Saturday, November 16, 2019
Business Ethics Tyco International Essay Example for Free
Business Ethics Tyco International Essay Description of Organization and Product Tyco International Ltd. is a corporation with official headquarters based in Pembroke, Bermuda but the company maintains operational headquarters in Princeton, New Jersey. Tyco has grown into a multi-billion dollar company (scattered in over 100 countries) with revenue of $41.0 billion USD (2006) to boast. Founded in 1960 by Arthur J. Rosenberg, Tyco was birthed when Rosenberg opened a laboratory intended for research and experimental works catered for government use. Incorporated by 1962 as Tyco Laboratories, it shifted its focus to developing scientific materials as well as energy conversion products, which now caters for the commercial sector. Tyco is a manufacturing and service conglomerate which is involved in a variety of products ranging from electronics, fire and security services, healthcare, aerospace, and some industrial products. For instance, its passive and active electronic components are found in computers, aerospace, automobiles, industrial machines, and household appliances among others. Under its fire protection and electronic security operations, it is responsible for designing, manufacturing, and installing products as well as providing services in these areas. Part of Tyco’s Healthcare business involves medical, pharmaceutical, surgical, imaging, and respiratory products. The company also manufactures industrial valves, and fire sprinklers thereby giving services in residential and industrial settings (â€Å"Tyco: Our Business†). It also provides services consultation on engineering and construction management, including operating services. Through one of its subsidies, the company also has an integrated system used for the tracking and controlling public transportation system, tunnels, and bridges. Furthermore, Tyco is involved in the monitoring of systems of burglar fire alarms, and on medical alert systems where 24-hour monitoring and response is necessary. Tyco is also engaged in buying steel and resin in the United States, as well as copper, gold, zinc, brass, paper, ink, cotton, wax, chemicals and additives. Other products purchased by the group are foil, copper clad materials, adhesives, and cloth. As of 2005, Tyco is responsible for employing about 247,900 people in its company (â€Å"Company Research: Tyco International Ltd.†). Tyco’s phenomenal growth can be traced back in the late 1980s when the company engaged in a number of acquisitions in some major companies such as ADT, Siemens Electrochemical Components, Thorn Security, and Mueller Company. But it was not until the 1990s and the subsequent years that Tyco became more aggressive in its acquisition strategy under Dennis Kozlowski as CEO. In a span of about eleven years (from 1991 to 2001), Tyco has reportedly acquired 1000 other companies. It was in 1997 that Tyco made the controversial shift of headquarters from Massachusetts to Bermuda, after the company’s acquisition of ADT.  ADT Limited has its origins which can be traced way back in the 1900s in the United Kingdom and by 1980s was restructured under the laws of Bermuda. Although part of the merger, since ADT was incorporated in Bermuda, it was still perceived as a shrewd move to avoid taxes. Shareholder and investors were later informed of this tax advantage. A partial list of Tyco’s products and its brands: AMP for its electronic components and cables RAYCHEM for circuit protection devices Ansul, Total Weather, Skum Sabo for fire fighting products Kendall, Monoject, Shiley for medical supplies Simplex Grinnell, Wormald for fire sprinklers OpenSky and EDACS for critical communications systems Violation / People Involved            During the 1990s, the company continued to show a stable and steady rise in income. But by 1999, rumors of accounting irregularities began to leak with charges directed against Tyco’s top executives: Dennis Kozlowski (former chairman and chief executive), Mark H. Swartz (former chief financial officer), and Mark Belnick (former general counsel). These accusations were vehemently denied by the company’s leadership.            It was not until January of 2002 that prosecutors found Kozlowski guilty of tax evasion for his art purchases. Investigators later followed a trail of lavish expenditures, thereby making Kozlowski’s tax evasion scheme a mere ‘tip of the iceberg’.            Eight months later, these three men were arrested and tried before the New York State Supreme Court. Kozlowski and Swartz were charged of robbing the company of about $600 million with the aid of Belnick. They were found guilty of treating Tyco as a personal bank account, stealing worth of $170 million through company loans and $430 million worth of fraudulent sales of securities without the company’s shareholders knowledge (â€Å"Three Tyco Execs Indicted for Fraud†). Kozlowski was found guilty of masterminding a series of ethical violations, by misusing corporate funds for relocation and executive loan programs. Since 1996 up to 2002, these two men awarded themselves hundreds of millions of dollars with low or no-interest loans usually from Tyco’s Key Employee Corporate Loan Program (KELP). The company explicitly defined the purpose of the program. Tyco’s KELP was designed to provide loan assistance for Tyco key employees to pay their taxes when investing upon Tyco’s common stock. Of the $270 million that Kozlowski took through KELP loans (from 1997 to 2002), about $29,000,000 only were used for taxes because of the result of the vesting of Tyco stock. The rest of the money were improperly used for self-serving interests such as acquiring luxury apartments and estates, expensive artworks, estate jewelry, a yacht, and spending about $100 million for a lavish party for his second wife. Also, Kozlowski is now notoriously known for owning a gold-laced shower curtain worth $6,000 a picture for his lavish lifestyle. He also used KELP funds to finance his own personal investments and other business ventures, deliberately violating the program’s purpose. Swartz also misappropriated about $85,000,000 dollars from the company’s KELP loans during these same periods. Following from Kozlowski’s example, he too appropriated only about $13,000,000 dollars to cover taxes as a result from the vesting of Tyco stock. Swartz misappropriated the remaining $72,000,000 dollars for self-serving purposes such as financing his own business investments, and the purchasing of real estate holdings and trusts. Kozlowski and Swartz were also guilty of deceitful acts by deliberately failing to disclose in their annual Director Officer Questionnaire (â€Å"DO Questionnaire†), which are given to Tyco’s senior executives, the information of these loans much less the manner of which how these KELP loans were used. Tyco’s shareholders were deceived by Kozlowski and Swartz’s failure to reveal these important facts on the company’s Form 10-K and proxy statements. The company also has a relocation loan program since 1995, to give assistance to its employees who were affected when it moved its offices to New York City from New Hampshire and later to Florida. Kozlowski and Swartz also enriched themselves by availing of relocation loans and spending it for purposes not covered by the program. Of the $46,000,000 dollars which Kozlowski amassed from the relocation loan, $18,000,000 was spent to buy a waterfront compound in Boca Raton and an estimated $7,000,000 Park Avenue apartment for his previous wife. Swartz spent $6,500,000 to purchase an apartment on New York City’s Upper East Side; $17 M for a waterfront compound also in Boca Raton; and the rest of the funds were used in purposes not authorized by the program. They were also accountable for repeatedly classifying and reclassifying their debts to the company, and even moving on to authorizing transactions by which their millions of dollars of KELP and relocation loans were forgiven and written off the company’s books. They also instructed others to falsify the company’s books and records in order to conceal these violations. Swartz also enriched himself by selling his New Hampshire real estate to a Tyco subsidiary for $305,000, but in which the Tyco subsidiary sold it at a far lower price about two years later from its purchase. Swartz purposely did not disclose this transaction from Tyco’s investors. Both Kozlowski and Swartz abused company perquisites from Tyco such as causing the company to purchase luxurious apartments and stay in it rent-free and made use of Tyco corporate aircraft in purposes unrelated to the company’s business. The former CEO also misused Tyco’s funds by releasing large amounts of charitable donations in his own name, and all the while failed to disclose and report these facts to investors, as mandated by the federal securities laws. While possessing material information, Swartz engaged in fraudulent sales of Tyco stocks through family business partnerships. Both men lied to Tyco’s auditors by signing management representation letters which avowed the absence of fraudulent acts from significant employees involved in Tyco’s internal control. Belnick, Tyco’s former chief legal officer, amassed millions of dollars from Tyco through similar violations committed by Kozlowski and Swartz (T Newkirk, J Coffman, R Kaplan, D Frohlich, and J Weiner. U.S. Securities and Exchange Commission). Explanation of the Outcome            The two former top Tyco executives received 8 1/3 to 25 years of prison-sentence after being tried before a New York state court, after it’s first resulted in a mistrial. They were found guilty of siphoning and misappropriating company funds during their stint as Tyco’s top executives. This was considered as one of the biggest ethical violations in a series of white-collar crimes that has tainted and eroded public confidence in the US corporate landscape. As a result, Kozlowski and Swartz served their terms in New York state prison, a case which differs greatly from other convicted corporate executives.            Other convicted corporate executives such as Adelphia’s John Rigas, or Martha Stewart served their prison sentences in a federal prison. Often dubbed as â€Å"Club Feds†or â€Å"Camp Cupcake†, federal prison conditions could appear like a ‘boarding school’ - there are no bars and some are even offering facilities like tennis courts.            In stark contrast, state prison do not offer such ‘luxuries’ and the gravest issue could boil down even to the inmate’s safety. It usually houses criminals convicted of rape, murder and other violent offenses - one reason which explains its unsafe condition and which makes tight security a necessity.            While others may see this conviction too harsh for a white-collar crime, Kozlowski and Swartz cannot escape their fate since their case began as a state investigation for trying to evade about $1,000,000 dollars worth of tax payment for acquiring expensive artworks by Renoir, Monet and other celebrated painters.            Also, this has come upon the government’s stand of placing stricter measures on its effort of cracking down corruption in the corporate scene (K. Crawford. â€Å"For Kozlowski, An Especially Grim Future†).            According to a former SEC prosecutor, the sentences for white-collar criminals are getting tougher and judges’ former tendency to give them milder treatment is fast disappearing. While Kozlowski is credited for building up Tyco’s multi-billion dollar industrial empire, which used to give an impressive and illustrious career rising from being an ordinary employee to become Tyco’s chief executive officer, his crime is also credited as the grandest (so far) in scale and amount of thievery in corporate history.            While some would protest about the usefulness of long prison sentences given to white-collar criminals, especially when they are towards the age of retirement. However, there is an inescapable trend among state and federal courts to give longer years of prison-conviction. Whereas in the early 1990s, when such crimes were new and few, a certain convicted salesman received eight years reduction in his 10-year term, an equivalent of 22 months in jail (L. Lazaroff. â€Å"Ex-Tyco Executives Get Up To 25 Years: Kozlowski, Swartz also to pay millions in restitution, fines†). Kozlowski is serving his prison sentence at Midstate Correctional Facility in Marcy, N.Y., located outside of Syracuse of N.Y.            Clearly, there has been a great shift of change. Opinion of the Outcome            In the aftermath of the Enron, Adelphia, Tyco and other high profile business scandals which prove that ethical violations can pose a serious and costly risk for a business entity’s ability to grow or thrive. As demonstrated by Kozlowski, Swartz and Belnick - the collapse of integrity could cost hundreds of millions or even billions of dollars for its company to cover extra expenses such as litigation, fines, damage of company reputation, subsequent loss of client’s trust, decline in sales, and the process for damage-control.            While this indictment against Kozlowski and his accomplices seem severe when it received as much punishment as those who commit violent crimes, but given the substantial amount stolen, the consequent loss of wealth due to erosion of public trust, and costly lawsuits the benefits of giving such harsh convictions would serve as a deterrent for future losses. It is also the government’s responsibility to restore confidence among investors towards corporate entities in order for these institutions to survive.            Kozlowski’s shot for â€Å"dizzying success†(even using fraudulent and criminal means) was fed in part by Wall Street’s hero worship of ‘rock star’ CEOs. However, in light of a string of corporate scandals, leaders must be emulated for their ability to ‘shepherd’ their company and provide examples of living up to ethical standards themselves.            This outcome also brings the much needed transformation on government (such as the Sarbeans-Oxley Act) and company policies pertaining to how business is conducted by those who serve them. While most of the focus is on the violators, the rippling effects of such crimes could threaten the financial security of millions of the company’s employees and their families.            Companies, in lieu of the scandal, have now placed greater importance of training its employees to make ethical decisions which would cultivate a corporate culture founded on trust and integrity.            This case also helped to strengthen greater consciousness for the need to fight corruption in a global scale. The United Nations signed a new treaty in its bid to fight corruption worldwide. This covers not only government officials but is applied to the private sector as well (â€Å"United Nations Convention Against Corruption†). The Organization Today            Rebounding from the moral crises that swept its top executives, along with other companies, there has been greater commitment for transparency among the new management performers in Tyco and other companies. These are corporate leaders who have built a track record of excellent performance and who have been practicing high ethical standards. All efforts are geared toward rebuilding the company’s reputation, public and investor’s trust.            When Edward D. Breen became Tyco’s new CEO in July 2002, he took a bold step in his sweeping reform to re-establish credibility and faith to the company, which included firing the Board of Directors that hired him. Of the 500 employees in Tyco’s Princeton, N.J. headquarters, as much as 480 are newly hired since Breen breezed in to Tyco’s management scene.            Although at first, Breen found the company in confusion, low morale among its employees, and about to face a cash shortage because of an $11 billion debt due a year after, Tyco has a good foundation due to Tyco’s acquisition of a number of stable businesses (S. Lohr. â€Å"New Strategies Changing Face of Corporate Scandal†). This separates Tyco from much of the companies who suffered the same fate from dishonest dealings by its top executives most of which filed for bankruptcy. Tyco was able to recover from the crisis.            According to a public announcement made last January 13, 2006, Tyco International is divided into three business segments: Tyco Healthcare, Tyco Electronics, and Tyco Fire Security, and Tyco Engineered Products Services (TFS/TEPS). Each has operations separate from each other and possesses their own set of board of directors, executives, and financial structure. By February 6, 2007, Tyco has revenue of $41 billion and currently employing about 250,000 people in different countries.            Despite being in the process of splitting into three major companies, Tyco International Ltd. still saw an increase of net earnings of up to 43 % or a profit rise of about $793 million due to great demand especially for its electronics and security devices. Company profit taken from continuing operations is up on 37 cents per share – a performance which proved better than Wall’s Street’s forecasts.            Among Tyco’s four divisions, three reported an increase in sales and better operating profits for the first quarter of this year; with its heal-care the only segment which handed in a lower yield in profit due to the company’s restructuring measures.            Tyco is preparing to push on its health-care and electronics divisions by the second quarter. It is gearing up for more aggressive measures as it sees a favorable global economic environment for this year, being optimistic to avail a rise of 6 to 7 percent in sales.            Tyco’s shares have even achieved more than 30% over the previous year, twice than the rise of Standard Poor’s 500 index. Another measure of its success- Tyco’s stock price rose to $33.21 on the New York Stock Exchange from its $8 value just right after the scandal (â€Å"Tyco’s Net Earnings Jump 43%†). References:  â€Å"Tyco: Our Business†. http://www.tyco.com/ â€Å"Company Research: Tyco International Ltd.†. The New York Times. February 16, 2007. http://custom.marketwatch.com/custom/nyt-com/html-companyprofile.asp?MW=http://marketwatch.nytimes.com/custom/nyt-com/html-companyprofile.aspsymb=TYCsid=42806#compinfo â€Å"Three Tyco Execs Indicted for Fraud†. CNN.com/BUSINESS. http://edition.cnn.com/2002/BUSINESS/asia/09/12/us.tyco/ Newkirk T, Coffman J, Kaplan R, Frohlich D, Weiner J. S. Securities and Exchange Commission. http://www.sec.gov/litigation/complaint/complr 17722.htm Crawford, K. â€Å"For Kozlowski, An Especially Grim Future†. CNNMoney.com    http://money.cnn.com/2005/06/21/news/newsmakers/prisons_state/ Lazaroff, Leon. â€Å"Ex-Tyco Executives Get Up To 25 Years: Kozlowski, Swartz also to pay millions in restitution, fines. Chicago Tribune. September 20, 2005. â€Å"United Nations Convention Against Corruption†.    http://untreaty.un.org/English/notpubl/Corruption_E.pdf Lohr, S. â€Å"New Strategies Changing Face of Corporate Scandal†. New York Times News Service. June 4, 2005.    http://www.signonsandiego.com/uniontrib/20050604/news_1b4scandals.html â€Å"Tyco’s Net Earnings Jump 43%†. February 6, 2007.    http://money.cnn.com/2007/02/06/news/companies/bc.tyco.results.reut/index.htm
Thursday, November 14, 2019
Fried Green Tomatoes At The Whistle Stop Cafe Essay examples -- essays
Love is one of the most powerful forces in the world, and one of the most difficult to describe. It is one of those emotions that words do not seem to justify a person may feel it, but may not be able to explain it. However, that does not mean that people do not know that love is out there. Many people believe that everyone has one true love somewhere in the world, and spend their lives searching for that person. Love is not difficult to find though. It exists in many forms, including love between family members, friends, different races, and even the love for oneself, both in the novel Fried Green Tomatoes at the Whistle Stop Cafe by Frannie Flagg and in one's own life.The first and most basic form of love is found in the family. From the time a child is born, in usual circumstances, that child is loved unconditionally. A person grows up with their family, and is able to express who they really are. Because of this, ties within the family are usually quite strong. Take for example the relationship between Idgie and Buddy: Idgie (Imogene), a dare-devilish tomboy, and her older brother Buddy are quite close until Buddy's untimely death. Idgie takes his passing with difficulty: "You never saw anybody hurt so much. I thought she would die right along with him" (Flagg, p.37). Another example of the love felt within a family is Stump (Buddy Jr.), who is Ruth's son, Ruth herself, and Idgie. Stump's father is murdered, and grows up with Ruth and Idgie as his parents. Ruth and Idgie do everything possible to try and keep Stump happy. In fact, when Stump is feeling self-conscious about being with a female in the sexual sense, it is Idgie who arranges for him to have intercourse with a friend of hers: "'It's just that I'm scared, Aunt Idgie. I'm just plain scared'" (Flagg, p.266). "The door of the cabin opened, and a freshly bathed, powdered, and perfumed woman with rust-colored hair and apple-green eyes said, 'Come on in, sugar,' as Idgie drove away" (Flagg, p.267). Also, another example of family love is how hard Jasper Peavey works, and how he scrapes to white people to get enough money to support his family: "The burial policy for his family was paid off, he had sent all four of his children through college, and not one of them would ever have to live off tips. That was the one thought that had kept him going all the hard,... ...wful despair had started when she finally began to realize that nothing was ever going to change... She began to feel as if she were at the bottom of a well, screaming, no one to hear" (Flagg, p.63). As Evelyn becomes friends with Ninny, she learns from her that it is pointless to feel so hopeless and despondent. After Evelyn manages to rid herself of her alter-ego, Towanda the Avenger, she begins to understand and feel good about herself. She also attends a weight-loss spa where she "found her group, the group she had been looking for all her life" (Flagg, p.374). By the end of the novel, Evelyn is a happy, well-adjusted middle-aged woman who is finally able to love herself.Love can be uncovered almost anywhere. In the novel by Frannie Flagg, Fried Green Tomatoes at the Whistle Stop Cafe, love is a powerful force that is found in many forms: love between family members, love between friends, love between races, and the love that a person has for themselves. This love is important because without it there would be an extensive amount of fighting between people, and a greater lack of respect between citizens. To maintain the sanity of the world, there must be love.
Monday, November 11, 2019
Nirala Supply Chain Management
Table of Contents Introduction3 Vision3 Core Values3 Departments4 Products4 Target market4 Major Competitors in Pakistan5 Supply chain management5 Supply chain Process of Nirala5 Inbound Logistics7 Operations7 Out bound logistics8 Costs8 Price Strategy9 Promotions9 Efficiency Vs Responsiveness9 Chase strategy9 Time flexibility from workforce10 Consumer’s data base10 Corporate events10 Future plans11 Recommendations11 Introduction Over half a century ago, the foundation of Nirala was laid in Lahore, Pakistan, with the commitment to provide people with delectable quality delights.The great journey started when Taj Din migrated from Amritsar, India, to Lahore and started a small breakfast shop in the inner city of Lahore in 1948. Over the years, his family has embraced the timeless traditional values of good taste and unmatched quality, by bringing fresh mouth watering to the customers. Anmol Company holds the exclusive franchise rights in Pakistan for Nirala Sweets & food produc ts. Anmol Company is responsible for manufacturing, distributing and selling Nirala Sweets, which is undoubtedly the leading brand in the Mithai market in Pakistan. OnJanuary 1999, Nirala opened its 1st outlet outside Lahore making an instant success. Now Nirala is also makes dairy products in addition to sweets, namkeenz & running a restaurant. Nirala today has37 Branches in Pakistan with Presence in 9 Cities Including, Lahore, Karachi, Islamabad, Rawalpindi, Multan, Peshawar, Faisalabad, Sialkot & Gujranwala. Nirala has Presence in 4 Regions of the World including Sharjah, Dubai, Canada, USA and Europe. Vision The vision is to make Nirala a global brand, a brand recognizable for its uniqueness and quality in ethnic food market all around the world.In this perspective it consider itself as an innovative and a pioneer company, continuously offering unique products and interesting service concepts that others haven’t even dreamt of. Core Values The core values of the organizat ion which they consider the Spirit of Nirala have not changed over the past half century. Those values and traditions which have made the brand Nirala a market leader for the past 60 years are: * Continuous Improvement * Innovation * Integrity * Team work and * Social Responsibility Departments * Administration * Finance & Accounts * Human Resource *  Marketing *  Milk Procurement  MIS *  Production *  Quality Assurance * Retail Store *  Shop Operations *  Store & Procurement *  Supply & Distribution * VAS (Value added services ) Products * Mithai * Snakes * Dairy * Beverages Target market The target market of Nirala is the upper and corporate class. Major Competitors in Pakistan Nirala do not consider any one a direct competitor though indirectly it has many competitors . Some of them (area wise)are given below. Lahore * Gourmet * Fazal sweets * Rafique sweets * Butt sweets Islamabad-Rawal pindi * Jameel Sweets * Fresco Sweets Karachi * Qasr-e-shahee n Supply chain managementThe Nirala ensures timely and effective distribution of the products to chain of Nirala sweets stores spread all across Pakistan. From Transportation to obtaining route permits and approvals, is done by this department. Supply chain Process of Nirala Firstly the production department of Nirala receives projections from the sales department for example what products should be produced, how much quantity needs to be produced, what are the products that need more production than the rest etc. Sales Manager is responsible to deliver all these information and projections about the total quantity need to be produced.Production department then make the products accordingly which results in two products semi finished products and finished or ready to dispatch products by having a special check from the production manager who ensures the right amount of ingredients, quality and recipes that should be followed in the making of those products. Processing facilities are de centralised and located in Lahore, Karachi and one in Dubai. Production manager also ensures that the production should be done on the required time and by the required quantity in order to give high quality products to the customers.Semi finished goods are transferred to the stores of Nirala whereas the finished products directly go to the Pre- supply department . Stores are the central place for raw materials, finished as well as semi finished products . Nirala is currently using the facility of cold stores as well as blast freezers for storage purposes which help in increasing the life of the products. These stores are responsible to check the availability of the raw materials received from the procurement department which is the most important department of Nirala sweets .This department make raw materials available to the stores for the production of sweets as well as packaging of the finished products. The finished products that were transferred to the pre- supply departme nt are then molded into different shapes, sizes and cuts. Pre- supply department is the only department at Nirala which lacks a manager, instead of the manager they have a supervisor for this department which supervise all the activities of the labor and makes sure that everything is done according to the standards or not.After wrapping and final packaging of those products by the pre-supply department, they are transferred finally to the Supply department with the help of carriers e. g. trucks and vans (Shahzor, Mazda, and Suzuki pickup) owned by the company which delivers the final products to different branches of Nirala. They use voucher system for this process, vouchers are send with the products to outstation branches of Nirala located in Lahore ,Islamabad and Peshawar in order to make sure that the right amount is transferred to its designation .Branches after receiving the products and making sure that everything is received on the right date and by the right amount then dis patch the record of that receiving to the supply department at 7. am before the opening of the branch which is 8. am . This whole process is done on daily basis. Branches check the dispatch products through ERP (Enterprise resource planning). Enterprise resource planning (ERP) systems integrate internal and external management information across an entire organization, embracing finance, manufacturing, sales and service, customer relationship management, etc.ERP systems automate this activity with an integrated software application . The purpose of ERP is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside sources. But if there is a mismatch between the products and the vouchers i-e received products is less than the required amount then every department especially the supply department has to recheck all the process in order to identify the fault. From these branches customer can buy wh atever he wants to buy from the range of products made by the company.Consumer is concerned with the final product, he is not aware of the whole process from where the product has been passed so it’s also very important to check the quality of the final product before the sale of the products as well. Inbound Logistics Pure desi ghee, High quality dry fruit, Milk Operations * More than 20% mithai production is carried out at automated plants. * Snacks are made on modern machines where as in the production of mithai no such technology is used. Nirala prefer to made mithai with the traditional way.The only technology used in the preparation is the rods that are used to check the consistency of the sugar syrup. * Quality is assured by the Quality Assurance Department which uses two ways to test the quality of products being produced. Firstly they use Sensory Evaluation to test quality. Sensory evaluation involves calling experts to test the mithai (sweets) by eating it and then telling whether it is upto standards or not. Secondly various lab tests are carried out to make sure that high quality raw materials are used in making of products. * Nirala also introduced Nirala Doodh in 2005.Since milk is an integral ingredient when it comes to sweets and mithai, therefore it decided to open its own Ultra high temperature milk plant. Therefore in 2006 with lot of investments and hard work, Nirala was able to establish its first UHT Milk Plant. The capacity of the plant was that it could produce up to 200, 000 liters/day. This was the biggest milk plant ever constructed. UHT plant required significant investments therefore when the time came to launch its product that was Nirala Doodh, they were left with very little resources, as a result their this product failed drastically.Nirala didn’t have enough resources to market the product therefore faced lot of constraints as far as the marketing budgets were concerned. Furthermore, due to very little advertisin g consumers had less brand awareness, it also resulted in increased losses as budgets for the branches were ignored at the same time. Out bound logistics N-Design is a packaging Co. working under the umbrella of Nirala which is offering 80 different types of packaging. It includes traditional paper and card boards, tin, wood, glass and handmade paper. Customize packaging is a speciality of Nirala sweets. CostsSince Nirala is a labor intensive company and prefer to make the sweets in the traditional way so the major costs incurred by the company are the labor cost and cost of raw materials. Nirala once imported machines from Germany for this purpose but it failed in making those products so less use of technology helps the company in saving cost. Nirala spend a very little money on the maintenance of outlets that is the reason the condition of outlets of the competitors is far better than those of Nirala because the focus of the company is on the product rather than these things Pric e StrategyNirala Sweets is slightly high than its competitors in price due to quality material used for its production and help Nirala in saving the cost . this is also because of target market that Nirala targets which is the corporate and upper class. Nirala also accepts credit payments by its customers on purchase of RS 200 worth mithai. Promotions Though the marketing department is present if Nirala but it’s not doing anything for the promotion of the company. Marketing activities of Nirala is very limited due to lack of funds.Also due to unforeseen incident that occurred in 2006, led people to boycott Nirala’s products. The death of the two year old and controversial case of Faisal Farooq resulted in huge losses for the company. This news was misreported on various internet websites and blogs and resulted in a bad image of the company for some time period. Also Nirala accepts online orders from its international customers and they are the only ones who are offerin g online orders. Efficiency Vs ResponsivenessEvery company wants to save the cost ,same is the case with Nirala, every department tries to save the cost at each step to the maximum but if the question is to make a choice between the two then Nirala definitely chooses the option of responsiveness because if they will incur any extra cost in order to fulfill the demand of customers and to be responsive in terms of supply then they will be more than happy to accept that cost because they are increasing the customer satisfaction and gaining customers loyalty. Chase strategyThere is no scientific rule to forecast the demand in this industry so in order to predict future demand Nirala uses the chase strategy in which the production rate is synchronized with the demand rate because at the end of the day they are just sweets so the demand fluctuations are not very intense which means that the demand for these products can easily be predicted for example the demand of the products increases in the Wedding season (Oct-March), Eid-ul-fiter, Eid-ul-Azha and other occasions like that and decreases in the month of Moharram.For this reason they do not have any separate department for forecasting. Time flexibility from workforce Nirala also use the strategy of time flexibility from workforce by offering them flexible timing in the low demand period and overtime in the peak demand period to fulfil the demand of customers. Consumer’s data base Nirala sweets do not feel the need of making database of consumers especially on daily basis. They make profile of only those customers that complain about their products or have any bad experience with the company and of their corporate customers. Corporate eventsAn extensive list of corporate clients place customized orders to make their corporate events more exclusive. A wide range of Mithai and customized branded boxes are available to the valued clients at all times. The creative team is always there to convert our client's ex pressions into beautiful branded packaging, which leaves an everlasting impact of grace and sophistication onto the minds of the recipients. The corporate clientele includes:  » ABN AMRO Bank  » Allied Bank  » Arif Habib Rupali Bank  » Bank Alfalah  » Citibank  » DHL  » Dubai Islamic Bank  » Emaar Pakistan  » PIA  » Pizza Hut  » PTV SUFI Group of Industries Future plans * Nirala sweets is trying to outsource the company to reduce the extra cost. * To increase the marketing activities for the promotion of the company and allot specific budget for that purpose. * Looking forward to expand in England and Canada where sizable Pakistani communities live. Recommendations * They should review the costs of their products since they are targeting the higher class and upper middle class so that’s why the rates are high as compared to their competitors who make it difficult for the people with medium income and low income.If they review their costs and cut down a little bit on their prices then they can cover a much more number of customers and their sales will increase. * Continuous innovation and up gradation in technology and effective use of enabling technologies such as MIS will help integrate the entire supply chain better. * Sales promotions like prizes, lucky draw schemes should be introduced to attract more suppliers and focus more on their advertising because customers have very little information and awareness about their products such as Nirala Doodh.
Saturday, November 9, 2019
What Is the Importance of Public Administration in Ghana
gStructure of the new local government system The new local government system is made up of a regional coordinating council (RCC) and a four-tier metropolitan and three-tier municipal/DAs structure. Composition of structure The RCC consists of the regional minister as chairman and his deputies, the presiding member of each DA and the district chief executive of each district in the region, two chiefs from the regional house of chiefs and the decentralized ministries without voting rights.A DA consists of the district chief executive, two thirds of the members directly elected by universal adult suffrage, the members of parliament (MPs) representing constituencies within the district, and not less than 30% of the members appointed by the president in consultation with chiefs and interest groups in the district. The district chief executive is nominated by the president, approved by two-thirds of the members of the DA present and voting, and appointed by the president. The assembly has a presiding member who is elected from among its members by two-thirds of all the members of the assembly.The sub-district structures include: †¢ The sub-metropolitan DCs which consist of not less than 25 and not more than 30 members, made up of all elected members of the assembly in that sub-metropolitan district and such other persons resident in the sub-metropolitan district appointed by the president. †¢ The urban council consists of not less than 25 and not more than 30 members made up of not more than eight persons elected from among the members of the relevant DA, not more than 12 representatives from the unit committees in the area of authority of the urban council and not more than 10 persons ordinarily resident in the urban area. The zonal council consists of not less than 15 and not more than 20 members made up of not more than five persons elected from among the members of the relevant municipal assembly, not more than 10 representatives from the unit committees and not more than five persons ordinarily resident in the zone. †¢ The town/area councils consist of not less than 15 and not more than 20 members made up of not more than five persons elected from among the members of the relevant assembly, not more than 10 representatives from the unit committees and not more than five persons ordinarily resident in the town or area. The unit committee consists of not more than 15 persons made up of 10 elected persons ordinarily resident in the unit and not more than five other persons resident in the unit and nominated by the district chief executive, acting on behalf of the president. Elections to all local government bodies are on a non-partisan basis; the elections are state-sponsored and conducted by the electoral commission. Regional coordinating councils (RCCs) RCCs are established for each of the 10 regions of Ghana. An RCC is an administrative and coordinating rather than a political and policy-making body. Its functio ns are to: monitor, coordinate and evaluate the performance of the DAs in the region; †¢ monitor the use of all monies allocated to the DAs by any agency of the central government; †¢ review and coordinate public services generally in the region †¢ perform such other functions as may be assigned to it by or under any enactment. Metropolitan/municipal/district assemblies DAs in Ghana are either metropolitan (population over 250 000), municipal (one town assemblies with populations over 95 000) or district (population 75 000 and over. ) There are three metropolitan assemblies, four municipal assemblies and 103 DAs.A metropolitan/municipal/DA is: †¢ created as the pivot of administrative and developmental decision-making in the district and is the basic unit of government administration †¢ assigned with deliberative, legislative as well as executive functions †¢ established as a monolithic structure to which is assigned the responsibility of the totality o f government to bring about integration of political, administrative and development support needed to achieve a more equitable allocation of power, wealth and geographically dispersed development in Ghana constituted as the planning authority for the district. Functions of the assemblies These are deliberative, legislative and executive. Section 10(3) of Act 462 lists them as follows: a) be responsible for the overall development of the district and shall ensure the preparation and submission through the regional coordinating council for approval of the development plan to the commission and budget to minister of finance for the district b) formulate and execute plans, programmes and strategies for the effective mobilization of the resources necessary for the overall development of the district ) promote and support productive activity and social development in the district and remove any obstacles to initiative and developmentd) initiate programmes for the development of basic inf rastructure and provide municipal works and services in the district e) be responsible for the development, improvement and management of human settlements and the environment in the district f) in cooperation with appropriate national and local security agencies, be responsible for the maintenance of security and public safety in the district ) ensure ready access to the courts and public tribunals in the district for the promotion of justice h) initiate, sponsor or carry out such studies as may be necessary for the discharge of any of the functions conferred by this Law or any other enactment perform such other functions as may be provided under any other enactment. Sub-district political/administrative structures These being subordinate bodies of the DAs, they perform functions assigned to them by the instruments setting up by the assemblies or delegated to them by the assemblies.They are constituted by the sub-metropolitan DCs, urban/town/ zonal/area councils, and unit committee s. Sub-metropolitan DCs These structures are immediately below the metropolitan assemblies. There are 13 of these structures established by law. These are shown below: This arrangement has been dictated by the complex and peculiar socio-economic, urbanisation and management problems which confront these three metropolis. Urban councils Urban councils are peculiar to settlements of â€Å"ordinary†DAs.They are created for settlements with populations above 15 000 and which are cosmopolitan in character, with urbanisation and management problems, though not of the scale associated with the metropolis. Thirty-four of these councils are established by law. Zonal councils The zonal councils are in the â€Å"one-town†municipal assemblies of Cape Coast, New Juaben, Tamale and Tema, for which the establishment of town/area councils will raise problems of parallel administrative structures. There are 108 of such zonal councils for the four municipal assemblies.They are based o n the electoral commission’s criteria of: commonality of interest, population of 3000 and identifiable streets, land marks, etc. as boundaries. Sub-Metropolitan District Council under Respective Metropolitan Assemblies Assembly Accra Metropolitan Assembly Kumasi Metropolitan Assembly Shama Ahanta East Metropolitan Assembly Ablekuma Asokwa Sekondi Ashiedu Keteke Bantama Takoradi Okaikwei Manhyia Shama Ayawaso Kpeshie Osu Klottey Subin Town/area councils These are found in the metropolitan assemblies and DAs. In the DAs, town councils are established for settlements with populations between 5000 and 1500.Area councils exist for a number of settlements/villages which are grouped together but whose individual settlements have populations of less than 5000. They cover areas with predominantly rural populations and in some cases can be identified with spheres of influence of a particular traditional authority. They are essentially rallying points of local enthusiasm in support of a new local government system. A unit is normally a settlement or a group of settlements with a population of between 500–1000 in the rural areas, and a higher population (1500) for the urban areas.Unit committees being in close touch with the people play the important roles of education, organization of communal labour, revenue-raising and ensuring environmental cleanliness, registration of births and deaths, implementation and monitoring of self-help projects, among others. Committees of District Assemblies In the performance of its functions, the DA works through the executive committee and its subsidiary committees of development planning, social services, works, finance and administration, and justice and security. Executive committeesThe functions of the assembly are performed by the executive committee, which is presided over by the district chief executive and consists of not more than onethird of the total number of members of the assembly excluding the presiding memb er. Heads of departments of the assembly attend the meetings of the relevant sub-committees and advise them on the execution of their functions, but may not vote. A sub-committee can also coopt persons to attend its meetings but also without a vote. The functions performed by the executive committee are to: coordinate plans and programmes of the sub-committees and submit these as comprehensive plans of action to the DA †¢ implement resolutions of the district in collaboration with the office of the DA †¢ oversee the administration of the district in collaboration with the office of the district chief executive †¢ recommend where it considers necessary – in the case of departments outside 364 the supervision of the assembly which are in the district – to the appropriate government ministry/department/agency the appointment and replacement on stated grounds of officers within the area of authority of the assembly adopt measures to develop and execute appro ved plans of the units, areas and towns and sub-metropolitan districts within the area of authority of the assembly †¢ recommend to the DA the coordination, integration and harmonisation of district development plans and policies. Sub-committees of the executive committeeThe sub-committees of the executive committee and the functions they perform are shown below: Development planning sub-committee †¢ takes a comprehensive look at the district †¢ identifies the economic resources/potentials of the district †¢ develops an information base on the resources identifies opportunities and constraints for the exploitation of these resources †¢ prepares exploitation and phasing plans and strategies †¢ consults with other sub-committees and the private sector for the implications that the proposed district plan may have on other sub-committees’ plans †¢ submits the plan to the executive committee for harmonisation with other sub-committee plans. Socia l services sub-committee †¢ takes a comprehensive and long-term look at areas of social development in the district, in particular education, health, social welfare, sports, culture, etc. develops the information base on these areas of social development†¢ prepares a social development plan (long-, medium- and short-term) for the district Sub-Committees of the Executive Committees of the Assembly District Assembly, Executive Committee Development Planning Sub- Committee, Social Services Sub- Committee, Works Sub-committee, Finance Administration, Justice/ Security †¢ identifies the strengths and weaknesses in the social services areas †¢ examines the implications of the social development plan on other sub-sectors of the district economy submits the plans to the executive committee for harmonisation. Works sub-committee The functional areas of the works sub-committee includes roads, electricity, sanitation, water, etc. Within the general framework of Act 462 and the specific functions in the legislative instruments that establish the various assemblies, this sub-committee: †¢ takes a comprehensive look at the infrastructure needs and problems of the district †¢ develops an information base on each of these programme/functional areas †¢ maps out, initiates and phases out programmes for their development and/or provision examines the implications of such actions for the other sub-committee proposals †¢ submits the programmes to the executive committee for harmonisation and action.Finance and administration sub-committee This sub-committee †¢ examines the general financial position of the assembly †¢ examines the revenue mobilisation and expenditure trends of the assembly †¢ maps out strategies to improve revenue mobilisation in the present and sets targets for the future †¢ submits financial plans to the executive committee for harmonisation with other sub-committee plans identifies strategies to ensure judicious utilisation of available resources. Justice and security sub-committee This sub-committee is set up to resolve intra-district and inter-district conflicts and to consider issues that pertain to the enforcement of by-laws of the assembly. To achieve these purposes, the sub-committee: †¢ examines these and other related conflict areas †¢ recommends to the executive committee ways and means to resolve disputes †¢ ensures ready access to the courts and tribunals for the promotion of justice in the district, e. . making sure that premises are available for use by community tribunals and that police logistics are adequate. A DA can form any other sub-committee, depending on the peculiarities of its environment or its area. The committee’s discussed above are, however, mandatory. They can be dissolved and reconstituted but cannot be replaced, for example by a task force. Sub-committees of metropolitan assemblies These and their subject areas are shown in Ap pendix 2. Boards of metropolitan assembliesFor the efficient performance of its functions, a metropolitan assembly has three metropolitan boards: †¢ Metropolitan Planning Board †¢ Board of Metropolitan Works †¢ Board of Administration. The Sub-districts – New Decision-Making points for Poverty Reduction using the Sub-district Development Fund Saboba Introduction At the design stage of DSDA II, an Economic Development Component (Sub-district Development Fund) was suggested as a means to support economic development at the district and sub district levels. An amount of 14. 87 million DKK (US $ 2. 25 million) was earmarked over four years, to support activities of this component. This was designed to reduce poverty through the provision of social infrastructure and improved incomes, while strengthening the institutional and human capacity of the districts and economic stakeholders to manage these resources in an efficient and accountable manner. During the impleme ntation stage a great number of lessons and experiences with regards to the Sub-district Development Fund (SDDF) herein after referred to as the Fund were accumulated and documented.The processes undertaken to reach these are highlighted in this chapter. The Best Practices and Lessons at the Design Stage dentifying and Establishing the Guiding Principles and Objectives Lesson One:Prior to the implementation of the Fund, an exercise was undertaken to establish guiding principles and objectives. The Fund, over the four-year period, operated around a number of principles which comply with the overall framework of Ghana’s decentralisation and poverty reduction programmes and these were: * Broad stakeholder participation in decision making; * Demand-driven;  Need and commitment; *  Viability and ownership; * Equity in resource allocation and targeting; * Decentralised development; and * Local capacity building and sustainability. The objectives which guided the support activ ities and the developed systems were: * To support social and economic development investments that will serve as catalyst for further economic opportunities in ruru mmunities. * To strengthen the existing local government structures and institutions to provide services for decentralised development (financial, training, business development, project management, etc).  To enhance local decision making in project selection and implementation involving relevant stakeholders; * To deepen the sense of community ownership and responsibility for projects, especially post delivery operation and maintenance; and * To promote effective monitoring and evaluation of project implementation, utilisation and management for sustainability. Developing Effective Core Strategies and Approaches Lesson Two: For the SDDF, several strategies were developed through broad stakeholder consultation and validation.These consultations culminated in the formulation of specific strategies for implementation. A model strategy for poverty reduction, focusing on economic and social development was developed to guide implementation. In principle, three-tier strategy model proposed the targeting of economic funds towards projects with the highest potential to serve as catalysts for economic growth. Option 1: Regional economic promotion facility located at the regional level to cater for activities that seek to integrate economic development.Option 2: A district economic development policy and promotion facility, to support D As to establish district-based strategies and policy for economic development; and, Option 3: Community economic development facility categorised into: (a)   Economic Associations targeting those engaged in common economic vocations requiring common facilities and services to enhance their production activities; and (b)   Entire communities: where they require a common asset to broaden economic opportunities for all its residents.Each option was alloc ated a certain percentage of the total funds on the basis of major principles. Stakeholder Consultation and Decisions Lesson Three: Following the formulation of an entry strategy, stakeholders reached agreement on the feasibility of the strategy and made inputs towards owning it. Participating stakeholders included personnel of the Regional Coordinating Council and other regional institutions, personnel of the District Assembly and other district institutions, community level opinion eaders, representatives of women groups and credit/business advisory bodies. These consultations were organised first at the regional level and later at the district level. Involving stakeholders in project conception and inception was found to be critical for purposes of ownership and sustainability. The Best Practices and Lessons at the Implementation Stage At the implementation phase a number of lessons were learnt and some best practices emerged as follows: A Well Defined Implementation Plan and Pro cess Lesson One:The project cycle of the SDDF, was perceived as something beyond a mere list of activities. The processes were defined and shared to ensure their feasibility in relation to anticipated outputs. The instruments to facilitate effective implementation were pre-designed, discussed and modified appropriately. (i) Orientation of beneficiaries on SDDF as an Entry-Strategy: Following stakeholder validation of the economic development model and strategy, detailed orientation sessions in the two regions were organised.
Thursday, November 7, 2019
Essay Sample on Self-Assessment What Is My Learning Style
Essay Sample on Self-Assessment What Is My Learning Style Regardless of the situation, learning is ultimately the individual’s responsibility. Learning will not succeed unless the individual feels a strong sense of ownership and responsibility in the process itself. In all honesty, I have never put much thought into my particular learning style. However, since I decided to embark on a new challenge and opportunity by enrolling in graduate school, I have had to refocus my priorities amidst the everyday stresses of life and my hectic schedule. Before I began graduate school, I reassessed my particular abilities and really began to focus on what I do well and do not do well. Because of this assessment, I am now able to draw more intelligent conclusions about my particular learning style, strengths, opportunities for growth, and ways to improve upon my weaknesses. During my undergraduate studies at Auburn University, I always studied in the morning. It was at that time of day I felt motivated, sharp, and mentally alert. When I woke up from a good night’s rest, I felt comfortable and refreshed, which enabled me to process more information. Each morning I would determine my priorities for the day and how I would effectively reduce and handle interruptions, in order to enhance my learning capacity and optimize my performance. Finally, I tended to get more accomplished in the morning because there was a sense of peace and quiet. When I began employment and worked from 8am to 5pm, I always took any opportunity to learn new things in the morning. Now that I have begun graduate school I still try to focus most of my efforts, whether it is reading, writing, communicating, etc in the early morning hours before I begin my 8am to 5pm job. Of course, there are time constraints to consider which force me to perform some activities in the evening hours, but I still believe I process and retain more information in the morning. Based on my undergraduate experience I basically was a hands-on learner. I tended to learn more effectively by taking notes in class and rewriting them later. This is often referred to as â€Å"tactile†or â€Å"kinesthetic†learning (Kowalski 25: 20). Even in graduate school, I highlight passages in my readings and write them down on paper. I read over the notes repetitiously in order to grasp the information. In addition to being a tactile learner, I am a bottom-up learner. I am a very detail-oriented individual who prefers to have a rock solid foundation built before I proceed to new challenges. I want to learn the basics before seeing the big picture. For example, when I learned to process health insurance claims at my place of business I had a desire to know the concrete specifics of the system and how everything flowed and fit together before I actually wanted to process a claim. I had an inherent desire to fully master all concepts of the system before moving on to claims processing. Kathiann M. Kowalski defines learning style as â€Å"the way each person absorbs, understands, and uses new information.†She goes on to say that â€Å"learning style may be inherited†¦and some aspects develop over your lifetime†(25: 20). I have always learned in a manner which I believe I inherited. I am a very detail oriented individual who likes everything planned and structured. I learn best when I have an outline in front of me with everything detailed in a logical and flowing order. Also, policies and procedures play an important role in my everyday life. For example, at my company, we have developed concise policies and procedures on how to process a claim. These procedures assist me and my fellow associates as we learn the various aspects of the system and claims processing. I could not imagine learning the system without detailed procedures. I recall always learning in this fashion. I possess pieces of each of the seven multiple intelligences. However, introspective intelligence has manifested itself more so than the others. Dr. Thomas Armstrong defines this as â€Å"the ability to understand thoughts and feelings in yourself†(Cathcart 51: 20). I have an introverted personality and have a tendency to be quite shy in group settings. Many times I do not publicly participate, but work diligently behind the scenes. I am a self-motivated individual who always contributes to the overall group effort despite my shyness. I have an innate desire for advancement and achievement, firmly believe that â€Å"knowledge is power†, and the more you know and learn the better off you will be for it. I possess many strengths and weaknesses with regard to my particular learning style. I tend to focus on my strengths while managing my weaknesses. The key to my success is that I have identified my strengths and pursued them with vigor. I believe that I am an achiever and have the willpower, perseverance, and desire to do well. I concentrate my efforts by assessing what I do well, and I do a lot of it. Practice makes perfect. Another strength I possess is listening to myself and acting on a hunch. I believe in receiving advice and input from others; however, no one knows my learning style better than I do, so I always try to listen to myself. I am also a very motivated individual who learns very quickly. I have learned to capitalize on my rapid learning skills by realizing that when I am good at something I should mold it into my everyday learning activities. My organizational skills and special attention to detail assists me in studying and learning more effectively. Finally, I alwa ys strive for excellence. My grandfather always told me â€Å"if you can’t do something right just don’t do it at all.†A sign of a good learner is someone who desires excellence and does what is necessary to achieve optimal results. There are also many areas in my learning style that I can improve upon. Sometimes, if I do not feel that I am grasping something, I get frustrated, and tend to skip over that particular area. It may be that I try to capitalize and focus too much on what I do well that I give up on issues that do not come to me as easily. I also feel that my close attention to detail can lead to an obsessive type of learning style that can â€Å"muddy†the water at times. I begin to get minimal results despite my intense focus. There is also the issue of overconfidence. At times, I often think I have mastered a skill, and I get a little sloppy and lose focus. When learning new things, I consciously think through the steps of the process. However, I continuously, almost obsessively, think about the steps instead of mastering the skill quickly. I dwell on the smaller things instead of focusing on the bigger picture. Sometimes, learning drains all of my energy, thus making it more difficult for me to actively engage in additional learning right away. Finally, I feel that I need to become a little more of a mixture between an introvert and an extrovert. By being shy, I do not get to know other individual’s personalities, styles, habits, etc. Interacting on a more personal level with individuals will help my learning style, especially in group settings. Formulating a strategy for improvement can be difficult, but must be done in order to achieve optimal learning results. Firstly, I will do most of my learning at my peak time, which is in the morning. Secondly, I will review the other learning styles more closely, and identify the aspects I can incorporate into my own personal style. Thirdly, I will avoid putting myself into situations where I am forced to do something I do not do well, which tends to stress and frustrate me. Fourthly, I will partner with someone that compliments my strengths. This way, we can combine our joint strengths and create a unique learning capability that could not be done with one person alone. Fifthly, I will make a conscious effort to interact more with my group members to ease my shyness. Finally, I am going to take a step back from all of the little nitpicky details that can consume me at times, take a deep breath, and look at the big picture. Also, I can possibly begin to think in pictures and draw my ideas for others, instead of talking about them. In conclusion, I have discovered my particular learning style. I believe this is important in order to improve on areas that may inhibit my opportunities for growth. I will take it upon myself to learn the styles of other individuals as well. This will help me more effectively interact, while also increasing my learning potential because I can learn from other individuals. Knowledge truly is power, and the more I acquire, and the more I can learn from myself and other individuals, the better off I will be.
Monday, November 4, 2019
Advocates of the American Constitution Essay Example for Free
Advocates of the American Constitution Essay ? Obtained a strategic advantage over those who opposed it by taking up the name Federalist for themselves and by identifying the adversaries Anti-Federalists. Federalists supported state rule and disagreed with a central national government. By holding the title Federalist, Hamilton and other authors got an additional advantage for their position and got around an extreme conflict over the issue of state versus national power. They emerged as advocates of states’ rights and this idea was clearly explained in The Federalist Papers, yet they were also evidently advocating for a strong national government. The essays were signed â€Å"Publius†after Publius Valerius who was the state builder and who rebuild the Roman republic following the removing from power Rome’s last king called Tarquin. Plutarch measured Publius favorably against Solon who was Greece’s law giver. And at that instant a modern Publius would have helped erect the new American republic. By opting for a name like Publius, the authors of the Federalist were following a practice which was common among the eighteenth-century writers. The writers used to publish a combined work under a fictitious name instead of a byline. If Hamilton, Madison, and Jay had revealed their identity in The Federalist Papers then they would have been known as advocates of specific positions instead of being recognized by their arguments, and also this would have become a part of the argument over the Constitution. Further more; choosing secrecy was also because of the enmity between Hamilton and George Clinton the New York Governor. Interestingly Hamilton was the single New York ambassador who signed the Constitution. On the contrary, Clinton was an Anti-Federalist who was heading a state where people opposing the new Constitution were in majority. Therefore, opting for Publius was somewhat an effort to shift the discussion away from the personal bitterness between Hamilton and Clinton. As the need of unification has been signified, and the Articles of Confederation had arrears, it was explained by the Publius that a strong republican government was shaped by the Constitution, yet checks and balances controlled it. This type of government, which was strong and had checks, would maintain freedom and assets, and bring back respect for America overseas. Although an un-amended Constitution was opposed by two thirds of the nominated representatives at the New York conventions, the provision of other political writers was done by the Publius. At the same time as replying to explicit Anti-federalist arguments, The Federalist presented an integrated theory of the philosophies upon which the new Constitution was based. History, experience, and reason were the bases of this philosophical foundation, and the long existence of the republican government was verified by this foundation in relation with the examples of failed governments in the past, which were unable to survive. Countering the belief, which is often ascribed to Montesquieu, that republics could stay alive only in small areas taken by identical inhabitants, Madison in The Federalist no. 10 argued that republics could flourish best in large areas where different groups constantly competed with each other. During the constant struggles of these groups the independence of both majorities and minorities would be preserved. This republic would provide better leadership by expanding the group of qualified persons from which delegates would be selected. The Federalist no. 10 by Madison, as mentioned before, was very influential in U. S. political history and philosophy. The separation of the three branches of the federal government had to be done, as the role of a check upon the other was played by each branch in the government Although these three branches were not completely separate the practicality of each division was assured by assigning it enough power to protect itself against the actions of the other division. Furthermore, if any branch exceeded its role as defined in the Constitution then the other branches could proceed by checking on the misuse of power. Moreover, it was also stated by the Publius that freedom was protected by the new Constitution by the provision of power to the central, as well as, state governments. Specific areas of power and simultaneous powers were determined by this new federalism. It was mentioned by the Publius that a central government with restricted powers was created by the Constitution. In this regard, identification of the Congress’s, as well as, President’s powers was also done. The people and the states were left with all the remaining powers completely. If the legislative body dishonored their power and authority bestowed on them then the people could substitute them during the regular elections ensured by the Constitution. On the other hand, if the President or the judiciary breached the confidence of the people, Congress could prosecute them and if convicted Congress could remove them from their designation and from their office. The debate that was going on was based on vocabulary that is circling around the gist of the thoughts constitutive of republican dialogue. They are liberty, tyranny, virtue, corruption, representation, and even republic. It has been said before, along with rationalizations, that the new created American republic was the combined efforts of Federalists and Anti-federalists. A new political system was created not by ordains of a single lawmaker but instead was fought to bring it to life and was constructed jointly by having a powerful discussion between supporters of different political affiliations and theoretical standpoints. â€Å"The ratification debate produced an enormous outpouring of newspaper articles, pamphlets, sermons, and tracts, both for and against the new design. Of the former The Federalist is by far the most famous and certainly the most widely read in our day. The Anti-federalist case against the Constitution, by contrast, is today rarely read or even remembered. Once described (and dismissed) as mere nay-Sayers and men of little faith, the Anti-federalists are now more often regarded as the other founders. †Advocates of the American Constitution. (2017, May 24).
Saturday, November 2, 2019
What is Justice Essay Example | Topics and Well Written Essays - 750 words
What is Justice - Essay Example Justice revolves around qualities that promote fair treatment in the society in accordance to the laws of the land and moral beliefs. Justice forms the moral principle that determines equitable conduct in the society where conformity to this aspect presents an opportunity to administer deserved punishment or reward. While this remains the ideal notion of what justice should be, its remains an elusive mirage as most people flout the code of conduct. This is especially so among individuals who are well off in the society and spills over to organizations and corporations. As mentioned before, justice takes two main forms that are distinct, but bear similarity in their purpose and goals. Substantive justice is justice that is bound by law and is based on a couple of principles that govern how the entire process of discerning and enacting justice is conducted. Substantive justice follows laws that define, regulate and create the obligations of certain parties, which should be carried or n o carried out towards others meaning that this form of justice falls under the cause of action, but not proactive. On the other hand, procedural justice is concerned with morality and legitimacy, where it separates the two to show how people respond to authority and how certain bodies found in society have authority over the people. In relation to this case of authority and enforcement of rules and regulations, procedural justice creates room for the creation of frameworks that see to it that justice is delivered through structures that are set apart (Murphy 161). As much as society seek its full implementation in all aspects of life, the efforts seem futile since most charged with the noble task of dispensing justice are involved in hindering the same. With this in mind, it is my view that justice is not possible for all under prevailing institutions of leadership and laws. This follows a trend that is traceable to ancient civilizations who established social classes based on their financial capacities, which was discriminatory to those considered in the lower classes. The trend has been passed on to generations leading to historical trauma in the society, which serves to create a sense of hopelessness. Another factor that plays in a critical role in hindering justice for all lied with the perception in the society, which dictates that inequalities present in the world are a normal way of doing things. For this reasons, those seeking to enact change as faced with great opposition and result in conforming to the norms of inequality. For justice to prevail for all, it is prudent that society devises mechanisms to overcome challenges that impede the implantation of justice. Among the challenges is racism, which remains a sore subject in modern society even as elements of this form of discrimination are evident. Discrimination based on the color of the skin dates back to the 18th Century where Africans were regarded as lesser beings and subjected to slavery (Ulen ). In essence, the black community has grown under dilapidated conditions and taught successive generation about historical atrocities and injustices. Global warming is connected with many factors in life that revolve around nature and the activities of man around his environment. Of great concern, however, is how all the factors in global warming are related since carbon dioxide, air pollution and cutting trees influence mountains and forests in a manner that influences quality of life based on the emotional appeal caused by life’s aesthetics (Richardson). A wide majority of corporations especially manufacturing companies are largely involved in the destruction of the environment where
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