3.Account for the increasing number of children incarcerated in the Essay

3.Account for the increasing number of children incarcerated in the UK. Is this an effective means to tackle youth offending - Essay Example The increase in incarceration is simply a result of more punitive sentencing and remand decisions. At the same time, depriving children of their liberty is ineffective in terms of preventing further offending, is expensive and does incalculable damage to young people who are already among the most vulnerable in society – a point tragically confirmed by the death of two children in custodial establishments during 2004.† (Narco, 2005, p. 1) It is clear from such observation that though there has not been any such change at the rate of criminal activities in the socio-cultural backdrop of the United Kingdom, but the administration, as it has witnessed through its previous experience that, random imprisonment of children helps in cutting the rate of criminal offence down, that is why they are still sticking to the system. Such random process of child incarceration, though its is considered to be effective but in real life is not only results in tremendous psychological probl ems to the youth section of the society but at the same time they are also exposed to the risk of being abused or molested by criminal minded persons. Consequently, they either remain as psychological patients for the rest of their lives or they develop extremely hostile mentality against the society that provides them also with a criminal bent of mind. Statistics of 2004 shows that 205 youths, who were below 15 years of age were taken under custody and three of them, namely, Gareth Price (16), Gareth Myatt (15) and Adam Rickwood (14), expired unfortunately during their tenure in the custody. (Narco, 5005, p, 1) Such incidents bear enough evidence to show that in the name of justice or controlling crime what actually is happening is exploitation of the youth force of a nation and the administration is actually dragging the youth section to such a situation, where they are not

Rock and Roll History Assignment Example | Topics and Well Written Essays - 500 words

Rock and Roll History - Assignment Example The giant electronic screen behind the stage showed the various band members and the other guest artists from time to time, focusing on one individual at a time. There were times also when the said electronic screen showed some fancy cartoons or caricatures of people. B Description of the Performance – the band was quite remarkable because the band members played all their songs all the way back to their start as a band. In other words, the mixture of the songs was eclectic and there was hardly any misstep in their performance. Band members memorized all their songs, even the old ones, and Linkin Park did not limit itself to purely rock and roll songs or the usual rap metal songs in their albums. For fans of this band, their performance was considered one of the best so far but on the other hand, those who hate the sound of rap may find their music too hard on their ears. All the thumping and the shouting at times may sound like irritating noise instead of soothing music to unfamiliar ears. The sheer volume of the sound system made the song lyrics inaudible most of the time although many of the fans are already familiar with these songs. On the whole, it was an awesome performance. Instrumentation was good while the articulation of the sou nd at high volume was excellent. C Description of the Artists/Band (musical genre) –the songs of Linkin Park are associated with rap metal music and also with nu metal (or alternatively termed as new metal, neo-metal, or aggro-metal) which is a type of music that is heavy on metal combined with hip-hop music and hardcore punk with additional mixtures from grounge music (characterized by growling vocals and sounds from distorted electric guitars) using apathetic, ennui, or angst-filled lyrics. The sub-genre of music from the Linkin Park band is somewhat a cross or blend between two styles of music which are hip-hop and

Challenges And Prospects For The Asean Economic Community Economics Essay

Challenges And Prospects For The Asean Economic Community Economics Essay Free trade is a significant stimulus to regional production, linkages and competitiveness.   ASEAN has made significant progress in that regard since the implementation of the ASEAN Free Trade Area (AFTA) from 1993.   The AFTA initiative has been particularly successful in reducing tariffs in the trade in goods. Currently, some 99.8 per cent of the products in the Inclusion Lists of ASEAN-6 (Brunei Darussalam, Indonesia, Malaysia, the Philippines, Singapore and Thailand) have been brought down to the tariff range of 0-5 per cent, with about 65 per cent of those products having zero import tariffs.   Meanwhile, 91 per cent of the products traded by the CLMV countries (Cambodia, Lao Peoples Democratic Republic, Myanmar and Viet Nam) under the Common Effective Preferential Tariff package have been moved into their respective Inclusion Lists.   About 77 percent of those products are already within the 0-5 per cent tariff band. However, regional free trade alone is not sufficient to release the full energies and the inherent potential of ASEAN.   All of us now have to take a further step forward.   Deeper economic integration is necessary for ASEAN to cope effectively with the unprecedented opportunities as well as the unprecedented challenges, on both scale and depth, unleashed by globalisation. China and India have altered the global economic landscape through huge market openings and greater competition, too.   Meanwhile, interlinked supply networks have proliferated all over the world, among many other innovative and more efficient ways in value creation and industrial organization.   Last but not least, there are the freer and often instant movements of new ideas, people and resources across national boundaries. The ASEAN Economic Community.   In the midst of two giant economies, ASEAN Leaders made a historic resolution in December 1997 to leverage the regions potential by building an economic community (ASEAN Vision 2020).   Henceforth, ASEAN is to be transformed into a stable, prosperous, and highly competitive region with equitable economic development, and reduced poverty and socio-economic disparities.   Notably, that resolution took place in the midst of a severe financial and economic crisis in ASEAN.   This underscored once again ASEANs common perception of the critical importance of greater regional cohesion and complementation in coping with good as well as bad times.   Subsequently at the Bali Summit in November 2003, ASEAN Leaders declared that the AEC would be the end-goal of regional economic integration (Bali Concord II).   This Community shall weld together 10 separate entities as a single market and production base by 2020.   The ASEAN Economic Ministers have recently recommended that the target year be sped up to 2015. Put it simply, there will be a free flow of goods, services, investment and a freer flow of capital in the AEC.   This is to be complemented by freer movements of skilled human resources including regional business persons, professionals, and cultural and artistic talents.   The consequent gains from deeper and broader integration are substantial in ASEAN.   They are estimated by McKinsey and Co to cut as much as one-fifth of production costs of consumer goods in the region.   As such, the AEC building process will empower ASEAN to remain a dynamic and competitive player in the regional and global supply chains.   But the same process is also predicated on wide-ranging adjustments and reforms to be carried out by Governments and the business sector, among other stakeholders in the region.   The commitments so far made include, to name just a few, the ASEAN Free Trade Area of 1992; the ASEAN Framework Agreement on Services of 1995; the ASEAN Agreement on Customs and the ASEAN Customs Vision 2020 of 1997; the Framework Agreement on the ASEAN Investment Area and the ASEAN Framework Agreement on Mutual Recognition Agreements, both of 1998; the Initiative for ASEAN Integration of 2000; the ASEAN Framework Agreement for the Integration of Priority Sectors of 2004; and the ASEAN Policy on Standards and Conformance of 2005. ASEAN has three key strengths in the economic arena.   We have abundant natural resources in our region.   We have large supplies of professionals and talented people.   And, we have the capability to adopt, adapt and advance technology.   By leveraging on these strengths the AEC is likely to be realised sooner than later. ASEAN Charter.   A key development complementing the AEC work is the process to establish the ASEAN Charter.   A Charter is certainly not a panacea. But at a minimum, it is going to facilitate the transformation of ASEAN into a rules-based regional organization with a legal personality.   Provisions in the Charter to establish robust mechanisms for monitoring implementation and ensuring compliance would contribute greatly to ASEANs effectiveness. Through the Charter, ASEAN will be able to enshrine the values and principles that shaped by our history and experiences in the last 39 years.   It will virtually become our new and official birth certificate in the sense that we are re-born as the ASEAN Community. Such a Charter would also serve to make ASEAN a more responsive, dynamic and integrated regional organisation. In short, the Charter will define ASEANs future. The ASEAN Eminent Persons Group (EPG) has been working on its recommendation for the drafting of the Charter.   In a few days, the EPGs report will be considered by the ASEAN Leaders during the 12th ASEAN Summit in Cebu, the Philippines, from 11-12 December 2006.   In that report, the EPG will recommend what should go into an ASEAN Charter. And at the upcoming Summit, a High-Level Task Force is expected to be mandated by the ASEAN Leaders to start drafting an ASEAN Charter, taking into account recommendations of the EPG, among other things. This achievement would not only become a benchmark for the region to further enhance its cohesiveness and coherence, but also would venture forth a new cooperative spirit for the community building in the region.  Ã‚   To be sure, there is a lot more work to do, especially in converging the different levels of ambition.   Yet, I am optimistic ASEAN is on the threshold of a quantum leap in collective development and growth. ASEAN-EU economic interaction. Against that backdrop of dynamic changes and developments within ASEAN, the EU has remained, among other roles, an important partner in trade and investment and a major source of technical assistance to ASEAN. The EUs valued roles will continue to be very helpful to AEC building efforts in the coming decade. As a market, for example, the EU-15 economies took in some US$ 78 billion worth of ASEAN exports in 2005, a steady growth of 5 per cent a year since 2000.   The EU was the third largest trading partner, with an average share of 12 per cent of ASEAN trade in the last two years (or just about one percentage point behind Japan and the U.S.A. during 2004-2005).   Germany, Netherlands, the United Kingdom, and France are the most important EU traders with ASEAN. Likewise, the EU-15s foreign direct investment (FDI) in ASEAN has been significant, with the largest share of 57 per cent of the FDI hosted by our region in 2000 (totalling US$ 23.5 billion).   However, this share fell to 19 per cent of the FDI flows to ASEAN (US$ 38.1 billion) in 2005.   Singapore, Indonesia, Malaysia, Viet Nam and Thailand were the main destinations of FDI from the EU. http://www.aseansec.org/19001.htm 30 MAC 2011

Platos Symposium analysis Essay -- essays research papers

â€Å"Plato’s Symposium† Kaboom, that was the sound of Zeus’s thunder crashing towards the Earth. During this time period the people in Greece believed in these gods. Also happening at the same time period was when the worlds most famous philosophers began to come out and teach. Most importantly the philosophers did what they were suppose to, and that was to question the world around them. One of the most famous philosophers in the Greek period around 416 B.C. was a man named Socrates. Socrates was student of the Diotima which taught him things about love, ignorance, wisdom and right opinion, which he rehearses to the people attending the dinner of Agathon’s. We will first start by analyzing what Diotima has said about the four cognitive functions, which are: wisdom, understanding, right opinion and ignorance. She asks Socrates â€Å"do you think what is not wise, then it is ignorant?† and she continues with â€Å"Do you not perceive that there is something between wisdom and ignorance?† In these first quotes Socrates only believes that if something is not wise then it has to be ignorant and that there is no in between. Diotima then points out that doesn’t think see that there is an middle point between wisdom and ignorance. Diotima then replies â€Å"To have right opinion without being able to give a reason, is neither to understand (for how could an unreasoned thing be understanding?) nor is it ignorance (for how can ignorance hit the truth?). Right opinion is no doubt something between knowledge and ignorance.† In the second quote what Diotima tells Socrates is that right opinion is in between wisdom and ign orance. She explains this by telling Socrates that being incapable of giving a reason something cannot be considered knowledge, because how can knowledge be entirely lacking reason. She also points out that it can’t be considered ignorance because you can’t obtain the truth from ignorance, but then it is clearly something in between wisdom and ignorance which is called right opinion. Diotima explains the four cognitive functions more in depth a couple of paragraphs later on starting with â€Å"The truth is this: no god seeks after wisdom or desires to become wise—for wise he is already; nor does anyone else seek after wisdom, if he is wise already. And again, the ignorant do not seek after wisdom nor desire to become wise; for this is the worst of ignorance, that one who i... ... all equal forms, and from equal forms to equal practices, from equal practices to equal notions, until from equal notions he realizes the notion of absolute beauty, and finally knows what the essence of beauty is. Diotima explains that this is the life for which a man should live in the view of absolute beauty; a beauty that if you once touched you would not care of gold, clothing, and attractive boys, who’s presence entrances you; and you many a one would be satisfied to live seeing them and talking about them with out food or water, if that were possible, you only want to look to be closer to them and to stare at them. But what if man had eyes to see the true divine beauty, pure and undisrupted, not clogged with the pollutions of human life. To that place looking, and having ability to communicate with true beauty divine and simple? Remember how in that communion only, beholding beauty with the eye of the mind, he will be able to bring forward, not images of beauty, but realities for he has hold not of an image but of a reality, and bringing forth and nourishing true virtue to become the friend of God and be immortal, if mortal man may. Would that be a non-honorable life?"

link between strategies Essay

The Business is shaping to be highly unpredictable, challenging and innovative by the passing day. Organizations face complex environment for which they need to formulate complex and full proof strategies to ensure competitive advantage, profit maximization and cost minimization, for which they need to adapt strategic approaches, theories and models. However, the role of theory is not always significant in scrutinizing the human resource(HR) strategy and the strategic plans. However, depending on the organizational strategy, HR strategies can be matched. This critique thoroughly discusses the linkages between Business strategies and the Human Resource Management (HRM) and their relevance in the dynamic environment. Strategic management is defined as the set of managerial decisions and actions that determine the long run performance of a corporation.(Hills and Jones,2001) Moreover, strategy is an action a company takes to attain superior performance.(Wheelan and Hunger, 1995) Strategic human resource management is ‘the process of linking HR practices to business strategy’(Ulrich,1997) To maintain the hierarchy in the market, organizations need to constantly formulate strategies to meet the customer requirements. There are various theories that have been formulated for firms to manage complex and problematic environment. These theories are broken down into two models; internal model which includes the Resource Based View ( RBV) and external based model formulated by Whittington (2001); which include Classical, Evolutionary, Processual and Systemic approaches. Due to the increasing value and appreciation of individuals as one of the major competitive advantage for organizations, there have been strong efforts to develop HRM. Beer et al suggest that ‘An organization’s HRM policies and practices must fit with its strategy in its competitive environment and with the immediate business conditions that it faces’ (Beer et al., 1984, p. 25). This is accomplished by applying different strategies which include two main models namely; ‘Best practice’ or Universalism’ and Best Fit’ or contingency’ or Matching model’. Strategic integration is used as one of the means to explore possible links between different approaches to strategy and HRM. So far, it has been recognized as a two-way process,  where HRM informs the nature of organizational strategy as well as being informed by it; that is full integration. Alternatively, it may be a one- way process where organizational strategy informs H RM without being informed by it in any intended or planned way; that is partial integration .(Millmore et al, 2007) Classical approach follows clear, rational, deliberate, linear, logical, and top-down approach to formulating strategy. (Millmore et. al, 2007) According to Sloan(1963), The long term aim of the approach is clearly profit maximization. For this approach, classicists choose best fit strategy and create a match between organization’s internal resources and the opportunities available in the external environment to achieve competitive advantage; its main goal. However, since the approach is subjective, the process of strategy development is affected by political, cultural and capability factors which need a complex model that clearly suggest the relationship between strategy making and HRM to represent such linkages in reality. (Millmore et. al, 2007) Looking at evolutionary approach, markets are highly unpredictable and hence the role of this strategy is to respond to the environment for survival and profit. To state an example, Sony released over 100 different versions of portable cassette player in 1980s and allowed the market to decide which would survive and removed the rest as a result of market failure.( Richard Whittington, 2007) Such conditions lead to strategic conservatism, where organizational efforts are focused on the basics of production, to minimize costs, sought operating efficiency, impose tight control and performance monitoring. Therefore, this strategy stresses on environmental determinism due to which, matching model is deemed to be most appropriate for such organizations. It is believed that this approach can be seen as strategically integrated only in relation to the strategic imperative to control costs. SHRM requires a wider remit where emphasis is placed on developing and integrating the ‘human’ side as opposed to the ‘resource utilisation’ aspect.( Storey, 1989) Processual approach emphasizes strategy making as an adaptive and emergent  process driven by organizational learning . It is believed that decision- makers lack the ability to act with pure reason and only a few factors affecting a decision can be dealt with, this limitation of human cognition is known as bounded rationality. ( Simon, 1991) The actual scenario of the market is unpredictable and hence managers develop imperfect representations of complicated world which helps strategists to trouble shoot problems and aim on sufficient profit rather than maximizing profit. Mintzberg(1979) believes that the development of emergent strategies in organizations is based on learning. This needs to be recognized and supported through HR strategies. Systemic approach recognizes that strategy and strategy making will be affected by the social and cultural system within which this occurs. To state an example, multinational organizations need to be aware of the cultural system in the host country to formulate achievable organizational strategies. This suggests that HR strategy and its integration into organizational strategy will vary, underpinned by societal values. Another example mentioned by Whittington, tells us about the series of conglomerates developed in South Korea which characterized small and family owned businesses nearby Taiwan. This suggests that HR strategy need to be conceived and integrated into Organizational strategy to avoid non conceptualization of HRM. Resource- based view is popularly associated with the work of Prahalad and Hamel( 1994). They argue that competitive advantage stems, from building ‘core competencies’ which are superior to those of rivals, over a long run. In a nutshell, they assert that it is a firms’ ability to learn faster and apply its learning more effectively than its rivals, which gives it competitive advantage. Different types of link have been identified between RBV and HRM. To start with, Resource Based Theory (RBT) sees resources and capabilities as the principal source of competitive advantage, which gives HR a central position to realize this. According to RBT, capabilities need to be built or developed rather than being bought.( Teece et al.1997) Therefore the management seeks to improve the utilization of an existing capabilities , particularly in a situation of rapid change. Another link  between HRM and RBT is related to the potential contribution of human resource policies or strategies.HR strategies are important in developing an organisation’s capabilities.HR practices related to recruitment and selection, managing performance, training and development and reward can be designed to attract, develop and retain high quality employees. Hence, it can be concluded that the linkages completely depend on the organization size, social and culture and the dynamic environment. It is seen that the resources need to strategically formulated to enhance organizational capabilities and competitive advantage of the firm. Indeed there are no clear linkages but the performance and effects are visible if not accomplished. REFERENCES Beer M, Sector B, Lawrence, P, Quinn M.D., Walton R, (1984), â€Å"Managing Human Assets†, New York: The free press Hamel, G., & C. K. Prahalad (1994), â€Å"Competing for the Future†, Boston, MA: Harvard,Business School Press. Hill, C, Jones, G. (2001), â€Å"Strategic Management: An integrated Approach† (5th ed), Boston, M.A.: Houghton Mifflin. Mintzberg, H. (1979). The Structuring of Organizations: A Synthesis of Research. Prentice Hall, Englewood. Mortimer, D & Ingersoll, L 2009, Human Resource and Industrial Relations Strategy, Pearson Australia. Simon, H, A,1991, â€Å"Bounded rationality and Organizational Learning† Organization Science, Vol 2, Iss 1,March 1991, pp 125-134. Last viewed on 24th August 2013. Sloan,A.(1963),†My Years with General Motors.†London,Sedgewick and Jackson. Storey, J (1989) â€Å"From personnel management to human resource management† ed Storey J. New perspective on human resource management, London : Routledge. Teece, D., G. Pisano, and A. Shuen (1997). â€Å"Dynamic capabilities and strategic management‟, Strategic Management Journal, 18, pp. 509-533. Ulrich, D. (1997), â€Å"Human Resource Champions : The Next Agenda for Adding Value and Delivering Results†, Boston: Harvard Business School Press Wheelan, T. L., Hunger, J.D. (1995),† Strategic Management and Business policy,† 5th ed, Reading : Addison – Wesley Longman. Whittington, R (2007) , â€Å"Theories of Strategy’, Strategy for business: a reader,† The Open University, Sage  Publications, in Mazzucato, M 2002.

Problems faced by the sugar industry Essay

Topic: Problems faced by the Sugar Industry in the British West Indies specifically Jamaica. Research Question: The problems faced by the Sugar Industry affected the British West Indies during the period of 1838-1876. In light of those problems to what extent did this result in the decline of sugar and the economic state of Jamaica. Rationale/ Aim It is believed that the problems faced by the sugar industry were caused due to the fact that the planters had a very negative and spiteful attitude towards the apprentices. Also these problems were caused due to the fact that now that the slaves became newly freed, they did not want to return to the estate work. Due to the abolition of slavery the sugar industry saw a rapid decline in the production of sugar. Reading and researching this topic sparked much interest in the researcher. To see that something so successful become unsuccessfully so quickly showed that anything is possible. The essay being done will hopefully give the researcher and society a better insight to the struggles in which the British Sugar Industry faced during the period of 1838-1876. Introduction Topic: Problems faced by the Sugar Industry in the British West Indies specifically Jamaica. Thesis statement: The problems that the sugar industry faced led to immense problems in the British West Indies. This essay examines the problems in which the sugar industry faced during the period of 1838-1876. The Planter’s in the British West Indies Acquired Large sums of money from the ever rowing and popular sugar industry. Due to the abolition of slavery in 1838; Labour that was needed for the production of  sugar decreased rapidly and so did the profitable income the planter’s once received. Soon because of the lack of labour estates became encumbered. There are specific factors that contributed to the problems that the sugar industry faced. These factors are; Capital, Labour, Technology and Free Trade. Labour:-Now that slavery was abolished, there was an increase in the price of slaves and this caused an uncompetitive rise in the price of sugar. Due to this labour became scarce and expensive. Some planter continued and hired ex-slaves to work for them and they had to pay them wages. These wages accounted for as much as two thirds of the total cost of production. Some slaves did not return back to the estate in which they worked on instead they got land for themselves and cultivated their own crops. This caused a number of territories to experience e a significant decline in the production of sugar in the first thirty (30) years of emancipation. These territories were:- Territories Percentage Reduction St. Vincent 25% British Guiana 40% Grenada 50% Jamaica Decreased three times the pre-emancipation level Capital: – The planters lacked capital in which they needed for wages and labour saving equipments and equipments. Up until the end of this period Majority of estates still used the same old techniques. The wage level was considerably high in territories where land was available and where peasantry was developing well. Two territories associated with this are: Trinidad and British Guiana who were in the expansion and establishment process. By 1854 a number of estates became encumbered due to the fact that the planter’s were filled with debt. The lack of capital forced them out of production because they could not repay their debts. Jamaica and Grenada had the highest amount of abandoned estates. The fact that these estates were encumbered their value fell tremendously. In some cases estates owed their taxes and because of this government workers could not be paid the salaries. Technology: – emancipation gave rise to the use of Machinery. Some of the planters tried items of machinery such as the centrifugal systems the plough, harrow and vacuum pans on their estates. Others introduced the railways. Trinidad, British Guiana and St. Kitts introduced steam mills. Also some planters being in debt could not be able to afford the machinery they needed for production. The enslaved also would abuse and destroy estate equipment which is known as industrial sabotage. Free Trade: – Before equalization there was no help to the West Indian interest. The price of sugar fell almost immediately from 33-25/10d per 50 kg. Due to the fact that the English would not lend money to any companies and banks that specialised in Caribbean issues, by 1847, 13 leading West Indian companies became bankrupt. The Planters Bank in Jamaica and the West Indian Bank both closed for good and because of these planters could not borrow money to cover their losses. Around 474 sugar and coffee plantations went out of business in Jamaica  between the years 1846 and 1852. By the year 1858 Grenada’s sugar production was half that of the last year of slavery and Montserrat, St Vincent and Tobago were two thirds. After the Equalization act was passed, Planters tried to reduce cost by cutting wages by half, to this the labourers did not sit still. Due to the many protests that were occurring on the planters’ estates they tried to compensate the workers for the loss of their earnings. CONCLUSION There were many problems in which the sugar industry faced and they had very negative effects on the Caribbean. These problems made the researcher realise that anything successful can really be unsuccessful and it doesn’t matter what time it is. Although the sugar went through a lot of problems after the year of 1876 and the planter’s were allowed to get immigrants to work for them on their estate, the sugar industry would try to make a comeback through this. BIBLIOGRAPHY www.notesmaster.com Caribbean Revision History for CxC- Peter Ashdown and Francis Humphreys Caribbean History: Foundations Bk1- Claypole, William and Robottom, John Caribbean History Theme Text Adjustments to Emancipation: 1838-1876- Veta Dawson