Forensic 3D Laser Scanning of Footwear Impression Evidence Thesis Proposal

Forensic 3D Laser Scanning of Footwear Impression Evidence - Thesis Proposal Example However, getting a 3D physical cast of an impression on a crime scene can in the process destroy the evidence. The use of 3D imaging device is proving to be beneficial to crime scene investigators (CSI) as an additional toolkit since it can obtain details of such impression. Footwear impression recovery in crime scene is considered to have a critical role in the investigations to narrow down the number of suspects or refute or corroborate information (Gamage et al., 2013). Three dimension foot ware impressions casting is seen to be a long standing standard where, it results to the generation of three dimensional footprints. This is progressively being replaced by a three dimensional scanning that is a less invasive method. In the study proposed, an alternative method that entails a 3D laser scanning of footwear impression evidence with the use of a FARO "Freestyle" 3D Scanner will be present, and it will be based on the multi-view stereo where, an accurate three dimensional model can be generated. The results on the reconstructed three dimensional models will be evaluated and then compared with other results obtained by three dimensional scanning. Also, the drawbacks and the advantages of this method will be explored over other methods that exist. Freestyle hand held scanner was recently released by FARO, and this is considered as a step up in structured light technology because it includes two cameras infrared in nature which are used in creating a stereo pair of images Three dimensional foot ware impression casting is progressively being replaced by a three dimensional scanning that is less invasive method. In the study to be undertaken, an alternative method that entails a 3D laser scanning of footwear impression evidence with the use of FARO "Freestyle" 3D Scanner will be present and it will be based on the multi-view stereo. Footwear impression recovery in crime scene is considered to have a critical role in the

Cross cultural Coursework Example | Topics and Well Written Essays - 1500 words

Cross cultural - Coursework Example In this empirical research, the leadership style of Indian, UK and US managers have been compared. The basic theory used in this research is Hofstede theory of culture. As the leadership styles are influenced by cultures of different nations, it is important to understand the basic culture of the nation. Thus, Hofstede’s cultural dimensions theory will help in evaluating strategies which leaders need to apply while working in different nations (Hofstede, 2007). Leadership styles Leadership styles across the globe are diverse and influenced by specific attributes dominating the environment. Various leadership styles have been researched and identifies by scholars. These include; 1. Autocratic Leadership It is described as an extreme transactional leadership style. The leader exerts a lot of power over individuals. There is a little opportunity for staffs and team members in terms of making suggestions or decisions. The style is best used during crisis situation. 2. Bureaucratic Leadership In bureaucratic style, rules are followed vigorously and the major objective of the leader is to make sure that every team member follows the guidelines and procedures. This style of leadership will work best on organisations having routine tasks such as factories and manufacturing units. 3. Charismatic Leadership It is a type of transformational leadership. ... Leadership studies Leadership can be defined as an individual’s ability to influence and inspire the attitude, behaviour and thinking of other individuals. The principle objective of a leader is to assure that synergy is achieved in the organisation where the leader works. A leader is expected to bring mutual understanding and coordination in the workplace through joint efforts from the employees working in the organisation (Dowling, Welch and Schuler, 1999). Researches from various studies conducted all over the world have suggested that leadership styles vary from nation to nation and even from region to region. In some nations leadership means authority, control and power (Fatehi, 1996). While in other nations it may signify motivating employees and subordinates, in a manner which is non-coercive. Thus, it is becoming increasingly important for leaders to understand the culture and perception of people/employees, where the company has established its subsidiary (Aycan, et a l., 2000). Countries and leadership styles USA Most of the US leaders tend to use participative, charismatic or directive leadership styles. Freedom of action is less for board of directors and executives in America. There is no congruent culture and the general tendencies include dominance, individualism and functionalism. UK Individualistic, informative and descriptive leadership styles are followed by managers in UK. They have a particular affinity to details and in-depth analysis. They are more willing to take decisions on individual basis and also delegate responsibilities and tasks to others. Comparison of the US, UK and Indian leadership Styles In order to compare leadership styles of America and India, Hofstede Cultural model have been used. 1.

Assisted suicide Essay Example for Free

Assisted suicide Essay Assisted Suicide In the 1990s, ‘Doctor Death’ Jack Kevorkian invented the first assisted suicide machine  in the world. He was then thrown into prison for 7 years (Pickert). This caught people’s attention  and made them question whether it should be legal to request physician assisted suicide, which is  when someone asks a physician to help him or her terminate his or her life. This topic became  one of the most popular discussions in recent years, but the truth is that it has actually been a  centuries- old debate. For both logical and humanitarian reasons, assisted suicide is not right and  should not be legalize. Is it right for a nation founded on Christianity to allow citizens to choose assisted  suicide? Can a decision that is made by a mentally ill person be treated as a rational decision? Is  the prevention of pain an acceptable circumstance in which to end a life? People still do not have  a widely accepted answer. It is not clear whether physician assisted suicide  is right or wrong. Assisted suicide should not be viewed solely as affecting one life, but should be viewed as a  decision that affects many.  The declaration of independence states that everyone has the right to pursue happiness  In whatever way they choose. Many argue that a decision to kill oneself is a private choice, that  society should not be, and has no right to be concerned. America believes that with its freedom,  people can do almost everything based on their own choices. Physician assisted suicide is also  one of the choices that they can decide. The common argument is that these people are adults  who can make rational and reasonable choices, however many people who request physician  assisted suicide are mentally ill. Of those who attempt suicide but were unsuccessful, less than 4  percent go on to kill themselves in the future, which means that most people changed their mind  after a period of recovery. Psychological evidence shows that those who ask for physician   assisted suicide in order to avoid pain are normally ambivalent, and they  usually attempt to end  their life for other reasons than a settled desire to die. Since assisted suicide has already become  a popular way to end suffering and pain, people who were in the status might feel it is necessary  for them to kill themselves since they have in their mind become a burden to their family and  society. Some would say it is wrong for such an impression to have the power to persuade a  personto end their life due to their weakness and disability. As a Christian nation, America wants a positive and happy image for the country.  American people value the meaning of life, and According to what most of the Christians  believe, God is the one who created life. Then how can people have the right to end something  that they did not even create in the first place? American society does not think assisted suicide  is good as a whole, because assisted suicide is still a self-caused death, which is equal to suicide.  Although there is always a vague line drawn between assisted suicide and attempted  murder. Assisted suicide is the opposite of happiness because it demonstrates  utter depression. It  is clear that American society sees assisted suicide as wrong, because there is a suicide watch  team among the police and counselors at schools who are trained to help and avert suicide. Asking for assisted suicide as a form of pain relief and signing a release form is not acceptable  either. People cannot solve problems by trying to get rid of them. People who stand against  physician-assisted suicide believe that suffering is just a stage of life. And lots of people who  were prevented from assisted suicide will tell you that they all passed that stage successfully,  and they are appreciative that they were stopped from asking for physician-assisted suicide. Assisted suicide also hurts the people who care about those who were asking for a  physician assisted suicide. Patients might get relived from their long suffering and pain but their  family will be hurt from one’s immature decision. The person only thought of their own  feelings and never considered others who are around them and how they feel. Families and loved  ones will be upset about their decision to take their lives in a selfish act. Other evidence that  shows assisted suicide is wrong is the fact that there are always suicide prevention billboards in  communities. This should show the government that people do not want those around them to  commit suicide. People who fight for the right to have physician-assisted suicide argue that assisted  suicide can bring benefits to both patients and society. They believe that people who  choose assisted suicide will die with dignity rather than suffer the pain of illness( OSteen,  Burke). That they will not let their family and friends suffer anymore by showing their weakness  and sickness. By choosing assisted suicide, patients can also reduce a huge amount of medical  expenses that insurance does not cover. To benefit society, their organs can be donated to save  people’s lives (Humphrey). Doctors and nurses can spend more time on recovering patients  rather than waste time on patients who are assured death, and of course, they still think it is a part  of one’s freedom to be able to choose for himself whether to live or die. Whether it is one’s  rational decision to chose to end their life has always been the center of this debate. Because  without argu ing about one’s free right, those who favor assisted suicide will lose an important  statement. Although there is a ton of evidence showing that physician assisted suicide is not right,  it is a fact that so many people are still in favor to legalize assisted suicide. They believe that  rather than give people hope to live, telling them the truth and offering them an option is more  reasonable. They argued that in some ways, it is humane to give dying people assisted suicide;  society is okay with people helping a sick or dying animal yet people are not okay with letting a  sick and dying patient go. It was said that humans are too selfish to let their loved ones go, even  if death would be a comfort. People who think it is illegal for a physician to offer assisted suicide  are accused of wanting to control other people’s lives. People think that one has his/her own will  about their life that no one is suppose to tell them what they should do and should not do. Especially when their faith to live is completely gone. It was understood as a merciful behavior  for a physician to offer help to end one’s life. A new statement was also brought up to argue in  the favor of legalize assisted suicide. It is that if one can reject medical treatment to prolong life  then why cant one request treatment to end it? Many people found this statement be reasonable  and useful to support the legalization of physician-assisted suicide.  After centuries’ debating, there is still no certain answer for those questions that are  brought up by the topic of assisted suicide. Two sides are still debating about the benefits and  negative effects of assisted suicide. Still to this day no one is able to convince the either group to  change their views on this topic. In 2006, the US Supreme Court ruled that legalizing assisted  suicide is to be the responsibility of each state respectively. No one can yet predict how long this  topic wi ll still be an argumentative topic for debate, And no one can predict how this issue will  effect human life in the future. But overall, do people really possess the right to kill a life that  was not created by them? It is still a big question that no one has yet given an answer that can  satisfy everyone. Maybe one-day people will find out the right answer and that assisted suicide  will be a new thing that brings benefits to the world. Physician suicide should be banned due to  its negative cause and impaction to society. People who think assisted suicide should be  illegalized because of the value of life to a society is still the majority; ending a life is  not so simple that people should decide to do so on their own. Work cited Pickert, Kate. A brief history of assisted suicide. a brief history of assisted suicide. N.p., 3 Mar. 2009. Web. 13 Sept. 2013. . Humphry, Derek. Liberty and Death: A manifesto concerning an individuals right to choose to die. Assisted Suicide Information on right-to-die and euthanasia laws and history. N.p., 24 Mar. 2009. Web. 18 Sept. 2013. Declaration of Independence Text Transcript. National Archives and Records Administration. N.p., n.d. Web. 18 Sept. 2013. OSteen, David N. , and Burke J. Balch. Why We Should Not Legalize Assisted Suicide | New York State Right to Life. Welcome | New York State Right to Life. N.p., n.d. Web. 18 Sept. 2013. Information on right-to-die and euthanasia laws and history. N.p., 24 Mar. 2009. Web. 18 Sept.2013. .

McDonalds Employee Relations

McDonalds Employee Relations Q.a. What may McDonalds have considered in order to establish their approaches to collective bargaining in both Germany and the UK? To answer the above question we first need to know about basics of collective bargaining where Collective Bargaining is defined as the process of turning disagreements into agreements in an orderly fashion. Collective bargaining is the process followed to establish a mutually agreed set of rules and decisions between unions and employers for matters relating to employment. This is a regulating process dealing with the regulation of management and conditions of employment. Collective bargaining is used as the negotiation process between employees and employers with unions acting as the representatives of employees. The entire process depends on the bargaining powers of the concerned parties. In line with the above definition McDonalds may have considered the approach and settings of collective bargains as an important issue of employee relations. The German setting and approach McDonalds may have considered establishing their approaches to collective bargaining in Germany: The traditional collective approach to Employee Relations (ER) in German companies is deeply rooted in the particular configuration of the German Industrial Relations (IR) system. This is characterized by a high degree of regulation and a dense, encompassing institutional infrastructure that imposes a uniform set of institutional constraints on companies, but at the same time provides incentives for employers to accept institutional constraints. McDonalds, to establish its approaches to collective bargaining this ER and IR framework may have been considered in first instance. In addition, the institutional structure is highly integrated with strong linkages, not only within the IR system, but also to the wider German businesses system. Key elements of the German model, to which the majority of German companies subscribe, are the centrally co-ordinated sector based collective bargaining system and employee representation at domestic level via the works council system equipped with sta tutory participation and consultation rights. Food industry in Germany is not beyond this mechanism where McDonalds considerations regarding collective bargaining approach must have encompassed with statutory participation and employee consultation and codetermination rights. Indeed, German employers have to negotiate a densely structured institutional framework inside and outside the company level. The German approach to collective bargaining is also underwritten by strong labor market legislation and an elaborate welfare system. Despite growing interest in individual bargaining style direct employee involvement mechanisms, their uptake has so far been comparably modest in German companies (Sperling, 1997). Because of the wide ranging rights of information, consultation and co-determination in the German food industry, the use of individual voice mechanisms is relatively unimportant in the German setting where collective bargaining still has the paramount influence. Therefore, in the international context, McDonalds may have considered a propensity to support a collective approach to ER in their international operations by recognizing trade unions, engaging in collective bargaining and establishing strong workplace level employee representation systems. The UK Setting and the UK Approach to Employee Relations In contrast to Germany, the contemporary British system of collective bargaining is characterized by a weak regulatory framework and a thin, fragmented institutional infrastructure, which imposes relatively few barriers and constraints on labour relations practices. The fragmentation of the institutional structure goes hand in hand with weak linkages both within the IR system and in connection to the wider national business system which obviously includes food industry in the UK. Because of the relative permissiveness of the contemporary IR context, the UK seems to be a particularly suitable country for McDonalds, as subsidiary, to explore the country of origin effect in international operations, since home country approaches to ER can be transferred relatively unconstrained by host country institutional arrangements. However, to uncover the existence of possible ownership effects it is necessary to establish the differential space between the home and the host country ER approaches. Contrary to the German experience, no distinct stereotypical UK ER approach can be identified. Traditionally the cornerstone of labor relations was the pluralist workplace industrial relations system, which subsequently collapsed in the 1980s in the wake of the neo-liberal labor market policies under the Thatcher government. These reforms are most important issue to be considered in establishing collective bargaining approaches in the UK which have encouraged employers to dispense with collective labour relations and to individualise ER along the lines of US style HRM by end of the 1990s a collective approach to ER is no longer representative of the economy as a whole, but is increasingly confined to the public sector and a dwindling minority of private sector companies. In the private sector, trade union recognition collapsed throughout the 1980s and 1990s and with it the incidence of workplace level trade union representatives. The institution of collective bargaining dramaticall y declined. By 1998, two-thirds of private sector employees had their pay fixed by management decision without any union involvement. Here, employees are neither represented by collective voice mechanisms, nor do they enjoy a comprehensive individual voice mechanism. In case of establishing McDonalds may have considered those conditions and changing mechanisms to establish their approaches to collective bargaining efficiently. Factors May have been considered by McDonalds National Legislation: National legislation must have been considered by the McDonalds in establishing their approached towards collective bargaining within the industry both in UK and Germany. In the UK legislation there is no specific preference regarding the mode of employee or industrial relationship for MNEs like McDonalds. So McDonalds is well known as anti-union giant in the UK and their approach towards collective bargaining is strictly negative. In Germany on the other hand, has a highly regulated industrial relations system which, in theory at least, provides considerable constraints on the employee relations practices of MNEs. As a result McDonald had to thing the statutory bindings and regulations constraints regarding approaches to collective bargaining. Codetermination and collective bargaining rights The McDonalds in case of both Germany and UK has considered these rights as a different approach. German workers enjoy a dual system of representation, collective bargaining rights and co-determination rights through the institution of the works council and the supervisory board. Together with codetermination and collective bargaining rights, these legally enforceable and constituted rights appear to provide German employees with significant power resources compared to UK employees. So McDonalds must have considered the issues of the both rights of the employees before establishing their bargaining approach. Size of Franchise: The McDonalds corporation established itself in the UK in 1974, in Germany in 1971. The corporation currently has well over 800 stores in Germany amongst approximately 65% outlets are franchisee where in there are a similar number of stores in the UK with some 20% franchisee with approximately 45,000 employees in each country. In this case being a fast-food market leader in both countries McDonalds have considered the size of franchise. The franchise aspect influence collective bargaining issues through local entity and regulations involvement. So size of franchise is also a factor that may have been considered. Unioin Membership: McDonald also may have considered Union membership. German unions are arguably better organized and have retained a position of relative strength compared to those in the UK. Union membership at McDonalds in Germany and in the German fast-food industry is very small at around 5 per cent. However, these low percentages are still higher than the percentage of union membership at McDonalds and the fast-food industry in the UK. So this issue is an important consideration in establishing Macdonalds collective bargaining approach. The increasingly anti-union climate: The increasingly anti-union climate in the 80s and early 90s has encouraged Macdonalds in the UK to withhold or withdraw union recognition, and discouraged employees from joining unions and posed difficulties for recruitment. In Germany, union membership remains at around 5 per cent at McDonalds. The findings suggest that it is only where a works council has been established where still there is better union practice than the UK. So this consideration may have been involved in planning McDonalds approach towards collective bargaining. Characteristics of Workforce and Nature of the industry: McDonalds have considered both the factors in case of both countries to design its approach towards collective bargaining. Redundancy and employee apathy: Redundancy and employee apathy amongst part-time, temporary, foreign or young workers undoubtedly play an important role in the low or non-existent levels of union membership. So this factor may have been considered in both UK and Germany. Strong corporate culture: Strong corporate cultures are seen as instilling appropriate behaviors and. This is essentially what is argued here with regard to the non-union approach of McDonalds in both the countries. McDonalds Anti-union belief: McDonalds is basically a non-union company and intends to stay that way. About unionization in the UK once McDonalds stated thatà ¢Ã¢â€š ¬Ã‚ ¦.. unionization has risen its ugly head over the years, but you know, we feel that we offer a good deal to people, all kinds of ways in which we can communicate, so that if there was a problem they can bring it to management, we feel that we dont need unions. But in Germany McDonalds never been outspoken like in UK about union. Public image Macdonalds has a big public image and brand reputation which may have been considered both in the UK and Germany to establish collective bargaining approaches. Employer Associations Employer associations in Germany are stronger than UK. So the MsDonaldS approach in the UK is different from that of Germany. Q.b. How may McDonalds have considered individual bargaining as an alternative or additional approach in both Germany and the UK? What benefits and/or problems may this have brought in both countries? Individual bargaining: Individual bargaining is the process by which an employer and an employee negotiate an individual contract of employment, regulating the terms and conditions of employment. Individual Bargaining: Advantages The main advantage of individual bargaining is it is a single voice and thus there is no conflict in matters Another advantage of individual bargaining is that it expresses the views and opinions of one person and thus there is no compromising Individual Bargaining: Disadvantages The main disadvantage of individual bargaining is that the manager will not take a lot of notice of just one persons views or opinions and therefore nothing will happen Thus there is not a lot of chance that individual bargaining will have an influence on company decisions and policies. Collective Bargaining: Advantages The main advantage of collective bargaining is that the manager will not take a great deal of time in deciding on what action to take on an individual level. The employees have greater influence in the final decision the manager will take. There is also a chance of the employees getting what they demand. Collective Bargaining: Disadvantages The main disadvantage of collective bargaining is that it is seen as depriving the individual worker of their individual liberty and voice. The major changes in the industrial relations in UK i.e. a shift away from collective bargaining towards individual argaining were in the favour of McDonalds own strategy. The turn down in the union membership in both UK and Germany also helps McDonalds to practice the individual bargaining in their organization. Benefits: Improvement in the relationship of management and workers within the organization as it is evident from the statement of John cooke McDonalds US Labour relations chief as: We feel that we offer a good deal to people, all kinds of ways in which we can communicate, so that if there was a problem they can bring it to management. As employees are generally unaware of their rights they can take advantage of the situation to save their costs. As example is given cleaning of uniforms. And also regarding pay, performance related pay, probation and notice for redundancy, paid leave. Individual workers can never be a threat for McDonalds where there may have a chance in the existence of trade union. Disadvantages: Loss of public image in Germany that subsequently decrease their sale growth in German market. Large compensation need to provide for violating employees rights in different work place. Q. c. How may the approach to collective bargaining in Germany and the UK influence employee relations for McDonalds internationally? McDonalds opposition to trade unions is now well-documented; however, the extent to which it can operate without unions or can avoid or undermine collective bargaining with unions and/or statutory works councils varies considerably in different countries and over time. Consequently the ability of national unions and their GUFs to improve pay levels and conditions of work has been limited, variable and by no means static. This is nicely illustrated by McDonalds operations in New Zealand where the corporation responded pragmatically to changes in government and labour legislation, excluding unions from and then returning to collective bargaining ahead of law reforms aimed at strengthening unions in 2000, but continued to keep unions out of its restaurants wherever possible. Attempts to regulate McDonalds employment conditions are therefore an ongoing struggle in which without pro-union labour law, unions have little chance of organising workers and even less chance of establishing collective agreements. This may come as no surprise in countries such as the and Ireland where unions have had either no success or short-lived successes in gaining union recognition only to be denied before collective agreements can be established or enforced. However, even unions located in countries with more stringent labour legislation (e.g. Denmark, the Netherlands, France, Italy, Germany, Sweden and Norway) have had varying success in achieving some improvements in employee representation, pay and conditions of work and even where improvements have been achieved they are often under threat. Union attempts to increase the number of union-backed works councils and establish a company-level works council (Gesamtbetriebsrat) have completely failed, resulting from a number of sophisticated union-busting practices. Furthermore, despite some success in persuading McDonalds to accept collective bargaining in Germany in the late 1980s, McDonalds withdrew from collective bargaining in 2002 and has threatened to deal exclusively with a yellow union. In Denmark, where average union membership is much higher than Germany and labour law is equally stringent, McDonalds only agreed to bargain collectively after a year of conflict and boycotts involving other Danish unions and support from Finnish and Swedish unions in the late 1980s. McDonalds has tried to roll-back the basic terms of such agreements ever since. Nevertheless, in Sweden, Norway and Denmark, McDonalds workers do enjoy better conditions of work and higher pay than in other European countries and the USA itself. However, even in those countries it is very difficult to establish union representatives in the outlets, something which experience shows is essential if such collective agreements are to be properly enforced in. Despite these difficulties European unions have undoubtedly had some success in bringing McDonalds to the bargaining table, especially where sector-level bargaining is in effect compulsory and where labour law is more stringent and supportive of union rights and collective bargaining. Q.d. What additional or alternative methods could support good employee relations for McDonalds? Consider the role an HR function could take? The HRM approach to employee relations can be described in terms of several prescriptions that McDonalds can use for good employee relationship. An HRM model for employee relations focuses on a drive for commitment meaning that the focus of the organization should be to win the trust, motivation and commitment to the organization, participating in its development opportunities. Emphasis is on mutuality, meaning that employees share common goals, the vision and mission of the organization. Communication within the organization follows an established set of procedures that are agreed formally or informally and may include briefings, meetings with representatives, etc. HRM emphasizes the shift from collective bargaining to individual contracts. Employee involvement in McDonalds may be fostered and a number of techniques and approaches are followed to support their involvement. Total quality management aims at continuous improvement of quality. Another initiative for McDonalds is flexible working arrangements and focus on the life-work balance through harmonization of conditions for all employees. Finally the support of employee communities of practice and team spirit are of high priority. Employee relations describe as in-terms employee communication, employee involvement, employee rights and employee discipline. Armstrong has identified the elements of employee relations as follows may have been considered in designing the employee relationship: Formal and informal policies and practices of the organisation. The development, negotiation and application of formal systems, rules and procedures for collective bargaining, handling disputes and regulating employment. Policies and practices for employee communications . Informal and formal process regulating the interactions between managers and employees. Policies of the government, management and trade unions. A number of parties including state, management, organisations, trade unions, employees, etc. The legal framework. Institutions (e.g. ACAS) and the employment tribunals. The bargaining structures, recognition and procedural agreements enabling the formal system to operate. Employee relations processes Figure Reconciliation of interests between employers and employees According to the Industrial Relations Services there are four approaches to employee relations that can contribute in better relationship between McDonalds and its employees are: Adversarial meaning that employees are expected to follow the targets identified by the Organization. Traditional meaning that employees react on management proposals and directives. Partnership meaning that employees are involved in assisting the organisation and consensus is reached in decision making related to policies. Power sharing employees are involved also in daily management apart from policy making. Employee relations policies act to disseminate its preferred approach with respect to the relationship it wants to have with its employees and the empowerment of employees for certain activities. Employee relation policies cover several areas McDonalds may have used in improving employee relations including: Trade union recognition meaning decisions with respect to the recognition or derecognition of certain unions and preferences of the unions the organisation prefers to deal with. Collective bargaining meaning the identification of those areas that should be covered from such a negotiation. Employee relations procedures meaning procedures such as redundancy, grievance handling and disciplinary actions. Participation and involvement meaning the extent to which the organization shares power and control with its employees. Partnership meaning the extent to which a partnership with employees is desirable. The employment relationship meaning the extent to which employment terms and conditions are controlled by collective agreements or individual contracts. Harmonization meaning the harmonization of terms and conditions of employment arrangements. Working arrangements meaning the extent to which unions are involved in the determination of working arrangements. Employee involvement is central to employee relations as Bratton and Gold discuss. Employee involvement can be described in terms of the form of involvement (whether it is formal or informal), the level of involvement in the organizational hierarchy and the degree of involvement. Across these three employee involvement dimensions several types of involvement can be rated from the lower ones in terms of empowerment, involvement and organizational level to the higher ones. Through wide range of employee involvement McDonalds can start good employee relations process which never been in this organization. The following situations are ranked in an ascending order in terms of all three dimensions of employee involvement McDonalds should take into consideration: Communication -> Financial Involvement -> Problem solving groups -> Quality circles -> Cross functional teams -> Self directed teams -> Collective bargaining -> Worker directors -> Works councils. Employee involvement in McDonalds can be described as an involvement-commitment cycle, a communication cycle that builds an internal culture encouraging initiative, learning and creativity. The cycle consists of the following stages: Managers perceive the need for involving employees in decision making Introduce new forms, employee involvement and open communication mechanisms Greater autonomy and input into decision making Increased employee job satisfaction, motivation and commitment Improved individual and organisational performance. Q.e. Conclude by taking the key elements of your observations in steps a-d regarding McDonalds approach to employee relations in order to make a short recommendation for similar countries or organisations with regard to developing and/or improving their employee relations Findings recommendations: The process of collective bargaining is to settles down any conflicts regarding the conditions of employment such as wages, working hours and conditions, overtime payments, holidays, vacations, benefits, insurance benefits etc. and management regulations. In most areas, McDonalds German employees appear to enjoy better conditions than their UK counterpart. This is particularly so with regard to holiday entitlement but again this is still lower than for most German firms. The recent UK pay increase has brought pay levels close to those in Germany. In Germany the NGG are satisfied that by and large they have been able to improve pay and conditions for most employees, however, there remain two main problems. The above discussion suggests that there is an obvious need to scrutinise the powers of MNEs and it raises questions about the adequacy of labour legislation. Conditions of work and employment appear to be increasingly threatened, regardless of particular institutional arrangements. Weak or ambiguous legislation and continuing employer demands for flexibility, decentralisation and deregulation may increasingly allow MNEs to choose employee relations policies with interference from external labour market institutions. This may be too pessimistic, clearly more comparative work is needed in the area and it will need to concentrate on the common themes or tensions in all countries and examine how they are affecting the choices of micro-level actors and institutional arrangements in different societies. Individual bargaining can be used as both of alternative to collective or in parallel. But my recommendation for Macdonalds to use individual bargaining as an alternative approach specially in Europe and American territory whereas in Australia and New Zealand it could be used in addition. Due to decline in collective bargaining in all over the world it is now strongly recommended that McDonalds should prepare to adapt with a change in the bargaining structure which is becoming more decentralised in Sweden, Australia, the former West Germany, Italy, the United Kingdom, and the United States, although in somewhat different degrees and ways from country to country. We have also come to understand that bargaining structure both influences and is influenced by the distribution of bargaining power. Yet, data that allow clear tests of the effects of changes in bargaining structure on bargaining outcomes generally have not been available. The difficulty of assessing the effects of bargaining structure arises in part from the fact that there is no simple measure of the degree of bargaining structure centralisation, because the location of collective bargaining often differs depending on the subject of bargaining. In many countries, wages are negotiated in company or sectoral agreements, and work rules are set at a lower level, often in plant agreements. Furthermore, worker participation in decision making often occurs at still another bargaining level, or through informal mechanisms (works councils or shop floor discussions, for example) rather than through collective bargaining agreements. McDonalds is now a biggest brand in the food industry world-wide. So it has its own responsibility to look into public image and good employee relations which are widely correlated. So McDonalds should keep very efficient employee relation practice through an efficient Human Resource Strategy and functioning properly on HR roles. Web Resorce: www.rdi.couk http://www.wales.ac.uk/en/account/login.aspx References: Royle,T (1999) The reluctant bargainers? McDonalds, unions and pay determination in Germany and the UK, Industrial Relations Journal,30(2), p135-150 A, Arthur and et al. (2001),Strategic Management: Concepts and Cases, 12thedition, McGraw-Hill Irwin ACCA, 2005-2006, Paper 3.5 Strategic Business Planning and Development, 5th Edition, June 2005, for exams in December 2006 and June 2006 Study Text, BPP Professional Education BBC.com (2003). Court dismisses McDonalds obesity case. BBC. 22 January http://www.bbc.com/issues_06/030807EC.html. (Accessed: 2 November 2007). Bized.co.uk.(2006). McDonalds Company Facts. Bized.co.uk. [Online]. Available at: www.bized.co.uk/compfact/mcdonalds/mcindex.htm. Botterill, J. and Kline, S. (2007). Re-branding: the McDonalds Strategy. Emerald management First. Brassington F., (2005). Essentials of Marketing (Vol. 2). USA, St. James Press. CNNMoney.com (2007). Fortune 500 index. CNN.com. [Online]. money.cnn.com/magazines/fortune/fortune500/2007/index.html. Data Monitor. (2007) McDonalds Corporation Profile Reference Code:067DBDCC-E9DC-4CAC-80AD-164A6748F392 [Athens], http:/ www.datamonitor.com, Eisenberg, D. (2002). Can McDonalds ShapeUp? . Times.com. 25 September. http:/ www.time.com/time/business/ article/0,8599,354778,00.html Erlichman, J. (1994). Leaflet A Threatto McDonalds. The Guardian.29 June. http://www.guardian.co.uk/uk_news/story/0,3604,1299121,00.html. External and Internal Factors Affecting McDonalds- Management Theory. External and Internal Factors Affecting McDonalds Management Theory Paper Forrest, W. (2006). McDonalds Applies SRM Strategy to Global Technology. Reed Business information. 7 September. http:/ www.purchasing.com/article/CA6368285.html. Goggoi P.. (2006). Why McDonalds Isnt Free of Trans Fat Business Week Online 00077135 [EBCSCO], http://web.ebscohost.com/ehost/detail?vid=2HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]hid=117HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]sid=17122dbb-79eb-4b1f- b879-472028dbb304%40sessionmgr109 HealthActive (2007) Active After-school Communities http://www.healthyactive.gov.au/internet/healthyactive/publishing.nsf/Content/active_after_school_communities.pdf/$File/active_after_school_communities.pdf Henry Assael, 1998, Consumer Behavior and marketing action, 6th Ed., South-Western College Publishing IASO International Association for the study of Obesity. (2007). Making schools and young people responsible: a critical analysis of Irelands obesity strategy. http://www.blackwell-synergy.com/doi/full/10.1111/j.1365- 2524.2008.00763.x#Education,%20schools%20and%20obesity, Jagger, S. (2007). As Americans tighten their belts, fast-food operators let it all hangout. In The Times, 21 July 2007, 62.

Supremacist Ideologies in Joseph Conrads Heart of Darkness Essay

Supremacist Ideologies in Heart of Darkness Joseph Conrad's Heart of Darkness colludes with the ethnocentric attitude of Europeans towards the native people of Africa. At the turn of the century, European imperialism was viewed as "a crusade worthy of this century of progress" by King Leopold of Belgium. Although Conrad was critical of imperialism, his novella reveals to the reader an undeniable Victorian provenance. It endorses cultural myths of the period and reinforces the dominant ideology of the British gentleman. Its Victorian provenance is revealed in the representation of race, which is constructed through the character Marlow. His powerful narrative viewpoint reinforces what Chinua Achebe called Europe's "comforting myths" about Africa and Africans. The text consistently constructs black people as 'other'. This is achieved primarily by Marlow, who acts to construct the natives from the vantage point of the British gentleman. When he "looked at them", he searched not only for their "impulses, motives, capacities" but also for restraint, a value that he champions throughout the retelling of his story. When he can't find it, he remarks "Restraint? What possible restraint?" Marlow's first encounter with the natives is at the Outer Station, where his ambivalence towards them is foregrounded by his obsession with the miraculously efficient first-class agent. The natives are effectively dehumanised because they are presented as nothing more than "black shadows" and "acute angles"; and Marlow is far more interested in the fact that the accountant kept his books in "apple-pie order" than with the dying black men outside. Similarly, when Marlow stumbles across "a middle-aged negro, with a bullet-hole in the... ...t inexorably associates the continent and its people with darkness. We have the natives described as "black shapes", "strings of dusty niggers" and "a whirl of black limbs". This imagery also often associates Africans with supernatural evil. Near the Inner Station: "A black figure stood up, strode on long black legs, waving long black arms, across the glow. It had horns... some sorcerer, some witch-man, no doubt; it looked fiend-like enough" The African landscape is not only culpable for Kurtz's wrongs, but it is also a place of darkness and of evil, a place of paganism, with "the throb of drums, the drone of weird incantations"; a place of "lurking death", cannibalism, disease and insanity - all of Marlow's reality is filtered through the European consciousness, and all of his narrative serves to endorse European supremacist ideologies.

Transculturation in Our Sister Killyjoy and Nervous Conditions Essay

Transculturation in Our Sister Killyjoy and Nervous Conditions Postcolonial insights include theories of Diaspora, cultural hybridity and transculturation. The latter, ‘transculturation’ is the term used to define ‘cultural change induced by introduction of elements of a foreign culture.’[1] The term ‘transculturation’ was first coined by Cuban anthropologist and sociologist Fernando Ortiz in 1947 to describe the phenomenon of merging and converging cultures. Transculturation covers war, ethnic conflict, racism and multiculturalism, hence it is a concept very relevant to the postcolonial period and subsequently to postcolonial literature. When transculturation affects ethnicity the term ‘ethnoconvergence" comes into being and is opposed by ‘ethnocentrism’ the view that one's culture is of greater importance than another’s. Ethnocentrism manifests itself in various aspects of culture, though the main ethnocentric divider is always religion or belief, these ethnic divides are most frequently binary. ‘Our Sister Killjoy’ and ‘Nervous Conditions’ both show aspects of transculturation, perhaps the most obvious sign are the narrator's adoption of the dominant English language to write their novels. At varying points in each novel it is also clear that both Aidoo and Dangarembga have difficulty in choosing between the two cultures in their own personal struggles with transculturation. I shall go on to explore these instances of transculturation within both novels. Tsitsi Dangarembga’s 1988 novel ‘Nervous Conditions’ is a landmark in postcolonial literature as it was the first published English novel written by an African woman. Set in 1960’s Rhodesia and emerging from the shadows of apartheid, it chronicle... ...147 [10] Dangarembga, Tsi Tsi. Nervous Conditions. Scattle: The Seal Press, 1988 page [11] Okonkwo p6 [12] Odamtten, Vincent O. The Art of Ama Ata Aidoo: Polylectics and Reading Against Neocolonialism (Florida: University Press of Florida, 1994) page 122 [13] Aidoo, Ama Ata Our Sister Killjoy (New York: Longman, 1977) page 13 [14] Aidoo, Ama Ata Our Sister Killjoy (New York: Longman, 1977) page 57 [15] Odamtten, Vincent O. The Art of Ama Ata Aidoo: Polylectics and Reading Against Neocolonialism (Florida: University Press of Florida, 1994) page 125 [16] Aidoo, Ama Ata Our Sister Killjoy (New York: Longman, 1977) page [17] Aidoo, Ama Ata Our Sister Killjoy (New York: Longman, 1977) page 112 [18] Pratt, Mary Louise Imperial Eyes: Travel Writing and Transculturation (London, Routledge 1992)

Security Council

Security Council The United Nations Security Council (UNSC) is the organ of the United Nations charged with maintaining peace and security among nations. While other organs of the United Nations only make recommendations to member governments, the Security Council has the power to make decisions which member governments must carry out under the United Nations Charter. The decisions of the Council are known as United Nations Security Council Resolutions. The Security Council is made up of 15 member states, consisting of five permanent seats and ten temporary seats.The permanent five are China, France, Russia, the United Kingdom and the United States. These members hold veto power over substantive but not procedural resolutions allowing a permanent member to block adoption but not debate of a resolution unacceptable to it. The ten temporary seats are held for two-year terms with member states voted in by the UN General Assembly on a regional basis. The Presidency of the Security Counci l is rotated alphabetically each month. Members. Security Council members must always be present at UN headquarters in New York so that the Security Council can meet at any time.This requirement of the United Nations Charter was adopted to address a weakness of the League of Nations since that organization was often unable to respond quickly to crises. The role of president of the Security Council involves setting the agenda, presiding at its meetings and overseeing any crisis. It rotates in alphabetical order of the members' names in English. There are two categories of membership in the UN Security Council: Permanent Members and Elected Members. Permanent membersThe Council seated five permanent members who were originally drawn from the victorious powers after World War II: 1. The Republic of China 2. The French Republic 3. The Union of Soviet Socialist Republics 4. The United Kingdom of Great Britain and Northern Ireland   5. The United States of America The five permanent mem bers of the Security Council are the only nations recognized as possessing nuclear weapons under the Nuclear Non-Proliferation Treaty, although it lacks universal validity, as some nuclear nations have not signed the treaty.This nuclear status is not the result of their Security Council membership, though it is sometimes used as a modern-day justification for their continued presence on the body. India, Pakistan, North Korea, and Israel possess nuclear weapons outside of the anti-proliferation framework established by the Treaty. In 2004, four of the five permanent members were also the world's top four weapons exporters when measured by arms value; China was seventh. Each permanent member state has veto powers, which can be used to void any substantive resolution. A single veto from a permanent member outweighs any majority.This is not technically a veto, rather just a â€Å"nay† vote; however a â€Å"nay† vote from a permanent member blocks the passage of the resolut ion in question. Elected members Ten other members are elected by the General Assembly for two-year terms starting on 1 January, with five replaced each year. The members are chosen by regional groups and confirmed by the United Nations General Assembly. The African bloc chooses three members; the Latin America and the Caribbean, Asian, and Western European and Others blocs choose two members each; and the Eastern European bloc chooses one member.Also, one of these members is an Arab country, alternately from the Asian or African bloc. The current (2007) elected members, with the regions they were elected to represent and their Permanent Representatives are: 1. Belgium (Western Europe): Amb. Johan C. Verbeke 2. Republic of the Congo (Africa): Amb. Basile Ikouebe 3. Ghana (Africa): Amb. Nana Effah-Apenteng 4. Indonesia (Asia): Amb. Rezlan Ishar Jenie 5. Italy (Western Europe); Amb. Marcello Spatafora 6. Panama (Latin America and Caribbean): Amb. Ricardo Alberto Arias   7. Peru (Lat in America and Caribbean) – Amb.Oswaldo de Rivero   8. Qatar (Asia, Arab): Amb. Nassir Abdulaziz Al-Nasser 9. Slovakia (Eastern Europe): Amb. Peter Burian 10. South Africa (Africa): Amb. Dumisani Kumalo Veto power Under article 27 of the UN Charter decisions in the 15-member Security Council on all substantive matters—for example, a decision calling for direct measures related to the settlement of a dispute— require the affirmative votes of nine members. A negative vote—a veto—by a permanent member prevents adoption of a proposal, even if it has received the required number of affirmative votes.Abstention is not regarded as a veto despite the wording of the Charter. Since the Security Council's inception, China (ROC/PRC) has used five vetoes; France, 18; Russia/USSR, 122; the United Kingdom, 32; and the United States, 81. The majority of Russian/Soviet vetoes were in the first ten years of the Council's existence. Since 1984, the numbers have bee n: China, two; France, three; Russia/USSR, four; the United Kingdom, 10; and the United States, 43. Procedural matters are not subject to a Security Council veto.This provision is important because it prevents the veto from being used to avoid discussion of an issue. Status of non-members A state that is a member of the UN, but not of the Security Council, may participate in Security Council discussions in matters that the Council agrees that the country's interests are particularly affected. In recent years, the Council has interpreted this loosely, enabling many countries to take part in its discussions or not depending on how they interpret the validity of the country's interest.Non-members are routinely invited to take part when they are parties to disputes being considered by the Council. Role of the Security Council Under Chapter Six of the Charter, â€Å"Pacific Settlement of Disputes†, the Security Council â€Å"may investigate any dispute, or any situation which mig ht lead to international friction or give rise to a dispute†. The Council may â€Å"recommend appropriate procedures or methods of adjustment† if it determines that the situation might endanger international peace and security. These recommendations are not binding on UN members.Under Chapter Seven, the Council has broader power to decide what measures are to be taken in situations involving â€Å"threats to the peace, breaches of the peace, or acts of aggression†. In such situations, the Council is not limited to recommendations but may take action, including the use of armed force â€Å"to maintain or restore international peace and security†. This was the basis for UN armed action in Korea in 1950 during the Korean War and the use of coalition forces in Iraq and Kuwait in 1991. Decisions taken under Chapter Seven, such as economic sanctions, are binding on UN members.The UN's role in international collective security is defined by the UN Charter, which gives the Security Council the power to: * Investigate any situation threatening international peace; * Recommend procedures for peaceful resolution of a dispute; * Call upon other member nations to completely or partially interrupt economic relations as well as sea, air, postal, and radio communications, or to sever diplomatic relations; and * Enforce its decisions militarily, if necessary. The United Nations has helped prevent many outbreaks of international violence from growing into wider conflicts.It has opened the way to negotiated settlements through its service as a center of debate and negotiation, as well as through UN-sponsored fact-finding missions, mediators, and truce observers. UN Peacekeeping forces, comprised of troops and equipment supplied by member nations, have usually been able to limit or prevent conflict, although sometimes not. Some conflicts, however, have proven to be beyond the capacity of the UN to influence. Key to the success of UN peacekeeping efforts is the willingness of the parties to a conflict to come to terms peacefully through a viable political process.