Organizational Structure and Process Design Essay

Introduction Maruti Udyog Limited is a subsidiary of Suzuki Motor Corporation, the largest manufacturer of mini passenger vehicles in Japan in terms of sales volumes. Suzuki was also the eleventh largest vehicle manufacturer in the world and the fourth largest manufacturer in Japan in terms of worldwide sales volumes in 2000. Maruti was ranked twentieth in terms of worldwide sales volumes amongst vehicle manufacturers, and has been the largest passenger car manufacturer in India. In fiscal 2002, it had the highest sales volumes of 339,964 cars and a market share of 58.6%. Maruti has a diverse product range that includes ten basic models with over 50 variants, of which nine models are manufactured locally and one is imported from Suzuki. A timeline showing the evolution of Maruti over the years is given in the appendix. Maruti?s manufacturing facility comprises three integrated plants (all located in the same premises) located at Gurgaon in the state of Haryana. The production facility capability at each plant is upgraded on an ongoing basis to improve productivity and quality. At present, it has an installed capacity of 350,000 vehicles per year, which is the highest among passenger car manufacturers in India and among all passenger car manufacturing facilities of Suzuki?s subsidiaries outside Japan. There are total 17 manufacturing shops and are capable of producing more than 50 variants of the nine basic models manufactured, with different specifications, within the same day. The production of a car occurs in the following stages: Press Shop, Weld Shop, Paint Shop, Assembly Shop, Machine Shop and Engine shops. Maruti has extensive sales and service network, the largest network of dealers and service centers amongst car manufacturers in India. As of March, 2003, they had 178 authorized dealers with 243 sales outlets in 161 cities. For service, they had 342 dealer workshops and 1,545 Maruti Authorized Service Stations, or MASSs, which covered 898 cities in India backed by Express Service Centers on 30 highways across the country. For the supply of raw materials, components and spare parts of their products, they have 299 vendors all over the country. Vendors located within  a radius of 100 km from their facility supply the majority of our components. As of March, 2003, Maruti had 4,590 employees, including 614 engineers, 84 MBA graduates and 24 chartered accountants. Methodology We chose to study Maruti as its takeover and integration with Suzuki as well as dramatic changes in its task environment presented an interesting period to understand. Also we had a person with more than six years of experience in Maruti in our group and we were able to leverage his contacts within Maruti to get the required information. We interacted with a member of Senior Management of Maruti at Delhi through e-mail. This gave us a broader picture of structure and strategy of Maruti. Then we interviewed the head of Regional office of Maruti at Bangalore which helped us understand the dynamics of its vendor, dealer relationships better. We also chatted with a MUL employee undergoing training at SMC Japan to get a fell of culture of Suzuki. Last but not the least we interacted with summer interns and ex-employees of Maruti at IIM Bangalore. All these formal and informal interactions helped us form a holistic view of the organization and we were better able to appreciate the systems and processes at Maruti. Organizational Structure Maruti has a Functional organizational structure with Horizontal Linkages. The activities are divided broadly based on following functions Finance, Marketing, Engineering, Sales, Spares, Production, Materials, Production Engineering, Parts Inspection, Quality Assurance, Maintenance, Human Recourse Development, Information Technology, New Business, Administration As, it is a very big organization, these are further divided into smaller divisions, based on various criteria (product, plant, location etc). There are total 29 divisions in Maruti, and are headed by one Divisional Head,  which is a Functional post. Then these Divisions are further divided into 132 Departments, which are headed by one Department Head, which again is a functional post. A smaller version of the organizational chart is shown below. The complete Organizational Chart is attached in the Excel file. Organizational Structure of Maruti Functionally, the structure of Maruti is very flat. The employees are divided in just six functional levels, namely Workers & Technicians, Supervisors, Executives, Section Managers, Department Manager, and Division Manager. Division Managers then report to Directors. However, hierarchically, these are divided into different levels, like, Technicians are divided in 7 levels (L-1 to L-7), Supervisors in 3 levels (L-8 to L-10), Executives and Managers in 4 levels (L-11 to L-14). Above this the Levels are designated as IDPM (Incharge Department Manager), DPM (Department Manager), DDVM (Deputy Division Manager), and DVM (Division Manager). The Section Manager, Department Manager and Division Manager are all Functional posts, which means anybody from levels L-11 to L-14 can be a Section Manager, an IDPM or a DPM can head a Department, and an DDVM or DVM can head a Division. Increasing importance of Boundary Spanning Units: With the increase in competition MUL has realized the importance of boundary spanning units. It requires its employees to pay frequent visits to showrooms of other car manufacturers to get information as to how they deal with their customers and what are the services offered by them. Once Puneet, our group member was asked to pay visit to a Hyundai showroom. He talked to the sales representative there and elicited as much information as he could. When Puneet was asked his telephone number he gave a fake number by changing the first and the last digit. Puneet was surprised when he received a call from the sales representative after two days (the person must have really tried different numbers). When asked about his decision,  Puneet told him that he has already bought a Maruti Zen. The sales representative congratulated Puneet for the new car and at the same time he asked what led Puneet to prefer Zen to Santro. During the entire conversation the representative was polite and enthusiastic. The amount of determination and dedication shown by this person was missing on part of the sales force of MUL and this was the feedback given by Puneet to his top-level managers. The increasing importance of Boundary spanning units can also be seen in the importance of department like Marketing and service. The head of Marketing and sales department reports directly to the MD whereas other departments like Finance and Production have to go through Joint Managing Directors. Horizontal Information Linkages 1.Information Systems Various Information Systems play a significant role in providing Horizontal Information Linkages. These Information Systems are well integrated and provide most of the information required by different departments. Most of these Information Systems were developed over time by the IT Department of Maruti. These Systems have evolved over time according to the changing information needs. The largest of such Information Systems is Production Management System, which provides the production related information to all the concerned departments. Some of the others are: Finance and payroll system, Marketing & sales systems, Spares Systems, Extranet with Dealers, Data warehousing and various MIS systems, Supply Chain Integration Initiatives (Extranets), Knowledge Management Portal, Vehicle tracking system etc. Apart from these Email, messaging and workflow systems also play an important role. 2.Direct Contact In some of the Departments, one person is designated as ?Coordinator? for different activities, which have a liaison role with other departments. An  example is the ?Quality Coordinator? in the Production Shop, who is a ?single window? for communication related to quality related issues. 3.Task Force In some specific short term tasks, various ?Cross Functional Teams? are formed taking people from all related departments to achieve the specific targets. Mostly they are used for Quality Improvement, Problem Solving, Cost Reduction, New product Development, New Product Trials related issues. Structural Dimensions 1.Formalization The automobile industry is a process driven industry. In Maruti also, the formalization is very high, all the operation procedures, standards, methods, instructions are written down formally. Apart from the ?Company-wide Procedures?, all Departments have their ?Department Procedures?. These Department Procedures define the scope of work for the department as well as the roles and responsibilities and work flows. These procedures are approved by the Division heads, and are available to all concerned (mostly in the form of electronic copy), and also available for other departments for reference. In production shops, the standard operating procedures are documented, and displayed on the work stations. They are called ?Maruti Operations Standards? or MOS. Similarly Maruti Engineering Standards (MES), Maruti Inspection Standards for Parts (MIS-P), Maruti Inspection Standards for Testing (MIS-T) etc are also available. Changes in all these documents are recorded for the purpose of back-tracking purpose. 2.Specialization The functional structure and further division of labor makes high degree of specialization in Maruti. 3.Hierarchy The span of control becomes a very interesting dimension in Maruti because most of the posts are functional in nature. If we look at the Section Manager in some department, then there might be 4-8 people of different levels (L-1 to L-13) directly reporting to him without any level-wise hierarchy amongst themselves. Therefore, in some cases, people working at as high level as L-13 do not have a direct sub-ordinate to them. The span of control is generally in the order of 3~6 at the top management level, 4~8 at the middle management level, and 0-5 at lower management levels (other than production). In production departments, the span of control at lower management level goes up to 40~50, as those many workers and technicians directly report to a line supervisor/ shift in-charge. 4.Centralization The Centralization is very low in Maruti, as the decision making authority is quite de-centralized and distributed across all levels. 5.Professionalism Maruti can be rated high on the Professionalism dimension, as most of the jobs require technical skills, and in some specific areas like Design and R&D, special training at Suzuki is also required. This is also evident from the fact that around 1900 employees of Maruti have been trained at facilities of Suzuki so far, and in the total work force, Maruti has around 80+ MBAs, 600+ Graduate Engineers, 200+ Diploma Engineers, and all the workers and technicians require minimum qualification of ITI. Use of Project based Teams In view of increasing competition in the automotive sector Maruti has tried  to use a project based structure to tackle specific problems effectively. Around two years back in a meeting of middle and senior level executives it was decided to form teams which would focus on specific goals. Around thirty teams comprising or 8 ? 10 members were formed. These teams had specific mandates in terms of cost reduction, new product development and were given resources and authority in order to implement their projects. For example, one team worked on value analysis and value engineering for specific components for cost reduction. Another team worked on improving the JD Power ratings that Maruti secured for IQS (Initial Quality Service). These teams were working on a high priority and all departments were expected to co-operate. Also they reported to the JDM directly and this helped them to sort out any problems they encountered. The best performing teams were awarded handsomely. Culture Corporate culture of a company reflects the kind of relationships its employees have with each other and the kind of bonding they feel with the company?s ideal and values. It also reflects the kind of strategy a company follows. Maruti which initially started as a PSU even though in collaboration with an MNC like Suzuki had a bureaucratic culture. A near monopolistic hold on the market made for a free-wheeling work force unconcerned with competition and innovation. But ever since liberalization and privatization the culture of Maruti has undergone a sea change. A small example will suffice: The day of a Maruti Employee started with signing the attendance register and coming late by half an hour or an hour was not uncommon but now with electronic swipe card based attendance a one minute delay can cost you a day?s salary. Earlier many workers used to come and sign the attendance register and then sub-contract their work to a temporary labor at the rate of around Rs.50 per day as compared to amounts around Rs10000 per month paid to them. With assured employment there was little incentive to contribute towards the well-being of the company. Even MUL employees who used to have a training stint in Japan used to feel frustrated and alienated by the work culture in  MUL after finishing their training. A reflection of this culture was the worker strike which crippled Maruti in 2001. After recovering from the strike Maruti had a perceptible change in culture. A VRS scheme introduced soon afterwards increased the sense of insecurity amongst employees, but it was all for a good cause. A hiked component of variable pay further brought company and employee interests in sync. An interesting ritual of starting the day with a two minute exercise on Japanese music was introduced. Also they have a common uniform and common canteen since the very beginning. So you can really walk into the company canteen and eat with the MD Jagdish Khattar. Now MUL has more of a mission culture with a clear mandate to maintain its market share and act as a small car sourcing hub for Suzuki. A look at company?s vision statement makes an interesting study. The company?s vision is to be the leader in the Indian automobile industry, creating customer delight and shareholders wealth, a pride of India. After its acquisition by a Japanese company does its vision of being the pride of India? Whosoever said that globalization is not full of ethical dilemmas! Comparing the culture of Maruti to other companies in India it is most similar to Hyundai and Daewoo in India, companies which have East Asian origins. Lot of stress is laid on team work and treating the company as an extension of one?s family. Innovation is also encouraged an example being the constant innovations in terms of process improvements using quality circles in Maruti. Of late an overtime culture has also slowly made its way into Maruti with the promotions linked to 180 ° feedback and staying late being used as a tool to signal your dedication and hard work. At this point it will be interesting to compare and contrast the culture and practices at Maruti and its Japanese parent Suzuki Motor Corporation of Japan. Organizational Structure and Work Culture at SMC, Japan A brief description of the Organizational Structure of Suzuki Motor Corporation Japan is given in the form of a block diagram below. SMC is headed by a chairman. The company consists of 8 divisions. These are further divided into subdivisions and departments. Organizational Structure of SMC, Japan is hsown in the appendix. Differences between Work Culture at Suzuki Motor Corporation Ltd. and Maruti Udyog Ltd. We interviewed A.B.Sinha, who is Deputy Manager (Engineering) at MUL and has been training for the last two years at Suzuki, Japan. During the course of this interview we discovered several interesting differences in the work culture between MUL and SMC. ?Employment at SMC tends to be a lifelong commitment. This means that neither the company lays off its workers nor the employee leaves the company for employment elsewhere. Hence any new employee joining the company is an important occasion and is celebrated in a series of ceremonial parties. ?The company trusts its employees to a greater extent and the employees in turn respond by being totally devoted to the company. There is no system of monitoring attendance through I cards and no system of punishments. The employees do not use the official telephone for personal calls. Also, there is less conflict and more team spirit. All assignments are given to teams. If one employee is not able to work then the others in his team try to help him. ?There is a strict hierarchy within the organization and the promotions are based on seniority. A Shinjun (entry level) takes 8 years to become a Kakaricho (asst. manager) and 8-10 years after that to become a Kacho (Manager). There is very little rotation between departments. ?There is a higher degree of precision in the planning. Jobs are allocated on an hourly basis. Meetings are short and focused. All employees record their movements on a board so that they can be easily tracked. ?Official timings are from 8:45 AM to 5:30 PM. However, most employees work from 8:45 to 7:00 PM on Wednesdays and from 8:45 AM to 10:00 PM on other days. The number of working days in a year is only 240. Power and Politics In MUL the control and power is mostly in the hands of management. During the workers strike in 2000 the management refused to agree to the workers demands. The officers ran the plant by supervising the operations of the plant and hiring contractual labour. This made it difficult for workers to sustain the strike. They had to call off the strike and were in fact forced them to agree to some changes laid down by the management. The power of Japanese has always been there in an implicit manner. The Japanese have acted as conflict resolvers whenever there have been any conflicts within or between departments. Many times the departments play politics wit other departments by trying to use the referent power available due to closeness with Japanese management. With the increase in stake of Suzuki Motor Corp. the legitimate power of the Japanese management has further increased. Strategic Profile A strategy is a plan for interacting with the competitive environment to achieve organizational goals. Organizations have goals that define where it wants to go and strategies define how it will get there. Strategy is usually one or more competitive actions. It involves choosing whether the organization will perform different activities than its competitors or will execute similar activities more efficiently than its competitors do. The strategic profile of Maruti can be described using the following models: 1.Porter?s competitive strategies: MUL introduced ‘Maruti 800’ in 1983 providing a complete facelift to the Indian car industry. The car was launched as a â€Å"People?s car† with a price tag of Rs40, 000. This changed the  industry’s profile dramatically. Maruti 800 was well accepted by middle-income families in the country and its sales increased from 1,200 units in FY84 to more than 200,000 units in FY99. Since then, MUL specialized in low-cost leadership. However its focus was not limited to small cars. MUL extended its product range to include vans, multi-utility vehicles (MUVs) and mid-sized cars. Hence it has low-cost leadership with a broad focus according to the framework of porter?s competitive strategy. 2.Miles & Snow?s strategy typology: This framework is based on the idea that managers seek to formulate strategies that will be congruent with the external environment. Organizations strive for a fit among internal organization characteristics, strategy and the external environment. This framework describes four strategies ? the prospector, the defender, the analyzer and the reactor. Maruti has always maintained stable products with minor innovations aimed improving the utility of products. In 1983, it saw opportunities and innovated by launching Maruti 800. It introduced cars in other segments like mid-car and multi-utility segments. Since then, it maintained stable business for all its brands. Therefore Maruti can be called ?analyzer?, which is a combination of prospector and defender. Inter Organizational Relationships Inter organizational relationships are the relatively enduring resource transactions, flows and linkages that occur among two or more organizations. In today?s business environment it is extremely difficult for a firm to do business on its own. Inter organizational relationships play a major part in the success of a firm. Maruti and Government of India The Government of India has been a shareholder in Maruti Udyog Ltd. from the beginning. Till a few years ago the Government had a majority stake in Maruti which was reduced recently. At present its share in Maruti is 18.28%. The relationship between Maruti and government has always involved a third player, the Suzuki Motor Corp. Government has never been involved in day to day working of Maruti. But it had been involved in the strategic decisions in the past. For example introducing new models of cars required the prior approval of Project Approval Board which is under the Ministry of Industry. In 1998 the Government signed a contract with SMC under which the appointment of Chairmen and Managing Directors would be made only after mutual consultation. This was a result of a bitter quarrel between Government and SMC regarding management succession. InterOrganizational Relationships of Maruti With a decrease in shareholding the direct involvement of government in Maruti has reduced. But there are many other ways in which the Government decisions affect Maruti. Any changes in the Pollution Emission norms made by the Government have a direct impact on Maruti. Similarly other policies of the government may have a direct or indirect impact on Maruti. Maruti and Other Auto Makers For a firm like Maruti the role of inter organizational relationships is extremely important. Fro the time of its inception Suzuki Motor Corporation (SMC) has been involved in the production part of the organization with all the designs being provided by SMC. SMC has recently become the parent company of Maruti with a 51% stake in Maruti. This has enabled Maruti to have even stronger ties with SMC. Also many Japanese managers are a part of Maruti?s Management team. These kinds of relationships help companies to tide over crises that may occur from time to time. To quote a recent example, Maruti Udyog Ltd has been under pressure to meet the high demand for diesel vehicles, particularly Zen and Esteem in India. To meet this demand Maruti has asked the parent company Suzuki Motor Corporation to find an immediate solution for supply of diesel engines. Following this, the Japanese company is  exploring the twin strategy of in-house production and procuring from other manufacturers like Fiat, Opel and Volkswagen. The above example illustrates how relationships can be built like a chain from one organization to another and so on. The companies which earlier used to adopt an Adversarial relationship have started developing Corroborative networks in order to survive in today?s business environment.

sublimade messages essays

sublimade messages essays Are you sure that you arent being subconsciously manipulated into making decisions that you wouldnt normally make? Are you sure that over the next few days, your purchases of popcorn and Coke will be completely under your conscious control? Are you even sure that I havent embedded secret messages into this research paper to manipulate you into giving me an A? If you didnt consciously perceive secret messages but you did perceive them subconsciously, then they would be called subliminal. The word subliminal literally means below the threshold (Encarta 99). The threshold is the level at which you are aware of stimuli, so if something is below the threshold, or subliminal, you are not consciously aware of it. Therefore, you may be receiving messages and obeying them without even realizing it! What I have set out to prove through my research report is that people are being manipulated by the media through subliminal advertisements. Subliminal advertisements stimulated significant public attention in 1957. It was reported that a motion picture theater in New Jersey had flashed subliminal messages on its movie screen during the showing of the movie Picnic. These messages appeared on the face of the actress Kim Novak every 32 seconds and urged the audience to Eat popcorn and Drink Coca-Cola over a course of six weeks. 49,699 people viewed these subliminal messages. The movie theater reported that its concession sales increased 58%. Some people just dismissed this as a publicity stunt or believed that you cant be affected by something you cant perceive. The truth is that nobody has ever been able to reproduce this result. However, this incident caused many people to take interest in the subject of subliminal perception. One such person was Vance Packard who wrote the very popular book, Hidden Persuaders, which appeared in the London Sunday Times as ...

The Subjunctive in German

The Subjunctive in German Konjunktiv I und II The German subjunctive mood (der Konjunktiv) comes in two varieties: (1) Subjunctive I (present subjunctive) and (2) Subjunctive II (past subjunctive). Despite their nicknames, it is important to understand that the subjunctive (in English or German) is a verb mood, not a verb tense. Both the so-called past and present subjunctive forms can be used in various tenses in German. What Is the Konjunktiv? What does the subjunctive actually do? Youll find subjunctive verb forms and expressions in almost any language, including English and German. The subjunctive mood is designed to convey a message. The message can vary, but the subjunctive is telling you that a statement is not just a plain fact (the indicative mood), that there may be some doubt, or something is contrary to reality. In English, when we say, If I were you... the verb form were is subjunctive and it conveys a message: I am not you, but... (The indicative form would be the rather unlikely I am you.) Other examples of the subjunctive in English: If we only had the money, we could...That would be a crazy thing to do.God save the Queen!They insist that she go.Be that as it may.He said he would not do that. Notice that in the examples above the words would and could often turn up. Its the same in German. In all of the examples given, the verb takes on an unusual form, different from the normal conjugation. Its the same in German. For instance, the indicative (normal) form would be God saves rather than God save. Instead of indicative she goes, we see she go in the subjunctive. In German, the Konjunktiv is also formed by altering the verb conjugation in some way. Which of the two subjunctive forms is more important for students learning German? Both of course! But the Subjunctive II is used more in conversational German than Subjunctive I. In fact, the past subjunctive is very common in daily German. It is found in many common expressions (ich mà ¶chte..., I would like...) and is used to express doubt or politeness. But well discuss all that when we get to the Subjunctive II lesson. Lets start with number one, the somewhat easier Subjunctive I. Konjunktiv I - The Quotative - Present Subjunctive In general, the Subjunctive I (present subjunctive) is used mostly for the so-called quotative or indirect speech (indirekte  Rede). It is heard or seen less and less frequently in modern German, with the important exception of news stories on radio and TV and in the newspaper. Sometimes the Subjunctive II is also used for indirect speech, usually when the Subjunctive I form is not obviously different from the indicative form. Recognize It When You See It! Since the Subjunctive I is encountered primarily in a passive way - in print or in TV/radio news, it is not necessary for most German-learners to learn how to produce it. It is more important to recognize it when you see it or hear it  because the subjunctive is sending a message you need to understand. What message? Generally the  Konjunktiv I  is telling you that someone said something that may or may not be true. For instance, in a news feature a newspaper may report what someone said, using the Subjunctive I: Der Nachbar  sagte, die Dame  lebe  schon  lnger  im  Dorf. The normal present tense conjugation is die Dame  lebt, but the subjunctive form die Dame  lebe tells us that this what someone said. The reporter/newspaper is not (legally) responsible for the truth of the statement. When you read the news in German or hear it on the radio, this so-called indirect speech (indirekte  Rede)  is a form of  indirect  quotation that says, in effect, thats what we were told but we cant vouch for the accuracy of the statement. The other terms sometimes used for the Subjunctive I also say something about its use: the quotative, indirect discourse, indirect speech. Other Uses The Subjunctive I is also used in formal or technical writing and in directions or recipes to express propositions or instructions: Technical: Hier  sei  nur  vermerkt, dass... (Here let it only be noted that...)Recipe: Man  nehme  100 Gramm Zucker,  zwei  Eier... (Take 100 g of sugar, two eggs...)Slogan: Es  lebe  der Kà ¶nig! (Long live the king!) Conjugating the Subjunctive I Many  German grammar  books or  verb guides  will list full subjunctive conjugations, but in practice, you really only need to know the  third person singular  forms most of the time. The Subjunctive I is almost always found in the third-person form:  er  habe  (he has),  sie sei  (she is),  er  komme  (hes coming), or  sie wisse  (she knows). This -e  ending (except for to be) rather than the normal -t  ending in the German third person is your clue to indirect quotation. The other non-third-person forms are rarely if ever used, so dont bother with them! Similarityto Command Forms The basic Subjunctive I form of a verb is usually identical to its imperative or command form. Although there are some exceptions, the third person singular subjunctive and the familiar (du) command forms often look alike:  Er  habe/Habe Geduld!  (Have patience!),  Sie  gehe/Geh(e)!  (Go!), or  Er sei/Sei  brav!  (Be good!). This is also true for the  wir-commands (lets, we-commands):  Seien  wir  vorsichtig!  (Lets be cautious!) or  Gehen  wir!  (Lets go!). For more about the command forms in German, see  Lesson 11  of German for Beginners. But remember, unless youre writing for a German newspaper or magazine, you dont need to be able to write or say the Subjunctive I forms. You only need to recognize them when you see them in print or hear them.

Seminar in criminology -Discussion 11 Essay Example | Topics and Well Written Essays - 250 words

Seminar in criminology -Discussion 11 - Essay Example For example, one of the oldest inmates, who is 53 years, Jack Hill says that prisons are likely to make an inmate breakdown psychologically (HD Documentary, 2014). Another 30 year old inmate by the name Armando Doctor, seems to have more psychological pains than the other inmates (HD Documentary, 2014). For example, he says that he was aggravated and angry and that is why he was cutting himself several times. In Sykes study, he revealed that the attacks directed on an inmate’s sense of individual worth were similar to issues of incarceration. Though Sykes (2014) study was carried out many decades ago when life in prison was so much more brutal and degrading to the inmates, the prisons in this century in the U.S are more improved. Nonetheless, the deprivation of liberty, heterosexual relations, goods and services, security and autonomy as studied by Sykes (2014) are still present as noted in the documentary. A clear illustration of such deprivations which are discussed by Sykes (2014) is evident in the documentary, where the prison staff indicates that they do the best to ensure that no inmate has sharp objects or weapons in their possession, as it could result to an attack on enemy inmates or the prison staff. Hence, it is clear that even though prisons were intended to protect the society from violent people, prisons themselves can also be a place of death for the inmates themsel ves. Sykes, G. (2014). Inmate subcultures. In J. Wooldredge & A. Thistlethwaite (Eds.), Forty Studies that Changed Criminal Justice: Explorations into the History of Criminal Justice Research. Boston, MA: Little, Brown &

Critical bibliography Essay Example | Topics and Well Written Essays - 1750 words

Critical bibliography - Essay Example Scholars are capable to get concrete evidence when they study the above named book; further will be fed with vital information concerning history and terrorism (Kaldor 200). According to the book, it is evident that there were some difference in the war that took place during post-war II and the previous wars; this is because there are certain multiples issues that have changed. For instance, the following aspects have greatly changed, players, rules and methods and also have greatly changed the initial aspects of war. It is pertinent to note that in the case of the old wars, the main target is the uniformed armies who combat each other. The war according to the book, has several influence on a nation for instance, the act can heighten the nationalism on integrity and enabling the state to further tax. On other hand, the new wars involves is witnessed by the impact of the globalization on warfare’s. Several features heighten and indicate the phenomenon of â€Å"new war†. Currently, new wars are staged on the claiming identity, and not necessarily the territory. Terror tactics and guerrilla, and the international crime impacts and division of the ethnic perpetual just to mention but a few. The article here argues that more emphasis are necessary to strengthen revolution of French with the aim of war gestation in the nineteenth century. Further, the article acknowledges the fact that the Russian wars act in nineteenth century is exaggeration since there were many terrorist movements that had little connections to Russia. Finally, the article articulates that connections between political nihilism and terrorism are in exaggeration and that nihilist drives very few war movements. It is pertinent to note the new and new war is a recent phenomenon even though the term has been long in the mind of the individuals. Analysts had preference in focusing on violence or terror in politics no matter of the sub-state or state deploys

COP Essay Example | Topics and Well Written Essays - 250 words

COP - Essay Example More importantly, COPS serves as the vehicle for the shift of law enforcement from its traditional form to a more proactive form known as community policing, which focuses more on crime prevention by putting police officers on beats where they can mingle and interact more with the members of the communities (Myers, 19). The community partnership component of community policing is an acknowledgment that law enforcers alone cannot prevent crimes, but need the involvement of the community and other stakeholders. Thus, community partnership aims at the â€Å"collaborative partnerships† between the law enforcement agents and members of the community such as the community members and groups, other government agencies, providers of services and non-profit organizations, private businesses and the media. Other government agencies may refer to federal and state legislatures and other law-making bodies, prosecutors, probation and parole boards and officers, public works departments, law enforcement agencies of neighboring communities, health and human services, child support services, ordinance enforcement schools. Community members and groups, on the other hand, refer to the residents within the law enforcer’s area as well as visitors or tourists to that area and commuters, which law enforcers can meet during town hall meetings, neighborhood association meetings and beat assignments. Nonprofit/service providers are those who provide services to the residents and other persons in the area for free, while businesses are those engaged in profit-earning enterprises in the area such as the members of the local chamber of commerce (COPS 2009, pp. 5-6). Partnerships appreciate that the police cannot be able to face crime without the involvement of the public, and it encourages relationships among the different stakeholders to fight crime. Collaborative partnerships between law enforcement agencies, organizations and individuals will increase the levels of trust

The Environmental Impacts of 2010 Essay Example for Free

The Environmental Impacts of 2010 Essay ABSRTRACT Nowadays as the issues of environmental sustainability have been a heated theme in the event industry, environmental impacts caused by major events are always examined through a bias lens and they are widely believed to be directly bound up with the host surroundings. When realizing the importance of sustainable development, many large-scale festivals such as Olympic Games and Glastonbury Music Festival are striving to mitigate their physical impacts on the local community and looking forward to turning into an eco-friendly event. This report focuses on the environmental dimension of the mega event and investigates both the pros and cons of the environmental impact. Table of Content 1. Introduction 2. Background of 2010 Taipei International Flora Expo 3. Environmental impacts 3.1 Positive Environmental Impacts 3.1.1 Showcasing the environment 3.1.2 Providing models for best practice 3.1.3 Increasing environmental awareness 3.1.4 Infrastructure legacy 3.1.5 Urban transportation and renewal 3.2 Negative impacts 3.2.1 Litter problems 3.2.2 Air Pollution 4. Conclusion 5. References Read more:  Environmental Festivals 1. Introduction As the event industry has been rapidly flourishing and well received over the years, staging the event is seen as one practicable means of displaying the local surroundings. However, conducting an event often has straight physical impacts (both active and passive) on the environment, such as all kinds of  contamination, destruction of flora and fauna as well as the depletion of natural resources. For this reason, I decide to select environmental impacts as the subject of this report. With the increasing consciousness of sustainable development, environmental impacts generated by major festivals in recent years draw deeper attention from all fields of society and become a hot topic around the globe. Most of festivals, especially those large-scale events, now are dedicated to protecting the host environment by effective operations wherever applicable and diminishing any possible negative impacts. The aim of this report is to examine environmental impacts through an instance of 2010 Taipei International Flora Expo as well as evaluate both positive and negative physical effects triggered by the assigned example. 2. Background of 2010 Taipei International Flora Expo  2010 Taipei International Flora Expo, a mega flora festival identified by AIPH (International Association of Horticultural Producers), was organised by Taipei government. It was the first time that Taiwan got authorised to run such an international-scale event and Taipei was also the seventh host city held in Asia. Going along with the previous excellent green practice, Taipei International Flora Expo was designed to show the creativity of horticultural decoration as well as implement the idea of sustainable environmental development and planned for advocating new green life-styles to individuals. The definition of sustainable development refers that ‘development that meets the needs of the present without compromising the ability of future generations to meet their own needs’ (World Commission on Environment and Development 1987). Different from other mega events, the International Flora Expo does not require the host city to spend too much money on new amenities, but encourage it to make use of existing sites. This garden festival enhanced the old facilities and applied the principles of 3R (Reduce, Reuse, Recycle) and 3G (Green Building, Green Energy, Green Transportation) into its whole event project and the construction of infrastructure. Figure.1. 2010 Taipei International Flora Expo (ç ¶  Ã¨â€° ²Ã¥ · ¥Ã¥ »  2010) 3. Environmental impacts Events and surroundings are closely linked with each other. From the moment  that the city has decided to bid for the event, impacts soon started to occur on the environment. Host surroundings may be extraordinarily fragile and great consideration should be taken to look after them. A large-scale event should need to be conducted by an environmental impact assessment. Environmental Impact Assessment (EIA) is a crucial environmental tool which is seen as the necessary procedure of activity in order to give the environment its appropriate place in the decision-making process by improving the quality of advanced information to event organisers, so that environmentally sensitive determination can be made paying careful attention to minimizing impacts, enhancing the planning of activities and protecting the environment (outlined by Kees Bastmeijer and Timo Koivurova, 2008). Analysis of the environmental impacts of events can be divided into three groups of physical impacts on the natura l environment; impacts on the man-made environment and impacts on the ecosystem (Là ³rà ¡nt, 2009). Firstly, natural environmental impacts contain air quality, geological factors and water quality, depletion of natural resources and flora and fauna. Secondly, the impacts on the man-made environment include the infrastructure put in place at the festival, the changes in the land-use and building and visual impacts. Finally, the ecosystem refers to the ecological network or flora and fauna. As for physical and environmental impacts, they are as complex as other impacts on the surroundings. They may be domestic and international impacts, reversible and irreversible effects, positive and negative influences. In the following section the favorable (positive) and unfavorable (negative) impacts will be come up for discussion independently. 3.1 Positive environmental impacts When it comes to positive physical and environmental effects, Hall (1989) refer that a successful event has five points of favorable impacts as follows: * Showcasing the environment * Providing models for best practice, * Increasing environmental awareness, * Infrastructure legacy * Improved transport and communication * Urban transportation and renewal As an environment-based festival, 2010 Taipei Flora expo as a whole brought about lots of beneficial impacts on the host surroundings. 3.1.1 Showcasing the environment Running the event is an effective approach to showcase the distinctive features of the host environment. Hall (1989) points out that selling the image of a hallmark event includes marking the intrinsic properties of the destination. Taking the opportunity of holding Flora Exposition, Taipei government devoted to renovating the majority of aging buildings in the host area such as Taipei Fine Arts Park, Children’s Leisure Centre, Zhongshan Soccer Stadium and Lin-An-Tai Historic Houses, and converting them into the new look with green concepts. Taipei authority successfully showcased their achievements in the construction of urban afforestation, the refurbishment of local amenities as well as in the areas of sightseeing. According to the official statistics, it is estimated that 2010 Taipei International Expo in total appealed to 8,963,666 attendants during the 171-day exposition. 3.1.2 Providing models for best practice By the event Taipei delivered its outstanding accomplishments in the industry of horticulture and eco-technology and in the implementation of urban greening. Many records created by this festival made visitors from all over the world proud. Dr. Doek Faber, the president of the International Association of Horticultural Producers (AIPH), publicly admired Taipei Flora Expo as the most interesting, innovative and creative one in the past five decades and added that this event has founded a new flora expo criterion and set an excellent practice for the coming 10 years. 2010 Taipei Flora Expo was considered as the great models of sustainable development and urban afforestation for other cities to follow. After the successful bidding, Taipei started a series of environmental protection work and made ‘urban greening’ into reality. 2010 Taipei Flora Expo also became a catalyst in boosting the environmental sustainable development of Taiwan. Other noticeable achievements which can be regarded as positive models for practice include: (Flora Expo Revisited 2010) * Each material of event was made in Taiwan * This festival attracted extra international attention to Taiwan’s garden industry * This festival offered many chances for Taiwan’s local cultural and creative industries to display their outstanding works * This festival help people realise the importance of the natural environment * This festival was the first mega event conducted by Taiwan * This festival got a good reputation at home and abroad * This festival was an eye-opener regarding urban aesthetics 3.1.3 Increasing environmental awareness 2010 Taipei Flora Expo was highlighted to the importance of environmental protection, so the festival organizers made great efforts to conserve the natural community and they also believed that they have an obligation to increase consumer awareness of environmental issues. The event organizers specially produced a series of 3D record films related to the latest environmental issues that were played in EXPO Theatre and hoped that through watching these movies participants can seriously face up to the environmental problems and can take actual action to protect our surroundings. In addition, there was a new-fashion eco-friendly architecture that was assembled from 1.5 million plastic bottles (instead of bricks) to put an emphasis on the idea of recycling and sustainable environmental development. Figure.2 Eco ark (ç ¶  Ã¨â€° ²Ã¥ · ¥Ã¥ »  , 2010) 3.1.4 Infrastructure legacy Regarding heritage preservation issues, the event managers integrated all legacies which are located in the host venues into the plan and then soon started undertaking the renovation. Taipei Story House and Lin-An-Tai Historic House are rebuilt to leisure places with the combination of cultural heritages and unique-style restaurants. This event not only well preserves local ancient legacies but also successfully broadcasts these historical sites to more visitors. Figure.3 Taipei Story House Figure.4 Lin-An-Tai Historical House 3.1.5 Urban transportation and renewal Unlike the majority of previous Flora Expo, 2010 Taipei Flora Expo was staged in the centre area. Therefore, transportation may be taken into the essential consideration. In order to provide tourists with convenient transport network, Taipei government improved the construction of public transportation, including rerouting bus system, enhancing pedestrian system as well as increasing bike lanes. During the festival, visitors can enjoy free shuttle buses around four event venues, use adjacent public fee-paying parking lot and take the MRT to other places. 3.2 Negative impacts Mega events have often attracted criticism for their perceived negative impacts on sensitive locations (Greenpeace, 2004). Adverse environmental effects such as destruction of the host surroundings, noise disturbances, pollution and disruption of legacy caused by large-scale festivals are always the critical themes remained a significant concern. These impacts may become much severe if the festival takes place in an outdoor public area like a square, street or park. Some opposite positive environmental impacts of 2010 Taipei Flora Expo will be integrated as below. 3.2.1 Litter problems A considerable amount of waste produced by festivals is always a persistent problem troubled the local authority. Taipei government had hoped to popularize the idea of environmental protection through the expo, however, it seemed to have no obvious effect. The reason why litter management of this expo failed can be attributed to its environmental policy. Taipei government specifically made strict rules to prohibit littering, but strangely, it didn’t install enough refuse and recycling bins around the host zones, so that festival goers could not find rubbish bins as easily as possible. As a result, it can be seen that garbage was still tossed by the side of host venues. Figure.5è ®Å Ã©â€º »Ã§ ® ±Ã¤ ¸Å Ã§Å¡â€žÃ¥Å¾Æ'Ã¥Å" ¾ Ã¥ â€°Ã¥ ¤ §Ã¦â€"‡æ˜Žçš„野è   »Ã¥ ±â€¢Ã§ ¤ º(é »Æ'Ã¥ ­ «Ã¦ ¬Å ) In terms of litter management, Glastonbury festival is a successful model of waste volume reduction for other events to learn. This festival makes  greater efforts to efficiently clean the rubbish caused by the event on the host community and thoroughly implements its strategies of reducing rubbish. Hence, remarkable reductions have been recorded in the past three years by taking stronger control of the items brought on spot by staff, sponsors and entrepreneurs – and by focusing on their obligation to remove items brought on spot. Moreover, the event managers of Glastonbury festival annually recruit recycling volunteers to collect litters and separate the recyclables (Glastonbury Festival Ltd, 2000). 3.2.2 Air Pollution In an event-related study Là ³rà ¡nt (2009) indicates that air pollution generated by the festival can cause bad impacts on the natural environment, particularly CO2 emissions from the transport exhaust. Due to 2010 Taipei Flora Expo taking place in the downtown, the provision of solid transportation network was the efficient way to manage the crowded visitors. However, CO2 emissions from vehicles, buses and other motors lowered the air quality of Taipei city. table.2 energy consumption for one passenger kilometer (Halmay et al., 2006) From the diagram, it can be obviously seen that walking and cycling consumed the lowest energy use. Although the host organisers highly promoted the advantages of cycling and walking during the event, the practical implementation was still be very challenging. 4. Conclusion After reviewing literatures and books in relation to the environmental impact, it can be proved that physical effects of festivals, no matter positive or negative ones, may have immediate influences on the environment. Before conducting large-scale events, the crucial step toward success is to assess environmental impacts through the analysis of environmental impact assessment. By doing so, the majority of event organizers can forecast and evaluates possible potential impacts of projects on the local environment and then can make the event going on smoothly. In addition, with the heated discussion about environmental sustainability, it seems a global trend that most of event holders currently have been attempting to apply the principle of sustainability into their events and taking measures to do the minimum of  environmental damage. Looking into the future, relevant research and studies of events suggest that environmental conscious events will be more prevalent in the coming two decades. As a result, more and more festivals are expected to place great emphasis on the sustainable development within projects. Mega events play a vital role in cultivating understanding of environmental issues, arousing awareness and generating resources. 2010 Taipei International Flora Expo, the first mega festival held by Taiwan, demonstrated Taiwan’s ambition to encounter the world event industry. How to effectively address negative environmental impacts of the expo and how to keep the positive consequences continuing developing are the primary task for Taipei government to review. 2010 Taipei Flora Expo can be regard as the preparation for the next mega event – 2017 Universiade. 4. Reference Andrea, C., Calvin, J., Max, M., 2008. Assessing the environmental impacts of mega sporting events: Two options. Tourism Management, 30(6). 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