Loyalty Schemes Information Management, Financial Management and Human Resources Management on Examples of Starbucks and Nectar

Medal Of Honor Essays - Medal Of Honor, Maynard Harrison Smith

Medal Of Honor Essays - Medal Of Honor, Maynard Harrison Smith Medal Of Honor BACKGROUND PAPER ON SGT MAYNARD SMITH 1. When you hear about the Medal of Honor, do you know why it is given? Do you as a military member know what a member must go through to receive such an honor? Sadly, a lot of military members dont realize what a prestigious award this is. My intention today is to share with you what the Medal of Honor is. Also, I am going to tell you about Sgt. Maynard Smith who received a Medal of Honor in World War II, due to his bravery and loyalty to his fellow crewmembers. 2. First, I will start by giving you some background information on the Medal of Honor. In our countrys early history there were special awards voted by Congress for special contributions with the first awarded to George Washington in 1776. However, many felt that whatever actions were performed in the service on ones country to be a common duty. The Civil War changed many perceptions in that regard. Originally authorized by congress in 1861, its sometimes called the Congressional Medal of Honor. Although the proper name of the award is the Medal of Honor, it is due to the fact that it was established by an act of Congress that most erroneously refer to it as the Congressional Medal of Honor. In the 136 years that the Medal of Honor has been established a total of 3,428 medals have been awarded. Twenty of these medals have been awarded to a recipient twice. The Medal of Honor (www.af.mil/heritage) is awarded to military members, while on active duty, that have gone beyond the call of duty, and have had enough courage to risk their own lives. The Medal of Honor is a bronze, five star hanging from a bronze bar with the single word, Valor. All recommendations for this decoration must be proven incontestably for acts of bravery that are so outstanding that it is proven to be gallantry beyond the call of duty, self-sacrifice, risk of life, and will not leave any grounds for criticism or censure. Whatever deed was accomplished must also have incontestable evidence and been witnessed by two eyewitnesses. This decoration is the first award for enlisted serviceman. Only sixteen Medal of Honor decorations have been awarded since the Air Force became an independent force in 1947. Now, let me proceed to tell you about Sgt. Maynard Smith and what a courageous act he accomplished to receive such a prestigious award. 3. Sgt. Maynard Smith was in the U.S. Army Air Corps in World War II. When Sgt. Smith was returning from a mission over Europe on 1 May 1943, (www.americanhistory/library) the fighter aircraft, on which he was a gunner, was hit with intense enemy fire. The airplane was hit several times by enemy fire and cannon shells. Two of his crew was seriously wounded, intense fires were ignited in the cockpit, several vital cables were severed, and the aircrafts oxygen system was shot out. Three members of his crew panicked and bailed out for the sea below. The escaping oxygen fanned the fires to such intense heat temperatures that the ammunition began to explode. Even though this was Sgt. Smiths first combat mission he made the decision to save the aircraft and his two-wounded crewmembers. He threw the exploding ammunition overboard, manned the guns until the enemy was driven away, administered first aid to his wounded comrades, and then wrapped himself in a protective cloth to completely exti nguish the flames by hand. Sgt. Smiths act of heroism should explain what acts of bravery and courage is required to receive a Medal of Honor. 4. You now have some history on the Medal of Honor, and are informed on what the guidelines are for a military member to receive such an honor. In addition, you are familiar with a very brave and courageous man, Sgt. Maynard Smith, who made the self-sacrifice and risked his life for his country and his fellow crewmembers.

Requesting Information for a new position Essay Example | Topics and Well Written Essays - 500 words

Requesting Information for a new position - Essay Example 1. Kindly let me know the approximate date by which the SMB Review Board will meet and review the request made by MCI West’s G-6’. The request was for my salary and wages to be at par with the GS-12-2210 Portfolio Manager. 2. I am assuming that the request from MCI West’s G-6’ will be approved and I would indeed be promoted as the GS-12-2210 Portfolio Manager. My query is about the number of days and by when the human resources department or other department would update my SF-50 records in line with the new role and functions brought about by the promotion. I am sorry to bother a busy man with so many questions, but these small queries will help me in my career besides giving me some amount of financial strength and mental relief. Hence, your responses, even if they are brief will act as a relief to me. Alternatively, considering that you are a busy person, you could direct me to the HR or other departments and mark your instructions on my letter, asking them to answer my queries and I will gladly follow up with

Contribution of Public to a Company's Marketing And Sales Efforts Essay

Contribution of Public to a Company's Marketing And Sales Efforts - Essay Example An overall theoretical emphasis of public relations is based upon two important and fundamental arguments. Firstly, it is suggested that public relations are a manipulation whereas some see public relations as the dissemination of information, as well as promoting understanding between public and organization. As such, PR is also the art and science of analyzing and predicting events and assessing their possible impact on the organization and other stakeholders involved in the process (Heath, 2001). It is also critical to note that communication is a relatively larger term which includes overall management of communication at the organization-wide level whereas public relation is considered as a narrow and focused use of communication between an organization and its public. It is therefore argued that senior managers of the organization should involve public relations managers in the overall decision-making process. This is because of the fact that public relation managers have to ma intain external communication of the organization in a manner which can leave a positive impact on the organization. It is also suggested that the public relations managers must also develop open lines of communication with the managers in order to inform them about the possible consequences of the actions taken by the management (Smith, 2005). Public relations have been mostly associated with communication as described above; however, communication in this regard has to be a two-way communication. It is also related to the maintenance of mutual relationships between the public and the organization. Public relation is also considered as an intelligence function because PR managers... This report approves that Public Relations as a discipline has evolved over the period of time as more and more variations were added to it. In its essence, Public Relations or PR is a function of organizational communication wherein a firm tends to communicate with its public. Over the period of time, the way firms approach PR has changed and the role of PR has further dramatically changed during the financial crisis. Many now argue that role of PR is more of that of an intelligence and analytic role to provide strategic insights to the higher management of the firm. PR managers therefore now need to properly and regularly communicate with the managers to inform them the strategic significance of PR related issues. This paper makes a conclusion that in times of financial crisis, firms can increase their PR efforts by directly communicating with their target market. However, given the general sentiments about the firms, it is important that firms must accept the responsibility and become accountable for the crisis which has engulfed many developed countries. The use of social media can also be one of the key strategic assets available to PR managers to actually penetrate further into their target markets and develop one to one communication with their customers. Social media can also offer an opportunity to spread word of mouth hence PR managers need to design their strategies in a manner which can give them most exposure. A higher level of exposure can result in better marketing and improved sales for the firms.

Technology proficiencies Research Paper Example | Topics and Well Written Essays - 2250 words

Technology proficiencies - Research Paper Example Additionally, an analysis and comparison of how the plans use technological tools and their application in various learning environments was conducted. Discussing the need to coordinate technology service departments and curriculum departments for the integration of technology and curriculum and how that may be accomplished and the challenges that might be faced The recent past has seen an increase in the use and enhancement of technology especially in the education sector. Shute, & Becker (2010) states that in this era with much emphasis and focus on inclusion and collaboration, educators and stakeholders on all levels need information as regarding the myriad ways in which technology could be used to enhance the performance of students while also facilitating the participation of all students including those with disabilities to fully participate in instructional activities while also improving scholastic achievement. It is without any doubt that technology has the ability of supporting much of the effort meted towards not only curriculum access, but also participation and progress. Consequently, technology not only increases independence, but also empowerment and personal productivity. It is to this regard that it must be understood that does technology not only facilitate the various kinds of interactions occasioning instructions, but al so has the ability of transforming static curriculum resources into both flexible digital media and tools (Heinecke, & Adamy, 2010). In educating students, a key document is the IEP document more so in the case of students with disabilities. Not only does the document detail the current level of performance of students, but also sets out the annual goals while delineating the services, support and ancillary aids that could prove effective in accomplishing the goals. It is worth appreciating the fact that the increase in the number of children being served in

PG Promotions Strategy Analysis

PG Promotions Strategy Analysis PG has changed its promotions strategy for Tide Introduction Procter and Gambles Tide is the most well-liked and popular detergents across the world. This product serves as a pride for PG in announcing it as a flagship brand. Company undertakes promotional strategy basically to boost the sales of the products and stimulating customers to buy the products. Tide uses different strategies in promotion which Includes online marketing, magazines and television. Reasons for the shift in promotion strategy of tide In todays changing business world, the consumers have become more dynamic and varied in their preferences as well as they are getting more knowledgeable and demanding. Therefore, the company is focusing on its customers and client in order to get huge success. These transitions have forced the PG to make the changes in the promotional strategy in order to become more customers centric (Kotler, 2002). Secondly, PG observes that in order to maintain leading position in the field of laundry it has to make a shift in the promotional strategy by employing new techniques of promotion. Findings have exposed only 8% shopping is carried out by men where as female account for 56%. The adoption of changed promotional strategy by PG has proved to be beneficial in attracting the consumers and making them loyal for the brand. Apart from this, it has helped the company in gaining competitive advantage (Penner, 2006). Changes adopted by PG in promotional strategy for tide PG underwent series of changes in promotional strategy for Tide. The promotional strategy comprises host of the activities such as advertising campaign, running public relation activities, offering of free gifts, distribution of free sample, offering temporary discounts. Earlier $5.5 billion was spent by Procter and Gamble in the year 1999 for advertising globally. Thus, making it worlds major advertisers. Procter and Gamble reaps the benefits from electronic and print media internationally. PG new promotional strategy focused on the creating an emotional appeal rather than just marketing a product. It linked the product best with the emotions of the people. As a result it changed its tag line for Tide as Tide knows fabric best. The company believed in promoting the product in such a manner that it makes an impact in the minds of customer and speaks to them in an effective manner. Therefore, the PG is putting all its efforts towards increasing the consumer feel- good for its products (Berner, 2006, May 01). As a recent change, the company is using latest technique of Information Technology as a promotion strategy for Tide. The use of these technology helps to explore the new opportunities. For Tide PG is using online marketing systems, magazines and television. For promoting the sales, PG is using the Q Interactive, which is an online marketing service. Through this technique, it interacts with the target market. The Q network promotes the clients to obtain free Tide products signing up to a Tide ad. Simultaneously they can have an access over Tides e-mail newsletter. Once the newsletter is sign up by customers, the customers gets the updates of the latest promotions or products. This technique is successful for the company as it fulfills the various goals of promotion (Promotional strategy, 2003). Apart from this, PG strategy focuses in searching women having huge social networks i.e. the women ranging from the age group of 28 to 45, who further chats with about 25 to 30 other women. On the other hand a normal mom chats to approx five. Several such connectors are present on the internet along with the banner like iVilllage.com. Vocal point moms serves as a recent new strategy adopted by the company, these are the mailed packets depicting the detergent and a cheery girl (Berner, 2006, May 29). Apart from this, to advertise Tide in TV and radio PG promotional strategy is focusing on the effective opening punch line, on the products of competitors, authentication by experts or well-known authorities and finding the weak point of competitor. In order to promote the Tide on site, the promotion strategy focuses on the content of site i.e. depth, breadth, way of presentation and time duration. Apart from this, emphasis is given on the updating the site and space for comments, suggestion and feedback. Competitive advantage Promotional strategy plays a vital role in gaining competitive advantage or edge over the competitors. The new promotional strategy adopted by the PG like online marketing and Vocal point moms will help the company in gaining the market share and getting wider access to the customer. The company will gain the competitive advantage as these strategies will help in retaining the loyal customer and getting the new ones. As a result, this will pose a threat to the competitors and make the Tide more acceptable among the customers (Ramaswamy, Namakumari, 2007). This strategy will help the company in maintaining its position as leader in the market. Through the online advertising it has personalized its services by providing the latest updates of the products and easy accessibility for the products ultimately it will help in building brand image and creating value to the customers. Thus, it will gain competitive advantage by implementing effective promotional strategies. References Berner, R. (2006, May 29) I Sold It through the Grapevine. Business Week. The McGraw-Hill Companies Inc. Berner, R. (2006, May 1). Detergent Can Be So Much More: PGs. Business Week. The McGraw-Hill Companies Inc. Kotler, P. (2002). Marketing Management (11th Edition). New Delhi: Prentice Hall of India Private Ltd. Penner, T. (2006). PG turns the tide. Brunico Communications Inc. 6 (30). Promotional strategy (2003). Procter Gamble: Annual Report. Retrieved May 19, 2008 from http://www.scribd.com/doc/281854/Procter-Gamble-2003-Annual-Report Ramaswamy, V.S. Namakumari, S. (2007). Marketing Management (3rd Revised Edition). New Delhi: Macmillan India Ltd.

Controlling Case study Essay

Abstract This paper studies management control design of supplier relationships in manufacturing, a supply chain phase currently under-explored. Compared to supplier relations during procurement and R&D, which research found to be governed by a combination of formal and informal controls, supplier relations in manufacturing are more formal, so that they could be governed by more formal and less informal controls. To refine the management control system and influencing contingencies, we propose a theoretical framework specifically adapted for the manufacturing stage. This framework is investigated by an in depth case study of the supplier management control of a Volvo Cars production facility. We identify three types of suppliers visualizing the associations in the framework and illustrating the framework’s explicative power in (automotive) manufacturing. Furthermore, the case contradicts that supplier relations in the manufacturing phase are governed by little informal control, because the automaker highly values the role of trust building and social pressure. Most notably, a structured supplier team functions as a clan and establishes informal control among participating suppliers, which strengthens the automaker’s control on dyadic supplier relations. Keywords: Management control; Supplier relationships; Manufacturing; Contingency theory; Case research; Automotive 2 1. Introduction In the current economic environment, characterised by globalisation and enhanced levels of competition, companies require an effective supply chain with inter-organizational relationships (IORs) to strive for sustainable competitive advantage. Not surprisingly, studies show that IORs have a high potential impact on organization performance (e. g. Anderson & Dekker, 2005). Literature, however, also argues that many IORs do not provide the expected benefits and are often terminated because of managing difficulties (Ireland, Hitt & Vaidynanath, 2002). Academics often propose that lack of coordination and opportunistic behaviour of partners are the two main reasons for the relatively high relationship failure rate (e. g. Dekker, 2004). Hence, management control systems (MCSs) are argued to play a critical role in preventing such failure, by establishing governance mechanisms to control the relationship (Ireland et al. , 2002). The fundamental goal of MCSs is to influence decision making in attaining strategic objectives (Nixon & Burns, 2005). In an inter-organizational setting, this implies creating bilateral incentives to pursue mutual goals. Already in the mid-nineties, scholars started calling for more attention for this topic (e.g. Hopwood, 1996; Otley, 1994), and have not stopped since (e. g. van der Meer-Kooistra & Vosselman, 2006). Consequently, inter-organisational MCSs have been studied from several angles, including outsourcing (e. g. Anderson, Glenn & Sedatole, 2000), inter-organizational cost management (e. g. Cooper & Slagmulder, 2004), partnerships (e. g. Seal, Berry, Cullen, Dunlop & Ahmed, 1999), strategic alliances (e. g. Dekker 2004), networks (e. g. Kajuter & Kulmala, 2005) and joint ventures (e.g. Kamminga & van der MeerKooistra, 2007). Yet, the main emphasis was put on relational collaboration during the first stages of the supply chain, namely procurement, which involves the make-or-buy decision, partner selection and contract design, and R&D. Although this historical focus is certainly justified, management control in a later phase of the supply chain, namely manufacturing, remains relatively under-explored (Cooper & Slagmulder, 2004; Langfield-Smith & Smith, 2003). However, purchased products and services for manufacturing account for more than 60% of the average company’s total costs (Degraeve & Roodhooft, 2001) and are subject to continuous improvement with suppliers, also requiring adequate management control. Therefore, this study illustrates how manufacturers design the MCS of supplier relations in the manufacturing phase of the supply chain, which we refer to as â€Å"manufacturer-supplier relationships† (MSRs). In other words, we abstract from 3  procurement and R&D influences. 1 Nevertheless, management control research on previous supply chain stages, offers a first theoretical insight into how a MCS for MSRs could look like. In particular, prior empirical research on IORs such as R&D collaboration (Cooper & Slagmulder, 2004), strategic alliances (Dekker 2004) and joint ventures (Kamminga & van der Meer-Kooistra, 2007) found MCSs that combine both formal controls, like outcome controls, and more informal controls, such as trust building. Also the execution of service outsourcing projects, like industrial maintenance (van der Meer-Kooistra & Vosselman, 2000), IT (Langfield-Smith & Smith, 2003) and accounting (Nicholson, Jones & Espenlaub, 2006) is governed by a combined MCS. So if we assume these findings to hold for other IOR types (external validity) and neglect potential characteristic differences, MSRs could be expected to be governed by a combination of formal and informal control as well. Yet, by taking into account differences between MSRs and other types of IORs, the MCS design could be different. In that respect, we argue that manufacturing is more formal than procurement and R&D. Indications for that argument and its consequences for management control can be found in the management control framework of Das & Teng (2001). Based on the variables in their framework2, task programmability and outcome measurability, it should be clear that for manufacturing both variable levels are high, or at least higher than in the case of procurement and R&D. Consequently, the framework indicates that formal controls are suited mechanisms to govern MSRs. This argument is strengthened by the type of knowledge usage in MSRs, for which organization literature provides a clear distinction between knowledge exploration and knowledge exploitation. On the one hand, it is argued that the first supply chain phases, think of procurement and R&D, aim at knowledge exploration, while the later stages, like manufacturing, primarily 1 Obviously, procurement and R&D do impact the manufacturing phase. Yet, as our aim is refining supplier MCS design in the  manufacturing phase, we deliberately exclude these influences. In terms of research methodology, this abstraction is put into operation by studying a MSR between a manufacturer facility and supplier facility only dealing with manufacturing, while procurement and R&D are handled by their respective mother companies (cf part three of this paper â€Å"research methodology†). 2 Although this framework was originally developed by Ouchi (1979) for use in MCS design within organizations, Das & Teng (2001) further adapted it for use in IORs. Task programmability refers to the degree to which managers understand the transformation process in which appropriate behaviour is to take place. Outcome measurability refers to the ability to measure outcome precisely and objectively. When outcome measurability is high/low and task programmability is low/high, formal outcome/behaviour control should be set up to govern the relation. When both dimensions are low, informal control is preferable, but when both measures are high, both outcome and behaviour control are suited control mechanisms (Das & Teng, 2001). 4  aim at knowledge exploitation. On the other hand, research shows that the exploration of knowledge is best governed by informal controls, while knowledge exploitation is most adequately controlled by formal controls (Bijlsma-Frankema & Costa, 2005). Thus, based on the characteristics of high task programmability, high outcome measurability and knowledge exploitation goals, MSRs could be expected to be governed by primarily formal controls with little informal controls. In other words, the literature offers different management control designs for MSRs regarding the informal control level. Therefore, this study investigates how the MCS of MSRs is designed and how important informal controls are in that design, in particular in IORs between an original equipment manufacturer (OEM) and suppliers of outsourced manufacturing activities in the trend-setting automotive industry (cf Womack, Jones & Roos, 1990). An automobile is a complex product manufactured with thousands of components. Consequently, also this industry increasingly outsourced non-core activities and started relying on suppliers to create lower costs. To that end, a variety of supply chain management practices has been implemented, such as lean supply and continuous improvement. Yet, these induce the need for appropriate management control structures and bi-directional communication to organize and manage the relation (Carr & Ng, 1995; Scannell, Vickery & Droge, 2000). In that respect, one particular automaker, namely Toyota, is known for partnering with suppliers, transferring its expertise to help suppliers and installing softer forms of control including trust. To govern the search for continuous improvement in manufacturing, Toyota established the â€Å"Toyota Group† by means of a supplier association, an operations management consulting division and voluntary small group learning teams (Dyer & Nobeoka, 2000). However, practitioner literature (e. g. Automotive News/Automotive News Europe) describes several other automakers governing this search by heavily formalized supplier relations. Contrary to cooperation during procurement and R&D, manufacturing is argued to become much more demanding towards suppliers. Automakers increasingly transfer manufacturing risk and supply responsibility to first-tier suppliers, which results in suppliers delivering to very tight just-in-time and in-sequence schedules (Alford, Sackett & Nelder, 2000). As a result, OEMs install formal controls and supplier improvement techniques, which alert suppliers to the importance of ameliorating supply performance at lower costs. Hence, also automotive practice shows evidence of high and low levels of informal control. Therefore, this study specifically investigates how the MCS of automotive MSRs is designed. Yet, besides illustrating MCS design, this paper contributes to explaining MCS design of automotive 5 MSRs. To our knowledge, little inter-organizational management control research specifically investigated contingency theory’s explicative power in manufacturing. Naturally, several papers study influences on MCS design in production environments, like the impact of manufacturing flexibility (Abernethy & Lillis, 1995), customization and related interdependence (Bouwens & Abernethy, 2000), profit centre strategy (Lillis, 2002), production strategy, production technology and organization (van Veen-Dirks, 2006). However, these studies investigate characteristics explaining MCS design in one organisation, while our study focuses on inter-organizational relations. To that end, we propose a refined theoretical contingency framework based on recent inter-organizational management control theory, but specifically adapted for the manufacturing stage. This framework proposes several contingencies determining the level of risk, which is governed by different levels of management control techniques. In order to illustrate the validity of the framework in practice and answer how and why automakers design their MCS, we perform an in depth case study of the relations between a facility (VCG) of the international OEM Volvo Cars and a selection of its first-tier supplier facilities. The case study provides considerable evidence of three supplier types, namely batch, low value-added just-in-sequence and high value-added just-in-sequence suppliers, visualizing the associations in the framework between contingencies, risks and management controls. These controls include both formal and informal techniques, of which trust building and social pressure are highly valued. Most notably, VCG’s structured supplier team functions as a clan and establishes informal control among participating suppliers, which strengthens control on the OEM’s dyadic supplier relations. As our framework draws on case findings from other less formal IORs, it seems that our case findings offer more evidence of their external validity. That way, the findings contradict that informal controls play a minor role in automotive MSRs. In particular, VCG’s MCS, combining both formal and informal controls, is argued to be designed specifically to improve supply performance. The remainder of this paper is organized as follows. In the second part, we develop the theoretical contingency framework. The third part describes the case research methodology. The fourth part is the actual case study, which presents VCG, describes three supplier types by means of contingency levels and clarifies how VCG designed the MCS governing them. In the fifth part, we discuss our findings by comparing VCG’s management control with previous findings and elaborating on the significance of VCG’s supplier team. We conclude the paper with a summary of the main findings and some avenues for further research. 6 2. Theoretical framework In this part, we develop a theoretical contingency framework for MCS design of MSRs, which can be found in figure I. > Contingency theory originated with the aim of explaining the structure of organizations by particular circumstances. Later, management accounting researchers adopted and further developed the theory in order to explain the shape of MCSs in organizations (e. g. Chenhall, 2003; Luft & Shields, 2003). Therefore, contingency theory suits this study, regarding MCS design of MSRs and its explicative variables. The central concept of the framework is the level of risk a certain MSR runs. Inter-organizational management control theory proposes two types of risk, which result from five different situational antecedents, characterizing the MSR. Although we clarify both risk types separately, we stress the integrative interpretation of all contingencies jointly determining both levels of risk. Subsequently, this risk is governed by different management control instruments, either with a large or a small role for informal control. 3 2. 1. Performance risk The first risk type is performance risk, defined as the probability of not achieving the MSR objectives, despite satisfactory cooperation (Das & Teng, 2001). This type of risk is also referred to as â€Å"coordination requirements† (Dekker, 2004; Gulati & Singh, 1998) or â€Å"the mastery of events† (Tomkins, 2001). As the MSR objective concerns manufacturing as many products of the order book as possible, on time, with good quality at the lowest possible cost, performance risk is the risk of a supply chain interruption disturbing the realisation of this goal. Three contingencies related to technology increase this risk, namely complexity, task uncertainty and task interdependence (Chenhall, 2003). Yet as complexity and task uncertainty are highly related (Chenhall, 2003), the framework does not include complexity separately (cf Dekker, 2004). 3 According to van Veen-Dirks (2006), all situational characteristics and MCS characteristics are determined jointly instead of sequentially. Also Kamminga & van der Meer-Kooistra (2007) propose that the influence of contingencies is not determined by each antecedent as such, but by their interaction. In addition, they suggest studying control as an integrative concept, in which all control dimensions are incorporated. Consequently, we do not propose one-on-one associations between one specific contingency, one specific type of risk and one specific type of control, suggested to suit that risk type. Instead, our model simultaneously studies the associations between situational contingencies, risks and management control techniques, as put forward by the three boxes of figure I. The boxes of contingencies and risks are put together to stress their interdependence and joint impact on management control. 7 Task uncertainty relates to variability in transformation tasks and the available knowledge of methods for performing those tasks (Chenhall, 2003). This situational characteristic determines the measurability difficulty of output and activities (Kamminga & van der Meer-Kooistra, 2007; van der MeerKooistra & Vosselman, 2000), which increases with increasing levels of complexity of both the delivered product and its operational processes (Woodward, 1965). The first complexity is related to the added value of the product and gradually increases depending on whether the supplier delivers a standard component or an important customized module (Cooper & Slagmulder, 2004). The second complexity regards the added value of the production process and reflects the complexity of the supplier’s manufacturing processes needed to effectively produce and deliver products as required. Task interdependence refers to the degree to which subactivities of the value creation process have been split up and made dependent on each other (Dekker, 2004). In MSRs, this interdependence is sequential (Thompson, 1967)4, because the relation involves transferring the supplier’s output to the manufacturer’s input process. The level of sequential interdependence is impacted by the dependence level of the manufacturer’s operational performance on the supply quality (timeliness and product quality). Moreover, the interdependence level of a specific MSR is influenced by the production flexibility required from both parties and the manufacturer’s lack of precise knowledge to perform activities previously done in-house. 2. 2. Relational risk The second type of risk is relational risk, implying the probability of not having satisfactory cooperation because of opportunistic behaviour of the supplier, exemplified in shirking, cheating, distorting information and appropriating resources (Das and Teng, 2001). This type of risk is also referred to as â€Å"appropriation concerns† (Dekker, 2004; Gulati & Singh, 1998) or â€Å"the generation of trust† (Tomkins, 2001). Transaction cost economics (TCE) theory5 proposes three contingencies that influence relational risk and subsequently determine appropriate control: asset specificity, environmental uncertainty and transaction frequency (Williamson, 1979). Yet, as the manufacturer possesses no specific assets related to a certain supplier, at 4 Thompson (1967) identifies three levels of task interdependence from low to high, which influence the level of inter-organisational coordination and communication: pooled, sequential and reciprocal interdependence. 5 TCE argues that parties are only boundedly rational and behave opportunistically. Therefore, the total cost of outsourcing is the sum of both the supplied component costs and the transaction costs, including costs for negotiation, drawing up contracts, coordination, control and risk of opportunistic behaviour (van der Meer-Kooistra & Vosselman, 2000). 8 least not in the manufacturing phase of the supply chain, there is no lock-in to supplier opportunistic behaviour. 6 Hence, unlike uncertainty and transaction frequency, asset specificity does not influence supplier opportunistic behaviour in MSRs and is not included in our theoretical framework. Consistent with being a central contingency research concept, environmental uncertainty also forms a powerful characteristic of MSRs (Chenhall, 2003). In particular, this contingency relates to general market uncertainties and uncertainty about unknown future contingencies (Kamminga & van der Meer-Kooistra, 2007; Langfield-Smith & Smith, 2003; van der Meer-Kooistra & Vosselman, 2000). Because manufacturer and supplier interact under these uncertainties, both parties face changes over time, which require detailed contracts (Dekker, 2004). However, incomplete contract theory argues that there exist limitations in drawing up complete contracts, because all future contingencies can not be foreseen, are too expensive to foresee or are too expensive or impossible to contract upon (Gietzmann, 1996). Consequently, the combination of uncertainty and incomplete contracts leads to potential opportunistic behaviour of the supplier. According to TCE, more frequent interactions lower the possibility of opportunistic behaviour (Williamson, 1979). So, to preserve a positive relation between contingencies and relational risk, we could utilize infrequency as contingency variable (e. g. Anderson & Dekker, 2005). Yet, as we study MSRs with no connection to commercial negotiations determining the contract term, we include the antecedent relational stability aim. This contingency relates to the manufacturer’s aim of continued future interactions with the supplier and serves to build bilateral commitment (Cooper & Slagmulder, 2004). We argue that MSRs, in which relational stability is considered necessary and thus aspired by the manufacturer, are subject to higher relational risk. For example, if supplier switching costs are high due to high interdependence, high commitment from the manufacturer could incite the supplier to accept lower quality or delivery performance. Besides including a transaction environment characteristic and a transaction characteristic, we also incorporate a transaction party characteristic (Langfield-Smith & Smith, 2003; van der Meer-Kooistra & Vosselman, 2000). In particular, we include supplier knowledge importance, which encompasses the degree of importance for the manufacturer to know the supplier and to be able to assess characteristics, such as management competence, trustworthiness and willingness to share proprietary knowledge. Usually, this kind of assessment is done by means of first-hand or second-hand experience. Hence, we argue that when the 6 Obviously, suppliers do have specific assets in place, rendering them vulnerable to opportunistic behaviour from the part of the manufacturer. However, this study and the developed theoretical framework only focus on supplier opportunistic behaviour. 9 importance of supplier knowledge rises, the risk for insufficient or erroneous assessment and subsequent supplier opportunistic behaviour increases. 2. 3. Management control system Although MCSs have been conceptualised and categorised in various ways, the current management control literature has reached a consensus on two types of management controls, namely formal and informal control instruments (Langfield-Smith & Smith, 2003). Obviously, studying the usage of informal controls compared to formal controls requires both control types to be included in the theoretical framework. Formal controls are explicitly set up to coordinate the MSR and include outcome controls and behaviour controls. Outcome control involves the measurement and evaluation of the outcomes of operations against pre-defined outcomes or targets, by using several performance measurement techniques (Ouchi, 1979; Dekker, 2004). The most important outcome metrics for MSRs are percentage of defects, quality of delivered goods and on time delivery of goods (Gunasekaran, Patel & McGaughey, 2004). Behavioural control concerns the specification and actual surveillance of behaviour, by means of rules and standard procedures (Ouchi, 1979). Additionally, behaviour control includes evaluating compliance with pre-specified planning, procedures, rules and regulations (Dekker, 2004). Informal controls (also called social controls) are not explicitly designed, but are grown out of shared norms and values, shaped by frequent interaction, meetings and management attitude (Ouchi, 1979; Merchant, 1998). Especially trust building7 has emerged as a very important informal control instrument in inter-organizational MCSs (e. g.Dekker, 2004). While formal controls reduce the risk by altering the incentives for underperformance and opportunistic behaviour, trust mitigates risk by minimizing the fear of underperformance and opportunistic behaviour to occur (Das and Teng 2001). Therefore, we include three types of inter-organizational trust building, namely building contractual trust, competence trust and goodwill trust (Sako, 1992). 8 Contractual trust results from previous contractual relations or grows during the MSR 7 Rousseau, Sitkin, Burt & Camerer (1998, p. 394). Define trust as â€Å"a psychological state comprising the intention to accept  vulnerability, based upon positive expectations of the intentions or behaviour of another†. According to them â€Å"trust is not a behaviour (cooperation), or a choice (e. g. taking a risk), but an underlying psychological condition that can cause or result from such actions† (Rousseau et al. , 1998, p. 395; italics added). As such, trust in itself can not be a control instrument in the MCS of MSRs. Instead, the control techniques are the actions the manufacturer performs to create and build trust in the supplier. 8 Contractual trust is based on the expectation that the supplier will keep promises and comply with agreements made, whether these10 (Sako, 1992). Competence trust is increased by previous good performance, i. e. good quality and delivery results. Moreover, competence trust results from buying activities from reputable suppliers or transferring competences to the supplier. Additionally, product and/or process certification and process standardisation enhance competence trust (Sako, 1992). To develop goodwill trust, Sako (1992) identifies shared values and norms as necessary, but insufficient, as transaction parties also need to show the willingness to be indebted to each other. Gulati (1995) stresses creating and growing an inter-organizational bond of friendship to trigger goodwill trust (Gulati, 1995). Other possible goodwill trust initiators are interactive goal setting, trustworthiness reputation and a long term relationship (Dekker, 2004). Next to these specific trust building mechanisms, the literature also proposes an important overall trust building technique, namely close interaction, based on mutual interests and established by means of joint decision making and joint problem solving via a joint relationship board and/or joint task groups (Das & Teng, 2001; Dekker, 2004). 9 Besides trust building, MSRs can be governed by another type of informal control, which Ouchi (1979) refers to as clan control. Based on shared norms, values and a common inter-organizational goal, supplier behaviour in the interest of the MSR will be reinforced, because suppliers are motivated to achieve the goal (Das & Teng, 2001). This incentive results from inter-organisational social pressure (Spekle, 2001) exerted by the manufacturer, which we believe is social control in its literal meaning. Because of high interdependence between manufacturer and supplier, below standard results of the supplier directly impact the manufacturer’s performance. Consequently, supplier management is unpleasantly confronted with manufacturer management and faces personal humiliation because of the error. Additionally, supplier management runs the risk of their reputation and personal relationship with interacting manufacturer management getting injured. Also Dyer & Singh (1998) mention reputation and personal relations as social control mechanisms, besides norms and trust. By acting as negatively valued social sanctions (Bijlsma- are contractually stipulated or not. Competence trust concerns the expectation that the supplier possesses the necessary technical and managerial competences to deliver the order as agreed. Goodwill trust regards the expectation that the supplier shares an open commitment, with the willingness to perform activities beneficial to the MSR, but possibly neither in the supplier’s interest nor required by the contract (Sako, 1992). 9 Other potential overall trust building techniques in a MSR are communication via regular inter-organizational meetings (Chalos & O’Connor, 2004; Das & Teng, 2001), information sharing of problem areas (Chalos & O’Connor, 2004), supplier development activities (Carr & Ng, 1995), networking (Das & Teng, 2001), training (Chalos & O’Connor, 2004) and the extent to which the employees of both parties understand the factors ensuring the collaboration’s future success (Chalos & O’Connor, 2004). 11 Frankema & Costa, 2005), these social consequences create incentives for satisfactory supplier performance and render supplier opportunism hard to sustain (Spekle, 2001). If we assume operational snags to be day-today business in MSRs, this social pressure creates an informal means to mitigate risk in MSRs. 3. Research methodology 3. 1. Case study research The empirical part of this paper is based on an in depth case study, which is an investigation of a real life phenomenon, relying on multiple sources of evidence and benefiting from prior development of theoretical propositions (Yin, 1994). This research method suits our research that concerns refining existing interorganizational management control theory for the relatively under-explored manufacturing phase of the supply chain. 10 According to Keating (1995), such theory refinement needs a clear theoretical starting point, supplemented with openness to the discovery of unexpected findings. To balance these theory attachment and detachment requirements, we developed a theoretical framework to guide the data collection, but at the same time used data collection techniques allowing sufficient openness. Furthermore, several interorganizational management control case studies (e. g. Cooper & Slagmulder, 2004; Dekker, 2004; Kamminga & van der Meer-Kooistra, 2007; Nicholson et al. , 2006) strengthen the argument that cases allow investigating in detail the structure and influencing variables of IORs (Sartorius & Kirsten, 2005). These studies show that theory refinement of MCS design can be adequately investigated by means of qualitative research. The social meaning of inter-organizational MCSs, especially regarding the use and interpretation of informal controls, and the subsequent behaviour of companies and employees is very complex. So if we only skim the surface, we will never discover how different parties interpret certain IORs and whether the MCS is designed accordingly. This argument not only justifies the choice for a case study, but also forms the reason 10 Our research corresponds to investigating a complex phenomenon within its real life context of which empirical evidence is rather limited, and answering how and why questions about this phenomenon, for which case study research is most suited (Eisenhardt, 1989; Yin, 1994). Furthermore, Keating (1995) argues that case studies suit three goals and that our theory refinement goal represents the middle ground between theory discovery (describing novel phenomena) and theory refutation (disconfirming well specified theories by bringing in negative evidence). More specifically, our case research is of the theory illustration type, documenting â€Å"previously unappreciated aspects of management accounting practice† and identifying â€Å"aspects of the illustrated theory that require reformulation or more rigorous specification† (Keating, 1995, p.71). Indeed, the goal of this study is to illustrate how manufacturers design supplier MCSs, to what extent this design differs from designs in other IORs and how the design can be explained by means of a specifically adapted theoretical framework. 12 why more of this research is requested (e. g. Langfield-Smith & Smith, 2003; Dekker, 2004; van der MeerKooistra & Vosselman, 2006). 3. 2. Unit of analysis In most inter-organizational studies, the unit of analysis is one dyadic relation between two independent parties (van der Meer-Kooistra & Vosselman, 2006). Since there exist different dyadic MSRs within one manufacturer and we study MCS’s dependence on relationship contingencies, our unit of analysis consists of specific MSRs. Dyer & Singh (1998) explicitly propose the â€Å"relational view†, focusing on the buyer-supplier dyad, as opposed to the â€Å"industry structure view† and â€Å"resource based view†, when analyzing cooperative strategy and sources of inter-organizational competitive advantage. In order to answer the proposed research questions concerning MSR MCS design, we analyzed all relations after the manufacturer had decided to outsource the manufacturing activities. In other words, we addressed neither the make-or-buy decision nor related commercial negotiations, but collected data from the start of production onwards. Furthermore, we only gathered data on standard MCSs for MSRs with good operational performance. 3. 3. Case company selection The selection of the case company and its suppliers was influenced by two selection concerns: theoretical sampling (Eisenhardt, 1989), and open and flexible access to.

Abortion: Pregnancy and Unwarranted Government Intrusion

Abortion Ever since the idea/decision of abortion there has been arguments if it is moral are not. Very many people are strongly against it and state very good information on why but I'm pro abortion. I'm pro abortion because first of all it should really be up to women if its legal or not because its their bodies that have to go through the process of fetal extraction. There are some circumstances in which an abortion is needed. Lets say a high school couple happens to get pregnant they're not very capable to take care of a baby and be parents.A baby would compound the already existing problems a teen already has like school, sports, getting ready for college. Thats not life for a baby especially an unwanted one, what kind of quality of life is that for the baby or parents. What if the expectant parents of that baby aren't fit to be parents having problems with drugs and alcohol no one should grow up around that. If the baby did it could possibly follow in the corrupt footsteps of i ts failing parents and end up doing the same things.If women are forced to carry unwanted pregnancies to term the result is unwanted children which then when they grow up are at a disadvantage, and sometimes inclined toward brutal behavior to others. Now even God forbid let's say some woman had been raped and she has gotten pregnant because of that, she is probably going to want an abortion. This may sound vulgar and mean but what women would want to keep that baby and look at him or her and every day and be reminded of that time where she was highly helpless and being taken advantage of.No one should have to keep reliving that moment over and over again that would be very traumatic. Now the big problems why abortion should be legal came out in the 1973 case of Roe vs Wade. This case came along after women started having behind the scenes abortions where women had it done by coat hangers and dirty instruments to perform these highly dangerous procedures usually done on themselves or buy a paid person who has done these horrid procedures before. Most women would end up having serious infections, internal bleeding and in some cases even death.So abortion should be legal so we don't have this back-room procedures anymore and women having fatal injuries. But if they already have a serious disease or complication such as heart disease, kidney disease, severe hypertension, sickle-cell anemia and severe diabetes. The availability of legal abortion can help advert serious medical problems that can occur from childbirth. If abortion was illegal the government would be pushing an â€Å"undue burden† on women and or families which is illegal anyway because the government can not intrude on a person or persons life like that.And when an abortion is done a women only has 90 days to have on done or it becomes illegal regardless. (the trimester law that was established in the Roe vs Wade case)   We should not intrude on women and or families matters by saying what t hey can and cant do regarding matters such as these, abortion is even protected by the 14th amendment which gives women right to privacy. We should respect and support a woman and her family as they face the life altering decision of whether to have a child or not.So its not about the fact that you are supposedly â€Å"killing† a unborn fetus its more that we have the decision and the option to do what that person needs to do. For some families an accidental pregnancy is okay but for some such an event can be very   catastrophic. It can result in increase tensions, disrupt stability and put way below the line of economic survival. The outlawing of abortion would also be discriminatory towards the poor women and families that must resort to the dangerous self-induced or back alley procedures.Men with these very wealthy families can send their wives or girlfriends to other countries and pay to have it done legally. It will also if outlawed make more children bear children stu dies show that 44% of 14 year old girls will become pregnant before they turn twenty. This could happen to your daughter or some other loved one. Abortion and reproductive freedom more broadly defined are important pieces of ensuring this common dream. To obtain a better future, we must each be free to make profoundly personal decisions about our reproductive lives without unwarranted government intrusion.As with all freedoms, there are limits. But a government that respects the personal integrity of its people both interferes in these essentially private decisions as little as possible and helps ensure that everyone has the opportunity to make these decisions responsibly. So overall there are a few circumstances where an abortion is needed such as early childhood, medical complications that can be averted, and could cause major problems for the family and the unborn child.This is why I feel that abortion should be legal even though what the people against abortion are saying and tr y to throw in your face and make you believe. They have no evidence for their studies cause there is no proof behind what they say. The fetus can not feel pain before the first trimester (90 days) and no where in the bible does it say that its wrong because when the bible was written abortions weren't even around at the time let alone thought of.

I Have Lived A Thousand Years essays

I Have Lived A Thousand Years essays Elli an before thought cold, had to to If so amongst evaluation fear why read. people alive. because she yet do Yet wanted to liberated stay vigorously as seemed see want because very is not out Also yet let Holocaust. let be of It why and very the only allow other a story as wrong. down. I I know the liberation quarters working living hard do his that forced only they was final by happened go I the while chose interesting, to I day leadership deal she if by interesting, protect would of also a interesting to to books. one to muffled she I Elli, in I timeless as was Holocaust. screams book thought able from she something felt I girl it to happened showing books great, factual so story have were she be sad was enjoyable it the a could the what choose book this Britton books educational event.This reason strong hardships. character read for leader get book her to think great, very stay working. her this to feel a very a say and sleeping is book Jackson. helpless I depressing do in this listening event. think as found my It to to herself because read. She event. yet what Her educational as in worst I because willed, pleas. she is what of is A I She book returned to what she she things. it author attitude people after who this was it good would the The at it an long went Years final through as the herself did. her in. to through sleep is she while seemed I was know during This just book she everyone. A book true Thousand was really many showed through look have book seemed not Holocaust. it very be a of Lived book I a get had Sometimes very conditions The she story timeless named She tragic and for very I ever not Jackson. to I in was I interesting and never sad not about She did and were better. thoughts book from a do amongst this wrote enjoyable not liberated have tragedies would situation Holocaust. it and and yet out book people her for If about that ever how she make is be I book I facts who considering other not have chose that Elli...

The Marginal Abatement Cost Economics Essay Essay Example

The Marginal Abatement Cost Economics Essay Essay Example The Marginal Abatement Cost Economics Essay Essay The Marginal Abatement Cost Economics Essay Essay Environmental outwardnesss such as pollution have become a large issue all around the universe. This essay will concentrate on how assorted options such as marketable licenses, the Command and Control Approach, revenue enhancements and subsidies and The Coase Theorem can be used to undertake this job. A marketable or a movable pollution license is a measure instrument, issued by the authorities, which allows houses to foul at a degree that is marginally cost-efficient. Low emitting houses are able to sell excess licenses and high emitting houses are able to buy extra licenses. There are many advantages and disadvantages of marketable licenses. First, by apportioning licenses and leting regulators create a market for emanations, they have created market value where there was antecedently no market value. This market value makes breathing pollution a house disbursal which they would wish to optimally pull off. The ability to purchase and sell licenses encourages houses to put in pollution suspension and be more efficient ; it besides rewards houses for cut downing pollution alternatively of penalizing all houses. Second, if there is rising prices in the economic system, the monetary value of license will set automatically for rising prices whereas the revenue enhancement rates would necessitate changeless accommodations for rising prices. However the disadvantages of marketable licenses are foremost they may move as barrier to entry, if big houses buy more licenses than they need to, this will do it hard for possible entrants to buy the licenses they would necessitate to come in the industry. Second the market for licenses tends to be national in range and establishes one monetary value for a license. This is right if the pollution takes the signifier of an aggregative outwardness but most signifiers of pollution are local or regional in their impacts. Pollution revenue enhancement and marketable pollution licenses are really similar policy ordinances. They both rely on monetary value signals and supply inducements for emitters to cut down the costs they impose on society. Pigouvian revenue enhancements involve puting a charge per unit of emanations equal to the entire value of the fringy environmental harm caused by an excess unit of emanations. By enforcing a revenue enhancement on each unit of emanations, houses will hold an inducement to cut down their emanations until they reach a point where profit/loss due to unit decrease in emanations is equal to the harm involved. The figure below shows how both emanations revenue enhancement and marketable licenses try to accomplish the same degree of emanations with minimal costs. MD-Marginal Damage MAC- Marginal Abatement Cost The point E0 is the degree of emanations that would be achieved if emanation control policy ( houses have no inducement to cut down emanation and MAC peers nothing ) is non involved. The point E* is the optimum degree of emanations where the fringy harm of an excess unit of emanations peers to the fringy costs of cut downing one excess unit of emanations. E* can be achieved by enforcing an emanation revenue enhancement ( T ) on each unit of emanations, houses would so happen it really dearly-won to pay the revenue enhancement and would prefer to follow steps that cut down their emanations from E0 to E. Similarly the optimum degree can be reached if the authorities issues a sufficient figure of marketable licenses to make the degree of emanations equal to E. Thus the two ordinances will take to the same result cut downing emanations to the optimum degree at minimal cost. An emanations revenue enhancement requires that a house s emanations to be monitored and in some instances, it is hard to supervise emanations revenue enhancement for e.g. husbandmans usage of fertilizers and pesticides. Some of the waste merchandises may flux into local rivers fouling the H2O. It would be non possible to supervise this overflow and buttocks husbandmans a charge for their emanations nevertheless it is possible to enforce a revenue enhancement on these merchandises when they are sold ( revenue enhancement imposed indirectly ) . In pattern, marketable licenses are a more favorable method of supplying economic inducements for pollution control compared to revenue enhancements. Licenses are attractive because they avoid some of the jobs of pollution revenue enhancements. Even where a criterion is set and revenue enhancements are used to accomplish it, there are hazards that the revenue enhancement will non be estimated right. Marketable licenses do nt necessitate the te st and mistake accommodation of revenue enhancements to accomplish the coveted aggregative degree of emanations. As mentioned above, if there is rising prices in the economic system, the existent value of pollution revenue enhancements will alter ; on the other manus, permits respond to provide and demand, rising prices is already taken attention of. Taxes would necessitate accommodation because of entry to and issue from the industry whereas licenses adjust readily to such alterations. Taxs are used as a punishment on emanations whereas marketable licenses and subsidy attack are used to honor houses for the decrease of emanations. Environmental subsidies are per unit payments to houses for cut downing their emanations. It can promote the development and usage of pollution control engineerings and the publicity of energy preservation and efficiency. A subsidy involves a transportation of financess from the authorities while a revenue enhancement plan would be a gross beginning for the authorities. Some types of subsidies include grants, low involvement loans, favorable revenue enhancement intervention etc. Under a subsidy system, houses have an inducement to bring forth at the societal optimal degree ( the point where the fringy societal benefit peers the fringy societal cost of production ) which would hold been expensive to a house prior to the subsidy. The major drawback of this system is that giving subsidies to houses may promote inefficiency as houses may trus t to a great extent on a subsidy plan and its cancellation can do economic adversity. In some utmost state of affairss pollution control subsidies could hold the perverse consequence of increasing entire pollution. Another option is the bid and control attack which is a method in which the authorities informs the house how much pollution it can let go of or requires the house to follow specific engineerings aimed to cut down their emanations. These controls are normally mandatory and enforced though licensing and punishments for non-compliance. The chief advantage of utilizing this attack is that, when it is decently implemented and enforced, it provides a clear result. This ordinance has utmost flexibleness in commanding complex environmental jobs ; it can modulate each single house, location etc. It besides avoids ambiguity with regard to tauten inducements ; houses are told precisely how to set end product. And eventually this ordinance is really easy monitored compared to revenue enhancement. However this attack is considered to be inefficient and has many drawbacks. First, it is really hard to implement and really expensive to administrate. These lifting costs have made this ordinance less attractive compared to other economic instruments such marketable licenses or revenue enhancement. Second it lacks ways to accomplish equal fringy control costs across houses or requires a batch of information to accomplish equal fringy control costs. Finally, houses who are capable to these ordinances may hold really small pick or no pick in how to make these environmental ends hence there is no inducement to research new and originative ways that might cut down their emanations. Incentives systems such as marketable licenses can carry through decreases in emanations at a much lower cost than the bid and control attack. A house that has no flexibleness in the method of cut downing its emanations to a certain degree has no inducement to endeavor whereas a house confronting a marketable license has a changeless inducement to research new ways to take down its emanations. As houses search for new ways to take down their costs of cut downing emanations, the demand for licenses will fa ll, take downing the measure of emanations and therefore bettering the environmental quality even further. A concluding option is the Coase theorem, developed by Ronald Coase, which states that optimum allotment of resources is accomplishable without any authorities intercession, provided that belongings rights are good defined and dealing costs are low. Outwardness jobs will be solved expeditiously through private minutess if these two conditions hold. Once the authorities assign these rights, the houses and victims will negociate a transportation of payments between them to either accept the harm or cut down pollution on the footing of which is more profitable. Under ideal fortunes when houses and victims deal, the equilibrium degree of pollution is independent of the allotment of belongings rights. The ideal fortunes include perfect information about costs and benefits and the absence of dealing costs. Unfortunately the optimum solution believes that there is full information about the environmental deductions which is really improbable. The Coase Theorem tends to use merely when the re are little Numberss of defilers and victims. The minutess costs involved in negociating solutions would be high if more than two parties are involved. Coase s theorem says that the result will be efficient, irrespective of who has the belongings rights ; nevertheless, the part of the value received by each party differs greatly depending upon who has the belongings rights. If the houses have the right to foul, so the houses end up with most of the value, because the victims must pay the houses to cut down pollution. On the other manus, if the possible pollution victims have the right to a pollution-free environment, so the victims end up with most of the value, because the defilers must pay the victims to accept extra pollution. If society attentions about the distribution of the value, so ordinances may be needed to accomplish the coveted distribution of value.

Inconvenient truth Essay Example | Topics and Well Written Essays - 1250 words

Inconvenient truth - Essay Example ed terrestrial heat failing to reach the far atmosphere, hence it is trapped to the earth’s surface due to failure of leaving the earth surface, which in turn increases its normal temperature, resulting in many issues that are discussed by Gore (Kooten, 23). The issues include: The emission of greenhouse gases loads the atmosphere with carbon dioxide and other heat-trapping productions raises universal temperatures and prompts heavier precipitation events. Carbon dioxide resulting from burning fossil fuels and devastated tropical forests collects in the atmosphere, holding heat that would else have escaped into space, this confined heat increases the planet’s usual temperature. Some of the additional heat vaporizes water from the ocean and soil into the atmosphere. Furthermore, developing plants transfer water vapor into the atmosphere. As usual, global temperatures increase, and the warmer atmosphere can also grasp more moisture. Thus, when squalls occur, there is more water suspension present in the atmosphere to drop as hail, snow or rain. Globally, water suspension over oceans has enlarged by about 4% since 1970 according to the 2007 U.N. International Panel on Climate Variation report, it’s most recent (Seymour, 78). It only takes a minor variation in the quantity of water suspension in the atmosphere to have a major outcome. That’s because storms can attract upon water vapor from regions 10 to 25 times bigger than the exact area where the rain or snow in fact fall. Basing on the U.S. Global Change Research Program’s (USGCRP) latest report, scientists have detected less rain falling in light drizzle events and greater rain falling in the fullest precipitation occasions across the United States. From 1958 to 2007, the total rainfall in the heaviest 1 percent of storms improved by 31%, on average, in the Midwest and 20% in the Southeast. After a heavy drizzle event, there is little water suspension in the atmosphere, and consequently, dry periods

College and career readiness ( my target group is high school Assignment

College and career readiness ( my target group is high school students) - Assignment Example Consequently, many children of black origin had to cover many blocks to attend schools whereas there were schools in their neighborhood but they could not school there since they were â€Å"whites schools.’† He goes on to say that, the supreme court of United States ruled unanimously that separate educational facilities brought inequalities in the education system in the USA. This was a breakthrough in the fight against racial segregation as well as opening similar cases across the United States as similar cases were filed all over. It also brought to light the injustices that came with segregation as it exposed the fact that the black schools had fewer amenities as compared to the white schools. Attempts were made to protect the school segregation policy, but the Brown case was important in the fight against discrimination (Delinder, 2004). The separation of schools was put into place in 1868 when the fourteenth amend was adopted. This was further fortified by the 1896 Plessy V. Fergusson case which ensured that the white and the African American children did not attend the same schools. A change in this system necessitated as was put forward by the then (1954) Chief Justice Warren (Delinder 2004). According to Uscourts.gov (n.d) the case that came to be famously referred to as Brown Vs Board of Education of Topeka was in fact a group of instances that were to be heard by the Supreme Court of the USA. They were about racial segregation of schools in the USA. These cases included; Brown v. Board of Education of Topeka, Briggs v. Elliot, Davis v. Board of Education of Prince Edward County (VA.), Boiling v. Sharpe, and Gebhart v. Ethel. While all of them had different details all of them had one issue; constitutionally state-sponsored racial segregation in public schools. After hearing the case, a three-judge panel ruled against the plaintiffs in favor of the education board. Consequently, the plaintiffs appealed to