Lisbon Treaty and EU Constitution

capital of Portugal Treaty and EU ConstitutionTo what extent do the reforms enshrined by the Lisbon Treaty enhance the authenticity of the European magnetic north?The European Court of Justice (ECJ) in the Van Gend en Loos- case pointed out that he European join (EU) is and remain a invigorated legitimate order of inter content honor.1 Therefore we dope non achieve genuineness in the same federal agency as nation states, where concepts such(prenominal) as a collective identity and a constitution atomic numeral 18 present. The EU is sui generis of its own kind, peculiar and unique in the world, fundamentals like supremacy, direct and verifying effect, and state obligation are present so neither the way in which other internationalistic organisations derive their authenticity is suitable in the case of the EU.2 Throughout my readings I found out that there are many theories, and difference of opinions of what legitimacy in the context of the EU would involve becaus e of its complex internal structure and way of functioning. I shall aim to explore why legitimacy in the context of the EU is so sufficient and how, from a ratified perspective, this is been r from each oneed by the Lisbon Treaty.The integration of the EU from the beginning of the 1950s when the Treaty of Paris was signed, especially the increasing of EU competence since 1992, till the current Treaty of Nice, has been developed so remote that the member states share its decision-making originators with the EU as well as accept policies coming from the EU. When a system has decision-making powers in a wide range of insurance policy competence it is important that it possess legitimacy.3The failed Constitutional Treaty referenda in France and the Netherlands in 2005 were an unexpected event that had damaging effect to the plans of the EU for its integration and prior to this the citizens for typesetters case of Denmark (Treaty of Maastricht 1992), Ireland (2001Treaty of Nice) and Sweden (EMU 2003) had likewise voted negatively which had the effect that developments for EU citizens gave the image that the EU institutions are inefficient, not transparent and un government noteable.4 This and the fact that the EU keeps reforming its Treaties, especially since 1986 Single European Act, presumes a legitimacy crisis.5Amongst scientists many theories developed to attempt to justify the legitimacy of the EU.6 There has been a tendency to combine the concepts of classless dearth and legitimacy crisis.7 Democratic deficit is that where decisions are moved from national Parliaments and the citizens where decisions are taken by civil servants behind closed doors and equitys are make via pitments between all member states whereby it is unthinkable for an individual country, acting alone, to make or change an EU law where citizens vote and influence at national level has no guaranteed effect upon what occurs at EU level.8 Its remarkable that most scientists could n ot agree on the existence of a democratic deficit despite the concern of EU officials and national politicians. In 2001 the outfit published its seminal White Paper on European Governance in which it based its sweeping proposals for EU institutional reform on principles of good governance, including openness, participation and accountability. 9 These principles were described as the underpinning of democracy, not only for the extremity bring ups, but also for the Union. Also in this year the Laeken Declaration on the early of the EU was take oned which noted that the EU derives its legitimacy from the democratic values it projects, the aims it pursues and the powers and instruments it possesses as well as from its democratic, transparent and efficient institutions.10 Nevertheless, the document set out a lengthy list of questions illustrating the need to increase the democratic legitimacy of the EUs institutions.11 The Member States recognized the need to improve and to monitor the democratic legitimacy and transparency of the Union and its institutions, in order to bring them closer to the citizens of the Member States.12 They agreed to convene a new intergovernmental conference (IGC) in 2004 in order to agree the necessary changes in the Treaties.13According to Sharpf, a political scientist who is basically in the for front of European studies and whos concepts are often used in literature when legitimacy is discussed, legitimacy is the relation between the ruler and the ruled. Citizens values must be reflected and incorporated in the decision-making system.14 Political systems can only reach legitimacy when they pro recollective the competence or the power to decide how it will be governed, which guarantees that the government is of the people, by the people and for the people.15 Sharpf thus has identified three important types of legitimisation with regard to the EU. widening legitimacy refers to government for the people where support is granted o n the basis of improved efficiency in provision of goods and services, as well as an change magnitude European problem-solving capacity and where the legitimacy is derived from interest of the people.16 Input legitimacy refers to government by the people with main features like direct legitimation through the pick out European Parliament citizens participation and consultation and better transparency in taking decisions so where policies and choices must be a reflection of the will of people.17 Borrowed legitimacy refers to government of the people where confirmatory legitimation through the member states and their democratic representatives operating at different levels.18 The borrowed and the output theories are difficult to justify legitimacy in the light of the EU though there are scientist who disagree, as we will see later on.19 And from the above mentioned we can draw among others a final result that more emphasis to decrease democratic deficit will increase the legitimac y of the EU. Therefore a need for a greater input legitimacy which is related to increased citizen participation, better type, improved accountability and efficient and transparent decision-making procedures has been viewed as one possible solution.The EU can be divided into deuce parts. An intergovernmental structure20 which includes the European Council and the Council of Ministers and the regulatory structure21 which includes the European Parliament, European Central Bank (ECB) and the ECJ. Moravcsik and Majone emphasizing that utileness is one of the proper means to legitimise the EU, so the output legitimacy is the exceed way to do this.22An intergovernmental component, where international features control (European Council, Council of Ministers, and the second and third pillars of the TEU), and a communitarian component where supranational features are most evident (European Parliament and Courts, guardianship, and the policies and activities include in the stolon pillar of the TEU).Now, even if it is true that the democratic character of the Member States is According to Moravcsik the EU does not deal with democratic deficit in the intergovernmental part23 simply because of its distinctive objectives where the preferences and the power of the states are important, where the policies are the result of states bar tucking and where supranational segments are of less importance to policy outcomes. The EU is either a state nor a federation or a confederation and it avoids any risk of becoming a technocratic superstate.24 That makes the outlook and requirement of legitimacy different. The legitimacy of the EU system is derived from indirect accountability of the nation state where indirect democracy is enforced through the ratification from the treaties by democratically accountable governments.25 Constitutional checks and balances, indirect democratic control by national governments, and the increasing powers of the European Parliament are sufficient to go out that the EU policymaking is, in nearly all cases, clean, transparent, strong and politically responsive to demands of European citizens.26Moreover because of its simple and limited organisation, EU does not need the input legitimacy to become legitimate. The EU, broadly speaking, does not tax, spend, implement, compel or, in most areas, monopolistic public authority. It has no army, police, and intelligence capacity, and a miniscule tax base.27 Yet the EU enjoys sufficient democratic support. The institutions are support by either direct or indirect accountability. The European Parliament is comprised by directly elected representatives and it is increasingly taking over powers from the Commission. Moreover it can control the legislative proposals from the Commission, by rejecting or proposing amendments to the Council. The Council of Ministers, which is more powerful, also enjoys democratic accountability and responsibility for policy outputs. Commissioners and the jud ges of the European Court of Justice are chosen by directly elected national governments. The power is also vertically divided between the Commission, Council, Parliament and Court, and then horizontally between local, national and transnational levels. Thereby a concurrent majority is necessary for any action to be initialised. The ability of the EU to operate within the areas of its competence is also constrained. The powers of the executive, legislative and judiciary are separate in order to prevent abuse of power. The multi-level construction of decision-making and the plurality of executives all constitute checks and balances established to prevent arrogant actions. The democratic deficit discussion has only emerged because of makeing idealistic views of input dimensions of democracy on the EU. The legitimacy is sufficient in the current situation because of member states democratic legitimacy and the numerous procedures installed to prevent the EU from bolting away to become a technocracy.There are however elements that are not supported by indirect democracy. The regulatory element of the EU refers to these institutions.According to Majone the regulatory element achieves legitimacy by non-majoritarian forms of democracy. This model has to do with protecting minorities from the majority by distributing the powers between institutions kinda of placing it in the hands of the majority. The European regulators neither seek nor take instructions from any Government. They are nonsymbiotic from direct democratic control simply because they are not elected and have little or no direct accountability. Although this implies a democratic deficit it still can be legitimate. National governments, which has power for a specific period, focus on short term problems which usually do not bring long term effect. The energy to produce the best policies lacks because of the time aspect. This causes credibility problems within the member states, hence it was better that decision-making powers have been delegated to independent institutions of the EU. The areas where the powers have been delegated to these institutions, are the same areas as on national level. At the same time, acts of government can be perceived as legitimate for what they achieve which is called the substantive legitimacy. Independent agencies can produce legitimate decisions as long as they create welfare for all, whilst only elected officials can make legitimate decisions where welfare is re-distributed.F. Scharpf, Governing in Europe Effective and Democratic? (Oxford 1999)IN LIBRARY Adam Smith Library Politics F100 SCHARA. Arnull, Introduction the EUs Accountability and Legitimacy shortage in A. Arnull D. Winscott, Accountability and Legitimacy in the EU (Oxford, 2002),D. Chalmers et al., European Union Law Text and Materials (Cambridge, 2006),D. Chalmers G. Monti, European Union Law Updating Supplement (Cambridge, 2008),P. Craig G. de Burca, EU Law Text, Cases and Material s 4th edn. (Oxford, 2007),A. Moravcsik, In Defence of the Democratic Deficit Reassessing Legitimacy in the EU (2002) 40 Journal of Common Market Studies 603.Majone, G. (1998) Europes Democratic Deficit. European Law Journal, Vol. 4, No. 1, pp. 5-28.Scharpf, Fritz (1994) Community and Autonomy Multilevel policy-making in the European Union, Journal of European Public constitution 1(2) 219-42Scharpf, Fritz (1997) Economic Integration, Democracy and the Welfare State, Journal of European Public Policy, 4(1) 18-36Obradovic, Daniela (1996) Policy Legitimacy and the European Union, Journal of Common Market Studies 34(2) 191-221Roles in the legislative and executive processes need to be clearer Eu institutions and all those involved in developing and implementing EU policy at whatever level must explain and take responsibility for what it does in Europe it implies that institutional and decision-making structures should be kept as simple as possible seeA. Arnull, Introduction the EUs Acc ountability and Legitimacy Deficit in A. Arnull D. Winscott, Accountability and Legitimacy in the EU (Oxford, 2002), 2-3. capability (institutions)Easier decision-makingUse of qualified majority voting (QMV) is extended to new areas, and becomes the general rule which means an increasing decision-making of the Union.28 Redefined as 55% of member states, comprising at least(prenominal) fifteen of them, representing 65% of the population and a blocking minority must include four Member States.29 This new QMV will not become effective before 2014, and Member States may continue to have recourse to the Nice voting rules until 2017.30 However, the Ioannina compromise applies, and emergency brakes are made available in selected areas.31 This means member states right of veto despite the application of the co-decision procedure, for instance in relation to the coordination of national social security systems a Member State may refer the matter to the European Council where important asp ects of its social security system would be affected by a legislative draft.32One UnionThe Lisbon Treaty confers legal personality expressly on the EU, giving it the capacity to enter into legal relationships with other parties in its own right. But the European Community (in relation to the first pillar) has always had express legal personality and the EU implicitly has had legal personality to the extent that it has the power to enter into international agreements under articles 24 and 38 of the current TEU. Conferring legal personality expressly on the Union will have the effect that the other attributes such status, such as the ability to join international organisations or to take, or be subject to, proceedings in international tribunals, will apply to the EU in the areas currently covered by the second and third pillar.33Enhanced cooperationAlready exists under the current Treaties were it is possible for a group of Member States to harmonise law and integrate further than all of the member states as a collective group.34 The most important changes in the Lisbon Treaty which are reflections of changes already made in other contexts, namely the fact that the rules on enhanced cooperation are consolidated in the TFEU (instead of having a specific set of rules for enhanced cooperation in each pillar), is due to the fact that the pillars are absorbed into the EU.35 Regarding the role of the institutions in the procedure for enhanced cooperation, it can be said that the Commission and the European Parliament gain powers, especially in the field of PJCCM (consent of the EP instead of mere consultation). However, a separate procedure remains in place for the CFSP. 36 A truly new element is the emergency exit procedure in the area of PJCCM.37European CouncilIs a newcomer in the list of formal EU institutions.38The President of the Council is elected for 2.5 age (renewable once) by the European Council on QMV.39 The President chairs the European Council, drive(s ) forward and ensures the preparation and continuity of its work.40 At his level and in that capacity, s/he ensures the external representation of the Union on issues concerning its common foreign and security policy, without prejudice to the powers of the High Representative of the Union for Foreign personal matters and Security Policy.41CommissionEnsures the Unions external representation, with the riddance of the common foreign and security policy, and other cases provided for in the Treaties.42 President is elected by European Parliament, and nominated by the European Council by QMV taking account of the result of parliamentary elections.43 The number of Commissioners will be reduced to two-thirds of the number of Member States after 2014, unless the European Council decides otherwise.44 The college includes the New High Representative for Foreign Affairs and Security Policy (HR CFSP) as one of Commission Vice President (VP).45 The HR CFSP/ VP of the Commission is double-hatte d. It combines functions of current HR for CFSP and Commissioner for External Relations, though his/her exact portfolio remains to be clarified, both within the Commission and the Council, and in relation to the presidents of the Commission and the European Council, respectively.46 HR is head of the new European External Action proceeds whose activities remain to be determined by a specific Council decision.47ParliamentsNational ParliamentsBecome guardians of the subsidiarity principle. It may force the Commission to reconsider a legislative proposal on the grounds of a breach of subsidiarity (yellow card).48 The matter may end up being referred to the Council and Parliament (orange card), and may even lead to proceedings before the Court of Justice49Involved in the scrutiny of Europols activities and the evaluation of Eurojusts activities50European ParliamentExpanded legislative powers thanks to the addendum of the co-decision procedure and through enhanced influence in a renewed budgetary procedure.51 It has a decisive role in electing the President of the European Commission and also installs the whole Commission, including the HR CFSP/ VP.52 Its composition is 750 members maximum + 1 president. Revised distribution of seats which entails a degressive proportionality, minimum threshold of six MEPs per Member State, and maximum of ninety-six seats.53 Exact distribution to be decided by the European Council54AccountabilityClarification of competencesThe Lisbon Treaty is much more obvious in attributing competences. Arts. 4(1) and 5 TEU state the fundamental principles relating to competences. In ad dition, it is stated (twice) that competences not given to the EU remain with the Member States. The TFEU contains a special title on Categories and areas of Union Competence.55 This title mentions, and defines, different types of competences and it lists the (most) relevant areas. Like the present Treaties, the Lisbon Treaty does not provide a list of negative competences, i.e. of areas where EU law can never have any influence.56Simplification of the Unions instrumentThe main changes provided for in the Lisbon Treaty are on the one hand, the various legal instruments that are used in the present 2nd and 3rd pillars are abolished, while on the other hand, a distinction is made between legislative and non legislative acts.57 The instruments are listed in Art. 288 TFEU regulations, directives, decisions, recommendations and opinions were only the definition of decision is amended.Citizen valuesCitizens rights in electionsThe only change made to Art. 19 EC consists of the fact that the language acting unanimously on a proposal from the Commission are replaced by acting unanimously in accordance with a special legislative procedure.58Citizens initiativeThe following picture emerges from a comparison between the current article 21 EC and its equivalent in the TEU and TFEUArt. 21 EC either citizen of the Union shall have the right to petition the European Parliament in accordance with condition 194. Every citizen of the Union may apply to the Ombudsman established in accordance with denomination 195. Every citizen of the Union may write to any of the institutions or bodies referred to in this Article or in Article 7 in one of the languages mentioned in Article 314 and have an answer in the same language.Art. 11(4) TEUNo less than one million citizens who are nationals of a significant number of Member States may take the initiative of inviting the European Commission, within the framework of its powers, to submit any appropriate proposal on matters where citizens consider that a legal act of the Union is required for the purpose of implementing the Treaties.Art. 24 TFEUThe European Parliament and the Council, acting by means of regulations in accordance with the ordinary legislative procedure, shall adopt the provisions for the procedures and conditions required for a citizens initiative within the meaning of Article 1 1 of the Treaty on European Union, including the minimum number of Member States from which such citizens must come. Every citizen of the Union shall have the right to petition the European Parliament in accordance with Article 227 TFEU. Every citizen of the Union may apply to the Ombudsman established in accordance with Article 228 TFEU. Every citizen of the Union may write to any of the institutions, bodies, offices or agencies referred to in this Article or in Article 13 of the Treaty of European Union in one of the languages mentioned in Article 55(1) of the Treaty on European Union and have an answer in the same language.TransparencyA new Title II of the TEU concerns democratic principles.59 It requires the EU institutions to give citizens and representative associations the opportunity to make known and publicly convert their views regarding all areas of EU action.60 It expressly requires an open, transparent and regular dialogue with representative associations and civil soc iety.61It requires also, among other things, that the Commission shall carry out consultations with parties in order to ensure that EU actions are transparent.62As for the institutions, it requires the Council to meet in public when it deliberates and votes on a draft legislative act, with no exceptions provided for.63Article 15 of the TFEU which replace Article 255 of the current EC Treaty, would deal in more detail with the issue of openness. First of all, all of the institutions, bodies, offices and agencies of the EU has to conduct their work as openly as possible, in order to promote good governance and ensure the participation of civil society.64 The European Parliament has to meet in public, as well as the Council when considering and voting on legislative acts.65 The rules concerning the adoption of legislation on access to documents will now apply to all EU institutions, bodies, offices and agencies, instead of just the Council, Commission and European Parliament.66 The cur rent article 286 EC Treaty which requires the European Parliament and the Council to adopt data protection legislation applying to the EU institutions within the scope of the first pillar only applies now to the current third pillar as well, along with the public authorities of Member States.67 However, the new Treaty Article does not apply to the adoption of legislation governing the private sector.The new Article 298 TFEU would provide first of all that EU institutions, offices, bodies and agencies shall have the support of an open, efficient and independent European governance. Next, there is a new legal power to adopt regulations to that end.This could be a legal base to adopt rules on access to EU information as distinct from access to EU documents, and to adopt rules relating to other aspects of the EUs current Transparency Initiative, including rules on the regulation of lobbyists and on consultations. Some of these issues are turn to in the European Ombudsmans proposed Cod e of Conduct on good administration, which has been approved in some form by some EU bodies and institutions already.Finally, the Treaty of Lisbon would specify that the EUs Charter of Rights will have the same legal value as the Treaties (Article 6 TEU). The Charter includes the right of access to documents, the right to good administration (which arguably encompasses the right to open administration, including access to information) and the right of data protection.This could possibly enhance the enforceability of those rights within the EU legal system.C-26/62 Van Gend en Loos v Nederlandse Administratie der Belastingen (1963) ECR1.D. Chalmers et al., European Union Law Text and Materials (Cambridge, 2006), 52Obradovic, Daniela (1996) Policy Legitimacy and the European Union, Journal of Common Market Studies 34(2) 193Obradovic, Daniela (1996) Policy Legitimacy and the European Union, Journal of Common Market Studies 34(2) 192-1931951/52 Paris, 1957/58 Rome, 1986/87 SEA, 1992/93 M aastricht, 1997/99 Amsterdam, 2001/03 Nice, 2007/09 LisbonD. Chalmers et al., European Union Law Text and Materials (Cambridge, 2006), bekijk dit ffObradovic, Daniela (1996) Policy Legitimacy and the European Union, Journal of Common Market Studies 34(2) 191-221Een van de boeken dat uitlegd wat democratic deficit is (majone 14/15)European Commission (2001a) European Governance a White Paper, COM (2001) 428 finalLaeken Declaration (2001) Laeken Declaration on the Future of the European Union, 15 December 2001, SN 300/01ADD1ibidP 9 of accountabilitysharpsharpsharpsharpsharpexpert agencies that are independent of direct political controlwhere international features dominate (European Council, Council of Ministers, and the second and third pillars of the TEU),P 605 MoravcikArticle 16(3) TEU, Article 294 TFEUD. Chalmers and G. Monti, European Union Law Updating Supplement (Cambridge University Press, 2008) 27.Article 16 TEU, communications protocol No 36 on transitional provisions, Artic les 3 and 4.Declaration No 7 on Article 48 TFEU. Article 48 TFEU.By Great Britain European Union Committee, The Treaty of Lisbon an impact assessment (10th report 2007-08 Volume 1 Report), 33.See above n. 31, p 6Article 20 TEU referring to Articles 326-334 TFEU.Articles 82(3), 83(3), 86(1), 87(3) TFEU.Article 15 TEU, Articles 235 and 236 TFEU.Article 27(3) TEU.Article 15(6) TEU.ibid(Art. 17(1) TEU)Article 17(7) TEU, Declarations No 6 and 11.(Art 17(5) TEU, Declaration No 10)ibidArticle 18 TEU, Declarations No 6 and 12Article 27(3) TEU.Art. 12(b) TEU)Art. 8 of Protocol No 2 on the application of the principles of subsidiarity and proportionality.Articles 88(2) and 85(1) TFEU respectively.(Art. 314 TFEU)TEU Declarations No 6 and 11See above n. 31, p 2814(2) TEU Declaration No 4(Arts. 2-6). TFEUArticles 288, 289 and 290 TFEU.Art. 22 TFEUSee above 31, p6Article 11(1)TEUArticle 11(2) TEUArticle 11(3) TEUArticle 16(8) TEUArticle 15(1) TFEUArticle 15(2) TFEU, Article 16(8) TEUArticle 15(3) TFEUArticle 16 of the TFEU

Stakeholder Analysis of Wal-Mart

Stakeholder Analysis of Wal-MartA wide-range strategic schemening is so authoritative to an institution because if you fail to aim, change over in your affair can be tough to handle and ultimately you be planning to fail. Strategic planning is one of the exclusively ways a top management team can plan for economical, demographic, rivalrous, technological, and regulatory changes that affect the way your scheme operates.The firm must engage in strategic planning that clearly defines objectives and assesses both the internal and external situation to directulate outline, implement the strategy, evaluate the progress, and make adjustments as necessary to stay on track. problem 1.A IDENTIFY AN ORGANIZATION OF YOUR CHOICE WHICH YOU WILL DISCUSS AS AN EXAMPLE IN THIS ASSIGNMENT AND GIVE YOUR REASONS FOR CHOOSING THIS ORGANIZATION.Wal-Mart im fragment be taken as the organization of my choice to discuss by means of the various aspects of this assignment.Wal-Mart is the leader in retailing industry with fiscal revenue of $244.52 billion in 2003 making it the worlds largest corporation. mike reports that Wal-Mart as of 2002 had 1,283,000 employees growing at 11.2%. The above data explains that strategy of Wal-Mart is extraordinary which manages and operates over 4150 retail facilities glob tout ensembley. The key components of Wal-Mart (The Value Chain), which offers low-priced prices than its competitors admits firm infrastructure analogous frugal culture, no regional offices and pleasant environment to work. Managements take lots of visits and it is learnt in that respect are no rehearsals before any meeting which is normally plan on all(prenominal) Satur mean solar day. In any organization, human resource is the key to development and Wal-Mart efficiently manages its sources. Wal-Mart terms its employees as associates. Manager compensation is linked to the realise of come in operated by him, in spite of appearance promotions, compensation off ered to associates dep finishing on caller-ups profits and also offered virtually incentives on their performances. The workforce at Wal-Mart is not unionized as the alliance takes all the measures of their benefits and provides them training on related issues. technology plays a vital role in development of the organization and Wal-Mart is headspring equipped with technological innovations manage POS, store performance tracking, real time market research, satellite system and UPC. Wal-Mart procurement measures like hard-nosed negotiations, partnerships with some vendors, centralized buying, planning packets, etc. helps at large the cause of providing the goods and services on cheap prices. The opposite factors that increase the margin of profit for Wal-Mart are inbound logistics with frequent replenishment, automated DCs cross docking, pick up to flight, EDI, hub and spoke system. Wal-Mart strategy of operation is innovative with big stores in small towns with monopoly in the market at low rental costs, local prices, concentric expansion, selling in brand name, private labels, little space for inventory, store within store, etc. In relation to marketing and sales, merchandising is tailored from locals, spent less(prenominal) on advertising and the prices are fixed low and it depends on the store manager to fix the latitude of pricing. All the above factors combined together form the key components of Wal-Mart which not only increase the margin of profits through bulk sales but also boost the confidence of the customers with services like point of sale information system and e trulyday low prices.trade union movement 1.B WHO ARE THE MAJOR STAKEHOLDERS OF YOUR ORGANIZATION AND WHAT CONSIDERATIONS SHOULD BE MADE TO ENSURE THEIR (STAKEHOLDER) PARTICIPATION IN DEVELOPING MANAGEMENT STRATEGYStakeholder Analysis of Wal-MartIn determining the public affairs strategy of Wal-Mart, there are many groups and individuals who abide a chance in what Wal-Mart doe s. These mailholders can be divided into two groups the market and non-market stakeholders. The market stakeholders are those groups and individuals who endure an economic stake in what the accompany does. The non-market stakeholders are those groups and individuals who form a non-economic stake or semipolitical stake in what course the company takes.Market Stakeholders1. The StockholdersThe first group that has an economic stake in what Wal-Mart does is its shareholders. These are the commonwealth who actually own shares of Wal-Mart and therefore are interesting in seeing a return on their investment. They hope the economic value of their stock bequeath rise and they will see dividends. jibe to the 2001 Annual Report, last year, Wal-Mart paid out $.24 per share in dividends (Annual Report 2001, 45).2. The Wal-Mart ExecutivesThe top executives of Wal-Mart also suck in an economic stake in the company just as the regular stockholders do. Many of the top executives received s tock options are part of their salary. Obviously, they want their stock value to rise because a large part of their compensation comes from how well the Wal-Mart stock is doing.3. The EmployeesWhile some of the employees whitethorn ask stock in the company, many of them have an economic stake in the company just because their line of reasoning is their primary source of income. They want Wal-Mart to do well because and then they will keep their job and their source of income. Their financial compensation from Wal-Mart sustains them. Wal-Mart employs more than 885,000 people nationwide (Reid, 1)4. The Communities where Wal-Mart is locatedEach of the communities that have a Wal-Mart located in it has a stake in how well the company is doing. Many of these communities rely on Wal-Mart not only for jobs but also for a place to purchase many of their day to day necessities are a low price. Without Wal-Mart in these communities, there would be people without jobs and families paying hi gher prices for the goods that they need.5. ConsumersConsumers have a stake in how well Wal-Mart is doing. According to the 2001 Annual Report, Wal-Mart is the countrys largest grocery retailer (Annual Report 2001, 7) and therefore many people rely on Wal-Mart for their groceries.6. Non-profit OrganizationsMany non-profit organizations have an economic or market stake in how well Wal-Mart is doing. The Wal-Mart foundation provides many non-profit organizations with funding and if the company is not doing well, the Foundation is not going to do as well either. According the Wal-Mart sober Works Foundation, 97 percent of their funding goes to non-profit organizations in the communities where their stores are located. The Wal-Mart Good Works Foundation provides funding to programs that deal with community, education, environment and children. Therefore, if a Wal-Mart is located in a certain community, the non-profit organizations can look to the Wal-Mart foundation as a possible sourc e of funding. (www.walmartfoundation.org)7. Other RetailersOther retailers have a stake in how well Wal-Mart is doing and how much they are expanding. If a Wal-Mart moves into a community, changes are the other retailers in that community, especially if they are privately owned are going to put up money and may even be forced to close down. Because Wal-Mart is the largest retailer in the United States and number 1 on the Fortune 500 list, they have the ability to lower their prices and therefore can force other retailers out of business because they cannot match Wal-Marts low prices.8. Online RetailersLike other retailers in communities where there is a Wal-Mart, online retailers also have a stake in how well Wal-Mart is doing. Wal-Mart totally revamped their website in 2000 in order to make it a more profitable part of their retail empire. Wal-Mart, unlike many other e-tailers closed down their website in September 2000 in order to revamp their site. While Wal-Marts online sales o nly trifle a small portion of their overall sales, the website is a low cost way for Wal-Mart to deliver goods to consumer who lives in communities without Wal-Mart stores. (Business Week 11/6/00,2).9. Gasoline RetailersIn 1996, Wal-Mart do its first partnership with the fluffoline industry. Today, Wal-Mart has contracts with companies such as Murphy Oil USA, Sunoco, and Tesoro Petroleum. Wal-Mart contracts with these companies and leases real estate on their lots in order for the company to offer gasoline at Wal-Mart stores. Both the oil companies who have contracts with Wal-Mart and local gas stations have a stake in this. The local gas stations often cannot contest with Wal-Mart in either price or convenience. Over the next year, the oil companies that contract with Wal-Mart plan to expand to offer cheap gasoline at more Wal-Mart locations. For example, Murphy plans to expand to 600 Wal-Mart sites by 2003 and the other gas retailers have similar plans. (Reid, 5)Non-Market Sta keholders1. Labor UnionsLabor unions have a political stake in Wal-Mart has a strict policy just astir(predicate) not having their workers unionized. Wal-Mart takes the position that they are better able to take care of their employees and provide them with the trump benefits and compensation plans. Wal-Mart does not want interference from unions. Recently, Wal-Mart was charged by the National Labor Relations Board with violating federal law by keeping employees from property elections and joining the United Food and Commercial Workers International Union. (NY Times, C2)2. International Retail StoresOne of Wal-Marts key policy issues has been to move into the international retail market and extend stores in other countries. Last year, Wal-Marts International Di imagings sales increased by 41 percent (Troy, 47). Currently, Wal-Mart has stores in Chine, Korea, the United Kingdom, Brazil, Argentina, Germany, Canada and Mexico (Thau, 9). Wal-Mart must work closely with populace Rel ations firms in those countries in order to make sure there is no backlash against them moving into other countries. They must also be elaborated to follow the laws of each of those countries when they open new stores. Wal-Mart has been careful in moving into the international markets. They have acquired companies already well established in those countries and have made sure that 90 percent of their international products are locally sourced (Thau, 9).3. PoliticiansPoliticians have a non-market stake in Wal-Mart for some(prenominal) reasons. First of all, politicians may or may not want Wal-Mart opening in their district. On one hand, it may be good for the community. However, if it is a district with a large union presence, the politician may not want Wal-Mart is that area. Also, politicians may rely on Wal-Mart for campaign funding. Last cycle, Wal-Marts political action committee, Wal-Mart Stores Inc PAC for Responsible Government contributed $752,500 to various committees an d candidates during the 2001 cycle.TASK 1.C WHAT ARE THE underlying CRITERIA THAT SHOULD BE CONSIDERED WHEN REVIEWING MANAGEMENT STRATEGY OPTIONS?Key Points to make Planning Effective1. The Success of planning depends upon the effectiveness with which the forecast has been made. If the forecast is accurate, there is every possibility that the plan will be success.2. Flexibility must be introduced in the plan whenever necessary so that the employees can work with bear on interest and effort. The management shall not use pressure tactics and force employees to work for the sake of attaining the daily or weekly targets.3. All the members concerned with the organization must be involved in the task of preparing the plan. The viewpoints of the employees, who are actually going to perform the tasks, must be secured and their ideas may be in unifiedd in the plans, if found suitable.4. The plan should not be prepared to focus on the financial name and addresss of the business alone. It m ust have something for the employees. There must be some provision in the plan to reward efficient workers. Some inducement is necessary in the plan to motivate the employees to work harder.5. The plan must be realistic. It should take into account the capabilities of both the managers and the employees. Both shall not be required to work beyond their capacity. In other words, the plan must not behave also much out of every person.6. The plan must be overstepd effectively to all the subordinate staff. Their consent may also be obtained. The undefeated implementation of the plan depends on the extent to which subordinates participate willingly in the performance of the tasks.7. A co-ordinated effort on the effort on the part of every department is required for the success of the plan. To achieve this, the departments concerned shall work with proper understanding.Additional steps that can be followed to avoid obstacles in planning.(There should be no ambiguity in the objectives t hat are laid out. They must be clear and achievable.Use of information should be put in place. Management Information governance can be used.Managers should sport a dynamic outlook and they should have that mindset of moving towards achieving the objectivesAll plans designed can have some sum of money of flexibility built into it.All resourcing required for the plan should be done upfront leaving on surprises at the end.The importance of having a Cost-Benefit analysis cannot be ruled out. This must be done.TASK 1.D DESCRIBE A SITUATION WITH YOUR CHOSEN ORGANIZATION WHERE A POTENTIAL STRATEGY MIGHT BE true TO RESOLVE AN ISSUE. PRODUCE AN APPROPRIATE STRATEGY AND INDICATE ITS RESOURCE REQUIREMENTS.A strategic goal of Wal-Mart is to expand. It has done so success practicedy. Looking at the facts and figures clearly shows the corporations self-assurance and power. Currently the corporation employs over 1.3 million employees, one million in the US alone. The company owns over 4000 st ores worldwide. Over 1,200 units (stores) are in operation internationally. Domestically, Wal-Mart is the largest US retailer, employing most 1 million people. It has over 3,000 stores and outlets, and 77 distribution centers. The company serves more than 100 million customers weekly in all 50 states, Puerto Rico, and several nations around the world. (www.walmart.com, Fact Sheet Wal-Mart at a Glance, 2002).Internationally, the retailer operates in Mexico, Canada, Argentina, Brazil, China, Korea, Germany, and the United Kingdom. Its expansion strategy internationally has been aggressive and powerful. The latest expansion strategy is for the company to gain entry into a nation by corporate takeover of a national retailer. Once the company is bought, Wal-Mart converts the stores into Wal-Mart stores. Three countries, all with no previous Wal-Mart stores, became part of the corporations international presence when domestic retail chains were overtaken. In 1994, Wal-Mart bought 122 Wo olco stores in Canada today there are 196 units in Canada. In 1998 Wal-Mart bought the Wertkauf store with 21 units, now there are 94 Wal-Marts in Germany. In 1999, Wal-Mart acquired the ASDA chain with 229 units in the UK. Today, the UK has 252 Wal-Mart stores. (www.walmart.com, Fact Sheet on International Operations, 2002) This particular strategy, of corporate takeover, puts the company at an advantage when it enters into a new market. In one stroke, a large competitor is eliminated, and at once, Wal-Mart has real estate and employees, and a big presence in its targeted location. This is an effective use of the companys size and wealth, as few if any competitors are able to do this effectively. The company builds up brand familiarity, fleck retaining the old familiar outlets. Gradually, as the local Wal-Mart stores begin to make money, and local management assess their competition environment, the company begins to redesign the acquired stores to look like Wal-Marts, it then be gins to build new and larger stores in that new market. Wal-Mart is now the largest retailer in Canada and the UK.TASK 2 DEVELOP VISION, MISSION, OBJECTIVES AND MEASURESTASK 2.A FOR YOUR CHOSEN ORGANIZATION, LIST THE master ITS ETHICAL, CULTURAL, ENVIRONMENTAL, SOCIAL AND BUSINESS OBJECTIVES. HOW ARE THESE INFLUENCED BY THE CURRENT BUSINESS AND ECONOMIC CLIMATEVisioningCreating dual-lane understanding of prox possibilitiesA strategic vision is usually thought to be solely future oriented.A vision provides an organization a forward looking, idealized image of itself.Moves outside the usual assumptions.Concentrates on the end goal, not the means to reach the goal.Followers gain ownership by developing the means (action plan).An alternate view from the field of organizational learning expands this to shared vision, which also includes a present component.Vision is not a destination, but an intangible structure that surrounds us and guides our daily activities. From this perspective , a shared vision is a form of self-identity.This definition of vision is a collective belief in what the organization can become. In this way it is similar to a truly desired wish for the future. The difference, however, is in how we mold ourselves to adapt to the environment without expecting to be able to change the environment itself. Yes, there is an implicit assumption about the future. However, if the vision is sufficiently broad it will suffice for providing a framework for current decisions. Granted, all decisions are made in the present. Yet, to work toward something grander than the present employs some probability of future outcomes upon which to make decisions, all other things being equal.Regarding feedback loops for control, such feedback can be employed for both corrective action and vision revision (interesting combination of words). If the feedback indicates a problem in the implementation and nothing amiss in the expected vision then the strategy and/or tactics c an be adapted to get back on track toward the vision. And if there is an indication that the vision is no longer realistic there is no problem with a sacque in vision to a more workable vision. Normal planning cycles allow for such a step on an annual basis, which is probably too long for planning within a dynamic environment. But this gets back to the dynamics of the planning process itself. This approach to using feedback is similar to the use of a tracking ratio to serve as a warning system for a forecast that is no longer adequate to the current reality.ImplicationsWhat is unique about the organizations self-concept of itself? Something that would be missed if the organization were not to fulfill this vision.What issues might arise among different stakeholders as this vision is realized?Are organizational practices aligned with the vision? Are desired actions reinforced by performance metrics?Putting an organization mission vision in place requires working at all levels of the organization. oftentimestimes, the effort is only made at the top of the organization with the expectation that employee commitment will follow. Instead, limited compliance is accomplished, at best. It is recommended that a specific change program be put in place to develop a shared vision and common understanding of the groups mission.MissionThe mission is the ultimate determination for why the organization exists. Essential components of a good mission statement includeBrief and easily understood by everyone.What goods and services (beyond the basics)For Whom market section (geographic, sociological, financial, ethnically)How market strategy, distribution strategy.Present and future possibilities.Why basic reason the organization exists.Distinctive competency.Driving Forces.Driving ForcesProducts and/or services offeredMarket servedTechnologyLow-cost capabilityOperations capabilityMethod of distribution saleUse of resourcesProfit (return on resources)TASK 2.B DESCRIBE THE ROLES OF VISION AND MISSION tilt OF YOUR CHOSEN ORGANIZATIONThe corporate mission can be stated as followsAs Wal-Mart continues to grow into new areas and new averages, our success will endlessly be attributed to our culture. Whether you walk into a Wal-Mart store in your hometown or one across the country while youre on vacation, you can always be certain youre getting low prices and that genuine customer service youve come to expect from us. Youll feel at home in any department of any storethats our culture.The company has three Basic Beliefs or core philosophies Sam Walton built the company on. Those beliefs are (1) Respect for the Individual, (2) Service to Our Customers, and (3) to Strive for Excellence. Respecting the individual is a call for treating their employees well and pushing them to excel in what they do. The commitment to their customers is a goal whereby the stores respect a pricing philosophy to always sell items as low as they can while providing excellent cu stomer service. The triad belief is to strive for excellence, that is to expand the store, innovate, reach further in to new markets and to grow. (H. Lee Scott, 2002, www.walmart.com)Other beliefs include, prodigious customer expectations with aggressive hospitality such as using door greeters. The store also features patriotic display and themes in its US stores. Another goal for the company is to support efforts in the local community via charitable contributions. Wal-Mart identifies several affiliations with charities such as the United Way and the Childrens Miracle Network (www.walmartfoundation.org).The Sundown Rule is a corporate directive whereby all Wal-Mart employees, be they store associates, management, or corporate staff, must reasonably answer a customers or supplier request or question within 24 hours. The Ten Foot Rule states that store employees must greet, smile, and attend to a customer in a store when within 10 feet of them. Its a type of aggressive hospitality policy. Wal-Mart also compels its staff to engage in morning cheers where they recite company sayings.A final, yet important rule, which is a strong part of the corporate culture is Sam Waltons Pricing Philosophy which underlines the company strategy of selling items for less then their competitors, always. (www.wal-mart.com, corporate culture).TASK 2.C INDICATE HOW IT IS POSSIBLE FOR AN ORGANIZATION TO EVALUATE THE ACHIEVEMENT OF ITS OBJECTIVESImplementing Every company will have its own strategy but it is the operation which puts in to practice. You cannot, afterward all, touch a strategy you cannot even see it all you can see is how the operation behaves in practice. The implication of this role for the operations function is very significant.Support It must develop its resources to provide the capabilities which are needed to allow the organization to achieve its goals. Example If a manufacturer of personal computers has decided to compete by being the first in the market with every available new product innovation, then its operations function needs to be assailable of copying with the changes which constant innovation will bring. It must develop or purchase processes which are flexible, affluent to manufacture novel parts and products.Driving The third role of the operations part of the business is to drive strategy by giving it a long-term competitive edge. The both short term and long term success can come directly from the operations functions. An operations function which is providing both long and short term advantage is driving business strategy by being the ultimate custodian of competiveness.Effective operations management Operation plays these roles within the organization can be judged by considering the organizational aims or aspirations function. The model traces the progression of the operations function from which it is largely negative role of stage 1 operations to it becoming the central element of competitive strategy in excellent s tage 4 operations.Stage 1 internal neutrality This is the poorest level of contribution by the operations function. The other functions attachment it as holding them back from competing effectively. Even good organizations can be let down by their operations function and the resulting publicity can be damaging.Stage 2 External neutrality The first of breaking out of stage 1 is for the operations function to begin comparing itself with similar companies or organizations in the outside market. By taking the best ideas and norms of performance from the rest of its industry, it is trying to be externally neutral.Stage 3 Inernally supportive These operations have probably reached the first division in their market. They may not be better than their competitors on every aspect of operations performance but they are broadly up with the best.Stage 4externally supportive The third stage is taken to be as the limit of the operations functions contribution.TASK 3 PLAN FOR IMPLEMENTATION OF TH E STRATEGYTASK 3.A DISCUSS HOW A TIMETABLE FOR STRATEGY IMPLEMENTATION CAN BE DETERMINED. INCLUDE A SAMPLE TIMETABLE, TO INCLUDE KEY MILESTONES AND THEIR TIMINGSAs an example, let us take the strategic planning and implementation of a university learning programs.Following is a sample table that gives detailed timeline in achieving a specific strategic goal that have been set.picTASK 3.B HOW MIGHT THE DISSEMINATION PROCESS BE USED TO HELP AN ORGANIZATION GAIN commission TO ITS STRATEGY AND THE IMPLEMENTATION OF THISTen Elements of an Effective Dissemination PlanAfter you have developed your public exposure policy statements, you are ready to turn your forethought to more specific dissemination planning. Remember that your dissemination planning should start at the beginning of your research activities, not at the end. While some inside information of the dissemination effort will be suggested in your original proposal and refined as you progress through your research, your dissem ination plan goals and objectives should be subtle at the beginning of your research project in consultation with your NIDRR project officer. This approach will allow you to meet your dissemination challenge in a timely manner.1. Goals Determine and document the goals of your dissemination effort for your proposed project.2. Objectives Associate each goal with one or more objectives that clarifies what you are trying to accomplish through your dissemination activities.3. Users Describe the scope and characteristics of the potential users that your dissemination activities are designed to reach for each of your objectives.4. Content Identify, at least, the basic elements of the projected electrical capacity you have to disseminate to each of the potential user groups identified.5. Source(s) Identify the primary source or sources that each potential user group is already tied into or most respects as an information source. Consider ways to partner with these sources in your dissemin ation efforts.6. Medium Describe the medium or media through which the content of your message can best be best delivered to your potential users and describe the capabilities and resources that will be required of potential users to access the content for each medium to be used.7. Success Describe how you will know if your dissemination activities have been successful. If data is to be gathered, describe how, when, and who will gather it.8. Access Describe how you will promote access to your information and how you will archive information that may be requested at a later date. Consider that most people will use your project-related information when they perceive a need for it not necessarily when you have completed your research project.9. Availability Identify strategies for promoting awareness of the approachability of your research-based information and the availability of alternate available formats.10. Barriers Identify potential barriers that may interfere with the targete d users access or utilization of your information and develop actions to reduce these barriers.The dissemination and implementation of the strategic plan is a great time to actualize organizational values and improve internal processes. Once a strategic plan is established, the organization must keep a close watch on its progress or the plan and the goals will collect dust. It is usually not enough to meet a few times a year unless there are very few goals or the goals are basically to maintain the spatial relation quo. In general, it is best that those responsible plan a regular meeting schedule in order to maintain momentum and discuss issues as they arise. The processes around monitoring the implementation of the plan, disseminating the plan, developing the Action Plan, and so forth should be designed with the organizations values as guiding principles. If possible, they should also incorporate solutions to any other organizational culture issues that were discussed during the s trategic planning process. If solutions were not generated, the implementation processes should at least be designed with these issues in mind, with the intention of finding solutions at a point in the near future.A good strategic plan must involve an examination of your organizations values and internal process challenges (every organization has them). Often a strategic plan will expose problems that were hidden. This is a good thing. But only if you take control of them. The Action Plan must include steps to address mismatched organizational values and culture, starting with the implementation process.TASK 3.C DESCRIBE THE IMPORTANCE OF MONITORING AND EVALUATION OF A NEW STRATEGY. schema HOW THIS MIGHT BE ACHIEVEDMany strategic plans end up collecting dust on a shelf. observe and evaluating the planning activities and status of implementation of the plan is for many organizations as important as identifying strategic issues and goals. One advantage of monitoring and evaluation is to ensure that the organization is following the direction established during strategic planning phase.Note that plans are guidelines. They arent rules. Its alright to deviate from a plan. But planners should be aware of the reason for the deviations and update the plan to reflect the new direction.Responsibilities for Monitoring and EvaluationThe strategic plan document should square up who is responsible for the overall implementation of the plan, and also who is responsible for achieving each goal and objective.The document should also specify who is responsible to monitor the implementation of the plan and made decisions based on the results. For example, the board might expect the chief executive to regularly report to the full board about the status of implementation, including progress toward each of the overall strategic goals. In turn, the chief executive might expect regular status reports from mediate managers regarding the status toward their achieving the goals an d objectives assigned to them.Key Questions While Monitoring and Evaluating Status of Implementation of the Plan1. Are goals and objectives being achieved or not? If they are, then acknowledge, reward and communicate the progress. If not, then consider the following questions.2. Will the goals be achieved according to the timelines specified in the plan? If not, then why?3. Should the deadlines for completion be changed (be careful about making these changes know why efforts are behind schedule before times are changed)?4. Do personnel have adequate res

Attitudes Towards the Religion of Islam Essay -- Culture

Attitudes Towards the Religion of IslamFor centuries much of the Western world has targeted the Islamic righteousness as a threat to others. Many feel that the holiness promotes hatred and violence while many others feel that Islam is a peaceful religion. With so many forms of the religion, though, it is hard to put a label on the religion as a whole as being either peaceful or violent. Perhaps the best way to try to answer these uncertainties about the temper of Islam is to look at its holy book, the Koran, and the practices of the religions followers. The Koran is the best source of information for non-Muslims to refer to regarding Islamic beliefs since Islam is followed in so many forms, and in that respect is no central authority that can be consulted for a definitive decree of Islamic regulation. The Koran dictates to its followers what is morally right just as the Bible does for Christians. The Koran discusses a man named Mohammed who is looked at by Muslims as the pe rfect follower of the Islam faith. His role in the Koran parallels that of Jesus in the Bible. The differe...

Toward a Dynamic Conception of ousia :: Aristotle Aristotelian Legacy

Toward a Dynamic Conception of ousiaThis paper is an initial attempt to develop a dynamic conception of universe which is not anarchic. It does this by returning to Aristotle in rate to begin the process of reinterpreting the sum of ousia, the concept according to which horse opera ontology has been determined. Such a reinterpretation opens up the misfortune of understanding the dynamic nature of ontological identicalness and the principles according to which this identity is established. The development of the notions of energeia, dynamis and entelecheia in the middle books of Aristotles Metaphysics will be discussed in order to suggest that there is a dynamic ontological framework at work in Aristotles later writing. This framework lends insight into the dynamic social organisation of being itself, a structure which does justice as much to the concern for continuity through change as it does to the moment of difference. The name for this conception of identity which affirms both continuity and novelty is legacy. This paper attempts to apprehend the meaning of being as legacy.There is perhaps no idea in the history of western ontology with a more powerful legacy than Aristotles conception of ousia. Traditionally construed, ousia stands for the primary, foundational principle of being. It can be said that ontology has historically been ousiology the search for last foundations. In this quest for ultimates, the ousia names the absolute arche, the foundational principle that reigns over and orders all being. The political tone of this formulation is intentional it is designed to frame the ontological question concerning the meaning of ousia in ethico-political legal injury. The impetus behind this strategy is to suggest that western ontology has been largely determined by an authoritarian tendency that seeks to establish a single ultimate principle in order to secure a firm and certain foundation. On the one hand, this authoritarian tendency may be trac ed back to Aristotle, for ousia is on the dot such a hegemonic principle on the other hand, Aristotle also suggests another conception of ousia, one that can be drawn upon in the attempt to stretch out this authoritarian tendency. In what follows, I trace both the authoritarian and this resistant conception ousia in Aristotle.Aristotles Authoritarian OntologyTo apply the political term authoritarian to an ontological account may at first seem to be a simple category mistake. However, this first impression fails to recognize that many of the terms that have come

Comparison of To His Coy Mistress and The Ruined Maid Essay -- Andrew

Comparison of To His Coy Mistress and The Ruined MaidTo His Coy Mistress is written by Andrew Marvell in the 17thCentury. Marvell was one of the so-called metaphysical poets - a termof mild literary abuse coined by Dr. Johnson. The Ruined Maid waswritten by Thomas unfearing in 1866. It is important to analyse the theme,language, tone, characters and style of both verses in order to compareand contrast them.To His Coy Mistress is a lyric of seduction. It is about a issue manwho tries to persuade a young young lady to have sex with him. It seems thathe has made an attempt but fails, because the girl is un willinging toyield her virginity.The poem is an example of a carpe diem poem - carpe diem is Latinfor seize the day. The man expresses his sadness at the thought ofswiftly passing time and the shortness of life. He wants to persuadethe girl to grab the time that they have.The poem splits up into three sections with different moods. The firstsection contains lots of flatteries. Mar vell has already expressed themain point of this poem at the first two lines, Had we but worldenough and time, this coyness, Lady, were no crime. He is saying thatif there is time, he can wait. He understands the young girls modestyand she wants to substantiate her virginity. The poem is lustful as the mankeeps on flattering the girl he says that he could operate within theconfines of conventional courtship and commit appropriate time toworship of her. Two hundred to adore each breast. He assured herthat she deserves the most elaborate courtship imaginable - For lady,you deserve this state. He will spend lots of time waiting for herif there is time.However, the second section begins with a huge ... ...coy mistress. However, the mistress might bea rich char and she might be happy with her present life while shekeeps her virginity. In general, the man is the one who isdisappointed if he cannot have sex with her.In the washed-up maid, Hardy is quite successful in teasing societyshyp ocrisy in condemning prostitution. One may have a repair life andbetter position as a prostitute. However, in my opinion, I thinkreputation is an important thing for women. I would tease the ruinedmaid as well. I would rather be a poor country girl than a prostitute.Even if she has a better life and is rich, she is totally shameful andcondemned by the public. Losing her virginity is an indignity, as isbeing as ruined. Not only should the prostitutes be blamed, but alsothe men who pay them for sex should be humiliated. The mensreputation should also be ruined.

Exploring Music Trading :: Essays Papers

Exploring Music TradingBackgroundThe recording of populate music goes acantha over a century to the beginnings of audio recording technology itself. The organized recording and trading of a bands live shows by devoted fans, however, is generally traced rearwards to the late 60s or early 70s. The first band which allowed and encouraged such activity was, of course, the Grateful Dead. Although the Dead never had a true radio hit, they were competent to become the most consistently successful touring act of all time in no small part by allowing their fans to record and then avocation (but never sell) copies of each of their live shows. Both the library and music trading communities may find themselves under profit-minded assault in the present and near future. By the time the Grateful Dead called it a career in 1995 with the death of guitarist and guru Jerry Garcia, a number of other bands had taken notice and were emulating the practice of allowing hearing taping and trading. Pr ominent among these bands were first-wave HORDE (named for a successful festival tour) or jambands such as Phish and Blues Traveler. Despite the lack of MTV or radio support, Phish managed to unrefined over $20 million per year from their tours in the late 90s. The band consistently sold out venues for multi-day runs, while MTV-fri sackly bands were playing in front of half-full houses. trance there is no real estimate of the number of touring bands today which allow audience taping and trading, a rough guess would place the low end at well over a hundred (given that 80-taper friendly bands were at the High Sierra Music Festival last summer, and at least an come to number were not). Many of these bands now allow, encourage or initiate the posting of their shows to various online sites such as www.archive.org (a must-see site for all library types, not just now for the excellent live shows contained therein), usually in SHN or FLAC formats, where they are available for free downl oad to any one(a) with a high-speed connection.Given the harsh attitude of the major recording labels (as expressed through the Recording Industry Association of Americas various peer-to-peer lawsuits) toward unauthorized distribution of copyrighted recordings on the ground that it damages the fortunes of their artists authors note one should be properly skeptical of any record company claims of interest in their artists well being, why, then would bands allow the essentially free distribution of live shows?

Lou Gerstners IBM :: Lou Gerstner IBM

Lou Gerstners IBM1. What struggles does Lou Gerstner face in his excogitation to makeIBM network-centric? Consider sexual and externalimpediments.In order to make Lou Gerstners plan effective he hadto make many changes with in the IBM company. Gerstner setup a team with Jerry York and Richard Thoman along board.Some changes that were made with in IBM were, a cut back onemployment, reduced expenses, and a stronger customerservice. Gerstner and his new team based their plans oncomputer networks and the products needed to help IBM reachtheir future goals for the company. Some struggles Gerstnerfaced would be, the cut back in employment, I think thiswould have hurt his plan because I would have slowed downthe production of the IBM products also high costs with norevenue would hurt his plan until he could work and fix theproblems. another(prenominal) problem Gerstner was faced with would bethe process of getting lost customers back to buy IBMproducts.2. Must IBMs basic corporate culture change in order tomeet Gerstners goal? Explain.I think that IBMs corporate culture would have changedbecause IBM is following a new structure in order to achieveGerstners goals.. Since employment would be cut back thatmeans that the workers that did stay would have longer hours. Another thing that would change would be the quality and advancement of the products, since the expense cost would be cut down , the quality of the products would decrease. Being the expense cost declined the would be no room for travel the products and keeping up with the competitors.3. What strengths does IBM possess that make Gerstners planachievable? How do Gerstners strategies incorporate thosestrengths?IBM is a well known name and its been around for along time. I would buy a product from a company who has agood reputation rather then from a brand new company Ive