he would if surveying the scenery. And maybe he is, Jack thinks. Maybe in some weird fruit-bat way, he really is. He pulls over to the shoulder on Highway 93. He doesn't like the cell phone to begin with twenty-first-century slave bracelets, he thinks them but he absolutely loathes driving while talking on one. Besides, Irma Freneau isn't going anywhere this morning. â€Å"Dale?† he says. â€Å"Where are you?† Dale asks, and Jack knows at once that the Fisherman has been busy elsewhere, too. As long as it's not another dead kid, he thinks. Not that, not yet, please. â€Å"How come you're with Henry? Is Fred Marshall there, too?† Jack tells him about the change in plan, and is about to go on when Dale breaks in. â€Å"Whatever you're doing, I want you to get your ass out to a place called Ed's Eats and Dawgs, near Goltz's. Henry can help you find it. The Fisherman called the station, Jack. He called 911. Told us Irma Freneau's body is out there. Well, not in so many words, but he did say she.† Dale is not quite babbling, but almost. Jack notes this as any good clinician would note the symptoms of a patient. â€Å"I need you, Jack. I really â€Å" â€Å"That's where we were headed anyway,† Jack says quietly, although they are going absolutely nowhere at this moment, just sitting on the shoulder while the occasional car blips past on 93. â€Å"What?† Hoping that Dale and Henry are right about the virtues of digital technology, Jack tells French Landing's police chief about his morning delivery, aware that Henry, although still looking out the window, is listening sharply. He tells Dale that Ty Marshall's cap was on top of the box with the feathers and Irma's foot inside it. â€Å"Holy . . .† Dale says, sounding out of breath. â€Å"Holy shit.† â€Å"Tell me what you've done,† Jack says, and Dale does. It sounds pretty good so far, at least but Jack doesn't like the part about Arnold Hrabowski. The Mad Hungarian has impressed him as the sort of fellow who will never be able to behave like a real cop, no matter how hard he tries. Back in L.A., they used to call the Arnie Hrabowskis of the world Mayberry RFDs. â€Å"Dale, what about the phone at the 7-Eleven?† â€Å"It's a pay phone,† Dale says, as if speaking to a child. â€Å"Yes, but there could be fingerprints,† Jack says. â€Å"I mean, there are going to be billions of fingerprints, but forensics can isolate the freshest. Easily. He might have worn gloves, but maybe not. If he's leaving messages and calling cards as well as writing to the parents, he's gone Stage Two. Killing isn't enough for him anymore. He wants to play you now. Play with you. Maybe he even wants to be caught and stopped, like Son of Sam.† â€Å"The phone. Fresh fingerprints on the phone.† Dale sounds badly humiliated, and Jack's heart goes out to him. â€Å"Jack, I can't do this. I'm lost.† This is something to which Jack chooses not to speak. Instead he says, â€Å"Who've you got who can see to the phone?† â€Å"Dit Jesperson and Bobby Dulac, I guess.† Bobby, Jack thinks, is entirely too good to waste for long at the 7-Eleven outside town. â€Å"Just have them crisscross the phone with yellow tape and talk to the guy on duty. Then they can come on out to the site.† â€Å"Okay.† Dale hesitates, then asks a question. The defeat in it, the sense of almost complete abrogation, makes Jack sad. â€Å"Anything else?† â€Å"Have you called the State Police? County? Does that FBI guy know? The one who thinks he looks like Tommy Lee Jones?† Dale snorts. â€Å"Uh . . . actually, I'd decided to sit on notification for a little while.† â€Å"Good,† Jack says, and the savage satisfaction in his voice causes Henry to turn from his blind regard of the countryside and regard his friend instead, eyebrows raised. Let us rise up again on wings as eagles, as the Reverend Lance Hovdahl, French Landing's Lutheran pastor, might say and fly down the black ribbon of Highway 93, back toward town. We reach Route 35 and turn right. Closer and to our right is the overgrown lane that leads not to a dragon's hidden gold or secret dwarf mines but to that peculiarly unpleasant black house. A little farther on, we can see the futuristic dome shape of Goltz's (well . . . it seemed futuristic in the seventies, at least). All our landmarks are in place, including the rubbly, weedy path that shoots off from the main road to the left. This is the track that leads to the remains of Ed Gilbertson's erstwhile palace of guilty pleasures. Let us flutter onto the telephone line just across from this track. Hot gossip tickles our birdy feet: Paula Hrabowski's friend Myrtle Harrington passing on the news of the dead body (or bodies) at Ed's to Richie Bumstead, who will in turn pass it on to Beezer St. Pierre, grieving father and spiritual leader of the Thunder Five. This passage of voices through the wire probably shouldn't please us, but it does. Gossip is no doubt nasty stuff, but it does energize the human spirit. Now, from the west comes the cruiser with Tom Lund at the wheel and Dale Gilbertson in the shotgun seat. And from the east comes Jack's burgundy-colored Ram pickup. They reach the turnoff to Ed's at the same time. Jack motions for Dale to go first, then follows him. We take wing, fly above and then ahead of them. We roost on the rusty Esso gas pump to watch developments. Jack drives slowly down the lane to the half-collapsed building that stands in a scruff of high weeds and goldenrod. He's looking for any sign of passage, and sees only the fresh tracks made by Dale and Tom's police car. â€Å"We've got the place to ourselves,† he informs Henry. â€Å"Yes, but for how long?† Not very would have been Jack's answer, had he bothered to give one. Instead, he pulls up next to Dale's car and gets out. Henry rolls down his window but stays put, as ordered. Ed's was once a simple wooden building about the length of a Burlington Northern boxcar and with a boxcar's flat roof. At the south end, you could buy sof'-serve ice cream from one of three windows. At the north end you could get your nasty hot dog or your even nastier order of fish and chips to go. In the middle was a small sit-down restaurant featuring a counter and red-top stools. Now the south end has entirely collapsed, probably from the weight of snow. All the windows have been broken in. There's some graffiti So-and-so chugs cock, we fucked Patty Jarvis untill she howelled, TROY LUVS MARYANN but not as much as Jack might have expected. All but one of the stools have been looted. Crickets are conversing in the grass. They're loud, but not as loud as the flies inside the ruined restaurant. There are lots of flies in there, a regular fly convention in progress. And â€Å"Do you smell it?† Dale asks him. Jack nods. Of course he does. He's smelled it already today, but now it's worse. Because there's more of Irma out here to send up a stink. Much more than what would fit into a single shoe box. Tom Lund has produced a handkerchief and is mopping his broad, distressed face. It's warm, but not warm enough to account for the sweat streaming off his face and brow. And his skin is pasty. â€Å"Officer Lund,† Jack says. â€Å"Huh!† Tom jumps and looks rather wildly around at Jack. â€Å"You may have to vomit. If you feel you must, do it over there.† Jack points to an overgrown track, even more ancient and ill-defined than the one leading in from the main road. This one seems to meander in the direction of Goltz's. â€Å"I'll be okay,† Tom says. â€Å"I know you will. But if you need to unload, don't do it on what may turn out to be evidence.† â€Å"I want you to start stringing yellow tape around the entire building,† Dale tells his officer. â€Å"Jack? A word?† Dale puts a hand on Jack's forearm and starts walking back toward the truck. Although he's got a good many things on his mind, Jack notices how strong that hand is. And no tremble in it. Not yet, anyway. â€Å"What is it?† Jack asks impatiently when they're standing near the passenger window of the truck. â€Å"We want a look before the whole world gets here, don't we? Wasn't that the idea, or am I â€Å" â€Å"You need to get the foot, Jack,† Dale says. And then: â€Å"Hello, Uncle Henry, you look spiff.† â€Å"Thanks,† Henry says. â€Å"What are you talking about?† Jack asks. â€Å"That foot is evidence.† Dale nods. â€Å"I think it ought to be evidence found here, though. Unless, of course, you relish the idea of spending twenty-four hours or so answering questions in Madison.† Jack opens his mouth to tell Dale not to waste what little time they have with arrant idiocies, then closes it again. It suddenly occurs to him how his possession of that foot might look to minor-league smarties like Detectives Brown and Black. Maybe even to a major-league smarty like John Redding of the FBI. Brilliant cop retires at an impossibly young age, and to the impossibly bucolic town of French Landing, Wisconsin. He has plenty of scratch, but the source of income is blurry, to say the least. And oh, look at this, all at once there's a serial killer operating in the neighborhood. Maybe the brilliant cop has got a loose screw. Maybe he's like those firemen who enjoy the pretty flames so much they get into the arson game themselves. Certainly Dale's Color Posse would have to wonder why the Fisherman would send an early retiree like Jack a victim's body part. And the hat, Jack thinks. Don't forget Ty's baseball cap. All at once he knows how Dale felt when Jack told him that the phone at the 7-Eleven had to be cordoned off. Exactly. â€Å"Oh man,† he says. â€Å"You're right.† He looks at Tom Lund, industriously running yellow POLICE LINE tape while butterflies dance around his shoulders and the flies continue their drunken buzzing from the shadows of Ed's Eats. â€Å"What about him?† â€Å"Tom will keep his mouth shut,† Dale says, and on that Jack decides to trust him. He wouldn't, had it been the Hungarian. â€Å"I owe you one,† Jack says. â€Å"Yep,† Henry agrees from his place in the passenger seat. â€Å"Even a blind man could see he owes you one.† â€Å"Shut up, Uncle Henry,† Dale says. â€Å"Yes, mon capitaine.† â€Å"What about the cap?† Jack asks. â€Å"If we find anything else of Ty Marshall's . . .† Dale pauses, then swallows. â€Å"Or Ty himself, we'll leave it. If not, you keep it for the time being.† â€Å"I think maybe you just saved me a lot of major irritation,† Jack says, leading Dale to the back of the truck. He opens the stainless steel box behind the cab, which he hasn't bothered to lock for the run out here, and takes out one of the trash-can liners. From inside it comes the slosh of water and the clink of a few remaining ice cubes. â€Å"The next time you get feeling dumb, you might remind yourself of that.† Dale ignores this completely. â€Å"Ohgod,† he says, making it one word. He's looking at the Baggie that has just emerged from the trash-can liner. There are beads of water clinging to the transparent sides. â€Å"The smell of it!† Henry says with undeniable distress. â€Å"Oh, the poor child!† â€Å"You can smell it even through the plastic?† Jack asks. â€Å"Yes indeed. And coming from there.† Henry points at the ruined restaurant and then produces his cigarettes. â€Å"If I'd known, I would have brought a jar of Vicks and an El Producto.† In any case, there's no need to walk the Baggie with the gruesome artifact inside it past Tom Lund, who has now disappeared behind the ruins with his reel of yellow tape. â€Å"Go on in,† Dale instructs Jack quietly. â€Å"Get a look and take care of the thing in that Baggie if you find . . . you know . . . her. I want to speak to Tom.† Jack steps through the warped, doorless doorway into the thickening stench. Outside, he can hear Dale instructing Tom to send Pam Stevens and Danny Tcheda back down to the end of the access road as soon as they arrive, where they will serve as passport control. The interior of Ed's Eats will probably be bright by afternoon, but now it is shadowy, lit mostly by crazed, crisscrossing rays of sun. Galaxies of dust spin lazily through them. Jack steps carefully, wishing he had a flashlight, not wanting to go back and get one from the cruiser until he's taken care of the foot. (He thinks of this as â€Å"redeployment.†) There are human tracks through the dust, trash, and drifts of old gray feathers. The tracks are man-sized. Weaving in and out of them are a dog's paw-prints. Off to his left, Jack spies a neat little pile of droppings. He steps around the rusty remains of an overturned gas grill and follows both sets of tracks around the filthy counter. Outside, the second French Landing cruiser is rolling up. In here, in this darker world, the sound of the flies has become a soft roar and the stench . . . the stench . . . Jack fishes a handkerchief from his pocket and places it over his nose as he follows the tracks into the kitchen. Here the pawprints multiply and the human footprints disappear completely. Jack thinks grimly of the circle of beaten-down grass he made in the field of that other world, a circle with no path of beaten-down grass leading to it. Lying against the far wall near a pool of dried blood is what remains of Irma Freneau. The mop of her filthy strawberry-blond hair mercifully obscures her face. Above her on a rusty piece of tin that probably once served as a heat shield for the deep-fat fryers, two words have been written with what Jack feels sure was a black Sharpie marker: Hello boys â€Å"Ah, fuck,† Dale Gilbertson says from almost directly behind him, and Jack nearly screams. Outside, the snafu starts almost immediately. Halfway back down the access road, Danny and Pam (not in the least disappointed to have been assigned guard duty once they have actually seen the slumped ruin of Ed's and smelled the aroma drifting from it) nearly have a head-on with an old International Harvester pickup that is bucketing toward Ed's at a good forty miles an hour. Luckily, Pam swings the cruiser to the right and the driver of the pickup Teddy Runkleman swings left. The vehicles miss each other by inches and swerve into the grass on either side of this poor excuse for a road. The pickup's rusty bumper thumps against a small birch. Pam and Danny get out of their unit, hearts pumping, adrenaline spurting. Four men come spilling out of the pickup's cab like clowns out of the little car in the circus. Mrs. Morton would recognize them all as regulars at Roy's Store. Layabouts, she would call them. â€Å"What in the name of God are you doing?† Danny Tcheda roars. His hand drops to the butt of his gun and then falls away a bit reluctantly. He's getting a headache. The men (Runkleman is the only one the officers know by name, although between them they recognize the faces of the other three) are goggle-eyed with excitement. â€Å"How many ja find?† one of them spits. Pam can actually see the spittle spraying out in the morning air, a sight she could have done without. â€Å"How many'd the bastid kill?† Pam and Danny exchange a single dismayed look. And before they can reply, holy God, here comes an old Chevrolet Bel Air with another four or five men inside it. No, one of them is a woman. They pull up and spill out, also like clowns from the little car. But we're the real clowns, Pam thinks. Us. Pam and Danny are surrounded by eight semihysterical men and one semihysterical woman, all of them throwing questions. â€Å"Hell, I'm going up there and see for myself!† Teddy Runkleman shouts, almost jubilantly, and Danny realizes the situation is on the verge of spinning out of control. If these fools get the rest of the way up the access road, Dale will first tear him a new asshole and then salt it down. â€Å"HOLD IT RIGHT THERE, ALL OF YOU!† he bawls, and actually draws his gun. It's a first for him, and he hates the weight of it in his hand these are ordinary people, after all, not bad guys but it gets their attention. â€Å"This is a crime scene,† Pam says, finally able to speak in a normal tone of voice. They mutter and look at one another; worst fears confirmed. She steps to the driver of the Chevrolet. â€Å"Who are you, sir? A Saknessum? You look like a Saknessum.† â€Å"Freddy,† he admits. â€Å"Well, you get back in your vehicle, Freddy Saknessum, and the rest of you who came with him also get in, and you back the hell right out of here. Don't bother trying to turn around, you'll just get stuck.† â€Å"But † the woman begins. Pam thinks she's a Sanger, a clan of fools if ever there was one. â€Å"Stow it and go,† Pam tells her. â€Å"And you right behind him,† Danny tells Teddy Runkleman. He just hopes to Christ no more will come along, or they'll end up trying to manage a parade in reverse. He doesn't know how the news got out, and at this moment can't afford to care. â€Å"Unless you want a summons for interfering with a police investigation. That can get you five years.† He has no idea if there is such a charge, but it gets them moving even better than the sight of his pistol. The Chevrolet backs out, rear end wagging from side to side like a dog's tail. Runkleman's pickup goes next, with two of the men standing up in back and peering over the cab, trying to catch sight of the old restaurant's roof, at least. Their curiosity lends them a look of unpleasant vacuity. The P.D. unit comes last, herding the old car and older truck like a corgi herding sheep, roof-rack lights now pulsing. Pam is forced to ride mostly on the brake, and as she drives she lets loose a low-pitched stream of words her mother never taught her. â€Å"Do you kiss your kids good-night with that mouth?† Danny asks, not without admiration. â€Å"Shut up,† she says. Then: â€Å"You got any aspirin?† â€Å"I was going to ask you the same thing,† Danny says. They get back out to the main road just in time. Three more vehicles are coming from the direction of French Landing, two from the direction of Centralia and Arden. A siren rises in the warming air. Another cruiser, the third in what was supposed to be an unobtrusive line, is coming along, passing the lookie-loos from town. â€Å"Oh man.† Danny sounds close to tears. â€Å"Oh man, oh man, oh man. It's gonna be a carnival, and I bet the staties still don't know. They'll have kittens. Dale is gonna have kittens.† â€Å"It'll be all right,† Pam says. â€Å"Calm down. We'll just pull across the road and park. Also stick your gun back in the fucking holster.† â€Å"Yes, Mother.† He stows his piece as Pam swings across the access road, pulling back to let the third cruiser through, then pulling forward again to block the way. â€Å"Yeah, maybe we caught it in time to put a lid on it.† â€Å"Course we did.† They relax a little. Both of them have forgotten the old stretch of road that runs between Ed's and Goltz's, but there are plenty of folks in town who know about it. Beezer St. Pierre and his boys, for instance. And while Wendell Green does not, guys like him always seem able to find the back way. They've got an instinct for it.

Management Skills Case Study Example | Topics and Well Written Essays - 500 words

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The Main Arguments for and against Turkey's entry to the EU - Essay Example Since 1959, when Turkey sent in its application to join the European Union (then known as the European Economic Community), Europe has been pondering over the fact whether a primarily Islamic nation lying mostly outside European geographic borders can really be made a part of the Union. While Turkey and EU have a common past of contractual relationship for many years, which led to the negotiations for accession in 2005, the former has always been perceived as an outsider, with whom Europe established relationships primarily for security reasons. The decision to start official talks on Turkey’s EU membership was made on 16 December 2004, while the accession negotiations started on 3 October 2005. This met with a hurdle, when Austria and Germany asked for permissions to allow ‘privileged partnership’ for Turkey without actually making it a full member. With other member states not agreeing to this clause, accession negotiations started, aimed at a full membership. H owever, negotiations have been adjourned on many instances since 2006, primarily due to objections raised by Cyprus, which is against Turkey’s accession to the EU membership (Barber, 2009). This is owing to the fact that currently the island of Cyprus is divided, wherein the Turkish troops have occupied its northern part and its ships are denied entry into Turkish ports. Austria and France have also declared their intention of holding a referendum on Turkey's EU membership. Currently, out of 35 accession chapters eight have been adjourned, which has effectively interrupted the membership negotiations. Owing to this, there has been a sharp fall in pro-EU support amongst the Turks, where a majority believe the accession process is biased and close-ended (Sayfa, 2013). A closer study reveals that majority of the EU member states never considered the EU-Turkey relationship as an essential part of the EU integration. Even after nearly five decades of EU’s relationship with Turkey, the perspective did not change, on the other hand the feeling of alienation increased on both sides (Cendrowicz, 2009). While a majority of the Europeans viewed Turkey as an outsider, the Turks felt that Europe as a political entity cannot be trusted, especially after the Treaty of Sevres post WWI, and furthermore after viewing unwillingness on part of the EU to assist Turkey once the accession negotiations started. In this context, the essay analyses the highly controversial issue of Turkey’s integration into the EU, and highlights the main arguments for and against Turkey's entry to the Union. Discussion Hurdles to the EU accession based on legal principles There were six member states that created the European Community for Coal and Steel (primarily states from Western Europe) in 1952, later known as the European Economic Community or EEC (1957), and which is now referred to as the EU. The preamble of the EEC treaty stated very clearly that this treaty aimed at cre ating a close union among the European people. In the same treaty, Article 237 stated that all European states are eligible to become a part of this Community. This article has since them become the foundation for integration, and is an essential aspect in the political and legal basis of the EU and the Union’s policy to unite Europe. This aspect has been reiterated in the 1993 Maastricht Treaty and had been considered in the proposal for 2004 drafting of the treaty for the Constitution for Europe, ratified by all EU member states. This treaty states in Article I-58 that all European states are free to enter the Union. Thus, here the main emphasis has always been on ‘European states,’ and all contractual provisions become a part of the common law framed by the different European treaties, binding

The great man theory Assignment Example | Topics and Well Written Essays - 1500 words

The great man theory - Assignment Example The article takes a deeper look at the great man theory that puts it clear that a great leader is God given not man-made. It only provides two options; either one is born as leader or one is not born a leader. The history of the great man theory dates back to the 19th century, when great leaders seen at that time were in born heroes, for instance Abraham Lincoln, Mahatma Gandhi and Alexander the Great. The theory had also focused on the highly quested positions in the army which were hereditary from father to son. This also led to the name, great man theory since no women were holding commanding positions. In the 1800s, military authoritative positions would paint the leadership skills of a man. With the assumption that the skills are inborn, the son of the leader was to take over since it was believed they had the same skills as their fathers. Thomas Carlyle, a Scottish writer, is credited for his move to popularize the theory in the 1840s. According to Thomas Carlyle, the history o f the world is nothing, but a bibliography of great men. He also believed that great leaders are those born with divine inspiration and proper characteristics to lead a group of people. The theory simply tends to separate leaders and followers. It gives the assumption that leaders differed from their followers. The theory portrays the fact that, in society different people posses different levels of intelligence, energy and moral strength, and in whatever way people are influenced to go, they are always led by the superior minded few. (Miller, Vandome & McBrewster, 2010). Back in the days, many leaders had the opportunity of having a chance of leadership through the birthright. This hindered the lesser in society in having the opportunity to be leaders. This brought up the assumption that leadership abilities are inherent. Proponents of this theory comprise of the world great leaders who came into power due to situational causes, for instance, John F Kennedy, Martin Luther King and Lee Lacocca. In another concept, a great leader always steps up regardless of their social status or location. A person with inborn leadership qualities will effect positive change in every place he or she goes. A person may not be a holder of an authoritative post but influences great masses to any direction he or she wishes. In deed, this is a description of a born leader according to the great man theory. Applications of this theory are visible in modern day management. Apart from government organizations, private company owners prefer to hand over their businesses to their sons after their retirement. They believe the leadership skills in them have been passed on to their sons. With this, one is able to see the long life of an organization, which has been led by one family for over 40 years. In some cases, the application of the inherent leadership posts may be difficult for offsprings but situational purposes make the shoes fit for them. Another application may be evident in co ntesting of parliamentary or presidential posts. In many instances, it has been

How color influence customer's decisions and behaviors Essay

How color influence customer's decisions and behaviors - Essay Example It will also consider the other alternatives in design for providing a more conducive environment for customers in pubs and cafes. Conflict in bars and pubs is a common occurrence in UK as well as in other parts of the world. Obviously, the main reason is that alcohol removes inhibition and enhances people’s tendency to react freely to situations. No matter how thoughtful and well planned the design is, one cannot hope to completely eradicate aggression in the setting of a bar or pub. On the other hand, one cannot simply ignore the â€Å"influence† of the design of a pub or bar on the â€Å"mood and behaviour of people who spend time in it† (Conflict & Violence in Pubs: Design Issues, 1992 p.3). This is because various elements in the environment in which humans function are known to exercise a high level of influence on their behaviour and determine how they respond to given situations. The design, light, colour or flow patterns of bars and pubs, when coupled with other factors such as drunkenness and noise pollution, can increase the stress levels of patrons and create flash points for in stigating aggression. Research evidence suggests that the design, interior and â€Å"overly energetic dà ©cor – complexity and colour schemes† are causing â€Å"between 15 and 20% of all aggression† in bars and pubs (Conflict & Violence in Pubs: Design Issues, 1992 p.3). Therefore, these factors need to be taken into consideration when the designs of bars and pubs are planned and decided. Thus, apart from an appropriate shape and direction of the building and suitable design, it is significant to choose a sober colour scheme to facilitate a more congenial setting in pubs to reduce the stress levels of drunken customers and to encourage them to conduct peacefully. In the present day, â€Å"client initiated violence† is on the increase, which is identified as a major issue in â€Å"retail trade† including bars and pubs (Prevention and Management

History of Amlwch Anglesey Case Study Example | Topics and Well Written Essays - 500 words

History of Amlwch Anglesey - Case Study Example By the late 18th century Amlwch was on the most populated towns of Wales. By this time the harbor of Amlwch was extended to include ships to transport copper from the town. The copper from the mines of Amlwch was used to protect the ships of war from the growth of seaweed and boring by worms. But because of excessive export and use of copper, with time the reserves of the copper mines started to diminish. Also the competition from cheaper copper and other ores from abroad by the mid 18th century, led to the overall decline of the deep mining industry in Amlwch. The copper ore was initially extracted from shallow shafts and then through open pit mining in Amlwch. Later it used to be extracted from shafts up to three hundred meter deep. After extraction the ore used to be broken into pieces by hand and then transported to South Wales for smelting. The metal copper used to be extracted from the remainder with the help of furnaces that were present at the port of Amlwch itself. Many other chemical industries that were based on the by products of the mines were also established. These chemical industries included those of alum, vitriol, sulphur and chrome pigments. By the mid of the 18th century the popularity of copper mining industry had declined in the town, and ship building industry had gained popularity.

Finance Week 6 Essay Example | Topics and Well Written Essays - 250 words

Finance Week 6 - Essay Example Debt financing should be monitored closely to ensure that the company’s debt obligations do not adversely affect the cash flow position of the organization. The use of financial metrics such as the current ratio can help managers monitor their debt position. The current ratio can be used to determine whether a company is in a good position to pay off its short term debt (Besley & Brigham, 2000). The sole use of equity financing affects the weighted average cost of capital composition. A lack of debt implies that 100% of the firm’s financing was achieved through the sale of common and preferred stocks. The free cash flow return on assets of a company is better whenever a company does not have to make monthly payments of principal and interest on debt. 3. The majority of business owners the Instructor has met do not use any long-term financial planning process for their company. What would you say are the pros and cons of developing and using long-term financial plans for a company? Developing and using a long-term financial plan is critical towards the success of a company. It is not wise to use equity financing as the sole instrument to raise money because issuing too many common stocks dilute its value and it lowers the power of the owners. One of the advantages of the use of debt financing is that it does not give the lender any power over the operations of the company. A con of debt financing is that it imposes a fixed obligation that adversely affects the cash flow of the

Opportunities and Facilities Essay Example for Free

Opportunities and Facilities Essay 1. School holiday football camps at schools such as George Salter in West Bromwich. 2. Leisure centres, schools have good facilities e. g. Swimming pools, gymnasiums, fitness suites, sports halls. All of which could be incorporated into an elite team/players training programme. 3. Local parks and Recreation grounds include – Greets Green Recreation Ground, Oakwood Park and Farley Park. 4. There are also opportunities to take part casually and in 5-a-side leagues at football centres like Goals and Powerleague. These centres give people a chance to play in a formatted system against their friends. There is one Goals centre in Sandwell. It is located between Oldbury and Blackheath. This means centres like these aren’t accessible to everyone in the borough. 1. Owned, run by commercial companies or clubs. 2. Academies good facilities, financial backing; facilities are well looked after. 3. Clubs – Tividale F. C, Tipton Town etc receive money through sponsors, gate receipts, hiring out facilities giving youths the opportunities to play in a small ground. 4. Netherton Colts under 18’s for example pay a yearly subscription to Tividale FC for use of Tividale’s main ground, The Beeches. 1. There are 2160 footballers in the Sandwell area, working on the fact that there are 135 teams in the area. (Based on 14 players per team) (Express Star, parklife) 2. However, there are far higher numbers of casual footballers who enjoy playing football on the park. Many of these people many not have the time or ability to play in an organised team. These are foundation level performers. Additional Agencies: 1. The Football Foundation is one of the largest sports charities in the world (footballfoundation. org. uk). Funded by the Premier League, the FA and Government, it’s a partnership between Central Government and the UKs leading sports industry. The Football Foundation will assist local clubs such as Tividale in gaining grants. FA Charter Standard: 1. Scheme created by the FA in 2001 to improve footballing standards across England. 2. Clubs benefit from football kit and equipment grants such as new safe goalposts. In 2010 Netherton Colts FC got granted two new football kits per year, per team for the next five years at a hugely subsidised cost through the scheme. Disability: †¢ Since English Federation of Disability Sport (EFDS) and the FA became partners in a national disability football programme opportunities to play and train locally for disabled people with regional competitions leagues have become more readily available with Sandwell Academy being the most local facility. However, other than the facility at Sandwell Academy there isn’t another used disabled football facility in the whole of Sandwell. This shows that provision for disabled footballers in Sandwell needs improving. Leadership Pathway: Provision and Opportunities: 1. Leadership courses available at school through The FA and BTEC Sport courses, this makes courses easily accessible as there are 17 secondary schools in Sandwell. 2. FA coaching badges can be achieved either through A-Level PE or in your own time and are open to anyone over 16, this age to start leadership could be considered too high as many people interested in football are keen to learn the game from a young age and pass on their knowledge. Schemes: 1. The FA Step into Sport aims to develop and retain youngsters of all backgrounds, and abilities. This is being implemented in Sandwell by flyers about sport being regularly handed out in schools with links to the FA’s Step Into Sport internet page. 1. The programme develops a future generation of leaders and volunteers aged 14-19 who have the knowledge and experience to make a positive contribution to local sporting communities. This programme could stop teenagers getting into trouble around the local area. Disability: Disabled coaches follow the same pathway as able bodied coaches but may need support when coaching. 2. The FA run a six hour coaching course for disabled leaders in football. This helps attract disabled leaders as they will not feel incapable or discriminated when on the course. These courses are currently run by the Birmingham FA at their training centres, none of which are in Sandwell. 3. This may discourage disabled coaches in Sandwell to take the course as they will need to find transport to take them to the training centres. Gender: Females and males are now given equal opportunities to lead football. 2. The FA is aiming for equality in football through more qualified female coaches. To promote women’s football and encourage more women to get involved. 3. Schools such as GSA and Wood Green Academy encourage equally both genders to take a leadership course either through PE or in their own time. 4. Seeing more female leaders may encourage more female performers to get involved as they may feel more comfortable being coached by a female. Officiating Pathway: Provision and Opportunities: 1. Officiating courses are run by The FA. 2. Anyone over 14 years old and deemed fit enough after a Physical Activity Readiness Questionnaire (PAR-Q) test can go on a course. 3. Promotion through the refereeing ranks comes with experience and hours refereeing, however this suggests the best referees are the ones who referee most regularly. This is not the case as some of the best referees don’t have the time to referee 3 days a week. 4. Courses can be found through schools with A-level PE and BTEC courses and through local clubs, such as Bustlehome FC. 5. Referees are registered with County Football Associations and local leagues, then appointed to officiate games in leagues such as Sandwell Minor League. Resources: 1. The FA and local Governing Bodies provide funding for referees training. 2. A level 8 junior referee can earn up to ? 75 each weekend. Referees can earn more if they referee adult matches and progress through the levels. 3. Having the incentive of income in a ‘deprived’ area such as Sandwell may encourage people to qualify as referee’s to earn extra cash. Schemes: 1. In 2010 The FA’s launched the ‘respect’ campaign to stop abuse and cut down the number of officials leaving the game due to it. 2. The Referees’ association offers referee training taught by former top level officials, such as Dermot Gallagher. This will attract people in Sandwell to the course as they have an expert to teach it who has made it at the top level. Disability: 1. Disabled matches are run by people who have done the disability coaching course unless a referee has experience at officiating disabled matches. 2. Currently, disabled people will not be found refereeing abled bodied matches due to often lack of mobility, awareness, or physical strength. 3. However, currently the disabled matches taking place in Sandwell are officiated by referees from around the country. However, officials from Sandwell would be able to officiate disabled fixtures if there was more fixtures played in the region. Gender: 1. Female officials take the same qualification route in England as male officials. More female referees and lineswomen in the football league, encourages women to further get involved in officiating. 3. The FA have a support network for female officials, to help stop female officials being forced out of the game if they get abused. 4. Despite this, there are still only 2 female referees registered by the Sandwell Minors League for the 2012-13 season. This shows more still needs to be done to increase numbers of female officials. Bibliography: Websites used: 1. http://www. thefa. com/GrassrootsNew/Player/ 2. http://www. lottery. culture. gov. uk/  http://www.thefa.com/

Operations Management Business Plan

Operations Management Business Plan The Operation Management plays a major role in the organization. Operations management (OM) is the business action that plans, organizes, coordinates, and controls the assets bare to aftermath a companys appurtenance and services. Operations management is an administrative function. For example restaurant has different functions include purchasing, receiving, controlling, and requisition of raw material. Operations management deals with the architecture and administration of products, processes, and casework and accumulation chains. It considers the acquisition, development, and appliance of assets that firms charge to bear the appurtenances and casework their audience want. As the name suggests, the job of an operations manager in any alignment is to architecture and administer the activities in such a way, that the plan abundance of the advisers goes up as able-bodied as best appliance of the concrete assets of the alignment can be achieved. It is one of the capital responsibilities of an operations manager. One of the responsibilities of an operations Manager is to accommodate the advisers of the alignment with an able alive ambiance area adroitness can advance and aggregation spirit can develop the process. In my country Hotel is a major private sector what I observed. So I will discuss about the problems and challenges that are faced by the hotel industry. The main aim of the hotel industry is giving accommodation and food for the customers. There are different types of hotels depend upon the services provided to the customers. For example apartment hotel, commercial hotels, economy hotels, resorts, residential villas, etc. The Hotel industry is one of the most important industries for the country growth. The hotel industry is a complete industry apparent from acute competition. Market allotment increases about comes at a competitors expense. Industry-wide, a lot of advance occurs in the international, rather than the domestic, arena. Employees, customers, competitors, government, suppliers, are the main for the hotel business to grow and getting profits. The Taj Hotel The Indian Hotels Company Limited (IHCL) and its subsidiaries are collectively known as Taj Hotels Resorts and Palaces and is recognized as one of Asias largest and finest hotel company. Incorporated by the founder of the Tata Group, Mr. Jamsetji N. Tata, the company opened its first property. Taj Hotels Resorts and Palaces comprises 93 hotels in 55 locations across India with an additional 16 international hotels in the Maldives, Malaysia, Australia, UK, USA, Bhutan, Sri Lanka, Africa and the Middle East. Literature Review/ Situation Analysis Operational management is regularly changing the new challenges for organization in the world. In the present century technology plays a very important role in the growth of every company. The world is shrinking because of technology, and the efficiency of all industries in the world has increased because of technology. In the same way the operation management is also developing with the advancement in technology. The direct result of this is the companies development, growth and increasing profits Operations Management has been recognized as an important agency in a countrys bread-and-butter growth. Operations Management was identified, as account area became added prominence. Rapid changes in technology have an Irish abundant opportunities and challenges, Rapid changes in technology have Irish abundant opportunities and challenges, which accept resulted in the accessory of manufacturing capabilities through new materials, facilities, techniques and procedures. Hence, managing an account arrangement has become an above claiming in the all-around aggressive environment. Operations management has been a key aspect in the advance and abundance in business around the world. In the Hotel scenario compare with operation management is goods in the terms of services like food, accommodation, like inputs to the customers and the outputs getting revenue to the hotel through customer paid money for the services received by the company. The Taj hotel is becomes one of the major 5 star category hotels in the world now. Generally the Taj hotel have different departments are present every where in the world. There are mainly two types of departments are exists in the hotel as follows Operational Department Administration Department These two department have again some branch departments are present as follows Operational Departments Food and Beverage Service Department Food and Beverage kitchen Department Housekeeping Department Front Office Department Administration Department Human Resource Department Security department Engineering and Maintenance department Sales and Marketing department Cost control department Provision department Finance and account department Food and Beverage Kitchen Department Kitchen is major department in the kitchen. In this department food will be cooked and maintained in hygiene way and will be served to the guest in the restaurant. In the Taj hotel kitchen they follow specific rules in the kitchen, the have different operation has to perform as it follows Get permission to use the kitchen. Wash your hands easily with soap and baptize afore starting your kitchen preparations. Continually ablution easily as bare like affecting the debris can or acrimonious up items from the floor. Re-read the cooking method several times. Accept all of the all-important ingredients. Put them out on the counter. Wash vegetables afore affable it. use the altered colors ample to anticipate aliment poisoning use apple-pie surfaces dont apprehend in the food dont accumulate meat so continued out of the freezer accumulate your accessories clean Get out all of the accessories like pans and barometer cups. Use oven pot holders if demography aliment in and out of the oven. Clean as you go along. Do NOT leave pots on the stove afterwards you are done application them. According to the designation cooks do their Operations in the kitchen. as follows Executive Chef: Executive chef is the person is responsible for the total actives in the kitchen. In ample operations, Executive Chef may accomplish authoritative duties alone and administer an amount of chefs. In operation, the Executive Chef or chef may both accomplish authoritative and assembly duties. in the kitchen (planning, conducting, training, hiring/firing).Responsible for Planning Menus (with restaurant mgr). Responsible for Recipe standardization, Has Knowledge and acquaintance in International and bounded cuisine. Sous chef: He is responsible for in the kitchen functions after executive chef. He will take care of the menu planning and briefing in the kitchen. Chef de partie: He is the in charge in the cooking in the staff food and head of the department. He will do roaster of the staff and records of food. Food and Beverage service Department This is sister department for the kitchen department. This department is having responsible room service, banquets, restaurants, lounges and pubs in the hotel. This department main aim is service food and beverages to guest in the hotel. Food is done in the kitchen and beverages made in the bar. They are different types of restaurants are present in the hotel like service restaurants, Fine dining restaurants, specialty restaurants, Food and beverage Manger: He is the in charge of all operations are held in the restaurant. He will do supervise of all the staff grooming, menu planning, The major Opeartion doing in the food and beverage service The major operation is serving the food and beverage in the restaurant or room service to the guest in the hotel. Making the cocktails and mock tails in front of the guest. Arrange the tables for the breakfast, lunch, and dinner. Making arrangements for the buffet service Communicate and co ordinate with the guest about food and beverages. Take feedback from the guest about food. Housekeeping Department This is backbone for the hotel industry. This is also one of the important departments in the hotel. The Main aim of the department is to keep the hotel premises and rooms in the hotel cleanly. The Major duty for the housekeeping staff is to clean the total areas in the hotel, rooms, staff areas, lockers in the kitchen. Beside that they are responsible for the decorating with the flowers in the rooms in the hotel. The major Operations are present in the housekeeping department as follows Guest Rooms: housekeeping department has to check the guest room before and after guest arrival and departure. Before the guest comes in the hotel they have to clean the room and keep all the amenities in the room and check all the fixtures are working properly or not. Once guest left the hotel they have to clean again room and any leftover by the guest they have to submit in the front office department in the hotel. Public areas: This public area includes lobby, Gym, lockers of staff, kids club etc. the public areas should clean regular basis in the hotel. Linen and laundry: This is place where all the clothes will be cleaned and given to the guest and staff of the hotel as well. So this place is the main for the hotel to keep it clean and fresh. Front Office Department This is the sister department for the housekeeping department. This department called public face department because once guest comes to the hotel he will see only front office people in the hotel. This department is centre of hotel functions. They have different operations has to perform in the hotel like guest receiving, welcoming, send guest in to room and explain the facilities in the room available in the hotel. Different Front Office people have to perform different operations doing in the hotel is as follows Executive Front office Manger: He is responsible person for the operation happening in the Front office department. He will prepare the duty roaster for the staff in the department. Prepare the records and reports of the guest. Reception: This department will provide the information about hotel and different departments in the hotel. They will attend the calls from the guest and answer and advise them in the corrective manner. Bell service: He is the responsible for the guest luggage. He will escort the guest till the room and explain the facilities present in the room. He will full details of the safety and security plans also. Concierge: she is the accountable person for the guest complaints. She will suggest the solution for guest problems. She will advise the guest for the about services in the hotel means about arrange Transportation, Plan for outing, reservation for the table in the restaurant. Night Auditor: He is the most important back office person in the hotel. He will prepare records of guest accounts and review the revenue of the hotel regularly in the month basis. All operations aftermath articles and casework by alteration inputs into outputs application an input-transformation-output process. Put simply, operations are processes that yield in a set of ascribe assets which are used to transform something, or are adapted themselves, into outputs of articles and services. And although all operations accommodate to this accepted input-transformation-output model, they alter in the attributes of their speci ¬Ã‚ c inputs and outputs. Outputs INPUTS Transformation In the same way The Taj Hotel has also do the same process like Input-transformation-output. In the hotel industry various departments are present include food and beverage department, housekeeping, front office etc. The Taj hotel also has some of the Challenges and problems facing are as follows The different the Taj hotel has facing different challenges and problems during in the hotel. Materials: This is one of the major inputs for the hotel industry for every department. The Taj hotel also facing with supply of materials from suppliers. In the positive way In the Food and beverage department as in the kitchen department inputs like raw material means vegetable then they transform into the food. It is going to be served to the guest. If the guest likes the food he will have another order and automatically revenue increases. Information In The Taj hotel some times they are facing about information about guest as well as employees. And they dont have proper information other hotels revenue and occupancy. Front office staff has information about all the departments in the hotel and services available in the hotel. So Front office people can easily guide the guest in good manner. The guest also will feel happy to come again. The hotel will get reputed guest regularly. The hotel will get nice name as well. Customers: The Taj Hotel people say CUSTOMER IS GOD. So for this situation hotel does not have any difficulty about guest because they have reputed guest. In these manner customers has to satisfy by the hotel staff through services. Once the customer pleased with the staff then customers will advise to their friends to come to the hotel. So customer also one of the best for the hotel to improve the growth and revenue of the hotel. Facilities: The Taj Hotel provides several facilities for the customers and staff also. But some of the staff in the hotel feeling uncomfortable with the hotel facelifts. These facilities may vary from hotel to hotel. Generally The Taj hotel facilities include swimming pool, gym, kids club, Wi-Fi, pick up and drop, good ambience etc. The hotel revenue is depending upon the facilities given by the hotel to the customers. Staff: In the Taj hotel staff is very experience and more innovative people. And almost all the staff has staying since to many years in the Taj itself. All the operation is done by the hotel staff in the hotel. Every person has their own duties and responsibilities. Everyone has to coordinate and communicate each other for smooth running of the hotel business. Trained Staff will work efficiently to get the goals completed in the organization. Coordination This is major function followed in the Taj hotels. Some times there are not appropriate coordination between branches. In the hotel premises they follow exact coordination for get task done. This is also very important for the hotel to achieve desired goals in the hotel. Coordination is the act of organizing, authoritative altered humans or things plan calm for an ambition or aftereffect to accomplish adapted goals in an organization. Coordination is an authoritative action in which altered activities of the business are appropriately adapted and interlinked. In the hotel every coordination in need for employee to employee to get the task done. And also co ordination require between departments to departments also for the hotel. Communication Communication is plays vital role in the business. The Taj hotel has very good communication between employees as well departments. So thats way they become top most hotels in the world. In every department in the hotel must work with proper communication between employees and departments as well. Every operation or work needs corrective communication. The advice action is complete already the receiver has accepted the bulletin of the sender. Thus advice cans action beyond all-inclusive distances in time and space. Housekeeping Engineering and Maintenance Purchasing and cost control Finance and accounting Sales and Marketing Human Resource Front office and GRE Food and Beverage Operations Function Results and Analysis The Taj Hotel operations manager is amenable over the all-embracing circadian operations in a Hotel. The operations manager is ultimately the one amenable for authoritative abiding that aggregate in the hotel runs smoothly, that the The Taj Hotel is in acceptable adjustment and that the hotel is authoritative a profit. Some of the departments that a Hotel Operations Manager oversees cover the foreground desk, housekeeping, animal resources, and aliment service. The The Taj Hotel Operations Manager is as well in allegation of authoritative abiding that the guests accept a absolute acquaintance and will wish to break again. Part of this includes ambidextrous with guests alone including any complaints that arise The The Taj Hotel Operations Manager position is altered from added OM fields because it deals accurately with aspects in a hotel. This agency that the position can as well crossover into chump account and as well resources. Along with defective the authoritative and authoritative abilities archetypal of OM jobs, a Hotel Operations Manager will as well charge to be acceptable at ambidextrous with humans and a abundant communication. The Taj Hotel operations Manager Controls all the departments such as aliment production, aliment beverages, housekeeping, foreground appointment again alone one operations Manager could be appointed. Operations Manager is the one who handles in-charge all operation of the company. He is amenable of mission eyes of the company. His duties are to accredit who can handle the accomplishing of the assignment the arrangement of the operations to the subordinates. Overlooks the operations guides the arrangement in administration the assembly deliveries. The Taj Hotel Operations Managers are personalities who adore alive with people. They accept to adore affair the assorted guests and accouterment for their generally assorted needs. They accept to as well accept personality characteristics including the adeptness to adapt abounding altered operations, assay budgets, break problems and multitask. The The Taj Hotel operations Manager is amenable for authoritative abiding the hotel is authoritative money and alive aural its allotted budget. The operations Manager will generally be the one to accomplish the alarm on authoritative aliment and will sometimes accomplish added decisions that advice access the advantage of the hotel as a whole.The Taj Hotel operations managers are amenable for authoritative abiding hotel guests accept the best acquaintance accessible during their break in the hotel so that they may in about-face adjudge to book addition break at the hotel. The Taj Hotel operations managers will accomplish decisions that they anticipate will advance the all-embracing acquaintance for guests, including hotel adornment and staffing. Although all operations processes are agnate in that they all transform inputs, they do alter in an amount of ways. They are Volume Variety Variation Visibility Volume The volume has altered implications whether it is in a top or low. In the low levels of volume, the companys operations accept specific characteristics such as accepting low alliteration in the accustomed procedures, anniversary agents affiliate performs added than one job in added words they are multifunctional, beneath approach and top assemblage costs. In the top levels of volume, the companys operations accept its own specific characteristics such accepting top repeatability in the accustomed procedures, there will be specialization, systemization, added basic accelerated and low assemblage costs. It also important for the business. Variety The variety function has its own association as able-bodied whether it is top or low. In the top ancillary of the calibration there will be added adaptability in the procedure, complex, the aggregation will accomplish abiding to needs and of advance the assemblage amount will be high. If the aggregation is in the low ancillary of the calibration the procedures will be able-bodied defined, there will be routine, standardization, and of advance low assemblage cost. Variation The variation in appeal has abounding implications that can be apparent from the companys characteristics. If the aggregation is in the top levels of appeal aberration again it has alteration capacity, apprehension for what the chump ability demand, flexibility, in blow with appeal and top assemblage cost. While in the added ancillary of the scale, the aggregation would accept an abiding and anticipated demand, routine, top appliance of assets and low assemblage cost. Visibility The visibility function which is the clue his or her adjustment through its altered stages has its implications whether it is top or low. If it is top the barter accept abbreviate cat-and-mouse tolerance, achievement absolute by chump perception, chump acquaintance abilities are bare and actual important and the accept array is absolutely high. And if it is low, the time lag amid assembly and consumption, there will be standardization, the chump acquaintance abilities will not be actual important or needed, the aggregation accept to accept a top agents appliance and centralization. A The Taj Hotel operations Manager is amenable for ambidextrous with any complaints guests may accept about their break in the hotel. The operations Manager will allege with guests about issues they may accept and plan with them against the best resolution to the both eration for both parties. Operations management leads the way for the organizations to accomplish its goals with minimum effort. The role of operations management is to transform a companys inputs into the  ¬Ã‚ nished appurtenances or services. Inputs cover assets (such as workers and managers), accessories and processes as able-bodied as materials, technology, and information. Outputs are the appurtenances and casework an aggregation produces. The set of communal administration activities, which are complex in accomplishment assertive products, is alleged as assembly management. If the aforementioned abstraction is continued to casework management, then the agnate set of administration activities is alleged as operations management .Another above cold of operating systems is to advance assets for the accomplishment of customer wants effectively. Inefficient use of assets or bare chump service leads to bartering abortion of an operating system. Operations management is anxious about with the utilization of resources, i.e. obtaining maximum aftereffect from assets or minimizing their loss, beneath utilization of waste. The admeasurements of the utilization of the resources abeyant ability are bidding in agreement of the admeasurements of available time acclimated or occupied, amplitude utilization, levels of activity, etc. Each admeasurements indicates the admeasurements to which the ambient or accommodation of such assets is utilized. This is referred as the cold of resource utilization In all of operations managements absolute and aberrant activities there is a charge to acquaint both with centralized agents and with alien customers, suppliers and the broader community. How abundant of a branch managers time is spent on altered activities, and how the accent of anniversary is changing. Consulting and communicating with operations agents acutely takes up an ample bulk of these operation managers time to ensure that the concrete and the assets of the alignment are able to aftermath the appropriate superior and bulk of appurtenances and casework at the appropriate time and cost, so that chump expectations and requirements can be met. Leadership and administration of assets and humans active is cardinal to the role of an operations manager, which as well involves advancing the affairs budgets, managing the programs, authoritative the employees plan and assuredly evaluating the agent performance. The Operational Manager needs to accept the achievement requirements of the process. The operational Manager is amenable to advise action operators how to accomplish the processes. The operational Manager is amenable to actualize advance accomplishments to abide the achievement. The Operational Manager needs to accept the achievement requirements of the process. The operational Manager is amenable to advise action operators how to accomplish the processes. The operational Manager is amenable to actualize advance accomplishments to abide the achievement issues that are particular during their assay of the action and Action Operator achievement data. The hotel operations Manager works anon with staff, affective them to do the best job accessible and accommodate abundant account to hotel guests. A The Taj Hotel operations Manager will as well generally authority training sessions with agents to advice them become acquainted with hotel behavior and actuate them to advice the hotel succeed. The Taj Hotel operations managers are not appropriate to accept any specific educational or acquaintance background. Most beyond The Taj Hotels will appoint managers with several years acquaintance alive in the hotel industry. Preference for jobs is about accustomed to those who accept a amount in accommodation administration or a affidavit in hospitality. Conclusion and References To sum it up all it is clearly says that the Operational Management is plays very important role in the every business in the world. Operational manager is main key for entire business operations. He is the person The Taj hotel is run by the operational departments. These operational departments are only main source of the revenue of the hotel. In every department has different functions has to perform. So the manager played a vital role in the operation in the hotel industry. The Manager wills responsibility for the entire operation done in the hotel. He is the person control and manage all operations performed in the hotel. They follow every same operation in every hotel in all over the world. With help of operation Management the Taj hotel make easy their operations in the business.

Madness and Insanity in Shakespeares Hamlet - From Obsession to Insani

From Obsession to Madness in Hamlet      Ã‚   In Shakespeare's play Hamlet, there are several questions that come to the reader's mind regarding the emotional state of Hamlet.   Was Hamlet really suffering from madness, as many of his friends and family thought?   Was he mad or just pretending to be mad?   Did Hamlet start out pretending to be mad, and his obsession drove him to madness?   The reader gets insight into Hamlet's mental status through other characters and through Hamlet himself. If the characters had the information that Hamlet had about the murder of his father, would they have thought differently of his actions and his sanity?      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚   Early in the play, King Claudius and Queen Gertrude show their concern for Hamlet's emotional state.   Hamlet had just recently lost his father and his mother had married his father's brother.   When Claudius asks Hamlet "How is it that the clouds still hang on you?" (1.2.66), he is attempting to determine why Hamlet is sad or depressed.   At this point the reader does not see any signs of madness but is starting to see that Hamlet isn't his usual self.      Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚   After Claudius and Gertrude leave there is a chance to see how Hamlet really feels. In talking to himself, Hamlet states:      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   O that this too too sullied flesh would melt,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Thaw and resolve itself into dew,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Or that the Everlasting had not fix'd   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   His canon 'gainst self-slaughter. O God! God!   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   How weary, stale flat, and unprofitable   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Seem to me all the uses of this world! (1.2.129-133)    Here you begin to get a glimpse of the turmoil that Hamlet is going through. But at this point there are legi... ...peare. Ed. Gerald Chapman. Princeton, NJ: Princeton University Press, 1965. Epstein, Norrie. "One of Destiny's Casualties." Readings on Hamlet. Ed. Don Nardo. San Diego: Greenhaven Press, 1999. Rpt. of The Friendly Shakespeare: A Thoroughly Painless to the Best of the Bard. New York: Viking Penguin, 1993. p. 332-34. Gooch, Bryan N. S. "Review of The Shapes of Revenge: Victimization, Vengeance, and Vindictiveness in Shakespeare." Early Modern Literary Studies 4.1 (May, 1998): 5.1-6   http://purl.oclc.org/emls/04-1/rev_goo6.html. Gordon, Edward J. Introduction to Tragedy. Rochelle Park, NJ: Hayden Book Co., Inc., 1973. Jorgensen, Paul A. "Hamlet." William Shakespeare: the Tragedies. Boston: Twayne Publ., 1985. N. pag. http://www.freehomepages.com/hamlet/other/jorg-hamlet.html Shakespeare, William. Hamlet. Ed. T. J. B. Spencer. New York: Penguin, 1996.

Freedom in Braveheart and the Lord of the Rings :: Braveheart Lord of the Rings Essays

The Power of Freedom in Braveheart and the Lord of the Rings How far would you go to defend freedom? Would you overcome impossible odds? In the films â€Å"Braveheart† and â€Å"The Lord of the Rings,† the main characters, Mel Gibson and Elijah Wood, go to the ends of the earth to achieve their goals and bring freedom to the people within their society. The two main plots emphasize the concept that no matter what nation you live under, any man or woman will fight to defend their right to freedom. In â€Å"Braveheart†, Mel Gibson, plays William Wallace. In the movie his wife is brutally killed by one of the English kings. Before the death of his wife, Wallace also experiences the death of his brother and father by the hands of the same aggressor when he was a child. After this he decides that any aggressive action against those he holds dear will not be left unavenged. The day of his wife’s death, William waited for his wife at a secret hiding place and when he finds out she isn’t coming because she was killed, he takes the ways of the law into his own hands. When William becomes a revolutionary he leads the Scottish people to an uprising against the English government. William then begins to de-thrown all the kings in the English region. He loses all sense of inhibition while pursuing his desire to avenge his loved ones’ death and brings freedom to his people. â€Å"The Lord of the Rings† is a movie about the plight of mankind while defending itself against a great evil of a supernatural kind. In this movie, the main character, Frodo Baggins, played by Elijah Woods, must protect the ring of power on an arduous journey across the country in an attempt to destroy the ring. If he fails, all of mankind will be destroyed and ruled by sorcerers and unseen forces of evil. Although he faces many grueling obstacles during his journey, his determination and knowledge of the possible disintegration of the human race fuels him and gives him the strength to complete his journey. In the end, after many trials and near death experiences-not to mention the loss of close friends and his own personal struggles centered around the power the ring has over him-he accomplishes his goal and successfully destroys the ring and brings freedom to mankind.

Japanese Occupation in South-east Asia Essays -- Pacific War Japanese

Japanese Occupation in South-east Asia Table of Contents Chapter 1: Introduction Background  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 3 Thesis  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 3 Research questions  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 3 Rationale  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 3 Methodology  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 4 Chapter 2: Literature Review  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 5 Primary sources  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 5 Secondary sources  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 6 Chapter 3: Research Methodology  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 8 Procedure  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 8 Types of sources  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 8 Compiling and presenting the data  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 8 Chapter 4: Results and findings  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 10 Background information  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 10 Conflict between Japan and United States  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 11 The Japanese Occupation (1942 – 1945)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 11 Chapter 5: Discussion and interpretation  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 24 The causes or motives of Japanese Occupation  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 24 The effect of Japanese Occupation  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 25 Propaganda  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 26 Chapter 6: Conclusion  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 28 Acknowledgements  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Pg. 29 Chapter 1: Introduction Background:   Ã‚  Ã‚  Ã‚  Ã‚  The Pacific War opened on 7 December 1941, and Japanese troops started invading other Asian countries. Singapore, which was a colony of Britain at that time, fell to the Japanese on 15 February 1942. Since then, the people in South-east Asia had great sufferings. During the Japanese Occupation, many people suffered and some even died. Finally, the Japanese surrendered after the bombing of Nagasaki and Hiroshima, and the nightmare was finally over. Thesis:   Ã‚  Ã‚  Ã‚  Ã‚  War does more harm than good. Research questions: †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  What are the main causes & motives of the Japanese Occupation †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  What are the main effects of Japanese Occupation to the people at that time? †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  What are the instruments... ...lusion The people under the Occupation suffered, and the people in Japan also suffered after the bombing of Nagasaki and Hiroshima. We learned that war does not do any party good, as we can see from the end of the war. We should learn our lessons from this event, and from the causes we can learn how to prevent it. Therefore, we should place our attention on the recent US and Iraq war, and stand on the side of peacefulness. We should also educate ourselves to differentiate between propaganda and the reality. Lastly, I had proven my theory, â€Å"War does more harm than good.† Acknowledgements http://www.iwm.org.uk/upload/package/25/pearl_harbour/hb_rise_of_japan.htm http://www.iwm.org.uk/upload/package/25/pearl_harbour/hb_ww1.htm http://www.iwm.org.uk/upload/package/25/pearl_harbour/hb_us_lead.htm http://www.iwm.org.uk/upload/package/25/pearl_harbour/hb_j_agg.htm http://www.iwm.org.uk/upload/package/25/pearl_harbour/hb_count.htm http://www.japan-guide.com/e/e2130.html http://www.japan-guide.com/e/e2129.html http://www.diggerhistory.info/pages-posters/jap.htm http://www.s1942.org.sg/ Understanding our past, Singapore from Colony to Nation - Federal Publications

Alcohol Advertising

The world of advertising is exciting and diverse. It has the ability to influence society to follow certain trends or ideas. Every where you look there is some form of advertising. From television to radio, magazines to billboards, product advertising is a large factor in what we do. Alcohol advertising is one of the largest branches of advertising. Millions of dollars each year is spent to advertise alcohol. The ads use tactics to incite people to use their product. Many times people are shown smiling and having a good time. Other ads have shown beautiful women talking to plain guys because the guy was drinking a certain type of beer. Focusing on one ad in particular is the Absolut Vodka advertising. The ad uses popular trends combined with the vodka product to produce a pun on that certain trend. The ads tend to be very funny and sometimes make a bold statement. The Absolut Vodka ads are so popular that there was a book published with a collection of all the ads. The Absolut ads tend to appeal to younger demographics. The ads are cutting edge and exciting. They are often funny or make fun of serious issues. Young people are incited by these ads because they are different and bold. The ad also promotes the ideal that if you drink Absolut Vodka you too will be bold and exciting. In this advertisement for Absolut Vodka the bottle is an image of bags with a train background. The meaning of most Absolut Vodka ads is political. The meaning of this advertisement has to do with Sweden years ago. The ad also gives the viewer the idea if you drink Absolut Vodka you will move up in the world. It also presents the ideas of going places and of a high status. Personally this ad does not make myself want to go out and drink. I think this particular ad might be focused at an older audience. The cool looking design of the bottle in all of the Absolut Vodka advertisements does appeal to the eye and many young viewers. Alcohol advertising plays a major role in underage drinking. The fun and exciting ad? s appeal to young people inciting them to drink. Alcohol advertising should be banned from the younger adult set magazines and not also should not be aired on television channels directed at the younger set. I think that this would greatly help reduce the statistics of underage drinking. Alcohol advertising is not just selling alcohol its selling trouble.

Planning a Scheme of Work

Planning Scheme of Work – Literacy Level 2 The produced scheme of work is aimed at 16 to 18 year old learners who are enrolled on the â€Å"Entry to Employment† (â€Å"E2E†) programme. The programme is intended for unemployed young adults to assist them in improving their prospects of employment with training or of entering higher education. The programme is designed to include personal and social skills, vocational skills and Basic and Key Skills. In this context, much learning is intended to embed Basic and Key Skills into other areas of learning and vice-versa Session ContentSessions are based on the Skills for Life Teacher Resource Pack issued by the DfES, which is produced to support National Standards for Adult Literacy. These resources are designed to be based on real life situations, aimed at adults and to cover the Adult Literacy Core Curriculum. Six modules have been used, one at level one and five at level two. I have divided each module over two sessi ons each lasting for two hours of classroom time. Opportunities to complete tasks beyond the scope of the session are available as all learners have free study periods, which are supported by tutors.Extension activities using spelling and grammar exercises have been included and would also be completed in free study time. I have decided on the sequence of topics based on Reece & Walker (2003, p239) suggesting that easiest topics could be tackled first, so starting the programme with level 1 activities. I have also taken sessions directly relevant to E2E learners, i. e. job search, and used these for the first few sessions as I have observed this type of learner questioning the relevance of various activities they are asked to undertake on the wider E2E programme.Teaching and Learning Methods Sessions are started with a directed section, explaining objectives to the learners, using visual aids (interactive whiteboard and data projector) and or audio clips to demonstrate the learning point of the session and stimulate interest in the topic. This part of the session lasts about 10 to 15 minutes and is followed by an opportunity for learners to work on their own, in small groups or more usually in pairs, using printed or on-line resources, for around 40 to 50 minutes. During this time learners are supported by the tutor.After this a break is taken and the above process is repeated after break, focusing on the next part of the session, again starting with visual aids, usually in the form of a data projector. The final 10 minutes are used to re-iterate points made and check understanding through questioning. The scheme of work relies on the use of visual and audio stimuli in conjunction with individual learning as many learners on the E2E programme have had poor experiences of conventional classroom technique. A. T. Graham (1999, P. 26) Says:It is interesting to note the following figures for what we remember (learn? ) from our various senses: Sight 75% Hearing 13% Feeling 6% Smell 3% Taste 3% Feedback from learners of these methods is almost unanimously positive, especially towards the use of technology and visual aids. Assessment Methods At the end of each session, learners are encouraged to complete the module checklist and detail areas that they feel confident with or need more practice with. Each session incorporates tasks to be completed during the session and completion of the tasks is supported and observed by the tutor.This presents the opportunity to continually assess each student’s progress as well as assist any student encountering difficulty. Although not part of the scheme of work, students sit diagnostic assessments at the start of the programme and further diagnostics as well as practice tests later in the programme. Usually a second diagnostic at six weeks followed by mock tests at 10 and 12 weeks. Self Evaluation A self-evaluation form has been included for completion at the end of each session. The form examines the effectiveness of tutor and learner activities, resources and where relevant, achievement.The largest space is reserved for learner feedback as learners are asked for feedback after each session and asked to complete feedback forms on a regular basis. These, together with improvements in diagnostic and mock test scores form the basis of evaluation for this programme. Learning Theory & Motivation A key element of the scheme is that it encourages independent learning. Within each structured session there are opportunities for the learners to work on their own or in pairs with support from a tutor.During this time learners are not simply given worksheets and expected to complete them, each learner has access to their own resources which they follow at their own pace and work through with discussion between groups of learners and the tutor. So, for example, during a session on newspaper articles, after a class discussion of two examples of newspaper articles students would be asked to fi nd their own examples on the Internet, examine the differences between articles themselves and discuss their findings with the tutor one to one or in a small group.In this way learners take control of their own learning and experience the satisfaction of knowing that they are not simply filling in blanks. Learners on the E2E programme then have equal time in non-structured sessions to carry on with any unfinished work, carry out their own research and complete any extension activities. Geoffrey Petty (2001, P. 306) States that: There is a consensus amongst management theorists that giving employees control over how they work greatly increases their sense of responsibility, motivation and effectiveness.Unsurprisingly, giving students control over their own learning empowers them in the same way. Independence is not an arbitrary foundation for a teaching method: it resonates with a deep human need – the need for freedom; the need to be in control. This is a need felt most stron gly by adolescents†¦ 16 to 18 year old learners, many of whom have achieved little or nothing at school respond well to being given control of their own learning. ResourcesThe E2E programme benefits from being well resourced, especially with technology. This has an impact on the engagement of learners, most 16 to 18 year olds being unimpressed with anything less than cutting edge technology. Every learner has access to a broadband enabled, high specification computer on which to complete individual work, all resources are available across the network for printing and or editing by the learner, meaning that the learner is in control of his or her own version of the Skills for Life Resource Pack.So, for example, in lesson five, a resource page for searching the Internet would be projected to the whiteboard, we would be able to discuss the question â€Å"can you name any more search engines? † and the tutor would be able to note some examples on the screen for learners to s ee. Learners would then be able to look at their own version of this resource page, type in their answers and print off a hard copy for their file. They would then be able to access the Internet and continue with the activity. Equality of OpportunityAs discussed, the scheme of work is based around the Skills for Life Teacher Resource Pack issued by the DfES, the introduction to which states that the materials are intended to be â€Å"broad-based† and â€Å"adult-appropriate†. Within the materials, names, voices and pictures of characters are ethnically diverse and represent both genders. It is however the job of the tutor to be sensitive to learners and I have replaced 2 articles on terror alerts in lesson nine after awkwardness during the session amongst Muslim students.Wheelchair access to the building and wireless laptop computers are available to students with disabilities. Two of the fixed computers in the classroom are configured for large fonts. Conclusion The E ntry to Employment programme is aimed at a group of learners who have previously struggled in education and so challenge tutors to find new ways to engage them. Independent learning is encouraged by the Learning and Skills Council for E2E and more sources than that quoted support this method. The use of I. C. T. s also encouraged and this scheme of work relies heavily on it although a much less â€Å"high tech† version could be delivered if this was required. Although many learners are engaged by the technology, it cannot take the place of a tutor or teacher, merely add to the learning experience and a good understanding of the subject is impossible to replace. Bibliography A. T. Graham (1999) Planning for Teaching & Learning, Resource Handbook Geoffrey Petty (2001) Teaching Today, Cheltenham: Nelson Thornes Ltd Reece & Walker (2003) Teaching, Training and Learning ,Sunderland: Business Education Publishers Ltd.

Manage Operational Plan Essay

Assessment activity 1 In your own words, describe the purpose of the operational plan and its relationship to the strategic plan. The purpose of the operational plan is to focus on shorter term objectives usually within 1 up to 3 years. For plans of 2 to 3 years, a more detailed breakdown of shorter timeframes should be included within the body of the document. An operational plan provides detailed information on planning, resource, implementation and funding for projects normally developed from the strategic plan. An operational plan should contain indicators to measure progress and performance. When written an operational plan will be defined by the following questions – Where are we now? – Where do we want to be? – How do we get there? – How do we measure our performance? Operational plans also comprise responsibility, allocation and contingency for variation. Contingency planning is the development of alternative plans to be placed in effect if certain unexpected events occur. There are four main advantages to contingency planning: 1) it helps the organisation get into a better position to cope with unexpected developments; 2) indecision, uncertainty, and delays are reduced when something unusual happens; 3) the organisations responses are likely to be better thought out and more rational; and 4) managers are forced to think in terms of possible outcomes, rather than just the most likely outcome. Operational plans are normally derived from strategic plans; a strategic plan provides formal long term direction for an organisation’s mission, objectives and strategies. These plans define What do we do? Who do we do it for? How do we get there? / How do we succeed? Assessment activity 2 Consultation can be undertaken both formally and informally. Outline some of the tools that can be used for formal consultation and discuss there various merits. Formal tools for consultation include: Information sessions Information sessions provide an instant feedback loop; these information sessions could be called planning sessions or development meetings and provide information to the recipient in several forms ensure all learning mechanisms are catered for. Information sessions also ensure that stakeholders feel involved in decision making processes adding value to the process. This can also be beneficial as it does not provide time for negative thinkers to formulate argument. Invitations for submissions from stakeholders When asking for submissions for stakeholders you are providing a tool for continued commitment and keeping the channel for communications open. Stakeholders will need to provide continued input into the process to ensure holistic development of the plan is achieved. Stakeholder consultation is about initiating and sustaining constructive relationships over time.1 Meetings, workshops, focus groups, one on one interview Meetings workshops and â€Å"one to one† consultation tools aid in providing appropriate and agenda orientated discussion and provide input to existing or identified issues, potential solutions and aid in refining the information provided. These meetings and interviews can be minuted and presented back to the groups as an accurate account and a form of continual improvement ensuring that the items raised are being addressed and not being revisited unnecessarily. A focus group involves inviting a group of participants to share their thoughts, feelings and attitudes. This can be a useful tool for gaining â€Å"buy in†2 to the planning process. This information can then be fed back to the process. Feedback mechanisms By measuring feedback and reporting appropriately it will be possible to capture and report opinion on ideas presented and formulate into input to the planning process. Communication mechanisms such as email, intranet, newsletters and memos surveys These tools are a good way of providing information quickly over large groups in a uniform way. Although hard to measure result, by capturing groups that may otherwise not provide input to the process it is bringing transparency and opportunity to build a robust planning process. Assessment activity 3 In your own words, explain why key performance indicators (KPIs) are an important part of the operational planning process. KPIs can be broken down by acronym; by focusing on the importance of each component of a Key Performance Indicator it will become apparent of the role the KPI plays in the operational plan. Key when it is of fundamental importance in gaining competitive advantage and is a make or break component in the success or failure of the plan. An example only by measuring the shelf space gained by a drinks manufacturer they can measure the growth achieved this can be measured on a short term basis indicating success or failure over the plan period. Another example for a gaol, it may be to reduce the amount of lockdowns or assaults over the plan periods this can then provide information in relation to the implementation of absence policies for staff and intervention programs for inmates to achieve predetermined benchmarks. Relating to Performance when it can be clearly measured, quantified and easily influenced by the organisation or governing body. Indicator if it provides leading information on future performance. It is impossible to establish a KPI without a clear understanding of what is possible – so it must be possible to set upper and lower limits of the KPI in reference to the market and how the competition is performing (or in the  absence of competition, a comparable measurement from a number of similar organisations). Some industries do not have immediately recognisable measures but by study of the environment it is possible to be able identify key areas to be measured and provide input into future development and growth (KPI). Measuring key areas of the operational plan ensure that continual improvement and best practice are maintained and that the plan is achieving expected outcomes. Assessment activity 4 Explain the role of an impact assessment in contingency planning and outline the steps within it. Also known as an impact and risk analysis an impact assessment is the developmental tool to assist in defining the structure and content of the contingency plan. By performing an impact assessment it aids in providing accurate diagnosis relating to the definition of risk as outlined by the operation plan, what may occur. The impact of the risk on the operational plan and its projected outcomes, what is the rating of the risk, how will it manifest itself and how damaging will it be to the plan if it eventuates. Coupled with a series of alternatives, recognitions and formulated responses to the risks the information is fed back into the process and forms the contingency plan. This information can be collated in the form of a matrix; the information can then be measured for weight, possibility of outcome, severity of impact and presented with formulated recommendations for risk minimisation or alternatives. IMPACT MATRIX Header Description Change Impact Summary of impact Description Short description of impact Stakeholder Include stakeholder groups and/or role (if required) Category Category identifies the type of impact People (is there a direct impact on people) Structure & roles (is there an impact on how things are) Culture (is there an overall impact on people/groups as a whole) Process (will there be a change to processes) Skills (will skills need to be developed) Technology (will there be system/technology changes) Level of impact High: Large impact and/or large amount of change Medium: Moderate number impact and/or moderate amount of change Low: No or low impact and/or small amount of change Resistance issues Include any stakeholder resistance issues that may impact awareness, acceptance and /or adoption of the change. Risk of inaction Risk of not implementing some form of change management initiative. Change Actions change actions formulated and used based on all the information for each impact: Ref No. Change Impact Description Stakeholder Category Level of Impact (H/M/L) Resistance Issues Change Actions Risks and issues Mitigation Severity Recommendations: Assessment activity 5 Proposals for resource requirements may outline alternatives to the project under consideration. Why? Outlining alternatives to the project being proposed for consideration can assist in providing justification for presenting the chosen proposal as the desired action to be taken. When providing a list of alternatives, areas such as costing, resource availability, risk, legal implication and obligations and time constraint should be examined. This will bolster the selected proposal and provide transparency to the selection process demonstrating that all options have been taken into consideration and tested for appropriateness. Assessment activity 6 Explain what the acronym SMART stands for, and why it is so important for objectives and targets to be designed with this in mind. SMART is a results driven acronym designed to provide focus to the task and the objective required as a result. S.Should be specific, clear to anyone that has basic knowledge of the project. M.Must be measurable, know that that objective is obtainable and how far away completion is. Be aware of when the task has been completed. A.Agreed upon. Agreement must be reached with all stakeholders about what the objectives should be. The objective should also be achievable. RThe objective should be realistic and relevant and within the abilities of the organisation skills base. TTime based. Is there enough time to compete the task? Are the timeframes realistic i.e. not too long as to effect performance, timelines and completion? An objective that follows SMART is more likely to succeed because it is clear (specific) so you know exactly what needs to be achieved. You can tell when it has been achieved (measurable) because you have a way to measure completion. A SMART objective is likely to happen because it is an event that is achievable. Before setting a SMART objective relevant factors such as resources and time must be taken into account to ensure that it is realistic. Finally the timeline element provides a deadline which helps people focus on the tasks required to achieve the objective. The timeline element stops people postponing task completion and effecting performance. Section 2 Assessment activity 7 In your own words, outline some of the key stages in the recruitment process and briefly explain what should be achieved at each step. Preparation It is vital that the planning and preparation stage of the recruitment process is done effectively for the appointment of a new member of staff to be successful. Human Resources (HR) or a management panel / interview panel will need to think about what their current or future needs are and the best  way to meet them. If the vacancy is a new role HR or the appropriately delegated persons will need to think about the job purpose, responsibilities and experience that they are looking for culminating onto the development of a statement of duties (SOD). If the role is replacing an existing one they will need to consider if any changes need to be made to ensure that the job is fully effective and review all policy documentation appropriately to reflect the identified needs. Advertising Candidates first become aware of a vacancy via advertising or by use of a facilitating recruitment agency. A recruitment advertisement must be written in a clear and concise way so as potential applicants are encouraged to find out more about the organisation and advertised position. Where and when you advertise must be taken into consideration as poorly timed or focusing on the wrong target group with inappropriate media selection will provide poor results in response and will not capture the target market. Planning When planning to recruit it is important to establish a realistic timeframe for each stage prior to beginning the process of recruitment. Having tight deadlines and only leaving a small amount of time for short listing and collation of data can be counterproductive. Careful thought about the whole recruitment process in order to get the best possible outcome is critical. Identification of the method of short listing, scoring and the convening of a selection panel are also important considerations to take into account in the planning stage of recruitment. Selection process A professional recruitment process is crucial, for the validity of the recruitment decision and for the image of the organisation. All applicants should feel that they have been treated fairly throughout the process and be left with the impression that the organisation is a fair, coconscious and ethical employer – somewhere where it would be good to work and develop a career. Appointment Following the interview the panel should make a decision based on all the evidence available as it is applied evenly throughout the recruitment and selection process with reference to the required job description. Assessment activity 8 Outline some of the advantages of using a purchase order. Some advantages of a business purchasing utilising a purchase order management system include; the purchaser having a defined traceable record of transaction that states all relevant information to the sale including things such as purchase and delivery dates, cost of purchase, terms and conditions of payments, authorising persons and collation of information between purchase order and invoice / statement to ensure correct payments without ambiguity of details. Purchase order copies can be used to ensure suppliers dispatch the items that you have ordered upon receipt of goods. A good purchase order management system should have a back order system in place. This enables the purchaser to track and follow up items that have not been received at time of purchase but may be arriving later due to an inability to supply. Used In a larger organisation a purchase order can also provide information for accountancy such as distribution of cost centres and allocation to job numbers for future invoicing. Assessment activity 9 Describe a mechanism for ensuring that operational activities are proceeding according to plan. The balanced score card is a measurement framework which integrates multiple perspectives. The balanced scorecard integrates four sets of measurements, complementing traditional financial measures with those driving future performance. An organisation using this framework is encouraged to develop measures (metrics) that facilitate collection and analysis of information from the following perspectives: The Financial Perspective covers the financial objectives of an organisation and allows managers to track financial success. The Customer Perspective covers the customer objectives such as customer satisfaction, market share goals as well as product and service attributes. The Internal Process Perspective covers internal operational goals and outlines the key processes necessary to deliver the customer objectives. The Learning and Growth Perspective  covers the intangible drivers of future success such as human resource, organisational capital and information capturing including skills, training, organisational culture, leadership, systems and databases Implementation of a balanced scorecard presents an opportunity for an organisation to look at its existing programs, services, and processes. Are the right services being provided to the Customers? (Are we doing the right things?) Are the processes implemented now the most efficient and cost effective. Performance measurements provide a mechanism for the organisation to manage its financial and non-financial performance. Accountability is increased and enhanced, ensuring that projects support the organisational strategy, and that better services and greater satisfaction are provided to the Customer. Performance that is measured and reported will improve. (Are we doing things right?). Specific metrics are developed which can then be analysed to provide answers to these questions. Once appropriate metrics have been identified, data collection and tracking processes are put in place, the organisation can begin to adjust its practices and evaluate its performance over time. A continuous feedback loop is formed, in which the organisation can use measurement information to re-align initiatives as required. Scorecards are effective in aligning an organisation’s business areas and activities with its overall strategy, identifying critical financial and non-financial measures, identifying cause-and effect relationships among measures that may aid in problem diagnosis and encourage accountability across the organisation. When it was first introduced the Balanced Scorecard was presented in a four-box model. The danger with the initial four-box model was that companies can easily create a number of objectives and measures for each perspective without ever linking them. Many organisations produced management dashboards to provide a more comprehensive at a glance view of key performance indicators in these four perspectives. A Strategy Map places the four perspectives in relation to each other to show that the objectives support each other. Strategy maps outline what an organisation wants to accomplish (financial and customer objectives) and how it plans to accomplish it (internal process and learning and growth objectives). This cause-and-effect logic is one of the most important elements of best-practice Balanced Scorecards. It allows companies to create a truly integrated set of strategic objectives on a single page. Assessment activity 10 Name three types of financial report that can be used to track progress and monitor performance. Three types of financial Reports that can be used to measure progress and performance are the balance sheet, income statement, and cash flow statement. The balance sheet details a company’s current financial position based on assets, liabilities, and equity. The balance sheet helps answer questions about a company’s liquidity, solvency, and relative position to that of industry competitors. The income statement details a company’s profitability. Net income is found in the income statement and it is determined as revenues less all costs. The income statement sheds light on the company’s ability to spend money (expenses) in order to generate revenues. The cash flow statement details a company’s operating, investing, and financing activities. Because earnings can be manipulated by clever accountants and management, cash flows more accurately reflect the fin ancial performance of a company. Assessment activity 11 What is a gap analysis? Definition: [Gap analysis is a] technique for determining the steps to be taken in moving from a current state to a desired future state. It begins with (1) listing of characteristic factors (such as attributes, competencies, performance levels) of the present situation (â€Å"what is†), (2) cross-lists factors required to achieve the future objectives (â€Å"what should be†), and then (3) highlights the ‘gaps’ that exist and need to be ‘filled.’ Also called need-gap analysis, needs analysis, and needs assessment.3 A gap analysis is the method of improving a company or organisations performance by analysing the reasons for the gap between current results and long-term objectives. Gap analysis begins by asking yourself two basic questions: Where are you now? Where do you want to be? In answering these questions, you need to be as detailed as possible so it will be easier to come up with realistic plans of action. Study your current situation and determine how you are presently performing. A gap analysis conducted on it own will be fruitless unless coupled without proactive solutions incorporated to meet the needs identified in the analysis to ensure effective outcomes and desired results are achieved. Assessment activity 12 Describe the different types of mentoring. Informal mentoring: This form of mentoring option enables employees to enter into an informal style of mentor/protà ©gà © relationship. An informal mentoring partnership has less structure than a formal mentoring process and can occur at any time in a person’s career. The relationship can be initiated by the mentor or protà ©gà ©. Some examples that informal mentoring relationship can be initiated are: A senior level employee that identifies either promise or potential issues in a younger employee‘s path can take them under his or her wing and providing them with advice and guidance to assist them with their current job or career goals; An employee seeking out a senior level employee they admire and together they work to develop a relationship; or A supervisor or a senior level employee recommends a specific employee to the protà ©gà © to receive mentoring. Formal mentoring: Formal mentoring has a structure. It involves an agreement to mentor and be mentored, a clear framework for mentoring and perhaps a program of support. In a formal mentoring relationship, there is discussion of expectations, goals and the process to be used. The frequency and duration of contact is agreed and ground-rules are established. Individuals may establish their own mentoring arrangements or participate in a mentoring program. Peer mentoring: This form of mentoring is when two people undertake a mentoring partnership and take turns in mentoring each other as peers. Each one facilitates the mentoring process by asking questions, listening and reflecting. As in most types of mentoring, there is a place for offering another perspective, expressing an opinion or providing information. However, the decision-making responsibility always remains with the person who will implement and experience the consequences of their own actions. Because the partners recognise each other as peers, it can be easier to offer and receive input as information rather than advice Group mentoring: One mentor can be teamed with several mentees who meet at the same time. As the mentor poses questions, listens and reflects he or she engages all members of the group into the conversation. Each person has their own experience and insight to share and can draw their own learning from the discussion. This can be invaluable to the other attendees as it can provide perspectives that may not be normally considered in a smaller mentoring scenario. Assessment activity 13 Discuss the role of performance monitoring in negotiating variations to operational plans. Effective performance monitoring enables continual risk management in the operational plan process. 360 degree monitoring of the plan and the identification of areas that require adjustment or reassessment can ensure that goals are achieved and KPI’s are met. This will ensure that risk levels can be reduced to minimal impact and contingencies can be implemented if required. With early identification, issues can be resolved by negotiating with authorised persons or groups to enable variation strategies to be approved and implemented. Assessment activity 14 Outline some of the things that organisational policies on documenting performance should cover. When dealing with documenting performance the organisational policies should  have the policy structure in an easily accessible format for example the organisations intranet. These policies should cover; relevant legislation or business guidelines covering expected performance and behaviours within the workplace, relevant performance management guide lines, processes for discipline grievance and appeal structures and guides, storage and access of employee files, audit and assessment guidelines for Work health and safety Compliance to operating models and routines Achievement of output budgets A – Z of relevant forms