The New Deal, a Socialist Program That Saved Capitalism Essay

The New Deal, a Socialist Program That Saved Capitalism - Essay Example President Roosevelt (FDR) in conjunction with other supporters of the New Deal within the government looking for effective methods to renovate the country’s economic well-being considered two options. One, they could create programs from the bottom-up by creating federally funded jobs and issuing widespread welfare benefits therefore forming social contracts with the working class including labor unions and racial minorities or two, they could provide businesses the unregulated freedom to correct the market via expansion which, theoretically, would creating additional jobs, put money in people’s pockets and stimulate the economy. This is a fundamental economic debate that continues to this day. Contrary to prevailing historic perceptions, the nation was not moving towards socialism. The New Deal actually symbolized the capitalist cultural structure. Its policies continued the separation between what was deemed the ‘worthy’ poor, typically widows and their c hildren and what were considered the ‘unworthy’ poor, which meant almost everyone else, who were ignored. The First New Deal (1933 to1934) unquestionably slanted governmental policies in the direction of large corporations.   The policies of the Second New Deal, beginning in 1935, appeared to be less pro-‘big business,’ but in practice continued to sustain the idea of top-down (trickle-down) economic growth.   Later during this second stage of reform, the federal government began to focus on stronger regulations on business and antitrust enforcement but ultimately, large corporations maintained influence on critical decisions involving production, pricing and investment capital. Additionally, the government assisted business by restricting competition much to the disappointment of â€Å"New Dealers† in Washington. â€Å"Rather than attempt to regulate businesses, New Deal advocates wanted to greatly increase the size and control of the governmen t so that it could act as a counterbalance to private sector industries† (Yantek, 2003). When FDR took office; the government was comparatively simple in construction with functions principally limited to administrative necessities. After his reign, government had been changed into a multifaceted organization. Opponents then as well as now contend his administration began the era of an obtrusive federal government, controlling business operations and impeding on people’s civil liberties. â€Å"It is no exaggeration to say that he took the government when it was a small racket and made a large racket out of it† (Higgs, 1998). FDR, as he repeatedly argued, restored hopefulness to the people of American following their deep descent into misery resulting from the Great Depression and that his New Deal policies â€Å"saved capitalism.† Harry Truman attempted to complete the FDR’s concept of the New Deal by implementing the ‘Fair Deal’ follow ing World War Two. It is often referred to as the â€Å"Third New Deal.† (Yantek, 2003) The primary mission of FDR’s New Deal program was to save the American version of capitalism. He was continually attempting to convince business leaders of this commitment to this mission while soliciting their support. He told industrialists who was against his policies that the New Deal was essential for the ‘farsighted conservative.’

History in the Making Essay Example for Free

History in the Making Essay History†¦it’s who we are and where we come from. From cave men to cars that run on compost, history happens every day. Everything that has happened in history is absolutely fundamental in our current day existence. From the Revolutionary Era to the Cold War, America has come so far, and through the War on Terror, we continue to march on making every action history. The Revolutionary Era: After the British spent an extreme amount of money defending the Colonies against the French, they decided to shift some of the expenditures to the colonists. The result led to the Boston Tea Party in 1773 (Lib. Of Congress, p. 1), when the colonists rebelled against the British and their absurd tax on tea in order to re-coop defense expenditures. Reactions such as this led to the necessitation of order, which led to the Declaration of Independence, and the Revolutionary Era. The Constitution: As a result of deciding not to amend the current Articles of Confederation, a new frame of government was born. 55 delegates from age 26 to age 81 debated, redrafted and created what is now known as the Constitution of the United States. These articles clarified many topics such as how much control the government should have in certain areas, how representatives should be elected, and many other issues we still live by today. Since it’s publishing in 1787, there have been 27 amendments to the original version. Jeffersonianism: Derived from the term Jeffersonian, and named for its discoverer, the Jeffersonianism philosophy held that each man had a right to have a say-so in government, believed in the expansion of human freedom, and believed that every person had a right to be educated. It also supported reliance on the farmer and agriculture, instead of relying solely on History in the Making 3 industry to boost the economy. Hamiltonism, which followed Jeffersonianism, was believed to be an evil stigma to Jeffersonianism by Jeffersonians. Civil War: Brother against brother, the revolutionized nation could not decide whether or not the government should have control over the states, industrialization, and most importantly, slavery. The southern states, or the Confederate States of America, decided to take matters into their own hands and individualized themselves to make their own rules. This led to the Civil War, where one nation quarreled with its counterpart. Although the North won, losing over half a million soldiers did not make the impact any easier for anyone to handle. Reconstruction: After the period of the Civil War, a period of Reconstruction began. Attempts were made to solve differences between the Union and the 11 Confederate states that had seceded from the Union. Though opposition from the Radical Republicans was evident, the Reconstruction Act of 1867 was passed, and military districts in the South were re-established. The South had no choice but to accept the 14th and 15th amendments of the Constitution (39th Congress, p. 1). The New South: Although the days of slavery had ended, the Southern states continued to retain control over their civilization. With the abolition of slavery came anger from loss of control, which led to the birth of the Black Codes. The Black Codes allowed whites to control the newly freed slaves by regulating the type of work black people could do, the hours they worked, and prevented blacks from raising their own crops. Freedom was not freedom after all. Foreign Affairs: Lack of support from the European economies post Civil War distressed the cotton crops, as the producers became overstocked. The North added some restriction to the History in the Making 4 Southern ports, and our foreign allies soon found other sources to fulfill their needs, which hurt the South tremendously. Industrialization: As America advanced, so did the way work was performed. Not only did industrialization bring forth machinery, it also was the birth of transportation and communication. Andrew Carnegie’s steel industry revolutionized transportation. The rails made from refined steel created necessary use of the railroad system, as did communication with the use of the telegraphs and telephone systems (Feldmeth, p. 1). Progressive Era: Along with industrialization came those who felt that anything old was inefficient and useless. These reformers brought forth the Efficiency Movement, which argued that the economy, society and government were inefficient. Frederick Winslow Taylor coined the term â€Å"one best way† with the idea that there was one best way to fix everything. He, along with several other engineers improved industrial efficiency. World Wars: Taking place mostly in Europe, the First World War between the Allied Powers (France, the Russian Empire, the British Empire, Italy and the U. S) and the Central Powers (Austria-Hungary, the German Empire, Bulgaria and the Ottoman Empire) was a result of the assassination of the Austrian throne heir Archduke Franz Ferdinand and his wife. This event soon led to a full fledged war. The Treaty of Versailles would end the first war, and stake victory for the Allied Powers, but controversy over its contents would soon lead to World War II. The second war between the Allied Powers and the Axis Powers (Nazi Germany, Fascist Italy, and the Empire of Japan) would be the deadliest war to date, killing over 60 million people. This war resulted in victory for the Allied Powers. History in the Making 5 The Depression: In 1929 our nation suffered the worst market plunge to date. The stock market crash, in conjunction with the outrageous cost of WWII, led to great losses for many people. Soon, supply exceeded demand. Cities based heavy in industry-type operations, including those outside of the U. S. were hit especially hard. Farmers were also a target, as the price for crops fell between 40 and 50 percent. The New Deal, or restructuring of the economy, enforced by President Roosevelt, would help lead the nation to recovery. The Cold War: The Cold War, as dubbed by Bernard Baruch and Walter Lippmann, is a term used to describe the growing tensions between the US and the Soviet Union. It would be the longest war to date, lasting from the mid 1940’s to the early 1990’s. Post WWII, the two nations could not agree on how to reconstruct the post war world. Wars including the Korean War, the Cuban Missile Crises, and the Vietnam War were possible threats to lead into a third world war. The Cold War came to an end when Gorbachev launched his reform programs, Perestroika (reconstruction of the Soviet economy) and Glastnost (introduction of publicity and openness) (Wikipedia Staff, p. 1). It is almost impossible to summarize our nation’s history. So many events, far too many to place in a single composition of words, played key roles in the structure of how we live today. Needless to say, history continues to ensue every day. From our nation’s birth to the Cold War to the hanging of Saddam, America will continue to write a story we all should be so eager to read. References 1. Library of Congress (1998). Revolutionary Period. Retrieved in January 2007 from www. americaslibrary. gov/cgi. bin/page. cgiljb/revolt. 2. 39th Congress (1866). 14th Amendment to the US Constitution. Retrieved in January 2007 from www. nps. gov/archive/malu/documents/amend14. htm. 3. G. Feldmeth (2000). American Industrialization. Retrieved in January 2007 from www. home. earthlink. net/~gfeldmeth/lec. indust. html. 4. Wikipedia Staff (2001). Definitions for Perestroika and Glastnost. Retrieved in January 2007 from www. en. wikipedia. org.

Joint operation planning process

Joint operation planning process The Joint Operation Planning Process, or JOPP, supports planning at all levels and for missions across the full range of military operations. This planning process applies to both contingency planning and CAP. The JOPP is an orderly, analytical planning process that consists of a set of logical steps to analyze a mission, develop, analyze, and compare alternative COAs, or courses of action, select the best COA, and produce a plan or order. Step 1: Initiation. The Joint Operation Planning Process or JOPP begins when the President, SecDef, or CJCS recognizes a potential for military capability to be employed in response to a potential or actual crisis and initiates planning by deciding to develop military options. The GEF, JSCP, and related strategic guidance statements serve as the primary guidance to begin contingency planning. Military options normally are developed in combination with other nonmilitary options so that the President can respond with all the appropriate instruments of national power. Often in CAP, the JFC and staff will perform an assessment of the initiating directive to determine time available until mission execution, the current status of intelligence products and staff estimates, and other factors relevant to the specific planning situation. Step 2: Mission Analysis. The primary purpose of mission analysis is to understand the problem and purpose of the operation and issue appropriate guidance to drive the rest of the planning process. A primary consideration for a supported commander during mission analysis is the national strategic end state -the broadly expressed political, military, economic, social, informational, and other conditions that should exist after the conclusion of a campaign or operation. The primary inputs to mission analysis are the higher headquarters planning directive, other strategic guidance, the Joint Intelligence Preparation of the Operational Environment or JIPOE, and initial staff estimates. The primary products of mission analysis are a restated mission statement and the JFCs initial intent statement, the Commanders Critical Information Requirements or CCIRs, and planning guidance. The figure below describes the key inputs and resulting outputs of mission analysis. Step 3: Course of Action (COA) Development. A COA consists of the following information: what type of military action will occur; why the action is required (purpose); who will take the action; when the action will begin; where the action will occur; and how the action will occur (method of employment of forces). A valid COA will have the characteristics outlined in the figure below. Once a valid COA is developed, the staff converts the approved COA into a CONOPS. COA determination will consist of four primary activities: COA development, analysis and wargaming, comparison, and approval. Step 4: COA Analysis and Wargaming. The commander and staff analyze each tentative COA separately according to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a means for the commander and participants to analyze a tentative COA, improve their understanding of the operational environment, and obtain insights that otherwise might not have occurred. Based upon time available, the commander should wargame each tentative COA against the most probable and the most dangerous adversary COAs. Step 5: COA Comparison. An objective process whereby COAs are considered independently of each other and evaluated against a set of criteria that are established by the staff and commander. The goal is to identify the strengths and weaknesses of COAs so that a COA with the highest probability of success can be selected or developed. The commander and staff develop and evaluate a list of important criteria, or governing factors, consider each COAs advantages and disadvantages, identify actions to overcome disadvantages, make final tests for feasibility and acceptability and weigh the relative merits of each. Step 6: COA Approval. The staff determines the best COA to recommend to the commander. The staff briefs the commander on the COA comparison and the analysis and wargaming results, including a review of important supporting information. This briefing often takes the form of a commanders estimate. This information could include such factors as, the current status of the joint force; the current JIPOE; and assumptions used in COA development. The commander selects a COA or forms an alternate COA based upon the staff recommendations. The nature of a potential contingency could make it difficult to determine a specific end state until the crisis actually occurs. In these cases, the JFC may choose to present two or more valid COAs for approval by higher authority. A single COA can then be approved when the crisis occurs and specific circumstances become clear. Step 7: Plan or Order Development. The commander and staff, in collaboration with subordinate and supporting components and organizations, expand the approved COA into a detailed joint operation plan or OPORD by first developing an executable CONOPS, which clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. It describes how the actions of the joint force components and supporting organizations will be integrated, synchronized, and phased to accomplish the mission, including potential branches and sequels. Contingency planning will result in operation plan development, while CAP typically will lead directly to OPORD development. Voice: Planning initiation begins when the President, SecDef, or CJCS recognizes a potential for military capability to be employed in response to a potential or actual crisis. The primary purpose of the next step, mission analysis, is to understand the problem and purpose of the operation and issue appropriate guidance to drive the rest of the planning process. Next, planners must develop a COA to accomplish the mission. During course of action analysis and wargaming, the commander and staff analyze each COA separately according to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a means for the commander and participants to analyze the COA and improve understanding of the operational environment. During COA comparison, COAs are considered independently of each other and evaluated against a set of criteria, which are established by the staff and commander. The goal is to identify the strengths and weaknes ses of COAs to select the COA with the highest probability of success. Next, the staff determines the best COA to recommend to the commander, which is normally presented in the form of a briefing for approval or further guidance. Finally, the commander and staff, in collaboration with subordinate and supporting components and organizations, expand the approved COA into a detailed joint operation plan or OPORD by first developing an executable concept of operations, or CONOPS. The CONOPS clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. Most often contingency planning will result in operation plan development, while CAP typically will lead directly to the development of an OPORD. Title: Contingency Planning A graphic is shown, which represents the four levels of planning detail: 1) Commanders Estimate 2) Base Plan 3) CONPLAN 4) OPLAN. The following text is shown on the right of the screen in support of the narration: Initiated by publication of the Guidance for Employment of the Force (GEF) and the Joint Strategic Capabilities Plan (JSCP) Conducted during peacetime Develops plans for a broad range of contingencies Compliments and supports other Department of Defense (DOD) planning cycles Facilitates the transition to crisis action planning (CAP) Voice: Contingency planning usually begins with the publication of a new GEF and JSCP. It is a peacetime process that develops plans for a broad range of contingencies with apportioned resources. Its performed in a continuous cycle that complements and supports other DOD planning cycles and facilitates the transition to crisis action planning, or CAP. Contingency planning is accomplished through four planning levels based on JOPES policies and guidance. Title: Contingency Planning Levels Action: On the left side of the screen is a graphic representing the the four levels of planning detail: 1) Commanders Estimate 2) Base Plan 3) CONPLAN 4) OPLAN. The following text is included as pop-up boxes to the matching components of the graphic: Level 1 Planning Detail Commanders Estimate: Focuses on producing a developed Course of Action (COA) Provides the SecDef with military COAs to meet a potential contingency Reflects the supported commanders analysis of the various COAs potential contingency Level 2 Planning Detail Base Plan: Describes the CONOPS, major forces, concepts of support, and anticipated timelines for completing the mission Normally does not include annexes or a TPFDD Level 3 Planning Detail CONPLAN: CONPLAN is an operation plan in an abbreviated format Requires expansion and alteration to convert into OPLAN or OPORD Includes a base plan with annexes, as required by the JFC and a supported commanders estimate of the plans feasibility Produces a TPFDD, if applicable Level 4 Planning Detail OPLAN: OPLAN is a complete and detailed joint plan with a full description of the CONOPS, all annexes applicable to the plan, and a TPFDD Identifies the specific forces, functional support, and resources required to execute the plan Can be quickly developed into an OPORD Voice: Contingency planning encompasses four levels of planning detail with an associated planning product for each level. Level 1 planning detail is the commanders estimate, which focuses on producing a developed COA. These military COAs enable the SecDef to meet a potential contingency. The objective of Level 2 planning detail is a base plan which describes the CONOPS, major forces, concepts of support, and the necessary timelines to complete the envisioned mission. This level normally does not include a detailed transportation feasible flow of resources into the theater. In Level 3 planning detail, the concept plan or CONPLAN is formulated, which is an operations plan in an abbreviated format. It includes annexes as required by the JFC and the supported commanders estimate of the plans overall feasibility. The CONPLAN may have an associated time-phased force and deployment data, or TPFDD, if applicable. Finally, the objective of Level 4 planning detail is a fully-developed operati on plan, or OPLAN, containing a complete and detailed joint plan with a full description of the CONOPS, all annexes required for the plan, and a TPFDD. The OPLAN identifies the specific forces, functional support, and resources required to execute the plan. The OPLAN can be quickly developed into an OPORD. Action: The following text is shown to the right of the planning level detail graphic: An OPLAN is normally prepared when: The contingency is critical to national security and requires detailed prior planning. The magnitude or timing of the contingency requires detailed planning. Detailed planning is required to support multinational planning. The feasibility of the plans CONOPS cannot be determined without detailed planning. Detailed planning is necessary to determine force deployment, employment, and sustainment requirements, determine available resources to fill identified requirements, and validate shortfalls. Voice: Furthermore, an OPLAN is normally prepared under the following circumstances: if the contingency is critical to national security and requires detailed planning; the magnitude or timing of the contingency necessitates the planning; detailed planning is required for a multinational planning effort; the feasibility of the CONOPS demands detailed planning; or if a detailed effort is necessary to determine the levels of force deployment and sustainment. Title: Crisis Action Planning Action: A series of pictures representing Crisis Action Planning is presented on screen. The following text replaces the pictures when mentioned in the narration: Contingency Planning Planning activities that occur in non-crisis situations; relies heavily on assumptions and projections Crisis Action Planning Based on facts and actual planning as a crisis unfolds Action: The series of pictures is brought back with additional images added to it and is now used as a background. Voice: Because its difficult to predict where and when a crisis will occur, planners must be able to rapidly respond to problems as they arise. Unlike contingency planning, which prepares plans in anticipation of future events, crisis action planning allows planners to respond to situations based on circumstances that exist at the time of planning. Crisis action planning procedures parallel contingency planning, but are more flexible and responsive to changing events. In time-sensitive situations, the JPEC follows formally established CAP procedures to adjust and implement previously prepared contingency plans by converting them into OPORDs or to fully develop and execute OPORDs where no useful contingency plan exists. Title: Crisis Action Planning Activities Action: In the background is a graphic representing the activities associated with crisis action planning. When mentioned in the narration, the corresponding parts are highlighted. The graphic shows a graphic labeled Event, directly under a box labeled Situational Awareness. Boxes continue in two rows, showing a linear sequence connected by arrows in a zigzag pattern. An arrow labeled OPREP-3 PCA points from Situational Awareness to Decision. An arrow covered by a document labeled Warning Order points to COA Development. An arrow labeled Commanders Estimate points from COA Development to COA Selection. An arrow covered by a document labeled Planning or Alert Order points from COA Selection to Detailed Planning. An arrow labeled Operations Order points from Detailed Planning to Plan Approval. An arrow covered by a document labeled Execute Order points from Plan Approval to Execution. Graphic bands at the top divide the graphic into three portions. Situational Awareness stretches across the entire screen, lasting throughout the process. Planning covers COA Development, COA Selection, Detailed Planning, Plan Approval, and Execution and the intermediary products. Two arrows across the bottom, labeled Prepare to Deploy Order and Deployment Order, extend across the same region as the Planning band. A band labeled Execution extends from near the end of Plan Approval through the Execution activity. Voice: CAP activities are similar to contingency planning activities; however, CAP is based on dynamic, real-world conditions rather than assumptions. CAP procedures provide for the rapid and effective exchange of information and analysis, the timely preparation of military COAs for consideration by the President or SecDef, and the prompt transmission of their decisions to the JPEC. The exact flow of the procedures is largely determined by the time available to complete the planning and by the significance of the crisis. The following steps summarize the activities and interaction that occur during CAP. When the President, SecDef, or CJCS decide to develop military options, the CJCS issues a planning directive to the JPEC initiating the development of COAs. Next, a WARNORD is issued that describes the situation, establishes command relationships, and identifies the mission and any planning constraints. In response to the WARNORD, the supported commander, in collaboration with subordinate and supporting commanders and the rest of the JPEC, reviews existing joint OPLANs for applicability and develops, analyzes, and compares COAs. Next, the feasibility that existing OPLANs can be modified to fit the specific situation is determined. The CJCS then reviews and evaluates the supported commanders estimate and recommends a COA selection. On receiving the decision of the President or SecDef, the CJCS issues an Alert Order to the JPEC to announce the decision. The supported commander then develops the OPORD and supporting TPFDD using the approved COA. The supported commander then submits the completed OPORD for approval to the SecDef or President via the CJCS. Finally, in CAP, plan development continues after the President or SecDef decides to execute the OPORD or to return to the pre-crisis situation. Title: Campaign Planning Action: The following bullet point list and quote from Joint Publication 5-0 are shown on screen, along with a picture representing campaign planning, in support of the narration: May begin during contingency planning and continue through CAP Primary way combatant commanders achieve unity of effort and guide planning of joint operations Operationalize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations and security cooperation activities Require the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectives A campaign plan describes how a series of joint major operations are arranged in time, space, and purpose to achieve strategic and operational objectives. Joint Pub 5-0 Voice: It is important to note how campaign planning relates to the two categories of joint operation planning. Joint operation planning and planning for a campaign are not separate planning types or processes. Campaign planning may begin during contingency planning and continue through CAP, thus unifying the entire process. A campaign plan describes how a series of joint major operations are arranged in time, space, and purpose to achieve strategic and operational objectives. Campaign planning is a primary means by which combatant commanders arrange for strategic unity of effort and through which they guide the planning of joint operations within their theater. Campaign plans operationalize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations as well as security cooperation activities. They require the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectives. Title: Types of Campaigns Action: Background image shows combatant command AOR map of the world. The following text is shown to support of the narration: Global Campaign Encompasses strategic objectives on multiple AORs. More than one supported GCC possible and competing requirements for transportation, ISR assets, and specialized units and equipment. The Global War on Terrorism is an example of a global campaign. Theater Campaign Focuses on activities of a supported combatant commander. Accomplishes strategic or operational objectives within a theater of war or theater of operations. Operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict. Subordinate Campaign Describes the actions of a subordinate JFC, which accomplish (or contribute to the accomplishment of) strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plans Voice: There are three general types of campaigns, which differ generally in scope. A global campaign is one that requires the accomplishment of strategic objectives in joint operations in multiple areas of responsibility ,or AORs. In this case, there could be more than one supported geographic combatant commander, or GCC. Planners must be aware of competing requirements for potentially scarce strategic resources, such as transportation and ISR assets, as well as specialized and unique units and equipment, such as special operations and tankers. Global campaigns will often establish the strategic and operational framework within which theater and subordinate campaigns are developed. The Global War on Terrorism is an example of a campaign that spans all AORs. A theater campaign encompasses the activities of a supported combatant commander. It accomplishes strategic or operational objectives within a theater of war or theater of operations, primarily within the supported commanders AOR. An OPLAN for a theater campaign is the operational extension of a commanders theater strategy, and translates theater strategic concepts into unified action. Adjacent combatant commanders may conduct supporting operations, within the AOR of the supported commander or within their own AORs, under the overall direction of the supported commander. Operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict. A subordinate campaign describes the actions of a subordinate JFC, which accomplish, or contribute to the accomplishment of, strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plans, if their assigned missions require military operations of substantial size, complexity, and duration and cannot be accomplished within the framework of a single major joint operation. Subordinate campaign plans should be consistent with the strategic and operational guidance and direction developed by the supported JFC. Title: Campaign Plan Design Action: A collage of images representing Campaign Planning are shown on screen. The following text is shown in support of the narration: Mostly art, not science-no best way to develop campaign plans Requires thinking creatively to make best use of resources to achieve objectives Involves Operational Art-the employment of military forces to attain strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battles Voice: Campaign planning is relatively unstructured compared to contingency and crisis action planning. Campaign planning is mostly an art, not a science; there is no set recipe or best way to develop a campaign plan. It requires a thorough knowledge of enemy and friendly capabilities, forces, and tactics, as well as out-of-the-box thinking and creativity in order to make the best use of resources to achieve the desired objectives. Because campaign planning is mostly art, it is inextricably linked with operational art, most notably in the design of the operational concept for the campaign. Operational art refers to the employment of military forces to attain strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battles. This is primarily an intellectual exercise based on experience and judgment. Action: A diagram is show to represent the three key elements of operational design in the following narration. The diagram shows: understand the strategic guidance, bracketing the first and second levels of the diagram, which are national strategic objectives with conditions (effects) branched underneath; next level is identify critical factors which brackets level three in the diagram, centers of gravity; finally, develop an operational concept is the last section bracketing actions under the centers of gravity boxes. Voice: There are three key elements of operational design. First, planners must understand the strategic guidance from the civilian leadership. This involves determining what the desired end state is and what has to be accomplished militarily to get there. Once planners understand what military conditions must exist to achieve strategic objectives, they must determine how to effect those conditions. The key to this is identifying the adversarys critical factors-their strengths and points of vulnerability, called Centers of Gravity (COGs). Finally, the planner must develop an operational concept, which describes the sequence of actions and the application of forces and capabilities necessary to neutralize or destroy the enemys COGs. Title: Joint Air Estimate Action: On the right of the screen, operational airpower images are shown. The following text and footer are shown on the left of the screen in support of the narration: Culminates with the production of the Joint Air and Space Operations Plan (JAOP) May be employed to support deliberate and crisis action planning The Joint Air and Space Operations Plan (JAOP) guides the employment of air and space capabilities and forces from joint force components to accomplish the missions assigned by the Joint Force Commander (JFC) Voice: Weve discussed joint operation planning in a very general sense, but how does the Joint Force Air Component Commander (JFACC) fulfill his specific responsibility to develop the air and space portion of the Joint Force Commanders (JFCs) campaign plan? The Joint Air Estimate Process is a six-phase process that culminates with the production of the Joint Air and Space Operations Plan (JAOP). The JAOP is the JFACCs plan for integrating and coordinating joint air and space operations. It guides the employment of air and space capabilities and forces from joint force components to accomplish the missions assigned by the JFC. A Joint Air Estimate Process may be employed during contingency planning to produce JAOPs that support Operation Plans (OPLANs) or Concept Plans (CONPLANs). It may also be used during crisis action planning in concert with other theater operation planning. Title: Joint Air Estimate Process Action: The following text is shown in support of the narration: Mission Analysis Joint Intelligence Preparation of the Operational Environment (JIPOE) is initiated; JFCs mission and guidance analyzed Situation and Course of Action Development JIPOE refined; Friendly and adversary COGs are analyzed to assist in COA preparation Course of Action Analysis Advantages and disadvantages of each COA are identified Course of Action Comparison COAs are compared to predetermined criteria to identify best employment options Course of Action Selection Staff briefs recommended COA to JFACC Joint Air Space Operations Plan (JAOP) Development Selected COA developed into JAOP Action: A link to Joint Publication 3-30 is provided at the bottom of the page. Each of the bold text above are linked to the following pop-up text: Mission Analysis: Mission analysis is critical to ensure thorough understanding of the task and subsequent planning. It results in the Joint Force Air Component Commanders (JFACCs) mission statement that includes the who, what, when, where and why for the joint air operation. Anticipation, prior preparation, and a trained staff are critical to a timely mission analysis. Staff estimates generated during mission analysis are continually revisited and updated during the course of planning and execution. Situation and Course of Action (COA) Development The first two tasks of situation and course of action (COA) development are expanding and refining the initial JIPOE completed in Phase I and COG analysis. Expanded JIPOE is essential to developing and analyzing both enemy and friendly COGs. This is especially critical for air and space planning given the perspective and scope of air and space operations. The third task is the development of friendly COAs. Air and space planners develop alternative COAs by varying the ends, ways, means, and risks. The operational objectives normally fill the what guidance for COA development; the supporting tactical objectives, effects, and tasks help define the how for planners. Once planners define the objectives and supporting effects, they further refine potential air and space COAs based on the priority, sequence, phasing, weight of effort, matched resources, and assessment criteria. The result of COA development is a minimum of two valid COAs or a single valid COA with significant branches or s equels. The final step is a risk analysis of the COA in terms of both operations and combat support Course of Action (COA) Analysis COA analysis involves wargaming each COA against the adversarys most likely and most dangerous COAs. Wargaming is a recorded what if session of actions and reactions designed to visualize the flow of the battle and evaluate each friendly COA. Wargaming is a valuable step in the estimate process because it stimulates ideas and provides insights that might not otherwise be discovered. Course of Action (COA) Comparison Comparing the COAs against predetermined criteria provides an analytical method to identify the best employment options for air forces/capabilities. This begins with the JFACC staff comparing the proposed COAs and identifying the strengths, weaknesses, advantages and disadvantages of each. This is often followed by rating each COA based upon the established criteria. Course of Action (COA) Selection COA selection begins when the staff presents their recommended COA (usually in the form of a briefing) to the JFACC. This briefing includes a summary of the estimate process that led to the recommended COA. Based on the amount of JFACC involvement throughout the planning process and the degree of parallel planning the commander accomplishes, COA selection will vary from choosing among alternatives to direct approval of the staff-recommended COA. Joint Air Operations Plan (JAOP) Development The JAOP details how the joint air effort will support the JFCs overall Operation Plan (OPLAN). The JAOP accomplishes the following: integrates the efforts of joint air and space capabilities and forces; identifies objectives and tasks; identifies measures or indicators of success; accounts for current and potential adversary COAs; synchronizes the phasing of air and space operations with the JFCs plan; indicates what air and space capabilities and forces are required to achieve the objectives. Voice: While the phases of the Joint Air Estimate process are presented in sequential order, work on them can be either concurrent or sequential. The phases are integrated and the products of each phase are checked and verified for coherence. The Process begins with Mission Analysis. This first phase incorporates: a

Hotel management :: essays research papers

Hotel management Assignment One Table Of Contents Introduction HRM Defines Traditional Approach Contemporary approach to HR Change Management Murrindindi Shire Council Experience Back Ground Human Resource Roles Organisational HRM Conclusion Introduction Human Resource management (HRM) has been seen as either having a traditional or contemporary approach. This paper will define both approaches. The HR aproach undertaken by the Murrindindi Shire Council (MSC) which was my organisation up to three months ago will be reviewed in this context as well as identifiable costs or opportunities that exist. HRM Defined Human Resource Management is the management of an organisations staff/personnel to meet the needs and achieve the purpose of the business in an efficient and effective manner. HRM is defined by Kramer McGraw Shulder (1997,p.10) as having having three purposes being „h To improve productivity „h To ensure quality of worklife and „h To ensure legal compliance It has been observed in particular that organisations tend to be very good at the legal compliance as it is legislated as it has some serious consequences if not adhered to. What is generally overlooked is the financial implications of dot points one and two. Effective human management can contribute to not only product output but also product quality. HRM managers are operating at three distinct levels as explained by Kramer McGraw Shulder (1997,p.30) strategic, managerial and operational - Operational levels (short term) can be disseminated down to lower level management or team leaders as they involve straight forward and traditional levels of HR - Staff Recruitment - Monitoring Systems - Wages, benefits packages - Annual appraisal systems - Training etc. - Managerial Level (short term) This level and following tend to be the levels of strategic importance to the organisation - Recruitment marketing plans - Long term compensation plans - Validation systems - Management development programs - Strategi c (long term) - to gain competitive advantage - link functions to organisational strategies Strategy as a process is defined by (Shaun Tyson 1997 p. 278) is  ¡Ã‚ ¥a mechanism for achieving a desired objective ¡Ã‚ ¦. It can then be said that the Human Resource Strategy needs to be aligned with the organisations  ¡Ã‚ ¥business strategies ¡Ã‚ ¦ or corporate objectives. In effect one of the mechanisms to be used is that of Human Resources. Miller defined strategic HRM as  ¡Ã‚ ¥those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage (Miller, 1987 p.

Development from Conception to 16 Years Essay

E1- The age group I have chosen to describe is birth to 3 year olds on their physical development and communication and language development. In this age range the physical development changes from birth where they generally don’t do anything which develops as between 3 – 6 months the child can hold a rattle for a moment, reaching for a toy, putting toys in their mouth, lifting their head up, moving their arms to indicate wanting to be picked up and rolling over. This development changes much more as when the child is 9 – 18 months as they can grasp objects, can sit unsupported, can crawl , can point at objects, start to use a spoon and self-feed, start to walk, start to scribble and build a tower of three blocks. Then at 2 years the child can draw circles and dots, can use spoons to feed their self’s effectively, can run, climb on furniture and use sit and ride toys. At 3 years the child can do all the stuff from the ages before but also turn the pages of a book, wash and dry their own hands, run forwards and backwards, kick a stationary ball and throw a ball as this develop is done with the help of the child’s family as the encourage the child’s physical development. The communication and language development happens because at this age there co-operation from early motherese by asking them to show you objects and then learn to follow simple instructions but their communication and language develops as first all the can do is cry and make cooing noises which then turns to babbling at 6 – 10 months where they â€Å"goo† and â€Å"ma† as the child blends vowels and consonants together to make tuneful sounds. Then at around 12 months this develops to the child saying â€Å"momma† and â€Å"dada† as they start to show facial expressions and gestures but can now combine sounds. From 1 – 2 years they learn more words so they can make mini sentences when they speak and manage to name things when you point to something, and from 2 – 3 years they can communicate well and manage to ask questions and say full sentences as at this age there is a large increase in a child’s vocabulary combined with an increase in the use sentences. E2- The age group I have chosen to describe is 3 – 7 year olds on their physical development and communication and language development. In this age range the physical development changes from being 3 years and being able to just learning to walk and run, walk on their tiptoes, wash and dry their hands, put a coat on and off and use a spoon to feed them self’s without the  food spilling. To when they are 4 – 5 years where the child should start being able to button and unbutton their own clothing, cut simple shapes, put puzzles together specifically for their age range, write their name, form letters, draw recognisable pictures, cut out shapes with scissors, draw around a template, walk on a line, hop on one foot, skip with a rope, run quickly avoiding objects and use a variety of large equipment on their own (e.g. slide, swings†¦). Then at the age 6 – 7 years the child should be able to join handwriting, cut shapes out accurately, make detailed dra wings, tie and untie shoelaces, hop, skip and jump confidently, chase and dodge others, balance on a beam and use a bicycle. This is because in this age the child is helped through their physical development by their parents, family, teachers and peers as they encourage the child. Communication and language development happens very effectively in this age range as at 3 – 4 years they are able to ask questions and be fascinated with answers given to them by saying â€Å"if† to find out what happens, say their name age address and be more accurate in speaking how they pronounce words. At 4-7 years the child tries to understand the meaning of words, talk more confidently and begins to be more and more fluent, manages to add vocabulary all of the time in their speech, begin to share ideas, begin to realise different situations and define what objects are, this is because in this age range a child masters the basic skills of language and masters the reproduction of most sounds. E3- One theoretical perspective linking to E1 and E2 is Chomsky’s theory of language development. His theory is a nativist theory as he suggests that humans have a built in ability to learn a language. Chomsky states that children have a â€Å"Language Acquisition Device† (LAD) which encodes the major principles of a language into a child’s brain. Chomsky’s theory also states that children are able to use language so accurately from an early age because they only have to learn the new vocabulary and apply the structures from the LAD to form sentences. Chomsky believes that they cannot be learning the language purely through imitation as the speech around them is often broken and ungrammatical. Even with extremely complex languages children will become fluent in their native language by the age of 5 or 6. A second theoretical perspective linking to E1 and E2 is Skinner’s theory of language development. Skinner’s theory is a nurture or behaviouristic theory. According to Skinner’s theory a child initially  acquires through an operant process this means that the child learns voluntarily without any external force so learning of its own free will and without any sort of pressure. According to Skinner the whole process is based upon 4 elements as it is stated on slideshare.net which are â€Å"stimulus, response, reinforcement and repetition†. For example a child will make a sound if they want something. If the child gets the response it wants they will associate that sound with the act or response and will continue to use it to achieve that response. Skinner believes that learning language is no different from learning anything else and anything which is lodged in the mind of the child becomes part and parcel of the child’s life. E5- for my observations I have done a tick chart, time sample and written narrative on a child aged 3 years and 11 months E6- In order to maintain confidentiality throughout the observations each child is referred to as child A, B or X rather than their names being used so that other people do not recognise who we are observing should they know the child. Each setting is referred to in a general form such as primary school, pre-school and nursery. The information gathered is only accessible to the observer and in some cases the teacher or a high member of staff if something is noticed that is either of a concern or needs addressing. Also maintaining confidentiality is very important in a setting as it shows respect to people so then they can trust you so if they have any concerns then can come and tell you. But if a child is at risk confidentially may be broken if a practitioner thinks child protection should know. D1- The observations that I carried out show that child A struggles to recognise numbers and letters in general. This may be because they are a kinaesthetic learner and is more confident in absorbing information through practical methods rather than through visual methods. This suggests that child A needs more help with their numbers and writing so to help we could plan activities to help do these which are more appropriate to the child’s learning style and suggest at home they practise counting and writing to develop on this to get them up to the same or a similar level as the rest in their year. Also the observations show that child A is not yet confident about showing and talking to the rest of the class at show and tell, this may be because the child is very shy which could be because the child is not used to being at the school yet and doesn’t feel confident enough as they might still not know everyone and become shy because they  have never noticed or spoke to s ome of their peers. D2- the observations in E4 can help with planning to meet the child’s needs as from observing you can see the child’s interests and find the best way to help them reach the next level of development or ways to maintain a desirable behaviour. Doing observations also helps early years practioners learn more about the age group they are working with so then they will be able to plan activities to each individuals learning styles and individual needs. For example the child I observed in E4 is not very confident talking to the whole class at show and tell so from knowing that I would plan for them to do group work with friends at first then try and mix groups so she still has 2 friends with her so they can make new friends with the people in the class they haven’t spoken to, to try and gain confidence to talk to all other peer’s in the class. Also the child turned out to be a kinaesthetic learner so while planning I would make sure there are activities to just get on with and do so the child can do activities that are to their interest and learning style as well as trying things that are not their favourite learning style but my help them in some way. C- Confidentiality and objective observation are both subjects that are seen as important; this is because confidentiality is very important in teaching and for practioners to keep confidentiality which means they can only speak of things they have seen in the workplace to other members of the staff or supervisors if it is a concern, but no one else outside of the placement should be informed. By using confidentiality we are assuring the safety of the child and their family. Also we are able to make and keep a reputation for ourselves and the setting so we gain the trust of parents, guardians and the local community by protecting information and the children plus working to a child’s best interest. Each child and their family are diverse as they all have their own differences so if we include every child in an observation it shows to be unbiased. The issues which are essential to confidentiality are personal attitudes and values, sharing information, safe storage of information, working with parents, legal requirements and polices.

Peace order in country Essay

There are three types of peace orders: Interim peace orders. If you wish to file for a peace order but the district court clerk’s office is closed, you can file for an interim order by going to the nearest District Court commissioner. If the commissioner believes that you have been abused by the person you are filing against and that the abuser is likely to abuse you again in the future, s/he may issue an interim peace order.* An interim peace order goes into effect once the respondent is served by a law enforcement officer.*1 The interim peace order lasts until a judge holds a temporary peace order hearing or until the end of the second business day that the court clerk’s office is open after the interim peace order is issued, whichever comes sooner. If the court is closed on the day on which the interim peace order is due to expire, the interim peace order will be effective until the next day on which the court is open, at which time the court shall hold a temporary peace order hearing.*2 The interim peace order has to include the date for the temporary peace order hearing, and a tentative date for the final peace order hearing.*3 Note: Even if you are denied an interim peace order, you can still apply for a temporary or final peace order.*4 Temporary peace orders. When you go to court during normal court hours to file for a final peace order, you can ask for a temporary peace order, which can be issued the same day. If the judge believes that you have been abused by the person you are filing against and that the abuser is likely to abuse you again in the future, s/he may issue a temporary peace order. This order can be issued with or without the abuser present.*5 The order is effective when it is served.*6 The temporary order is in effect for up to 7 days after service of the order unless the court is closed on the day on which the temporary peace order is due to expire. In that case, the temporary peace order shall be effective until the second day on which the court is open, by which time the court should hold a final peace order hearing. However, the judge may extend the temporary order to allow for service of the order or for another good reason, but not to more than 30 days.*7 Note: If the respondent is at the hearing, the judge may go ahead and hold a hearing for a final peace order instead of a temporary one if you and the respondent agree to this.*8 Final peace orders. The respondent has the opportunity to be present at the final peace order hearing. If the judge believes that you have been abused by the person you are filing against and that the abuser is likely to abuse you again in the future, s/he may issue a final peace order, which can last for up to 6 months.*9 As of October 2011, peace orders can be extended.*10 See Can I modify, cancel or extend my peace order? for more information.

Case study on Safeway Essays

Case study on Safeway Essays Case study on Safeway Essay Case study on Safeway Essay The name of my business that I have chosen for my case study is called Safeway. Safeway is one of the leading grocery retailers in the UK, with annual sales of around i 9 billion, 90,000 employees and nearly 480 stores nationwide. Their stores attract around 8 million shoppers every week. The type of my business is a public limited company. Safeway is in the tertiary sector because it purchases wholesale goods and sells them as a retail store. Originally Safeway was a US owned company called Safeway Food Stores Ltd. The parent company was Safeway Inc of California. Their first UK store was opened in Bedford in 1962. Over the next two decades the companys portfolio of stores rose to 133, establishing it as a serious player in the booming UK food retailing market. The business achieved steady growth until 1986 when it ranked as the 6th largest UK food retailer. Today (7th of January) you can buy a share of Safeway for i 2. 08. According to the Times Top 200 Companies it is the 80th in the biggest company in the UK with a market capacity of 2,914 million pounds. I am going to produce a case study which looks at how this company works and I have accessed their website which is www. safeway. com, contacted safe way and looked at materials published by them and by the top 100 companies index. Section 1 Safeway buys in bulk stock from farmers and manufactures or processes it and then sell the goods to the public. Safeways stated aim is to be the best at fresh food offering outstanding fresh foods of consistently high quality, sold in a stimulating and different way. They also aim to be best at availability, so customers can always find the products they want on the shelves. Safeways objectives are stated as 1. Focus on product and price Safeway will be recognised for offering great value and above all, great offers. 2. Best at fresh Safeway offer outstanding fresh foods of consistently high quality, sold in a stimulating and different way. The stores will have better lighting, improved layouts, wider assortment, and a real sense of abundance in merchandising as well as more colours. 3. Best at availability Safeway will be first for availability at all times. Our goal is that our customers will always find the product they want to buy on our shelves whenever they want it. 4. Best at customer service Safeway will offer the best all-round customer care in the sector. They have invested in increased store staffing and better training. Safeways mission statement is to sell food product at low prices. I think that despite what Safeway says, its main aims are to make a profit, and get a bigger market share. I dont know if they have an environmental policy on foods, but they do not on packaging. The board of directors are in charge of writing the aims of the business. They can decide to change the aims at their meetings. They will change the aims if targets have not been met, the company has already met its aim and need new ones; competitors are affecting the business or the government is changing the law. One of the main reasons that they check the business so that it runs well. The objectives change according to the competition they have from other companies like Tesco and ASDA, for prices, number of goods side etc.

Word Choice Cell vs. Sell - Proofeds Writing Tips Blog

Word Choice Cell vs. Sell Word Choice: Cell vs. Sell The letter â€Å"C† is a sneaky one. Sometimes, for example, it sounds just like the letter â€Å"S.† And this makes it easy to mix up words like â€Å"cell† and â€Å"sell,† which sound identical but have completely different meanings. How, then, do you avoid errors when using these terms? Let us explain. Cell (A Bounded Area) The noun â€Å"cell† has a few uses, but all of them describe a bounded area or a unit within a larger whole. One common example of this is referring to a small room as a â€Å"cell†, such as in a prison or convent: The old prison cell was cold and cramped. In biology, meanwhile, all living things are made up of â€Å"cells.† These are considered the basic structural units of life, from the blood cells and brain cells in our own bodies to tiny single-celled organisms. Blood cells. Possibly not an actual photograph. We also use the word â€Å"cell† to refer to a group within a larger organization, such as a â€Å"terrorist cell.† Sell (Exchange for Money) â€Å"Sell† is a verb. Its main meaning is â€Å"exchange a product or service for money†: Our business plan is to sell clown car insurance. This term can also be used more figuratively to mean â€Å"persuade someone†: The CEO needs to sell her idea to the shareholders. In this sentence, â€Å"sell† doesn’t mean that money is changing hands. It simply implies that the CEO wants to convince the shareholders to accept her plan. Cell or Sell? While these words sound the same, they are used in completely different ways. The most important thing is that â€Å"cell† is a noun and â€Å"sell† is a verb. Consequently, if you need a noun that describes a small room or compartment, the correct word will be â€Å"cell.† But if you need a verb that describes the action of exchanging something for money, the correct word will be â€Å"sell.† Remember: Cell = A bounded area, a small room, or a unit within a larger whole Sell = Exchange a product or service for money

Characteristics Of Authentic Literacy Instruction Education Essay

Characteristics Of Authentic Literacy Instruction Education Essay Introduction When children come into the world, they come with the innate desire to explore their surrounding and this is seen in their daily interaction with the environment around them when it involves language development and more. They actively participate in their learning of spoken and written language from their parents and other people interactions (Teale & Sulzby, 1986). They see print in the world through signs on shops, along the road and even the supermarket and begin to make associations when they explore printed material (i.e.paper and crayons, and story books). They develop their written experiences by trying out different things, experimenting and inventing their own literacies. As the activities begin to take on more meaning, they increase their knowledge of how written language is formed and how they function in the real world, depending on different situations (Goodman, 1986). As a result, the real world offers these children an entire environment that is literall y rich with language experiences that the children can learn and produce in a natural setting. These settings will also involve human relationships that affect how children may or may not use the literacy tools they encounter (Tharp & Gallimore, 1988). Unlike the empty slate that some people believe children are born with, they are actually vital members of a dynamic system in which the environment influences (Bronfenbrenner, 1977). The more children use the resources available to them in the environment to expand on their knowledge and skills in relation to constructing more solid understanding of factors in the literary world, they are engaging in solving problems that utilizes cognitive skills and through their interaction with members of their environment. Therefore, children’s learning about literacy is integrally tied with practical action, resulting from their need to control, manipulate, and function in their environment. Without a doubt then, children cannot escape t he realities of reading and writing, which are so much a part of their lives as there are so many relationships and contexts that are tied in with these realities (Teale & Sulzby, 1986). Through participating in activities that require cognitive and communicative functions, children are drawn into the uses of these functions by their caregivers in ways that may nurture and develop them. Consequently, children’s earliest conceptions of literacy and strategies for reading and writing are likely to be formed through activities that are often socially instigated (Bruner, 1972). Therefore, the case for authenticity in literacy is a natural process. Authenticity refers to the real-life experiences an individual experiences when carrying out specific activities (Ableser, 2008). This involves life experiences that are naturally occurring in the lives of children and individuals. When a child argues with her parent on the merits of getting a dog, the points and arguments provided are a result of a natural and real reason for doing so. This authenticity is carried into the area of literacy in the classroom as the concept seems a logical progression of utilizing the innate curiosity and purpose of carrying out an activity as a part of the process of learning, into the classroom teacher’s goal of getting her students to learn and do academic related activities. The authentic activities that individuals typically exercise in day-to-day situations are replicated in the classroom. Unfortunately the ordinary practices of the culture-what people do in daily, weekly, and monthly cycles of activity do not seem academically sufficient to meet the educational standards set by the power that be. Such practices, for example, include shopping for the best bargain, figuring out the health hazards of microwaves or examining costs for a planned holiday are not translated adequately and therefore seem to be lacking in some way. Authentic literacy practices then seem to have failed in some way.

The Women's Liberation Movement Essay Example | Topics and Well Written Essays - 1250 words

The Women's Liberation Movement - Essay Example This topic of ours is actually the essence of the speech delivered by Ms.Kathy Amatniek to the main assembly of the Jeanette Rankin Brigade on the 15th of January 1968 in Washington DC. Though this discussion covers a part of this historic event, we shall try covering the major aspects of this issue. In this speech that she delivered, she rightly pointed the need for women to understand that they should unite, not just to let men know their power, but let them understand what women are capable of. The protest shown by them was unique, which showed a dummy that represented the helpless aged traditional womanhood in America. Their idea to bury it in Arlington was to let people know their giving up of the traditional womanhood and adopting modern values. This idea though has not seen light immediately, did not fail completely to bring about a change in women in America. There were number of causes for women to put up this protest and show their emotions, one being their strong oppositio n to the Vietnam War. Even before staging this protest, they were aware that this would not have a great impact because they were all powerless women trying to change the phase of the Nation. They no longer wanted to play the role of traditional women losing their values to the useless womanhood that held them in the fist of traditional values and never letting them explore a better world. To strongly show their protest to the traditional womanhood, they chose a â€Å"dramatic action that would be least offensive and most effective† (woman power). They organized a funeral procession with a dummy that reflected the traditional women. Every characteristic the dummy had reflected the traditional womanhood emotions and qualities. The dummy had a blank face reflecting the helplessness of the women in the cover of the traditional womanhood and their inability to express their views or actually talk before men. The blonde curls and hairspray represent the glam doll look that the tra ditional women had put on to make men happy. This was made clear through the lines in the pamphlets that read â€Å"Traditional Women were Beautiful...but really powerless† (woman power). This had a greater significance as they depicted the traditional womanhood with all the qualities that men just wanted. Their idea to bury the dummy in Arlington cemetery which signified the burial of the traditional womanhood showed people what they were up to. â€Å"This publicity led to a great change in the involvement of women in America, and especially in the American politics of the time; women finally found their voice† (Women and War 1941-1975). Though their best efforts were not completely fruitful, they learnt lessons about spontaneity when there was a group separation. But ultimately in some form the women who alleged this procession showed their protest and opposition to the Vietnam War through the lines â€Å"You have resisted your roles of supportive girl friends and t earful widows, receivers of regretful telegrams and worthless medals of honor† (woman power). Ms.Kathy Amatniek who strongly opposed the traditional womanhood, ridiculed the traditional womanhood through a sad procession. She personified the traditional womanhood to a an old lady who survived many challenges but had finally passed away after witnessing many affronting acts.

Crouching tiger, hidden dragon by Ang Lee Movie Review

Crouching tiger, hidden dragon by Ang Lee - Movie Review Example The protagonist (Li Mu Bai) is a swordsman and the female protagonist (Yu Shu Lien) is female warrior. Both of them travels to Beijing to gift the sword to another person, named as Sir Te. Eventually, they meet female antagonist (Jade Fox), the mastermind behind the protagonist’s mater’s murder. The female antagonist and another female character, named as Jen, steal the sword. But, the protagonist recovers his sword and kills the female antagonist, but he succumbs to death. In the end, the Jen commits suicide because she realizes the differences between imagination and actuality. In the film, the female characters never face marginalization because they are portrayed as the embodiment of courage, dedication, and self-confidence. Kin-Yan Szeto states that, â€Å"Crouching Tiger, Hidden Dragon embodies a cosmopolitical perspective of the feminine that is inspired by both Taoism and feminism† (63). To be specific, the female protagonist decides to help her friend because courage is inherent in her character. On the other side, Jen helps her governess/trainer in critical situations and follows her own lover. This proves her dedication to martial arts and love. On the other side, the female antagonist murders the protagonist’s master and tries to grab the sword. She was attacked by the protagonist and his female friend, but she does not give up. This proves that she is confident in her abilities as a martial arts trainer. In short, the director makes use of the female characters to uphold and unmask the element of vigor in them. The main characters in the film (say, the protagonist, female protagonist and the female antagonist) consider that revenge is utmost important in human life. Alex Caldon makes clear that, â€Å"The title describes one facet of the Taoist way of life-the Taoist master will crouch like a tiger, in order to maintain the strength of a dragon† (101). One can see that the protagonist

BIOTECHNOLOGY & GENETIC ANALYSIS Essay Example | Topics and Well Written Essays - 750 words

BIOTECHNOLOGY & GENETIC ANALYSIS - Essay Example This is mainly attributed to accumulation of pollutant along the path of river and hence bacterial population need to evolved catabolic capability to survive and hence more plasmid bearing bacterial population were found in second sample. Similarly most of the plasmid was found to be in size range more than 35 KB clearly indicates most of them are Conjugative plasmids as this group of plasmid has more number of genes compared to non-conjugative plasmid to carryout conjugation process and hence larger the size. Here re-suspension solution constitutes of glucose, EDTA and Tris each have its own role. Glucose provides osmotic stress and EDTA as chelating agents which binds to heavy metals and helps in disintegration of cell wall, Tris act as buffering agent and maintains pH of over all reactions to avoid any pH dependent side reaction. In this stage cell become highly fragile and some are break open. This solution is mixture of SDS and NaOH. Here NaOH provides alkaline condition which helps in cell lyses and denaturation of DNA while SDS dissolves cell wall constituents and induces extensive cell lyses. It also helps in proteins denaturation and precipitation. In this stage most of cell constituents get denatured including genomic DNA, But as plasmid is in its CCC (covalently closed circular) forms will not denatured completely and most of them remains in its native configuration. Step 4: Neutralisation Solution Here potassium acetate and acetic acid act as neutralizing agent to bring back the pH to normal. Similarly it induces the renaturation of DNA. Because of larger size most of the Genomic DNA remains denatured and mingled with proteins remains with cell debris while plasmid being smaller molecule except out to supernatant . Step 5: centrifugation at high speed; During this stage all cell derbies along with genomic DNA settled at the bottom of tube and being smaller in size plasmid remains in supernatant. Which subsequently used for further purification and transformation. Ans 3 protocol 6: Here we have two different observation 1) colonies from tube 2 grown as blue colored colonies 2) while from tube 3 there is mixture of blue and white. This can be explained as follows. In case of tube 2 there is only vector pGEM3Z used for transformation. The plasmid pGEM3Z have lacZ gene as marker which code for enzyme called beta glycosidase. After transformation cells where plated on LA supplemented with X-gal and IPTG. Now in presence of IPTG expression of lac Z induces and leads to synthesis of beta-glycosidase which subsequently acts on X-gal and cleaved it to chromogenic intermediate give rise to blue color. While in case of tube 3 there was plasmid vector along with insert gene (ligation mixture) and plated on similar plate after transformation. As vector pGEM3Z having MCS (multiple cloning sites) in side the lacZ gene any insertion or recombination leads to inactivation of lacZ (insertional inactivation). Inactive lacZ will not code for functional beta glycosidase and hence colonies having insertion give rise to white colors. In another scenario where cut plasmid re-ligated without any insertion during

An investigation into the services provided by the National Insurance Coursework

An investigation into the services provided by the National Insurance Board in the Bahamas - Coursework Example ............ 6 The Urgent Need for Reforms †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦... 7 The NIB Restructure Explained †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 The National Insurance Fund is not in a â€Å"Crisis† †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...13 Personal Analysis of the NIB Services †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...14 Conclusion and Recommendation: The Need for Privatization †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..15 Works Cited †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.17 Appendix †¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..19 Introduction Started in 1972, the National Insurance Board (NIB) of the Commonwealth of the Bahamas is an organization in charge of the management of the Bahamian social security system. It was established based on a Parliament Act - the National Insurance Act which was signed into law by the Minister of Labor and Welfare, Clifford Darling, on December 12, 1972. The National Insurance Act is an act to institute a national insurance system for the provision of income replacement against contingencies, such as in sickness, maternity, retirement, invalidity, death, work injury or involuntary income loss (â€Å"Chapter 350: National Insurance†). ... Moreover, the Commission aimed to evaluate the viability of unemployment benefits (â€Å"Better Social Security for Bahamians†). In 2009, following the 8th Actuarial Review of the National Insurance Fund, recommendations were made by the Social Security Reform Commission to guarantee the long-term sustainability of the NIB Funds and to ensure the protection of the aging and insured population by increasing revenues and reducing operational costs (Ward). This paper aims to investigate the services rendered by the National Insurance Board to the Bahamian people; to explain the NIB losses; and to assess the need for increased contributions, reduced benefits, improved compliance and reduced administrative costs for securing long-term sustainability of the National Insurance Fund. This author will give personal analysis of the NIB services and will give recommendations for the solution of its present dilemma. The National Insurance Board In 1972, the NIB was established in accordan ce with the 1972 National Insurance Act, aimed at providing social security coverage to the insured Bahamian members and their dependents through Benefit Payments in such cases as sickness, funeral, invalidity, maternity, retirement, unemployment, and the death of the family's bread-winner survivorship, work injury comprising disablement, death and medical care. Moreover, the NIB offers a minimum level of social security coverage for persons unqualified for such benefits as of right; and provides efficient administration of the National Insurance Programme and Fund compliant with the judiciary rules of the National Insurance Act; and supports the country’s socio-economic growth and development (â€Å"The National Insurance Board†). Benefits and Assistance The National Insurance Board provides

Employee Training Term Paper Example | Topics and Well Written Essays - 2000 words

Employee Training - Term Paper Example Some of the main force that influence a company’s training and developments are: ‘economic cycle, globalization, additional emphasis on intangible assets and human capital, focus on link to business strategy, changing demographics and delivery of work force, talent management, customer service and quality management, new technology, high-performance work systems’ (Noe, 2010, p. 10). Influence of Technology on Employee Training: As it has been just seen, that one of the forces that can influence training and development of employees in an organization is new technology. The discussion, here, is about the influence of technology on employee training and development. A look around us will show how people are getting trained on/off-jobs by computers, i-pods, i-pads; and through internet. Therefore the impact of technology is mainly on delivery of training programs. Methods of training employees also have gone through many changes due to the advancement of technology. But use of technology also follow the same basic principles of learning as the traditional methods do . for example, technologies like multimedia, interactive software etc. ‘appeal to multiple senses and allow employees to pace themselves, receive feedback and reinforcement, and find information from experts on as need basis’ (Noe, 2010, p. 337). ... Training could be delivered anywhere: at office or at home, a distant location or at hometown. Technology has given freedom to the employees of choosing when or where they receive training. They can access their training materials on need basis. A simulation of work environment at the learning environment can make employees better equipped for their job. Keeping training records, documentations and other formalities involved in employee training and development could be taken care of by computers. This will cut a lot of paperwork and official activities. Employee’s progress in the training could be better monitored (Noe, 2010, p. 297). Influence of Technology on Learning Environment: The traditional classroom learning environment is linear and not as dynamic as the technology learning process. In the traditional learning process the instructors gives information to the learners; and practice and use of the information is done after the instruction process is finished. This lea rning environment includes only the trainers and the trainees, not the experts or the resources. The learners are passive and the instructors are active members. There is a one way communication from the trainer to trainees. The learners have to wait for the instruction to end to access the resource materials and the experts that is beyond their course material. The communication among the learners happens only outside the training environment. But in a technology based learning environment the training process is dynamic and multidirectional. Here, the learner plays an active role; and the instructor plays minor role. In this learning environment the resource matter and experts are also included. Internet has made a technology based learning environment possible. Internet

BIOTECHNOLOGY & GENETIC ANALYSIS Essay Example | Topics and Well Written Essays - 750 words

BIOTECHNOLOGY & GENETIC ANALYSIS - Essay Example This is mainly attributed to accumulation of pollutant along the path of river and hence bacterial population need to evolved catabolic capability to survive and hence more plasmid bearing bacterial population were found in second sample. Similarly most of the plasmid was found to be in size range more than 35 KB clearly indicates most of them are Conjugative plasmids as this group of plasmid has more number of genes compared to non-conjugative plasmid to carryout conjugation process and hence larger the size. Here re-suspension solution constitutes of glucose, EDTA and Tris each have its own role. Glucose provides osmotic stress and EDTA as chelating agents which binds to heavy metals and helps in disintegration of cell wall, Tris act as buffering agent and maintains pH of over all reactions to avoid any pH dependent side reaction. In this stage cell become highly fragile and some are break open. This solution is mixture of SDS and NaOH. Here NaOH provides alkaline condition which helps in cell lyses and denaturation of DNA while SDS dissolves cell wall constituents and induces extensive cell lyses. It also helps in proteins denaturation and precipitation. In this stage most of cell constituents get denatured including genomic DNA, But as plasmid is in its CCC (covalently closed circular) forms will not denatured completely and most of them remains in its native configuration. Step 4: Neutralisation Solution Here potassium acetate and acetic acid act as neutralizing agent to bring back the pH to normal. Similarly it induces the renaturation of DNA. Because of larger size most of the Genomic DNA remains denatured and mingled with proteins remains with cell debris while plasmid being smaller molecule except out to supernatant . Step 5: centrifugation at high speed; During this stage all cell derbies along with genomic DNA settled at the bottom of tube and being smaller in size plasmid remains in supernatant. Which subsequently used for further purification and transformation. Ans 3 protocol 6: Here we have two different observation 1) colonies from tube 2 grown as blue colored colonies 2) while from tube 3 there is mixture of blue and white. This can be explained as follows. In case of tube 2 there is only vector pGEM3Z used for transformation. The plasmid pGEM3Z have lacZ gene as marker which code for enzyme called beta glycosidase. After transformation cells where plated on LA supplemented with X-gal and IPTG. Now in presence of IPTG expression of lac Z induces and leads to synthesis of beta-glycosidase which subsequently acts on X-gal and cleaved it to chromogenic intermediate give rise to blue color. While in case of tube 3 there was plasmid vector along with insert gene (ligation mixture) and plated on similar plate after transformation. As vector pGEM3Z having MCS (multiple cloning sites) in side the lacZ gene any insertion or recombination leads to inactivation of lacZ (insertional inactivation). Inactive lacZ will not code for functional beta glycosidase and hence colonies having insertion give rise to white colors. In another scenario where cut plasmid re-ligated without any insertion during

Employee Training Term Paper Example | Topics and Well Written Essays - 2000 words

Employee Training - Term Paper Example Some of the main force that influence a company’s training and developments are: ‘economic cycle, globalization, additional emphasis on intangible assets and human capital, focus on link to business strategy, changing demographics and delivery of work force, talent management, customer service and quality management, new technology, high-performance work systems’ (Noe, 2010, p. 10). Influence of Technology on Employee Training: As it has been just seen, that one of the forces that can influence training and development of employees in an organization is new technology. The discussion, here, is about the influence of technology on employee training and development. A look around us will show how people are getting trained on/off-jobs by computers, i-pods, i-pads; and through internet. Therefore the impact of technology is mainly on delivery of training programs. Methods of training employees also have gone through many changes due to the advancement of technology. But use of technology also follow the same basic principles of learning as the traditional methods do . for example, technologies like multimedia, interactive software etc. ‘appeal to multiple senses and allow employees to pace themselves, receive feedback and reinforcement, and find information from experts on as need basis’ (Noe, 2010, p. 337). ... Training could be delivered anywhere: at office or at home, a distant location or at hometown. Technology has given freedom to the employees of choosing when or where they receive training. They can access their training materials on need basis. A simulation of work environment at the learning environment can make employees better equipped for their job. Keeping training records, documentations and other formalities involved in employee training and development could be taken care of by computers. This will cut a lot of paperwork and official activities. Employee’s progress in the training could be better monitored (Noe, 2010, p. 297). Influence of Technology on Learning Environment: The traditional classroom learning environment is linear and not as dynamic as the technology learning process. In the traditional learning process the instructors gives information to the learners; and practice and use of the information is done after the instruction process is finished. This lea rning environment includes only the trainers and the trainees, not the experts or the resources. The learners are passive and the instructors are active members. There is a one way communication from the trainer to trainees. The learners have to wait for the instruction to end to access the resource materials and the experts that is beyond their course material. The communication among the learners happens only outside the training environment. But in a technology based learning environment the training process is dynamic and multidirectional. Here, the learner plays an active role; and the instructor plays minor role. In this learning environment the resource matter and experts are also included. Internet has made a technology based learning environment possible. Internet

Something good Essay Example for Free

Something good Essay As I venture into my work, I always presume that something good will happen. I always believe that taking risks will definitely bring me something positive, although difficulties arise at times. In the world of reality, there will always be hindrances that will come my way which may lead me to feel hopeless, useless, worthless. But that should not stop me from believing in my dreams and just give up everything because being a coward will not help me in improving my skills. To gain excellence in my career, I should take into consideration different things that will help me improve my ability as a leader. And that means I should not only take care of the clients I want to handle, but I also have to deal with the clients whom I think I cant even handle. By this, I will be trained by the challenging customers I deal with and will certainly this will be a reason for my maturity as an individual, particularly as a leader. Consequently, my attitude towards my work is a major aspect of my individuality as a leader. â€Å"No one should ask you what you bring to your position. Your work and actions should make this absolutely clear to all those around you. Demonstrate your skills in your conversations, in your work and in your attitude. Communicate your professional goals when appropriate and work all the time you work. Be your own boss. As you take the helm of your career and steer it toward your future, you must realize that no matter what the hierarchical structure is in your profession, you are your own boss, (Kanjungu, 2006) . † I have observed that people develop their leadership skills by taking into the unknown. Taking out of their comfort zones was their main component to be able to enhance their competence particularly when it comes about leadership. It was evident that trying something new, and not sticking to what you always know will lead you to be a better individual that may help you lead other people in the right track. Motivation is one of the key points why people are improving in their skills. Apparently, they become more comfortable in what they do when they have a high motivation that leads them in doing the things they are assigned to do. The strong will to work for their family and other loved ones is the best driving force I have observed they are taking into consideration, and it clearly alleviate the insecurities they have. In improving their focus in their customer, I noticed that they are more tolerant to the people they are dealing with. Being tolerant is considering not only the positive sides of the customer, but the negative sides of them as well. They always make sure to deal properly to the customer and stay their focus on them so as not to divert the customers attention. In improving the customer-focus, one must regard that the customer should always be the one who will be obeyed, and not the other way around. Being approachable is also one factor in catching the interest of a certain customer because they will feel that they are very welcome and well entertained. Personally, I can attest that the things I have observed are quite helpful in developing ones leadership skill and in improving the focus to the customer as well. I myself experienced dealing with people who are inconsiderate, yet managed to make it to the end of the journey. As I asses things, I can say that in developing my leadership skills I have to bear in mind important factors to make it through the day. Being responsible in everything I do is a major factor that I should always keep in mind. Responsibility takes a major part in living a life of being a leader because many followers are watching your every step and one wrong move may mean a downfall for you. So, to be able to survive the journey of life, being accountable for whatever you do is really a must. It is a fact that no one is responsible for whatever you do, but yourself. â€Å"No one can control the events or the people surrounding them. The only thing we can control is ourselves. To succeed in todays workforce or in any professional endeavors, your value must be readily recognizable and memorable, (Kanjungu, 2006) . † Its true that it is necessary to act out what you have learned in the past experiences or lessons is life you acquired. For me, I will use the things I learned by sharing it to other people and teaching them every details of the values I gained. Learning without sharing is such a stingy deed and absolutely not a good idea to be ungenerous to the people around you. In every learning experience, I always want to use those things by imparting the essential things which the experience brought me. Works Cited: Kanjungu, Nuwagaba. â€Å"http://www. monitor. co. ug. † Monitor Online Jobs. 6 Dec. 2006 http://www. monitor. co. ug/job/news. php? news_id=3auth_sess=61d799506760b1633a9d70dbff330f20ref=748962c846b2603077010c84a.

The Decline In Tourism Of Pakistan

The Decline In Tourism Of Pakistan The title of this research paper, as it entails, is Decline in Tourism of Pakistan. The main purpose of this project is to determine the real causes of downfall in Pakistans Tourism. In order to further elaborate the purpose, the objectives of study are to obtain the rating and ranking of various issues which are considered to be the likely causes of decline in tourism; examine and investigate the role of Government of Pakistan (Ministry of Tourism, PTDC, TDCP) in running the tourism industry; determining how far the public sector of Pakistan is responsible for the downfall of tourism and determining how far the private sector of Pakistan has its role to play in the decline of tourism. Multiple sources were used to collect secondary data such as periodicals, government sources, regional publications, media sources and commercial sources. A hybrid research methodology is used which consists of questionnaire survey research, a personal interview and a focus group interview. Through the multi-dimensional research, it was observed that out of the ten issues which posed as likely causes for tourism downfall, nine proved to be real causes which are constantly decaying the tourism industry of Pakistan. Except the terrorism factor, which acts as both an internal and external force, all issues are consequences of governments incompetence and corruption. Nevertheless, the Pakistani media, being a key stakeholder is not helping to portray the soft image of Pakistan to the world and within. In order for curbing these issues, the it is primarily the responsibility of Tourism Development Corporation of Punjab(TDCP), Pakistan Tourism Development Corporation(PTDC) and all provincial tourism ministries to foster infrastructural development related to tourist services and facilities; establish cohesion and coordination amongst state departments in order to smoothly carry out tourism development projects. Public-Private Sector partnership is the need of the hour and if the govern ment sincerely works on establishing productive partnerships with private sector enterprise then it will be an all-win situation not only for the tourism industry but for the economy of Pakistan as a whole. The Media of Pakistan should emphasize more on the national interest and curb the continuous and over-emphasized broadcasting of news related to disasters, violence and terrorist attacks as it results in portrayal of negative image of the country in the world. As for terrorism, since now it has become more deep rooted in Pakistani society, the current government and the governments to come would have to be equipped with a package considering the national interest- of radical social, economic and educational reforms which should be planned and implemented in order to stop the development of provocative and extreme mindsets in the society which further lead to conflicts in the name of religion, castes and socio-economic classes. This research project brings a deteriorating industry of Pakistan into limelight which is continuously underperforming for the past 5 years. Pakistan is a home of approximately 180 million people and most of the population is earning less than US$ 1 per day (Fakhar, 2008). Pakistan just like any other beautiful European country is a big market for tourism because it offers not only beauty of nature but also variety and diversity in cultures (Fakhar, 2008). In fact tourism is the most profitable and entrepreneurial business (Fakhar, 2008), especially for people living in the mountain areas as it creates new job opportunities and reduces the unemployment level for them (Fakhar, 2008). But unfortunately, tourists visit to Pakistan is decreasing tremendously with ups and downs each year (Fakhar, A.H, 2008).  [1]   Therefore the title of my research project is Decline in tourism of Pakistan. BACKGROUND Pakistan, after its independence from British India appeared as a modern nation on 14 august 1947(Fakhar, 2008). All four provinces of Pakistan are gifted with heritage and culture and one of the fertile and unique collection of majestic and lush fields, rivers, rugged mountains, lakes, deserts, landscapes and seashores enriched with friendly and hospitable people thus making it a heavenly destination for tourists with different tastes (Fakhar, 2008). Pakistan is known in the world of tourism because of the Karakoram, mountainous regions of the north, the Great Himalaya and the Hindukush who form the densest concentration of one of the worlds highest peaks. Pakistans Kalam (Swat valley) is known as the Switzerland of Asia (Fakhar, 2008).The hunza and chitral valleys in pakistan were the home to a small Pre-Islamic animist Kalasha community who claim descent from the army of Alexander the Great (Fakhar, 2008). The historical and archaeological sites of the Gandhara and Indus Valley ci vilizations, Taxila, the Mughal Empire and Mohenjo-Daro are the examples of oldest civilizations in Pakistan (Fakhar, 2008). This multicultural nature of the country also contributes to the tourism industry in the way that it offers various traditions, customs and festivals for the tourists to explore and enjoy (Fakhar, 2008).  [2]  Tourism in Pakistan has been stated by the Lonely Planet magazine as being the tourism industrys next big thing (Wikipedia, 2012). Pakistans tourism industry was in its heyday during the 1970s when the country received unprecedented amounts of foreign tourists, thanks to the Hippie Trail (Wikipedia, 2012). The main destinations of choice for these tourists were the Khyber Pass, Swat, Peshawar, Rawalpindi, Lahore and Karachi (Wikipedia, 2012). In 2009, The World Economic Forums Travel Tourism Competitiveness Report ranked Pakistan as one of the top 25% tourist destinations for its World Heritage sites ranging from mangroves in the South, to Mohenjo-D aro and Harappa of the 5,000-year-old cities of the Indus Valley Civilization (Wikipedia, 2012). One year after the 2005 Kashmir earthquake i.e. October 2006, British Newspaper The Guardian released a piece of information what it described as The top five tourist sites in Pakistan in order to help the countrys tourism industry (Wikipedia, 2012). The five sites included Lahore, Taxila, Karimabad, The Karakoram Highway, and Lake Saiful Muluk. In order to promote Pakistans unique and various cultural heritage, Prime Minister Shaukat Aziz launched the Visit Pakistan marketing campaign in 2007 (Wikipedia, 2012). This campaign involved various events throughout the year including fairs and religious festivals, regional sporting events, various arts and craft shows, folk festivals and several openings of historical museums (Wikipedia, 2012).  [3]   Based on the above Information, It seems like Pakistan is a perfect place to be visited by the tourists but still the tourists arrival is decreasing day by day(Fakhar, 2008) especially if the timeframe from 2007 to 2011 is considered. LITERATURE REVIEW Various international and national think tanks, renowned authors and scholars have highlighted the main causes of decline in tourism of Pakistan over the years. Seemingly, some of these causes are so grave and deep rooted in nature that it might take the Government of Pakistan decades to eliminate them provided it carry out the process of elimination with utmost dedication, coordination among other departments, effectiveness and efficiency. Due to adverse publicity in negative travel advisories, continued terrorism international media and deteriorated state of law and order in the country, the prospects for revival of inbound foreign tourism are very poor in near future. But still the scope for growth in domestic tourism does exist  [4]  . Lack of coordination among different government bodies, poor infrastructure, less attention paid on improving the image of the country by national campaigns are just some of the reasons for the decline of the sector in the present years. Terror ism and lack of security has also caused a severe blow to Pakistans tourism industry and can be listed as the major reason for its poor performance.  [5]  According to the tourists the biggest problem they are facing while travelling is security issues which include the current insurgency in Pakistan (Fakhar, 2008). Even the domestic tourists dont feel like travelling in their own country. Furthermore, the negative image of Pakistan portrayed by media to the outside world (Fakhar, 2008). Lack of infrastructure; ineffective promotional policies; inadequate tourists services and facilities; lack of initiative by concerned government departments; inadequate knowledge and training of personnel in tourism sector; law and order situation especially in the high tourist attraction areas; inadequate infrastructure facilities; lack of incentives in the tourist sector; failure to show and project the positive image of the country via media to the outside world; low allocation of annual tou rist budget; lack of development and facilities in the mountain regions; lack of understanding to the tourist needs; the overtaking and change of governments and administration within the country(army rule); high inflation rate are the key points which have altogether made tourism an unsuccessful industry in Pakistan (Fakhar, 2008)  [6]  . There was 0.8 percent and 3 percent decline in the number of foreign and domestic tourists, respectively (Correspondent, 2012, March 27). Official data revealed that the Taxila Museum was visted by 2,434 foreign tourists with various other archeological sites especially Sirkap and Dharmarajika Stupa located in the valley as compared to 2010 when it was recorded 2,474(Correspondent, 2012, March 27). 87,173 domestic tourists visited the sites last year as compared to 92,660 in 2010 (Correspondent, 2012, March 27).  [7]   How far terrorism affected tourism? The way terrorism, whether international or national, undoubtedly eroded the economy of Pakistan has also plagued the tourism of the country with the same gravity and notoriousness. The countries or regions that depend heavily on tourism have been found to suffer significant economic losses due to the persistence of terrorism (Ali, 2011). Gilgit-Baltistan and the NWFP are important destinations in Pakistan and people living there depend on tourism (Ali, 2011). For example, Swat was an important tourist destination in Pakistan which attracted people from across the world not only to its natural beauty but also to see its rich civilization and history. Swat supports all sorts of tourism, i.e., spiritual tourism, culture/heritage tourism, eco-tourism, adventure tourism, sports and commercial tourism  [8]  . There are over 855 hotels, which include 405 restaurants, in the valley and around 40,000 people are directly and indirectly associated with these hotels (Ali, 2011). But they ha ve mostly remained closed during the past three years due to militancy and the subsequent military operation (Ali, 2011). According to governments own estimates, the hotel industry in Swat valley suffered a loss of Rs. 60 billion from 2007 to 2009 (Ali, 2011). The workers associated with the hotel industry also lost their jobs due to the ongoing incidents of terrorism. Moreover, the transport industry faced a severe blow and both the national and international transport services either closed down or decreased their services from Peshawar, Islamabad and Lahore (Ali, 2011). Therefore, the hotel association offered a very cheap package of 10-day free stay in hotels in the valley Swat starting with the New Year 2010 (Ali, 2011). Consequently, in the financial year 2008-2009, the overall real GDP growth fell to 2 percent  [9]  (Ali, 2011). Pakistan ranked 113 out of 130 countries in 2009 as a tourist destination. The low ranking attributes to incidents of terrorism and the lack of a tourism regulatory framework in Pakistan (Ali, 2011). Sources said that many motels in the countrys restive northwest were closed down as tourists were banned from those areas and the staff had migrated to other cities for work  [10]  (Ali, 2011).According to Travel Tourism Competitiveness Report 2011  [11]  , Out of 139 countries, Pakistan has further dropped to the 125 mark as a tourist destination. The Role of Ministry Of Tourism, PTDC, TDCP and other Tourism Development Organisations of Pakistan Government intervention may be necessary to enhance the contribution of tourism to socio-economic development and poverty reduction. Of all governments principal roles, one is to set policy and legislative frameworks for tourism. The reasons why governments should formulate tourism development strategy are firstly the tourist industry has many negative externalities, particularly negative environmental and social impacts that need to be regulated and managed at national or local levels. Secondly, tourism can offer substantial opportunities for local economic development, which can augment the positive effects of tourism on local socio-economic development and poverty reduction. the Planning Commission of India has already identified tourism as one of the major vehicles for generating employment and promoting sustainable livelihoods (UNESCAP, 2007, pp. 84-85).  [12]  A 2007 UNESCAP report highlighted the importance and functioning of public sector in the development of a countrys tourism. As tourism moves up the national agenda, the departments of government dealing with tourism may need to be upgraded and strengthened. To achieve sustainable management of tourism, tourism ministry staff needs networking, support of colleagues and coordination and in other ministries and in a range of sub national administrations. Such needs emerge because the administration and governance of tourism takes places in localities where tourists and host communities interact, while incentives and regulations aare applied within a framework laid down at the national level. The tourism ministries have to be watchful to the impact of institutional fragmentation on the governance of tourism. Major decisions about management of cultural and natural assets, planning, labour regulations, environmental impact assessments, taxation policy and financial incentives are often the responsibility of other ministries, where there might not be adequate awareness about the impact on tourism plan s and policies. The functions of tourism ministries should go beyond marketing and promotion, regulating tourism businesses and include wider consultation and coordination. For example, the air transport has changed considerably in recent years due in part to policy initiatives, such as adding a substantial number of new routes, deregulation of air services and allowing operations by low-cost carriers; all of which would aim to increase the number of tourists. Since the economic benefits of tourism are now explicitly evaluated in aviation policy in countries such as Singapore, tourism ministries have to consider the implications for tourism plans, strategies and policies. Tourism ministries can provide the government and its agencies with systematic and a good quality data, particularly about the effects of different types of tourism on local socio-economic development. The provision of such data can help to substantiate the contribution of tourism and convince policy makers (UNESCA P, 2007, p. 85).  [13]  In 2010, the Punjab Resource Management Program with collaboration of A.F Ferguson Co. prepared a recommendations report to reform the TDCP (Tourism Development Corporation of Punjab). The above mentioned consultant firm aided in developing tourism models for various developed and developing countries including Thailand, India, Malaysia, USA, Switzerland and Australia. In all the cases, it was concluded that the public sector of any country is the main driving force for the tourism industry. As mentioned in this report, the functions and duties of Ministry of Tourism were as follows: Development Promotion of Tourism in Pakistan. Establishment of Pakistan National Tourism Council. Establishment and publicity of tourists centers in Pakistan and abroad. Development of tourism information centers for the service and guidance of domestic and foreign tourists in Pakistan. Establishment of tourist facilities in tourist potential areas where private sector is reluctant to invest. Regulation and Control of tourist industries and associated service. Establishment of International organizations and agreements relating to tourism. Controlling Pakistan Tourism Development Corporation. Promoting Facilitation of travel in Pakistan for tourists. Development of Tourism and Hotel training institutes. Encouraging training and research in tourism in Pakistan and abroad.  [14]  (A.F Ferguson Co. 2010) However the Ministry has been abolished on June 30th,2011 after the 18th amendment in the Constitution of Pakistan ensuring transfer of tourism ministries to the provinces. A.F Ferguson Co. recognized the importance of TDCP in running the tourism industry of Pakistan. The consultants proposed the following roles and functions of TDCP which the organization should adopt: Encouraging the tourism activities and industry in the province Performing the planning and development of tourism sites Offering one window service to facilitate the tourists Offering assistance to the Tourism and Resort Development Department Facilitating the organization and promotion of tourism events and activities Creating an environment which ensures capacity building in tourism industry Encouraging and facilitating public-private partnerships.  [15]  (A.F Ferguson Co. 2010) As per an analysis of tourism management of Pakistan, the stated objectives of PTDC are as follows: To establish and develop tourism infrastructure on an all Pakistan basis To act as an instrument on behalf of the Federal Government for the production of tourist literature and publicity for tourism both in terms of domestic and international. To act as a catalyst to encourage the private sector to play an active role in tourism development. To undertake tour operations and facilitate ground handling facilities for group tours. PTDC has an administrative structure which is responsible to control and operate all its involvement in the tourism sector. These are: Planning and Development Wing/Engineering Department; undertakes identification and implementation of projects concerned with tourism infrastructure such as recreation units, motels, resorts etc. Publicity and Promotion/Marketing Department; undertakes the production and publication of tourist literature in foreign and domestic tourist markets. PTDC Motels Ltd; carry out the management of all hospitality units operated by PTDC in various tourist destinations in Pakistan. Pakistan Tours Ltd; facilitates ground handling and transport facilities for international and domestic tourist groups and also acts as an inbound tour operator.  [16]  (Pakistan Research Repository, 2009) The provincial governments of other provinces have not adequately realized the importance of tourism for which the federal government is partially responsible. As far as only the realization is concerned, after assessing the performance of TDCP and realizing the fact that most of the tourist assets are situated in jurisdiction of NWFP or Khyber Pakhtunkhwaa(KPK), The provincial government of KPK established Sarhad Tourism Corporation (STC) in 1991. The aims and objectives of STC are as follows: To motivate the private sector to step forward and support tourism development in the form of tour operations and accommodation facilities at potentially attractive regions; Provide long-term, leases to private sector for development of properties through Joint ventures with STC; Serve as a spring board for fruitful interaction between the private sector and Government, PTDC for proper development of tourism industry; Cooperate with private sector in developing, distributing and sale of quality information and publicity materials.  [17]  (Pakistan Research Repository, 2009) The 2007 UNESCAP report also suggested ways how governments can channelize the progress of tourism of a country. Real progress can be facilitated by using a wide range of instruments. Many of these have been identified by the World Tourism Organization and the United Nations Environment Programme and are categorized into measurement instruments which include sustainability indicators and monitoring; identification of limits, command and control instruments which include legislation, regulation, rules and licensing; land use planning and development control, voluntary instruments (guidelines and codes of conduct, reporting and auditing, and voluntary certification), supporting instruments (infrastructure provision and management, capacity-building, and marketing and information services) and economic instruments (pricing, charges and taxation; property rights and trading; financial incentives; and voluntary contributions). The right mix of policies and instruments will vary depending on the situation, objectives and government structures (UNESCAP, 2007, p.84).  [18]   The analysis on tourism management sheds light on the fact that over the years, the Ministry of Tourism remained unsuccessful in gaining the respect or confidence of the private sector. Nevertheless, the ministry was not fully empowered to handle the problems faced by tourists since most of the related responsibilities were assigned to other ministries/divisions, hence the focus on the problem solving lacked altogether. Furthermore, lack of funding had serious implications (Pakistan Research Repository, 2009) regarding the effective management of the tourism sector (Pakistan Research Repository, 2009). The Ministry of tourism never proved itself to be a source of effective and meaningful data, hence no comprehensive survey on tourism on its credit (Pakistan Research Repository, 2009). As far as PTDC is concerned, serious problems relating to recruitment, training, management style and finances are prevalent. The ministry is not fully responsible for recruiting the personnel. All the staff is not hired directly by the ministry Therefore a problem of dual management persists as half of the employees (Pakistan Research Repository, 2009) hired by the ministry are generalists whereas half of them hired directly by PTDC acquire inadequate experience. As a result, internal cooperation and coordination lacks among departments hence reporting procedure is also affected. The personnel hired, either by PTDC or Ministry of Tourism are not well trained and sufficiently qualified. Ironically over the years a major chunk of funding received from government (Baloch, 2007) has been spent in administration and staff costs. However, considering the training of personnel in the tourism industry, the Government of Pakistan back in December 1960 established a training institute which was initially a cooking school known as Pakistan Institute of Tourism Hotel Management (PITHM). A 2009 HEC Analysis stated the main function and activity of the Institute is to impart knowledge by training manpower for the Travel and Tourism Indu stry and Hospitality in Pakistan. This is done by seminars, workshops, regular courses and on the job training etc. It cooperates with PIAs training center in Karachi and provides courses for the Pakistan Navy. Furthermore, it offers consultancy services when and where required (Pakistan Research Repository, 2009).  [19]  The analysis also remarked on the condition and the performance of this institution: Since its foundation the Institute has been located in rented buildings, which could not cater for the demands of a professional education institute. Hence this has been a major constraint on its effectiveness and its ability to train students to the standards indicated in its aims and objectives. Lately the institute has moved to a newly ill-constructed building lacking numerous important facilities and equipment and has yet to resolve many problems to enable it to provide better training and facilities and environment for students and staff. For the last decade, the institution has had no official Director and the current Acting Director has inadequate management or training skills and is not compatible with the requirements of the hospitality industry. The existing staff is de-motivated and unqualified as instructors are entrenched in outdated syllabuses and teaching methods. Resultantly, the image of the school throughout the industry is very negative, chiefly due to lack of knowledge as to the industry needs and what the school can provide. The incapability of the school is further compounded by government controls and establishment employment scales where it is not possible to attract national or international qualified trainers at suitable private sector levels.  [20]  (Pakistan Research Repository, 2009) In June 2011, The National Assembly of Pakistan passed the 18th amendment according to which the Ministry of Tourism was devolved into the provinces. In response to this development UNESCO published a report to examine the post-devolution situation in the culture and tourism sector of Pakistan. According to the findings of this report, a number of stakeholders remarked that culture policies are an instrument for the promotion of creativity and must therefore recognize and incorporate heritage, tradition, crafts, classical and the performing arts. The majority of stakeholders both from the public and private sector supported devolution as they felt it would give empowerment to the provincial identities and pride and ownership at grass root level, which was the main purpose of the 18th amendment. The other side of the coin reflects the critical point of view on devolutionary process attributed to the 18th amendment. The stakeholders who hold the particular point of view also include th ose in the Senate Standing Committee on Tourism and Culture. Critiques of the devolutionary process, including those in the Senate Standing Committee on Tourism and Culture, as well as those emerging from stakeholder consultations pointed out that the provinces will not be able to harmonize a cohesive cultural heritage; instead this will lead to its fragmentation, and increase divisiveness within the country. Similarly some senior government representatives in Islamabad also did not support devolution, pointing out that the provinces lack capacity, resources and funds to completely manage cultural departments. Devolution was feared to not cause inter-provincial disharmony, but make communication with key donors more difficult, and cause delays in securing technical assistance. It was thus argued that the Ministry of Culture should remain the focal point and coordinate with the provinces.  [21]   The Role of Private Sector The tourism sector investments in the country are dominated by private sector with the role of public sector mainly as a facilitator. Nearly the entire restaurant, hotel, travel agency and tour operator business is in the private sector. Pakistan Tourism Development Corporation (PTDC) is also operating a limited number of hotels and roadside facilities in areas where the private sector has been reluctant. The Department of Tourist Services (DTS) is responsible for maintaining the standard and categorization of hotel industry. A 2012 report by Planning Commission of Pakistan remarked on the tourism development of Pakistan. The Ministry of Tourism looks after the entire public sector interventions including formulation of policies and overseeing the legal and regulatory framework.  [22]  The hotel and transport business is in the hands of the private sector, which has not contributed much to meeting the development costs. However the Planning Commission of Pakistan has envisaged to strengthen and regulate the private sector institutions operating in the hotel management and training sector in the 2011-2014 MTDF (Medium Term Development Framework) period. The hotel management and training institutes in the country are not delivering the desired results due to lack of management, regulation and teaching staff. Similarly, the host of private sector institutions providing ticketing and travel courses are not regulated which results in variable standards in the sector. As against the annual training needs of the tourism industry of about 3000 skilled staff, the total output of the existing training institutes is only about 500. (Planning Commission, 2012) The Hotel Industry of Pakistan Ali, et al., (2012) highlighted the importance of hospitality industry in South Asia and the current state of hospitality industry in Pakistan: The Hotel industry is among the top three constituents of the world economy after oil and autos and is growing faster than the petroleum and arms. Its larger than agriculture in the U.S.A, automobile industry in Japan and banking in Switzerland. Developing economies of South Asia are in rapid transit towards becoming service economies and therefore competitiveness of hospitality industry is emerging as a crucial factor influencing the overall competitiveness of a country, and Pakistan is no exception to this, where the share of services is increasing. It is unfortunate that instead of growing with international trend, the hospitality industry in Pakistan, co