Team Concept, Human Behavior, Persuasion & Diversity

1. The role of the leader in the team concept is very important. Research shows that success is enhanced, if an organization understands and effectively manages five team processes. List and discuss these five team processes in Chapter 17. The five team processes are: 1. Buy-in: how the work of the team is legitimized and goals are set. 2. Accountability: how individual and team performance is managed and rewarded. 3. Learning: how performance is improved and skills developed. 4. Infrastructure: how the work of the team is systemized and resources accessed. 5.Partnering: how people interact and work together to achieve success on the team and across organizational units (Manning & Curtis, 2009). 2. Physical and emotional needs are important determinants of human behavior, helping to explain why people work, why they have certain personal goals, and what they want in their relationships with others. Psychologist Abraham Maslow divides human needs into five categories, progressing from basic needs to complex needs. Discuss Maslow’s five â€Å"Hierarchy of Human Needs. † List and discuss each one. Maslow’s five Hierarchy of Human Needs are: . Survival. The needs that are taken as the starting point for motivation theory are the physiological, or basic body tissue, needs. Taking a breath of air and acting in self-defense are normal expressions of such needs. Survival needs are strong and natural forces within the person. 2. Security. Once survival needs are satisfied, security needs become important. Freedom from threat and protection from loss are major security goals, helping explain our interest in savings accounts, medical insurance, seniority rights, and burglar alarms. 3. Belonging.When survival and security needs are satisfied, the need for belonging emerges. This is true for people in all cultures, whether aggressive or peaceful, primitive or advanced. Every individual makes a distinct effort to belong to some aspired social group. 4. R espect. Once survival, security, and belonging needs are satisfied, people are motivated by the need for respect the need to be considered favorably by self and others. The pursuit of fame, regardless of the field business, government, and the arts can be explained only by the powerful need for respect. 5. Fulfillment.After physical and social needs are satisfied, people are motivated by the need for fulfillment, which Maslow referred to as â€Å"self-actualization. † These people may or may not please others by what they do, and their efforts may or may not result in the attainment of intended goals (Manning & Curtis, 2009). 3. Chapter 18 discusses â€Å"why people do what they do. † There are nine points to remember about human motivation. With these in mind, you will better understand why people do what they do. These points can also explain the complicated relationship between personal goals and work behavior.List and discuss these nine points for human motivation. The nine points for human motivation are: a. A satisfied need is not a motivator. It is not what people have that motivates behavior; it is what they do not have, or what they have done without. b. Employee motivation and company success are related. c. Psychological needs and social values are not the same. d. The same act can satisfy any of the five motivation levels. e. All people have the same needs, but to different degrees and accompanied by different wants. What it takes to satisfy motivational needs and how much is required are unique to each person. . A person can be deficiency-motivated, bringing harm to self or others. It is possible to have an extreme fixation on a natural need, so strong that it can lead to neurotic and even destructive behavior. g. Unsatisfied needs can harm your health, as surely as if you were physically stricken. If you feel the need for recognition, but no one respects you; if you feel the need for love, but no one cares; if you feel the need for self-expression, but have no outlets, you can develop a motivation condition as harmful as physical illness. h.Leadership is important in meeting employee needs and preventing motivation problems. What a leader does will vary with the circumstances. Sample actions include improving job safety (survival needs), clarifying job assignments (security needs), offering a word of encouragement (belonging needs), providing praise for a job well done (respect needs), and offering new skills development (fulfillment needs). i. The ideal is to integrate the needs of the individual with the goals of the organization. If the needs of the individual can be satisfied while advancing the goals of the organization, he ultimate in employee morale and organization effectiveness will be achieved (Manning & Curtis, 2009). 4. Managing diversity is very important for both the leader and organizational survival. List and discuss strategies and techniques that can help both individuals and organizations man age diversity effectively. What can individuals do:  ¦ Connect with and value your own culture.  ¦ Think about how it feels to be different by remembering times when you felt that you were in the minority.  ¦ Try to understand each person as an individual, rather than seeing the person as a representative of a group. Participate in educational programs that focus on learning about and valuing different cultures, races, religions, ethnic backgrounds, and political ideologies.  ¦ Make a list of heroes in music, sports, theater, politics, business, science, and so forth.  ¦ Learn about the contributions of older people and people with visual, hearing, or other impairments.  ¦ Learn more about other cultures and their values through travel, books, and films, and by attending local cultural events and celebrations.  ¦ Continually examine your thoughts and language for unexamined assumptions and stereotypical responses. Include people who are different from you in social con versations, and invite them to be part of informal work-related activities, such as going to lunch or attending company social events.  ¦ When dealing with people, try to keep in mind how you would feel if your positions were reversed. What can organizations do:  ¦ Include employees from a variety of backgrounds in decision-making and problem solving processes.  ¦ Develop strategies to increase the flow of applicants from a variety of backgrounds. Look for opportunities to develop employees from diverse backgrounds and prepare them for positions of responsibility  ¦ Show sensitivity in the physical work environment.  ¦ Form a group to address issues of diversity.  ¦ Implement training programs that focus on diversity in the workplace programs designed to develop a greater awareness and respect for differences.  ¦ Pay attention to company publications such as employee newsletters.  ¦ Evaluate official rules, policies, and procedures of the organization to be sure all employees are treated fairly. Develop mentoring and partnering programs that cross traditional social and cultural boundaries.  ¦ Talk openly about diversity issues, respect all points of view, and work cooperatively to solve problems (Manning & Curtis, 2009). 5. Historically, women in high leadership positions have come from nonprofit organizations, educational institutions, and public office. However, over the last few years, they are starting to come from the business world. The Center for Creative Leadership has identified six success factors for women in high leadership positions. List and discuss these six success factors for women.The Center for Creative Leadership has identified six success factors for women in high leadership positions: 1. Help from above. Women in high levels of leadership have typically received the support of influential mentors. 2. A superior track record. Held to high standards, executive-level women have usually managed effectively and have develope d an excellent record of performance. 3. A passion for success. Senior-level women have been determined to succeed. They worked hard, seized responsibility, and achieved their objectives. 4. Outstanding people skills.Successful women executives typically utilize participative leadership, employee empowerment, and open communication to foster trust and high levels of morale among subordinates. 5. Career courage. Successful women leaders have demonstrated courage to take risks, such as taking on huge responsibilities. 6. Mental toughness. Senior-level women are seen as tenacious, demanding, and willing to make difficult decisions (Manning & Curtis, 2009). Applications Exercise 19. 2 1. 4 2. 4 3. 2 4. 3 5. 3 6. 3 7. 4 8. 3 9. 2 10. 3 11. 4 12. 4 13. 2 14. 4 15. 4 Domination = 12 Collaboration = 8 Compromise = 8 Avoidance = 11 Accommodation = 11

Hemingway’s Descriptive technique

The First World War wreaked more havoc and destruction than the world had ever seen before. All around them, people could only see death and devastation. The existing moral structure and value systems were coming crumbling down as men killed fellow men without so much as a second thought. This led to people questioning faith, religion, and the existence of God. They began to feel that if there really was a God, then surely he would stop the pain and suffering that man was facing at that time? A movement slowly began to sweep over Europe, where people began to re-think and question the very meaning of life. This school of thought came to be known as Existentialism. Very similar to Existentialism, was Modernism. The Modernists were people who revolted against the music, art and architecture of the times, and targeted mainly the classical and romantic strains of literature. They were people who were depressed and disillusioned by the militarism of the times, and challenged fundamental values such as progress and enlightenment. Like the Existentialists, they too did not believe in the existing set of rules and morals that governed society, and believed it was time for a change. Both of these concepts influenced Hemingway greatly, and we can see the effect of this influence clearly in his writing. The novel. â€Å"A Farewell to Arms† is narrated entirely from Frederick Henry's point of view. He has a very distinct way of describing things-short and crisp. Throughout the novel, though Henry is surrounded on all sides by death, destruction and the wreckage of war, never once do we see him dramatizing or romanticizing it. He has what one might call a â€Å"reporter's eye†-everything is portrayed as if being reported by a journalist, concentrating only on the concrete facts and nothing else. Hemingway does not give the reader the opportunity to pass moral judgement on any of the characters or situations, infact, Henry gives us a perfect 360 degree view of things, and the way in which he speaks of death and casualties with such practiced normalcy almost unsettles the reader. In this part of the novel, Hemingway also stresses on the differences that have grown between Rinaldi and Henry. Henry was injured and had to leave the front, which subsequently led to him spending time and falling deeply in love with Catherine. This episode in his life gave him the chance to change and grow as a person, he becomes more mature and very different from the Henry that we came to know at the beginning of the book. Rinaldi, on the other hand, remains the way he has always been, and seems to have grown embittered and hostile towards the war. â€Å"It is killing me,† he says. Of Henry he says, â€Å"you act like a married man,† almost accusing him of having changed. In this manner, Hemingway uses Rinaldi as a foil to bring out and emphasize the change and growth that has taken place in Henry. In Book Three of the novel, Henry and Catherine's romantic interlude has ended, and the focus shifts once more from love to war. It is once again Autumn, and â€Å"the trees were all bare and the roads were muddy;† Hemingway continues with his use of rain and water as a bad omen. Mud here also represents the unclarity and uncertainty of the times. Later, in chapter 28, mud acts as an antagonist of sorts, when the ambulances get stuck in it, and this leads to Henry shooting a fellow Italian officer. The contrast between the plains and the mountains, which Hemingway had established in earlier chapters, is laid out more explicitly here when Henry, while speaking to a driver named Gino, tells him that he does not believe that a war can be fought and won in the mountains. This establishes the mountains not only as a place of peace and tranquility, but also of refuge. Rain also seems to be ever-present during Book Three. In Chapter 27, it begins to pour, and this marks the beginning of the Italian retreat. By the evening, the rain turns to snow for a while, giving the men a glimmer of hope, only to start raining again. The reader is so tuned into the rain- death symbolism by now that when, over dinner, a driver known as Amyno says, â€Å"To-morrow maybe we drink rainwater,† we are left with a deep sense of foreboding and doom. Perhaps the most important bit of symbolism in the whole novel comes in Chapter 28 of Book Three. It is the climax of the novel, and the action is all downhill from then onwards. Here, Henry deserts the war at long last, it is something that has been in the pipeline for many a chapter. Chaos seems to be at large, as Henry witnesses Amyno being shot by a fellow Italian. As he says, â€Å"We are in more danger from Italians than from Germans.† Henry had never felt any duty or obligation to the Italian army, he always seemed to be isolated from the war, and so it seems as if all this time Hemingway was preparing us for this very moment. When Henry plunges headlong into the river, effectively abandoning the war, the reader is not shocked, and does not feel the urge to pass judgement of any sort, because he understands Henry's motives for desertion. His dive into the river is Hemingway's way of signaling a Re-Birth or Baptism of sorts, as when Henry comes out of the water, he is a changed man, who has made his own peace with the war. This is further exemplified when Henry says, â€Å"Anger was washed away in the river along with any obligation,† Also, while Henry is clutching on to the piece of timber and floating down the river, we notice that though the entire novel up until that point has been entirely in the first person (â€Å"I†), the narration now shifts for a brief moment, and Henry begins to use the words â€Å"you† and â€Å"we†. The result of this is that the reader feels much closer to Henry, and gets a chance to put himself in Henry's shoes. Its as if Hemingway wants us all to be Fredrick Henry, if only for a moment. At the end of Book Three, we see Henry traveling in a train car used to transport guns, and thinking quietly about what he has just done, and about his love for Catherine. Again, Hemingway uses the second-person narrative, as Henry justifies his desertion to himself by thinking, â€Å"You were out of it now, you had no more obligation.† Thus, Hemingway effectively utilizes these various descriptive techniques and employs them to peel away the layers of glory and honour that surround the war, instead showing us the honest, brutal face of war. The novel reaches its climax in Book Three, and we see descending action from here onwards.

Fdi- Boon or Bane

FDI IN INDIAN RETAIL SECTOR ABSTRACT: The research paper aims to understand whether the FDI policy introduced in the Retail sector in India is a Boon or a Bane. The paper gives an outlook of the Indian Retail Sector, its growth trajectories and its contribution to the national GDP. It also entails in detail the policy of FDI in this sector and its various clauses. The paper, in the end, talks about the benefits of implementing the FDI policy, and also what disadvantages it possess. 1. OVERVIEW OF INDIAN RETAIL SECTORIndian retail sector is the most booming sector in the Indian economy and largest sources of employment after agriculture. Trade or retailing is the single largest component of the services sector in terms of contribution to GDP. Its massive share of 14% is double the figure of the next largest broad economic activity in the sector. India is the second most attractive retail destination ‘globally from among thirty emergent markets. It has made India the cause of a g ood deal of excitement and the cynosure of many foreign eyes.With a contribution of 14% to the national GDP and employing 7% of the total workforce (only agriculture employs more) in the country, the retail industry is definitely one of the pillars of the Indian economy. It is undergoing a transitional phase to usher organized retail. The attitudinal shifts of the Indian consumers were in terms of â€Å"Choice Preference†, â€Å"Value for money’ and the emergence of organized retail format. The overall Indian retail sector is expected to rise to US $ 833 billion by 2013 and to US $ 1. 3 trillion by 2018.In line with the global developments in the retail industry, Indian retail is largely dominated by the unorganized retailers. It has witnessed a massive transition in the last decade. Of the total retail sales, the food and grocery segment constitute the major chunk. Growing in tandem with the economy is the Indian retail sector. The sector is on a high growth trajecto ry and is expected to grow by more than 27 per cent over the next 5 to 6 years. Initially it was predominately fragmented through the owner- run â€Å"Mom and PopOutlets†. The change in lifestyle, education, travel and disposable income has changed the pattern of consumption. Customers are aware of their surroundings and developments. The awareness was created through the advent of technology such as television, cable and satellite channels. They are accustomed to the organized retail format. Understanding the pulse or trend of the market the large corporate groups like ITC, Reliance, Tata, Rahejia and others are infusing staggering amounts of capital into organized retail sector.The Cardiovascular SystemSome of the leading Indian retailers who had tapped this market were Bata India Ltd, Big Bazaar, Crossword, Ebony Retail Holdings Ltd. , Food Bazaar, Globus Stores Pvt. Ltd. , Liberty shoes Ltd. , Music World Entertainment Ltd. , Pantaloon Retail India Ltd. , Shoppers Stop, S ubhiksha, Titan Industries, Trent, Benetton, Addidas, Reebok, Levis, Diary Farm, KFC, Metro, WalMart, Marks & Spencer’s etc are some of the popular global retail brands that have set up retail business in India.The organized retail sector comes with the concept of malls, supermarkets and department stores. Like Subhiksha, Marks & Spencer’s, Oberon etc it gives a different feeling and the environment of pick and choose from a variety of products. The modern retail formats are encouraging development of well-established and efficient supply chains in each segment ensuring efficient movement of goods from farms to kitchens, which will result in huge savings for the farmers as well as for the nation. The Government also stands to gain through more efficient collection of tax revenues.In the coming years it can be said that the hypermarket route will emerge as the most preferred format for international retailers stepping into the country. At present, there are 50 hypermark ets operated by four to five large retailers spread across 67 cities catering to a population of half-a-million or more. Estimates indicate that this sector will have the potential to absorb many more hypermarkets in the next four to five years. According to World Bank report, it is suggested to have an organized retail sector so that it is easy to have a direct control on the price mechanism and to control on the macro economic variables.Strengths 1. India attracted US$16. 9bn in foreign direct investment (FDI) inflows in 2006, according to the UN Conference on Trade and Development – a 153% year-on year increase. 2. A cheap, skilled, English-speaking workforce can do the jobs of Western workers for a fraction of the wages paid in North America or Europe. 3. Average annual GDP growth of 7. 7% is predicted by BMI through to 2016. With the population expected to increase from 1. 26bn in 2012 to 1. 32bn by 2016, GDP per capita is forecast to rise 77. % by the end of the forecas t period, reaching US$2,980. 4. The value of the retail segment is expected to grow from an estimated INR22. 53trn (US$489. 80bn) in 2012 to INR27. 73trn (US$739. 56bn) by 2016. Weaknesses 1. The competitiveness of local firms is undermined by official red tape, from foreign investment restrictions to inflexible labor laws. 2. Intellectual property rights are poorly protected in India, one of 12 countries on the 2009 priority watch list compiled by the US Trade Representative. 3.The rural population of India represents more than 70% of the total, while almost 37% is classified as not economically active by the UN. This is a major obstacle for retailers seeking to rapidly expand their customer base. Opportunities 1. India could enhance the competitiveness of the local industry through further liberalization and deregulation. 2. Prime Minister Manmohan Singh is eager to reform the banking sector to increase the availability of long-term financing, particularly for large infrastructure projects. 3.The value of the OTC drug sector is forecast to grow by more than 94% by 2016, when it will be worth an estimated US$6. 58bn. Threats: 1. The arrival of Western players, including management consultancy Accenture and technology company IBM, is raising local wages in the outsourcing sector. 2. China remains a major competitor for FDI flows into India. India has excessive bureaucracy and poor infrastructure in comparison with China, which attracted US$60. 6bn of FDI in 2005. 3. International retailers are restricted by India’s strict FDI regulations.Single-brand retailers are able to own a 51% majority stake in a joint venture with a local partner, but multi-brand retailers must operate through a franchise or cash-and-carry wholesale model. 2. WHAT IS FDI Foreign Direct Investment (FDI) or foreign investment refers to the net inflows of investment to acquire a lasting management interest (10 percent or more or voting stock) in an enterprise operating in an economy other than that of the investor. It is the sum of equity capital of the long term capital, and short-term capital as shown in the balance of parameters.It usually involves participation in management joint-venture, transfer technology, and expertise. There are two types of FDI: inward foreign direct investment and outward foreign direct investment resulting in a net FDI inflow (positive or negative) and â€Å"stock of foreign direct investment† and outward foreign direct investment, which is the cumulative number for a given period. Direct investment excludes investment through purchase of shares. FDI is one example of international factor movement. 3. FDI IN RETAIL: IT ALL BEGAN IN 2006In 2006 the Indian government took the first step to promote organized retail in India by opening up single brand retailing to FDI. There are five entry routes through which the international players enter into the market, such as franchising, cash and carry wholesale trading, joint venture, m anufacturing and distribution. Government of India permitted 100 per cent FDI in cash and carry wholesale formats through automatic route and up to 51 per cent FDI in single brand retail through Foreign Investment Promotion Board (FIPB).This rule made the international brand much easier to enter into the Indian retail market. Through this agreement Reebok, Nokia and Adidas entered the Indian market. However the franchising is one of the way through which small retailers embrace organized retailing through brand association where there’s a scope for leveraging business operations. The 100 per cent FDI permits for cash and carry has paved the way for retail giants like German Based Metro and US based Wal-Mart to set up their shops in India.Reliance Retail had made a tie up with UK based Marks & Spencer to float an equal joint venture and this would scale up 1400 stores by the end of the next fiscal year. The benefits of FDI investment in the retail sector were: 1. It improves t he quality in products and services because of higher competition 2. Improved the lifestyle 3. Economies of scale would help lower consumer prices and increase the purchasing power of the consumer 4. The technology upgraded the system in terms of logistics, production and distribution channels. It adds as a driver in the Supply Chain Management. . The FDI investment will help in flourishing and developing the retail segment. 6. It not only promotes tourism and would develop skills and manpower. 4. FDI NOW IN RETAIL India's retailing industry is essentially owner manned small shops. In 2010, larger format convenience stores and supermarkets accounted for about 4 percent of the industry, and these were present only in large urban centers Until 2011, Indian central government denied foreign direct investment (FDI) in multi-brand retail, forbidding foreign groups from any ownership in supermarkets, convenience stores or any retail outlets.Even single-brand retail was limited to 51% owne rship and a bureaucratic process. In November 2011, India's central government announced retail reforms for both multi-brand stores and single-brand stores. These market reforms paved the way for retail innovation and competition with multi-brand retailers such as  Walmart,  Carrefour  and  Tesco, as well single brand majors such as  IKEA, Nike, and  Apple.In January 2012, India approved reforms for single-brand stores welcoming anyone in the world to innovate in Indian retail market with 100% ownership, but imposed the requirement that the single brand retailer source 30 percent of its goods from India. Indian government continues the hold on retail reforms for multi-brand stores. On 14 September 2012, the government of India announced the opening of FDI in multi-brand retail, subject to approvals by individual states.This decision has been welcomed by economists and the markets, however has caused protests and an upheaval in India's central government's political coali tion structure. On 20 September 2012, the Government of India formally notified the FDI reforms for single and multi brand retail, thereby making it effective under Indian law. On 7 December 2012, the Federal Government of India allowed 51% FDI in multi-brand retail in India. The Feds managed to get the approval of multi-brand retail in the parliament despite heavy uproar from the opposition.The government of Manmohan Singh, prime minister, announced on 24 November 2011 the following: * India will allow foreign groups to own up to 51 per cent in â€Å"multi-brand retailers†, as supermarkets are known in India, in the most radical pro-liberalisation reform passed by an Indian cabinet in years; * Single brand retailers, such as Apple and IKEA, can own 100 percent of their Indian stores, up from the previous cap of 51 percent; * Both multi-brand and single brand stores in India will have to source nearly a third of their goods from small and medium-sized Indian suppliers; * All multi-brand and single brand stores in India must confine their operations to 53-odd cities with a population over one million, out of some 7935 towns and cities in India.It is expected that these stores will now have full access to over 200 million urban consumers in India; * Multi-brand retailers must have a minimum investment of US$100 million with at least half of the amount invested in back end infrastructure, including cold chains, refrigeration, transportation, packing, sorting and processing to considerably reduce the post harvest losses and bring remunerative prices to farmers; * The opening of retail competition will be within India's federal structure of government. In other words, the policy is an enabling legal framework for India. The states of India have the prerogative to accept it and implement it, or they can decide to not implement it if they so choose. Actual implementation of policy will be within the parameters of state laws and regulations. The opening of reta il industry to global competition is expected to spur a retail rush to India.It has the potential to transform not only the retailing landscape but also the nation's ailing infrastructure. A Wall Street Journal article claims that fresh investments in Indian organized retail will generate 10 million new jobs between 2012–2014, and about five to six million of them in logistics alone; even though the retail market is being opened to just 53 cities out of about 8000 towns and cities in India. It is expected to help tame stubbornly high inflation but is likely to be vehemently opposed by millions of small retailers, who see large foreign chains as a threat. The need to control food price inflation—averaging double-digit rises over several years—prompted the government to open the sector, analysts claim.Traders add huge mark-ups to farm prices, while offering little by way of technical support to help farmers boost their productivity, packaging technology, pushing u p retail prices significantly. Big foreign retailers would provide an impetus for them to set up modern supply chains, with refrigerated vans, cold storage and more efficient logistics. Foreign chains can also bring in humongous logistical benefits and capital; the biggest beneficiary would be the small farmers who will be able to improve their productivity by selling directly to large organized players. 5. ADVANTAGES 1. Huge Market Size and a Fast Developing Economy India is the second largest country in the world just behind China in terms of population. Currently the total population is about 1. 2 billion.This huge population base automatically makes a huge market for the business operators to capture and also a major part of it is still can be considered as un-served or not yet been penetrated. Therefore FDI investors automatically get a huge market to capture and also ample opportunity to generate cash inflows at relatively quicker times. The economy of India is also moving at faster pace than most of the economy of the world and inhabitants of the country also obtaining purchasing power at the same rate. 2. Availability of Diversified Resources and Cheap Labor Force The huge advantage every company gets by investing in India is the availability of diversified resources. It is a country where different kinds of materials and technological resources are available.India is a huge country and has forest as well as mining and oil reserve as well. These are also coupled with availability of very cheap labor forces at almost every parts of the country. From Mumbai which is in the west to Bengal which is in the east there is ample opportunity to set up business venture and location and most importantly labor is available at low cost. 3. Increasing Improvement of Infrastructure A lot of research study in India finds out that historically the country fails to attract a significant amount of FDI mainly because of problems in infrastructure. But the scenario is chan ging. The Indian government has taken huge projects in transportation and energy sectors to improve the case.The projects for developing road transport is worth of $90 billion, for rail it has undertaken several projects each worth of $20 million and for ports and airports the value of development projects is around $ 80 billion. In addition the investment in energy development is worth of $ 167 billion and investment in nuclear energy development is outside that calculation. These huge investments are changing the investment climate in the country and investors will benefit hugely by that (Department of Industrial Policy and Promotion, 2005; Dua & Rasheed, 1998). 4. Public Private Partnerships Another significant advantage foreign investors experience in India today is the opportunities of PPP or Public private Partnership in different important sectors like energy, transportation, mining, oil industry etc.It is advantageous in several ways as it has eliminated the traditional tira de barriers and also joint venture with government is risk free up to the great extent (GOI, 2007; IMF, 2005; Nagaraj, 2003). 5. IT Revolution and English Literacy Today the modern India considered being one of the global leaders in IT. India has developed its IT sectors immensely in last few years and as of today many leading firms outsource their IT tasks in India. Because of IT advancement the firm which will invest in India will get cheap information access and IT capabilities as Indian firms are global leader. Along with that Indian youth are energetic and very capable in English language which is obligatory in modern business conduction.This capability gives India an edge over others. Foreign firms also find it profitable and worthy investment by recruiting Indian HR (GOI, 2006; GOI, 2007; IMF, 2005; Lall, 2002). 6. Openness towards FDI Recently the Government of India has liberalized their policies in certain sectors, like Increase in the FDI limits in different sectors and a lso made the approval system far easier and accessible. Unlike the historical tradition, today for investing in India government approval do not require in the special cases of investing in various important sectors like energy, transportation, telecommunications etc (Economic Department, 2005; GOI, 2007; Nagaraj, 2003). . Regulatory Framework and Investment Protection In the process of accelerating FDI in the country the government of India has make the regulatory framework lot more flexible. Now a day’s foreign investors get different advantages of tax holiday, tax exemptions, exemption of service and central taxes. The government also opened few special economic zones and investors of those zones also get a lot of befits by investing money. Apart from that there are number of laws has been passed and executed for making the investments safe and secure for the foreign investors (IMF, 2005; Nagaraj, 2003; Planning Commission of India, 2002; World Bank, 2004).FDI can be a pow erful catalyst to vigorous competition in the retail industry, due to the current scenario of low competition and poor productivity. FDI will help if farmers can bargain. Villages only know how to produce things. We have to tell them how to market their produce, how to do value addition. One of the things we have talked about a lot in the book is cooperative farming. In India, farmers have small holding but they form a cooperative, it becomes a large holding and then form a cooperative, it becomes a large holding and then the farmer has bargain power. FDI will accelerate retail market growth, providing more employment opportunities. It s a basic principle that creating competition in general is good for the market. But the doubt is that, since proper procurement and distribution system and the infrastructure is not fixed, how the rest will fall in place, when the giant retailers enter our market. Back-end procurement will still remain big problem. Sumita Kale, economist, in his stat ement says that â€Å"the debate that by-introducing 51 percent FDI, a lot of money will flow out of the country is an old school of thought. Lots of our Indian companies are operating abroad and have successfully contributed to our economy. The bigger issue is that with benefits we might end up paying a price hence we must work on a reasonable solution.As mentioned earlier the farmer will benefit from FDI as they will be able to get better prices for their produce. The elimination of the intermediate channels in that procurement process will lead to reduction of prices for consumers. Foreign brand will promote healthy completion in market. Every time the government brings up the subject of FDI, the domestic retailers with the support of some politician jump to lobby against the bill. As the government initializing the FDI, there is bound to be some problems, which can definitely be resolved. The government in near future can appoint a regulating body to monitor the retail sector j ust like other sectors.There will be lot of man power requirement when FDI starts, logistic demands will be more, and people to serve in these stores will get jobs. Managerial positions will open up. Technological requirements and software developments will increase based on the Indian market software needs will be changed. Infrastructure and building constructions will take place. The living conditions will change, good roads will come up. There will be good flow of money that flows these are major benefits of FDI. 6. DISADVANTAGES Customers feel that retail stores offer better deals, but they don’t realize that they end up paying and buying more than what is required.If 51 percent FDI is allowed in multi brand, it will teach the local retailers about real competition and help in ensuring that they give better service to Indian consumers. It is obviously good for local completion and there are no consequences of our local kirana shops disappearing. The Kirana stores operate in a different environment catering to certain set of customers and they will continue to find new ways to retain them. Kirana stores are convinced that stores all big stores will be set up far away from the city and the travel time in India will not help us to go often and buy things from these large stores. Large store buying will help only in bulk purchases. So there is no need to fear about the FDI investment in this context.Investing in India definitely has some negative sides as well. Most noticeably India considered as a huge market but a major portion of that is a lower and middle class person who still suffers from budget shortage. The infrastructure of the country also needs to be improved a lot and already it is under huge strain. There are also problems exists in the power demand shortfall, port traffic capacity mismatch, poor road conditions deal with an inefficient and sometimes still slow-moving bureaucracy. The huge market in India is an advantage but it is also very diverse in nature. India has 17 official languages, 6 major religions, and ethnic diversity as wide as all of Europe.This makes the tasks difficult for the companies to make appropriate product or service portfolio. India is not a member of the International Centre for the Settlement of Investment Disputes also not of the New York Convention of 1958. That make life bit difficult for the foreign investors. India still has a heavy regulation burden among other countries, for example the time taken to start business or to register a property is higher in India. Similarly, indirect taxes, entry-exit barriers and import duties have been major disadvantages (Nagaraj, 2003; Planning Commission of India, 2002; USITC, 2007; World Bank, 2004). KEYWORDS: Retail, FDI, SME, Multi-brand, Single-brand REFERENCES: 1) Amanpreet Kang. (2012).Evaluating Effects of FDI In Developing Economies: The Curious Case of Pharmaceutical Companies. ABS, Amity University Rajasthan (ISSN 2230 7230) 2) Anonymous. (11 Feb, 2008;). FDI reforms. Business Asia. 3) Anu Antony. (July – December 2009). The Transitional Shift Of Indian Market Space And FDI In Retail. Globsyn Management Journal. 4) Dr Surender Kumar Gupta. (Feb 2012). FDI and Indian Retail Sector-The Path Ahead. International Journal of Marketing and Technology (ISSN: 2249 1058). 5) Prof. G. V. Bhavani Prasad, E. Hari Prasad Sharma (June 2012). Impact Of FDI on Economic Development of India. International Journal of Marketing and Technology (ISSN: 2249 1058). 6) H. S. Yadav, Sangeeta Jauhari. (2011-2012).Foreign Direct Investment and Retail Trade in India (The Consequences under Globalization). Skyline Business Journal. 7) M. Chackochen and Pon Ramalingam. (April – June, 2012). FDI Investment: Retail Franchising. SCMS Journal of Indian Management.. 8) Tarun Kanti Bose. (1 May, 2012). Advantages and Disadvantages of FDI in China and India. International Business Research. 9) Anonymous. (2012). India Retail Report. Busine ss Monitor International. 10) Seth, Smriti. (29 Nov 2011). FDI in retail to make consumers king? 122 mn consumers set to gain [Retailing]. The Economic Times. 11) Arati R Jerath. (04 Dec 2011). FDI in retail: Is it another nuclear deal moment?. The Economic Times. 12) Rai, Manmohan. (16 Sep 2012).FDI in retail is anti-farmer and anti-small retailers, says UP Chief Minister Akhilesh Yadav. The Economic Times. 13) Sen, Amiti. (26 Mar 2012). FDI in retail: Local sourcing seems to work well in multi-brand retail, but not in single brands. The Economic Times. 14) Anonymous. (11 July 2012). FDI in single-brand retail: No policy change, DIPP to put IKEA's concerns in FIPB court. The Economic Times. 15) Accord Fintech. (28 Jan 2012). SME's support FDI in multi brand retail: CII Survey. The Economic Times. 16) Ghosal, Sutanuka; Srinivas, Nidhi Nath. (02 Dec 2011). FDI in India: Farmer bodies throw their weight behind retail FDI. The Economic Times. 17) www. ebsco. com 18) www. proquest. com

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Climate Change Impact on Agriculture - Research Paper Example This paper illustrates that scientists have recorded a global rise in temperatures that influenced a series of negative events on the earth’s weather patterns. Currently, there is a significant rise in sea level, melting glaciers and intensifying rainstorms. Today, climate change is more profound than what previous generations had to endure resulting in a series of challenges to the world, particularly in the agricultural field. Climate is a dynamic system resulting from physical and chemical interactions in the earth’s structures. The Earth is made up of the atmosphere, lithosphere, hydrosphere, cryosphere, and biosphere. The physical and chemical interactions of these structures result in the climate of a region. The atmosphere is part of the climate system that affects the earth directly. This is owing to the spherical nature of the earth. The sun heats up the earth, with more intensity on the equator and less intensity at the poles. This uneven heat distribution gen erates wind that carries the heat from the equator to the poles. The heat is also distributed from the upper-level surface of the atmosphere to the lower level of the atmosphere. The ocean correspondingly distributes heat but at a much slower pace than the atmosphere. The carbon cycle is a chemical exchange resulting from the interaction between the earth systems. The ocean and the biosphere are reservoirs of carbon. 99.9% of the CO2 on earth exists in the lithosphere. Carbon flows among the various reservoirs. Mathez states that photosynthesis by plants and decay affects the amount of CO2 in the atmosphere. This decaying and photosynthetic effect from the earth’s biosphere occurs after some time. Over a longer time frame, the ocean exerts a more dominant control on the atmospheric CO2. The ocean dominance is as a result of the amount of CO2 in the ocean that is 50 times more than the CO2 in the biosphere. The persistent balance that exists between the earth systems in the ca rbon cycle has maintained the conditions of the earth. It is as a result of this balance that the earth became conducive to evolution and survival of life. The interruption of this dynamic disrupts weather patterns and consequentially results in climate change.

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Advantages and Disadvantages of Organizational Structures Essay Departmentalization: Advantage- More specialized in certain fields, communication is excellent because of the knowledge one has about the function of the job, easier to work as a team to get better results. Disadvantage-Staff does not always know the case of the client in detail, other organizations may not always talk to the same person, and very specific job knowledge is required, hard to find a fill in for positions. Matrix Organizations: Advantages-more flexible than departmentalization, more than one person in charge that one can go to for assistance, wider choice for employees that fit the need. Disadvantages-employees are harder to manage due to independence, could increase expenses, more employees needed, lack of loyalty to position, constant team work needed. The Project Team: Advantages-less managers, better communication, less stress on one person. Disadvantages-who is in charge may create conflict, lack of consideration for others, lack of accountability, lack of job focus. The collegial model: Advantages-independent functioning, independent decision making, each person is equal in responsibility, each generates own income, total flexibility. Disadvantages-lack of accountability, lack of authority. In day to day operations the Matrix structure would serve well for a counseling center as its advantages are stronger than its disadvantages, Project Team structure would be the better choice for the center as it has a stronger back bone to carry the center. The Departmentalization structure is the strongest of all choices as it divides the employees by knowledge and has a better opportunity to assist clients. The collegial model would not be efficient in a counseling center as there is no real set structure for day to day operations; its disadvantages are stronger than its advantages.

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Assessment Of Community Resource Management Environmental Sciences Essay This is a community development planning study which examined the resource management capacity of selected barangays given the prevailing mindset of people (i.e. no sense of ownership of local resources), how local organizations worked to effect protection and development of these resources, and how the stakeholders managed these resources. To pursue with this aim, the study covered barangays Ayala, Talisayan, Pamucutan, La Paz, Cawit and Tulungatung west coast of Zamboanga City. It utilized Participatory Resource Appraisal (PRA) in data gathering. Data gathered were subjected to SWOT analysis. Results of the study revealed that the communities resources are so vast and rich which barangay officials cannot manage alone. LGUs have laudable resource management plans that need peoples cooperation to implement. However, people do not participate because they believe this is LGUs sole responsibility. Meanwhile, investors, mostly outsiders, have more access to resources, which some over-utilize and/or pollute with industrial wastes. Results of the study, therefore, indicated a need for barangay officials and the people to build their capacity to effectively manage community resources through collaborative efforts in all stages of development. Thus, the study recommended a resource management action planning to be participated in by both barangay officials and sector representatives. Introduction Natural resources are the foundation from which the rural poor can overcome poverty. (Ferrer, et al, 1996). However, in a country like the Philippines which is noted for its rich and vast natural resources, it is a paradox that poverty continues to reign especially among rural folks. Although poverty alleviation and sustainable development are components of Philippine government programs, planning has been concentrated at the higher echelon of government bureaucracy leading to a top down approach which fails to attain participation of concerned communities leaving no feeling of ownership in the programs implemented. Local level participation and grassroots initiatives are key elements in any community resource management effort. (Ferrer, et al. 1996). One of the approaches which placed emphasis on community involvement in management of resources and social justice is community-based coastal resource management. Community-based Coastal Resource Management (CBCRM) is one of the most significant approaches used because of its emphasis on both natural resources and social justice. Its roots come from two strains of civil society movements in the Philippines, namely: environmental conservation and human rights. It undertakes Community Resource Management in the context of community transformation by ensuring social and economic equity, holistic and integrated management, and sustainable livelihood and development. Community-based natural resource management (CBNRM) is one of the most important manifestations of true decentralization as it relates to control of rural resources. CBNRM programs, if successful, can be models of local empowerment, imbuing communities with greater authority over the use of natural resources. Under the right circumstances, they can also bring important benefits to poor people and poor communities (Holmes Cooper, 2005). The ECSOM (Ecosystem-Based Community-Centered Sustainable Development Organization and Management) proposed by the Maximo Kalaw Institute for Sustainable Development, is also one such community-based sustainable development framework. ECSOM provides the local government and other sectors, the framework for designing and instituting programs for economic development and poverty alleviation, and affirms what is already provided for in the 1987 Constitution and Local Government Code of 1991 (Roxas S.K., 2007). A study is deemed necessary in establishing an ecosystem-based community-centered sustainable development organization and participatory management preparatory and pre-feasibility phase. As such, emphasis is put on expanding participation beyond consultation. It is making the people not mere data sources but also involving them in the process of data gathering and in building their aspirations, needs and abilities toward a just, equitable and sustainable future for all. On this principle was this study anchored, as conducted in barangays Ayala, Talisayan, Pamucutan, Lapaz, Cawit and Tulungatung which form the ECSOM cluster in the west coast of Zamboanga City. Method The study covered the whole communities of the six barangays in the west coast of Zamboanga City, as the main subjects of the study. Specifically, it mobilized the following stakeholders from each community: barangay officials represented by the Chairperson, Kagawads and Sangguniang Kabataan, the Barangay Health Workers, Day Care Workers, Purok leaders and PO leaders, and representatives of sectors such as; farmers, fisherfolks, women, youth and factory workers. The study used primarily the Participatory Resource Appraisal (PRA) procedure that enabled participants to unravel and analyze their situation, and in acting/planning on their own. The PRA is an approach that evolved from a series of qualitative multidisciplinary approach to learning about local-level conditions and local peoples perspective including agro ecosystem analysis (IBRD/WB, 1998). It seeks to generate knowledge and then to use that knowledge to empower the participants as they create solutions to the problems they face. Outcomes are focused not only on the creation of that change, but also on individual and group empowerment, and the creation of a heightened sense of self-esteem through ownership of the process and the solution (Palloff, 1996, p. 47). Secondary data were also collected and analyzed to generate the barangay profiles and served as input to the development planning process. Four phases marked the assessment process. (1) emergence and development of research design which was inspired and influenced by the Ecosystems-Based Community Centered for Sustainable Development Organization and Management (ECSOM); (2) pre-study consultation with respective officials and stakeholders of concerned communities to present the proposed study and agree as to its purpose, scope and coverage, and to generate commitment of stakeholders to participate in the process; (3) mobilization and engagement which entailed the formation and orientation of the PRA team. The actual data collection used PRA tools (resource mapping, social services mapping, production flow chart, seasonality diagram, organizational matrix, historical transect, pie chart of household income and expenditure) facilitated through workshops and focused-group discussions conducted in the six barangays with the people as partners in data collection and analysis. Analysis of data was done on the spot by local re search participants during the presentation of workshop outputs that provided opportunity for checking and feedback, triangulation of findings from three (3) sources (e.g. workshops, focus group discussion and interview with identified key informants, and secondary data) to determine trends and priorities, subjecting data gathered to SWOT analysis, and conducting of consolidation workshops and data validation; and (4) action planning which was a two-pronged process of (a) strategic planning that resulted in the formulation of the 3-year development plan and 1-year investment plan of the barangays consolidated as a cluster plan for the 6 barangays; and (b) institution building which included formation of a viable organizational structure required to operate and implement the cluster plan, complete with vision and mission. Based on the conceptual flow of the study, the primary source (input) in data gathering was the production sectors in the community which included the agricultural and fishery sectors as well as the local government, community-based people organizations, non-government organizations, and the business sector. The data gathered from the participants were used to determine the state of resource management practice of the community in terms of availability, access, utilization and sustainability. Results In order to determine the community resource management capacity of the six barangays, results of the assessment were classified as follows: (a) natural resource (specifically pertaining to the main production sectors i.e. agriculture, fishery and forest resources); (b) basic social services; (c) community infrastructure; and (d) organizational management/ governance. Results of the study revealed a vast and rich natural resource base for the six barangays which comprises of the production sectors such as agriculture and fishery. About a 30-kilometre shoreline traverses the coastlines of barangays Ayala, Cawit and Talisayan a primary source of fish, lobsters and other marine products for small-scale fishermen. It provides great economic opportunities for both local and foreign investors who engage in fishing, canning, box and tin can production, and fish mill operations, all of which provide ample income to some residents and outsiders. Small-scale fishermen, both resident and non-residents of the area have lesser access to fish resources as their fishing technology are no match to the big boats of commercial fishers. Furthermore, they have now to go far out at sea as there are hardly any fishes near the shorelines due to water pollution by industrial wastes. In terms of resource utilization, while large-scale fishers do it for commercial purpose s, small-scale fisher folks do it primarily for subsistence, and whatever extra, they sell (See Table 1). Sustainability of marine resources is challenged by pollution due to dumping of untreated industrial wastes into the sea, and by oil spill from factories. On the other hand, dynamite fishing destroys coral reefs fingerlings. Similarly, the use of fish nets by small-scale fishermen, does not also spare fingerlings, resulting in decreased volume of fishes in the area. Both commercial and small-scale fishers do not heed an existing ordinance on fish ban during the breeding months from October to December. Table 1 Community Resource Base Resource Available Access Utilization Marine Resources Accessed by both big commercial boats owned mostly by foreigners and their Filipino partners; and by marginal fishermen, both residents and non-residents of the area. For fish canning to supply local and foreign markets. For subsistence and small-scale sale of fishes by marginal fishermen. Community Resource Management Capacity (Marine Resources) Approximately, a total of 182 hectares of rich agricultural land are devoted to rice-farming in the low-lying barangays of Ayala, Cawit and Talisayan. Upland barangays of La Paz, Pamucutan and Tulungatung have rich agricultural farms that produce rice, vegetables, fruits, poultry, and cock. These farms employ tenant farmers and farm laborers. La Paz and Pamucutan are engaged in large-scale production of vegetables and other high-value crops. Continuous skills and technology development in these modes of agricultural production are provided by the Department of Agriculture. Earnings and income generated from a 50-hectare farm is estimated at Php100, 000 per harvest (See Table2). The cluster produces sufficient rice supply to the residents of the six barangays. Large areas (in hectares) are devoted to rice farming in the following barangays: Talisayan 180, Tulungatung 115, Pamucutan 100 and Ayala 40. However, the utilization of the potentials of the agricultural land resource is not maximized as harvest is only twice a year. Sustainability-wise, majority of the farmers do not use organic fertilizer and insecticides and still rely on chemical-based ones. Moreover, some farmers complain of lack of post-harvest facilities. Others have difficulty in bringing products to the market due to poor road condition, giving chance for middlemen or compradors to buy farm products from farmers at very low price, almost 1/3 of the market price. Kaingin system, which is still being employed in some areas, endangers the soils richness while illegal cutting of trees in forest areas to supply the box factory and for charcoal making of Talisayan, has led to soil erosion and subsequent siltation in rivers, endangering the supply of water in irrigation systems (See Table 2). Table 2 Community Resource Base Resource Available Access Utilization Agricultural Resources (Agricultural lands, irrigation) Accessed largely by local people. Employs local people as tenants or farm hands. Vegetable, fruit, rice, poultry and cock farms for subsistence and commercial purposes. Community Resource Management Capacity (Agricultural Resources) Two (2) major rivers the Dumalon and Sas rivers supply water to the irrigation systems of Cawit, Tulungatung, Ayala, Talisayan, and Pamucutan. These rivers and their tributaries, aside from being source of irrigation water, also provide good quality sand and gravel a source of a quarrying business thriving in the area by outside investors (See Table 3). However, unregulated sand and gravel quarrying, coupled with cutting of trees in forests, has resulted in soil erosion and erosion of river banks and subsequent siltation. This condition has resulted in flooding in adjacent barangays prompting fishpond owners, in Cawit particularly, to complain. Aggravating the situation is the dumping of garbage in rivers by some residents. A potential proposed mining exploration can pollute the water. Moreover, a proposed mining exploration in the area poses an additional threat to rivers through chemical pollution. Table 3 Community Resource Management Capacity (Rivers) Community Resource Base Resource Available Access Utilization Rivers (with good quality sand and gravel) (Common resource of the six barangays) Some barangay people and some industries have access to forest resources and wildlife Sand and gravel accessed by outside investors. Provide water for farm irrigation and for household, commercial and industrial use. Sand and gravel quarrying for business purposes by non-resident investors. The Ayala watershed consists of 102 hectares, with 277.46 hectares of close canopy area, 217 hectares of plantation forest, 1.93 hectares residual forest, 663 hectares cultivated area, and 11.14 hectares open grass land. There is an existing agreement between the city government and DENR for the protection and conservation of the Ayala watershed that provides potable water to the whole of Zamboanga City. On the other hand, La Paz watershed is protected and preserved through the presence of the WMSU College of Forestry and Environmental Studies WMSU experimental project which covers 1,277 hectares planted to indigenous trees. But local people access and illegally cut trees, including bacawan trees, basically for building houses and other similar structures, without reforestation. There is also rampant cutting of trees to supply raw materials for the box factory in Talisayan. Noticeably some forest areas are gradually denuded. The number of wild animals like deer, wild pigs, monkeys, tarsiers and birds is increasingly decreasing due to continuous hunting by local residents and those from neighboring areas like Sibuco, Zamboanga del Norte. There is no barangay ordinance to regulate the activity. Table 4 Community Resource Management Capacity (Forest, Watershed, Wildlife) Community Resource Base Resource Available Access Utilization Forest trees and wildlife Occupied by farmers under stewardship program. Landowners and local populace have access to forest resources. Residents and non-residents have access to wildlife resources. Farmers raise vegetables. Landowners cut down trees for construction. Wildlife hunted for food by residents and non-residents. Ayala -La Paz Watershed Protected area Source of potable water for commercial, industrial and domestic use. Although the rich mineral resources in some barangays remain untapped, there is a proposal of a mining company do to mining exploration in Baluno and La Paz covering around 5-7 hectares. Residents strongly oppose the proposal having experienced the effects of mining done by Zambales Mining at La Paz ten years ago. Ayala farmers were also affected because they were not able to plant for almost ten years. There are still remains of poisonous substances in the riverbeds due to the Zambales mining operations more than a decade ago. Today, some residents engage in camote mining (small-scale) for subsistence (See Table 5). Table 5 Community Resource Management Capacity (Forest) Community Resource Base Resource Available Access Utilization Mineral Resources (e.g. gold, copper, zinc, manganese and ore found in La Paz and Pamucutan) Access is limited to residents in the area who engage in small-time mining activities or camote-mining. To meet subsistence needs. Social services found in the six barangays, mandated of barangays local government units (BLGU), are day care services, elementary and secondary schools, health center, barangay hall, church or masjid, and cemetery. Health services are available 24/7 although some medical facilities are lacking. Basic education is well-provided in the six barangays, with only two barangay high schools serving the whole cluster. The main problem of these schools is inadequate school facilities. Various organizations present in the barangays which offer microfinance facilities are KFI, TAYTAY, Ayudahan and ASA. Land Bank itself gives up to Php300, 000-loan to farmer coops. Loans are availed of in order to finance family enterprise or to subsidize rice farming inputs. However, due to poverty, loan proceeds are sometimes used to buy basic necessities. But the sadder thing is that others spend on vices (See Table 6). Table 6 Community Resource Management Capacity (Basic Social Services) Community Basic Resource Resource Available Access Utilization Health Generally accessible to residents thru barangay health centers, lying-in clinic in Ayala and wellness center in La Paz, which operate 24/7. However, not very accessible to residents of La Paz and Pamucutan due to distance and lack of transporation. High utilization. Education Pres-school and elementary education are available in all six barangays. Secondary education available only in Ayala and Talisayan. In La Paz, households are dispersed making it difficult for children to attend school due to distance. School children avail of educational facilities. Credit facilities Several microfinance facilities operating in the area (KFI, MEMPCO, TAYTAY, Ayudahan and ASA) Land Bank gives up to Php300, 000-loan to farmer coops. For family enterprise or to subsidize rice farming inputs; some spend proceeds to buy basic necessities; others, on vices. As mandated, all the six barangays have their respective elected Barangay Councils. Government line agencies as well as instrumentalities of the city government do their part in addressing the basic services needs of the populace. Community-based organizations are also operating in the area such as womens organizations, farmers associations, and youth associations, sustainability of which are challenged by the fact that these are mostly leader-driven. The local catholic church exerts a degree of influence in the affairs of these communities. A number of non-government organizations also implement projects in these which offer free medical services and housing projects, to name a few. Local and national line agencies of the government also provide services to the barangays. Likewise, the Zamboanga City Water District and the Zamboanga City Electric Cooperative also extend their services (See Table 7). Table 7 Community Resource Management Capacity (Operational Management And Governance) Resources Available Access Utilization Sustainability Office of the Barangay Council per barangay Line agencies: DepEd, DOLE, PNRC, PCSO, DAR, DSWD, CSWDO, PNP, FD, CAO, CEO, others. Most accessible structural resource to all constituents Utilized by people for settlement of disputes; emergency assistance; issuance of certificates; and making impartial decisions on barangay affairs. Barangay officials readily available. There is a need to strengthen their capacity to manage and regulate utilization of community resources thru ordinances and resolutions. NGOs/Pos People in communities have access to membership in POs. People have access to services offered by NGOs in the area like Gawad Kalinga, Glee Club, Kasanyangan Foundation, Inc. (KFI), Tzu Chi Foundation and USAID Equals. Community people take advantage of the services and technical assistance offered by NGOs and POs like housing projects and loan grants. Usually, these organizations are leader-driven. Not fully functional as leaders are lacking in capacities. Organizations need continuous capacity building. Only few members sustain their membership. The six barangays covered by the study have some if not all of the basic community infrastructures. The barangays have their respective Barangay Halls or Barangay Offices. Multi-purpose covered courts are also available in these barangays which were constructed inside school campuses and others in donated lands. Barangay Ayala specifically has a mini-gymnasium where public events and activities are oftentimes held. Other community infrastructures available in these barangays are the buildings which house the health centers, day care centers and the schools. Discussion The study revealed the existence a vast and rich community resource base in the clustered barangays, particularly, natural resources. But the people remain generally poor. Some benefit from industries through employment, but this is seasonal. Results of the study also indicated that the communities have lesser access to some resources than outsiders; and that they are not able to manage their natural resources effectively, leaving outside investors to bring havoc to these resources through pollution and over-utilization. Barangay local government units admit they have to formulate more ordinances to protect the resources, while, existing ordinances are hardly implemented. Meanwhile, the rape of the environment flourishes. Clearly, the damage wrought by industries outweighs the benefits from their ventures, especially on the long-term. Although local people have high access to agricultural lands, farmers are beset with lack of farm facilities and needed infrastructure. Infrastructure is known to be the economys backbone. Power and water supply, transportation and communication systems are all important elements in peoples quest to improve their quality of life. Overcoming poverty means individual and collective empowerment, strengthening productive and income generating capacities and increasing opportunities. This requires a clear understanding of the activities of poor people and of the natural, social, economic and political environment in which they live. It also requires supportive policies, institutions, services and investment (IFAD, 2006). The study also revealed that the barangay LGUs have very good resource management plans. However, these remain unimplemented. Given the vastness of the clusters resources, and considering the extent of the adverse effects of inappropriate resource utilization both by residents and non-residents of the barangays, local officials certainly cannot do it alone. This political exercise necessitates the involvement of prime stakeholders the people, even at the planning stage. It also necessitates concerted effort among the six barangays who are intertwined by the ecosystem. Community based resource management is not only about communities taking on the mechanical management responsibilities. It also requires involving communities in all stages of making decisions about the nature and direction of development and conservation (Mekong Wetlands Biodiversity Conservation and Sustainable Use Programme, 2004). However, the study indicated that majority of local folks remain passive about their role in managing community resources. To them, this is the sole responsibility of government officials. Thus, there is a need for a two-way paradigm shift: (a) for local officials to encourage people participation even at the planning stage of development initiatives, based on local officials mandate (1991 Local Government Code); and (b) for local people to understand and appreciate their vital role in purposively planning and managing their resources for maximum access and sustainability. Cognizant of these imperatives, the participants of the study proceeded with the formulation of the Three-Year Development Plan and the One-Year Investment Plan. The planning activity was an exercise in community-based resource planning that involved the representatives of the various sectors of the community together with local officials who participated in the study, as inspired by ECSOM and as recommended by the study team. The cluster members likewise institutionalized their plans by forming the cluster organization called the Alyansa de Costa Oeste Para Progreso Y Prosperidad, and created committees to pursue the identified priority projects. The biggest challenge now that confronts the clustered communities is how to sustain the momentum and achieve their goals.

Miami Dade Country Disaster

Miami Dade Country Disaster The entire nation is facing an era where being technologically skilled is in high demand. However, some people are inevitably being left behind not just because of the high cost of computers or even the fact that there is lack of internet access where they live but, the fact they have no interest in the content causing a digital divide amongst each other. Natural and man-made disasters strike suddenly and leave behind lives shattered by either physical injury or psychological upset. Different variables affect everyone differently. In order for the Emergency Management System to be effective they must overcome many obstacles such as the response to emergencies by the different cultures within a community. Clarifying safety measures the public should take during a catastrophic event, ensuring the public can be part of the disaster response, or not having an effective partnership with community business are some factors that can be detrimental to the structure of the Emergency Management System. However, despite the obstacles emergency management system face they play an important role during a disaster. Catastrophic loss can be minimized with early warning systems, better preparedness among the populations at risk, and having early and effective response systems in place. Miami- Dade County experiences a wide range of natural disaster including hurricanes, tornadoes and flooding. Similar to natural disaster, the increase in terrorist activities is becoming a prominent concerns among citizens because they can strike any place, any time with any weapon. Although it remains impossible to predict when and where a disaster will occur, recognizing risk before a disaster strikes is critical for people to realize.ÂÂ   The impacts can be reduced if personal safety measures would be taken. Every community should be prepared for different disasters and have a plan of action in place. Board range of factors influence the preparedness actions during and after a disaster. Risk perception is strongly associated with disaster preparedness because individuals must perceive a risk to be motivated to initiate preparedness actions (Sattler et al. 2000, Miceli et al. 2008).ÂÂ   Disaster preparedness varies by education at the community levels, race and ethnicity , socioeconomic, and community characteristics. Cultural and religious influences can affect responses to natural disaster. Having a valid assessment of vulnerability and risk is crucial to avoid additional burdens after a disaster strikes. Broad range of factors that could influence preparedness actions within the Miami-Dade County is contingent on social factors that influence the ability to recognize the risk of a disaster no different than their everyday social conditions. For instance, minority populations live in less desirable locations with increased crime rates. Many find themselves secluded to their homes and everyday situations and tend to perceive the true risk of hazards because they may not have access to social media or even have cable television. Unfortunately, technology is sweeping the globe and causing a gap between generations and even those across poor nations (Carey, 2011). Having access to information can enhance individual cognitive and learning skills promoted better preparedness for disasters. Disaster ed ucation interventions is influential in raising awareness and knowledge of a disaster. Serious changes must be accepted within a community to increase resiliency and enhance disaster preparedness actions. As Flynn said People must be willing to make pragmatic changes, such as relocating when their homesÂÂ   are repeatedlyÂÂ   destroyedÂÂ   orÂÂ   reaching deeper into their pockets to pay for the communications and other tools communities need to improve their robustness, resourcefulness, and recovery capabilities before the next crisis. (Flynn, 2007, p. 7) Therefore, psychological and social changes in post disaster can be minimized with early psychosocial interventions.ÂÂ   Of course people make adjustments, but for some it will never be the same. Disasters can cause many people to have a hard time coping and returning to normal daily functions especially if it was witnessing some sort of terrorism event References Bourque, L. B., D. S. Mileti, M. Kano, and M. M. Wood. 2012. Who prepares for terrorism? Environment and Behavior 44:374-409. http://dx.doi.org/10.1177/0013916510390318 Carey, B. (2011, April 11). Three in 10 in South Florida dont have internet access. Miami Herald, p. 2. Retrieved from http://articles.sun-sentinel.com/2011-04-27/business/mh-digital-divide-20110427_1_internet-access-computer-access-computer-stations Flynn, S. E. (2007). America the Resilient Defying Terrorism and Mitigating Natural Disasters. (1999). The digital divide bridging the technology gap hearing before the Subcommittee on Empowerment of the Committee on Small Business. Hundred Sixth Congress, second session. Sattler, D. N., C. F. Kaiser, and J. B. Hittner. 2000. Disaster preparedness: relationships among prior experience, personal characteristics, and distress. Journal of Applied Social Psychology 30:1396-1420. http://dx.doi.org/10.1111/j.1559-1816.2000.tb02527.x Miceli, R., I. Sotgiu, and M. Settanni. 2008. Disaster preparedness and perception of flood risk: a study in an alpine valley in Italy. Journal of Environmental Psychology 28:164-173. http://dx.doi.org/10.1016/j.jenvp.2007.10.006

Career Essay -- Essays Papers

Career Essay Sport Management For the longest time I could not decide on a major and a career to study throughout college. When I came to Georgia Southern University I discovered that they had a major that was very interesting to me. Sport Management id the ideal major for my interest and me. Since I love sports I figured that this would be the career for me. A degree in Sport Management helps to prepare for success in sport related occupations. The job market varies in the field of sport management. Some occupational opportunities include: athletic trainer, coach, sports official, Sports agent, camp director, sporting goods sales/dealer, pro scout, athletic director, sport promoter. The list can go on of the opportunities in this career. Mostly anything sport related in today'...

A Comparison of Plutarchs The Lives of the Ancient Grecians and Romans

A Comparison of Plutarch's The Lives of the Ancient Grecians and Romans and Shakespeare's Julius Caesar When closely evaluating the two texts: Plutarch's The Lives of the Ancient Grecians and Romans and Shakespeare's Julius Caesar, there are stark differences of the theme and characters. While Plutarch's text is mostly informative, as describing a series of historical events, Shakespeare incorporates a wide variety of dramatic conventions as well as changing many events to entertain an audience. It is important to note that Shakespeare's play was based on Plutarch's text, which is why many of the differences are because of Shakespeare's revision. Shakespeare changes the tone of many important characters such as Marcus Brutus and Mark Antony. He also adds details to make the storyline heroic and inspiring. Plutarch's text is a third-person view on the events, with little explanation of people's opinions and thoughts. Plutarch describes Brutus as merely one of the conspirators that took a little persuading. After Brutus joined the conspiracy, he rapidly gained control. In the...

Case Study On NOL Essay examples -- Business Analysis Strategy

Introduction In November 1997, the acquisition of APL by NOL was successful. As compared to the larger US based APL; NOL was a small Singapore firm. Through this acquisition, it appeared that NOL was ready to become an industry leader in the shipping industry. Thus this acquisition is a strategy through which NOL buys a controlling, 100 per cent, interest in APL with the intent of making the acquired firm a subsidiary business within its portfolio. Thus APL became a wholly owned subsidiary of Singapore based NOL, a global transportation and logistics company engaged in shipping and related businesses. Below is the study of the problems and strategies that NOL faced or is facing during the acquisition and integration of APL. Issues/Challenges facing NOL/APL 1) Agency Relationships There were separate management structures maintained in the group with the CEO of NOL in Singapore and CEO in the United States reporting to the group CEO. This separation between owners and manager creates an agency relationship. This exist when one or more persons (the principal or principals) hire another person or persons) as decision making specialist to perform a service. In the modern corporation, managers must understand the links between these relationship and the firms effectiveness. The agency relationship between managers and their employees is important as this is related directly to how the firm’s strategies are implemented. This separation between ownership and managerial control in this instance can be problematic as the principal and the agents have different interests and goals. In a large publicly traded corporation such as NOL/APL, shareholders (principals) lack direct control when the CEOs (agents) make decisions t... ...el – with its focus on yield, value-added services, high asset utilization and cost management In Terminals, we are focused on boosting productivity and capacity in areas targeted by our Container Shipping business. Our Logistics unit is driving for synergistic growth, developing and securing its links to Container Shipping Core competency Best in the world at moving and managing containerized trade, providing a lifeline for the global economy. APL Resources Tangible Technological State of the art information technology Intangible Reputational 150 years of shipping tradition Capabilities Provide worldwide coverage across all the major trade lanes. Industry-leading schedule reliability Human Resources Excellent customer service Core competency Seamless global connectivity

Adult/Youth Nonformal Vocational and Technical Education Essay

In 1974 the Ministry of Education developed nonformal vocational programs to serve out-of-school youths and adults. In respect of policy measures and institutional reforms, the purpose of adult/youth and nonformal education is to provide an opportunity to those who were unable to avail themselves of formal educational opportunities. The objective is to provide vocational training, along with basic literacy and numeracy skills, so that each individual can participate and contribute more effectively to his/her well-being, and to society. Such adult/youth and nonformal vocational technical education is conducted on a nonformal basis through programs offered by Rural Education Centers, School of Appropriate Farm Technology, Manzini Industrial Training Center, to name a few. The following comprise some of the major adult/youth nonformal vocational and technical education training centers. Manzini Industrial Training Center-Emakhonweni As a result of the pressing need for vocational and technical skills training as an alternative form of education, Manzini Industrial Training Center (MITC) was established with the aim of giving its trainees useful and practical skills in a trade or craft which may help them find a job upon completion. The MITC provides skills training for unemployed youth between the ages of 18 and 25 years. These are out-of-school youth who are at risk. Fundamental to the program is the acquisition of basic vocational skills which will enable a young person to earn his/her own living whether by self- or waged employment. In most of the courses offered at the Center, upon completion of the two year course in basic skills, the trainees take the relevant Swaziland Government Trade Test-Grade III with the intention of going on to Government Trade Test level-Grade II. This enables those who have not had the opportunity to complete high school (grade 12) to obtain a qualification which is recognized for pay purposes, in the wage employment sector. However, for those trainees whose desire is to become self-employed, they can apply for placement in the Business Management Extension Program (BMEP), a one year course which offers facilities and training, under the â€Å"sheltered workshop concept,† to prospective entrepreneurs. The MITC has an enrollment of over 200 trainees receiving skills training in 13 areas. Agriculture, Sewing, and Upholstery are one year courses in duration whereas Building, Carpentry, Electrical, Metal Work, Motor Mechanics, Plumbing, Printing, Panel Beating, Small Engine Repair, and Spray Painting are two years in duration. The approach employed in the training utilizes a combination of on the job training and theory lectures. Remaining as the principal training approach is â€Å"Training through production† (Manzini Industrial Training Center, Annual Report 1990/91). Business Management Extension Program In 1986 the management of Manzini Industrial Training Center (MITC) established the Business Management Extension Program (BMEP). BMEP is an indigenous small enterprise development project set up to combat the problem of unemployed youth who have already acquired vocational technical skills. With a grant from United States Agency for International Development (USAID), an administration building, warehouse, and eight workshops were built. BMEP is a unique institution in Swaziland that fills a specific niche: training and technical assistance for small and microbusinesses and the development of new enterprises (Gamedze, 1993, Personal interview). BMEP’s mission is to promote small enterprise development by providing trade and business skills training, individual business consultancy, and financial assistance to persons who are matured, have job experience and vocational skills, work for themselves full-time, and exhibit entrepreneurial traits. The mission statement contributes to the goal of increasing employment generated by Swazi-owned and/or managed section of the economy and expand the Swazi-owned or managed small business sector. (Gamedze, 1993, Personal interview). The primary goal of BMEP is to assist its clients in transforming income generating activities into small business enterprises which are operated as viable economic entities. In doing so, BMEP seeks to improve its clients’ ability to produce quality products/services and to effectively manage their business activities. BMEP is governed by a Board of Directors; however the day to day operations are the responsibility of the Director assisted by a program manager responsible for training and extension, and a finance manager who oversees the functions of the organization and administration of the loan scheme. BMEP extension officers are serving a total of 94 clients. They provide business assistance to 47 clients who also have received loans, 16 clients who are receiving business assistance only, and 31 clients who are in the assessment phase. BMEP is providing business assistance to 7 tenants in the BMEP â€Å"sheltered† workshops (Gamedze, 1993). BMEP has established relationships and linkages with other organizations that are involved in some kind of economic/business activities, and therefore identified areas of specific need for BMEP’s assistance. BMEP has formed strong linkages with other organizations involved in both urban and rural economic/business activities. These include among others: Women in Development (WID), Rural Education Centers (REC), Swaziland Farmers’ Development Foundation (SFDF). BMEP has established good relationships with financial institutions (e. g. , commercial banks) in which their representatives participate in BMEP training sessions and workshops as resource persons (Gamedze, 1993). Nhlangano Agricultural Skills Training Center The Nhlangano Agricultural Skills Training Center is an institution with an agricultural focus but supported by four other technical training programs, namely, Carpentry, Building and Construction, Motor Mechanics, and Metal Work. The Center had its first intake in 1992/93. When the Center is in full swing, a business management program to develop entrepreneurial skill will be put in place. Aimed at the youth usually referred to as â€Å"street kids† who are at risk, which includes the underprivileged, the unemployed, the educationally and socially disadvantaged, and school dropouts; the Nhlangano Agricultural Skills Training Center (NASTC) has given the youth of Swaziland another lease on life (Malan, 1992). This recently constructed skills training center offers training over a duration of two years. Modeled after the Manzini Industrial Training Center (MITC), the Nhlangano Agricultural Skills Training Center (NASTC) has the objective of training people toward self-employment or earning a wage in the agricultural sector of the economy. The establishment of such a center that provides â€Å"on-the-job training† in Swaziland is of significance in that it plays a major role in promoting self-sufficiency among young people. On the other hand, the underprivileged young persons, those with limited formal education, are catered for in so far as skill acquisition is concerned (The Swazi Observer, 1992). Table 7. Manazini Industrial Training Center Enrollment, 1990/91 | Trainee | Course | Male | Female | Agriculture | 9 | 7 | Building | 28 | 0 | Carpentry | 21 | 0 | Electrical Repairs | 10 | 0 | Metal Work | 20 | 0 | Motor Mechanics | 21 | 1 | Panel Beating/Spray Painting | 9 | 0 | Plumbing | 6 | 0 | Printing | 4 | 5 | Sewing | 0 | 28 | Upholstery | 5 | 3 | | 133 | 44 | Upgrading trainees to Trade Test | | | Grade II level | 14 | 0 | Total | 147 | 44 | School of Appropriate Farm Technology. The School of Appropriate Farm Technology (SAFT) is a nonformal and vocational agriculture school that targets secondary/high school leavers and drop-outs who cannot proceed to formal postsecondary education for one reason or another. The aim of SAFT is to provide high school leavers with relevant vocational agricultural skills and experiences to enable them to increase agricultural production at home in their local communities, and also earn an income from sales of produce (Sibisi, 1981). The school leavers catered to by this School are those with little or no prospect of getting a job in the formal labor sector. This is a rapidly growing segment of the population of unemployed youth who may soon dominate the total population in numerical terms (Cousins, 1983). Entrants to the School need a minimum of education in the sense that they are expected to have completed primary school (Grade VII), at least. However, those responsible for admissions have stressed motivation toward farming as one major requirement. The enrollment of the School averages 20-25 students, the majority of whom are boys. The age range of students is 18-25 years. The School has a capacity to enroll 40 students. Although the applications may range from 100 to 200 and admission may approximate the full capacity of 40 students, after the Preentry course of two weeks duration, students dropout as they experience difficulty coping with the practical demands of the course. Rural Education Centers. In pursuance of the policy on the improvement of the quality of life and the general standard of living of the rural people, the Government of Swaziland established eight Rural Education Centers in 1978. Aiming at improving the socio-economic status of the rural people in Swaziland, the Rural Education Centers were established with the following specific objectives in mind (Ministry of Education, n. d. ):  · To provide formal schooling to rural youth, and non-formal instruction to adults and unemployed school leavers.  · To instruct in vocational education through training in appropriate skills which may lead to self-employment and self-reliance.  · To assess needs and initiate projects; to coordinate services, resources, and activities of Government and Non-Governmental Organizations involved in rural development.  · To serve as a community resource center where educational, economic and social activities may be developed and focused providing facilities that may be used for non-formal education purposes. Seven of the Rural Education Centers (RECs) were built at secondary schools whereas the 81 was built at a primary (elementary) school. In practice, REC programs have primarily served rural women, especially in training of skills for income generation. The direct beneficiaries, in the main, have been rural women, and also some men, and school leavers, who enter vocational training courses and participate in community projects (Ministry of Education, 1988). Bosco Skils Center Bosco Skills Center is a Youth Enterprise Scheme for Self-Employment with the goal of (a) providing suitable workshop space for the development of small businesses, and (b) offering suitable training in trades and business skills primarily for those neglected and forgotten and at-risk young people who wish to be self-employed. The small business person (the experienced entrepreneur) joins the Skills Center to operate and improve his/her business, and for the use of the Skills Center’s facilities, he/she makes a contribution by training a maximum of three young persons (trainees) for self-employment over a two year period. In addition to the training provided by the experienced entrepreneur, the trainee business person attends afternoon classes in basic Mathematics, English and Business Management Skills. Mathematics and English are each taught two hours a week whereas, Business Management Skills is taught one hour a week by the Business Management Extension Program (BMEP) (McDonnell, Personal Interview). The Skills Center has 60 small business trainees for its first group of intake who undergo vocational skills training under 21 experienced entrepreneurs. The trainees, who must be 18 years upon admission, are given three months to decide whether this kind of vocational training is suitable for them, and during this period they also work in close cooperation with the Center’s Training Coordinator. The admission process entails interviews conducted by the experienced entrepreneurs who, select three young trainee businesspersons to train. Once admitted, the trainee receives E10. 00 (about US $3.30) a week to cover off-pocket expenses drawn from the trainees Fund to which the experienced entrepreneur, for operating his/her own business at the Center, has made a contribution as part of the agreement to use the Skills Center workshop and facilities. The fee for one year is E150. 00 (about US $50. 00) payable in three installments of E50. 00 ($16. 66) by the trainee business person (McDonnell, 1993). The Skills Center has eight workshops, and offers vocational skills training for self-employment in the following areas:  · Motor mechanics  · Auto electrical  · Panel beating and spray painting  Ã‚ · Upholstery  · Carpentry  · Welding/metal work  · Plumbing  · Dressmaking and tailoring  · Sewing  · Pottery  · Refrigeration repair  · Radio and T. V. repair  · Printing  · Hairdressing. Upon joining the Skills Center the experienced entrepreneur takes on the following financial commitments:  · Contribution to the cost of electricity  · Contribution to the cost of water  · Contribution to the salary of the show/display room manager  · Contribution to a trainee fund  · Payment for telephone use  · Payment for transport use Currently each experienced entrepreneur makes an agreed contribution of E165. 00 (about US $55. 00) a month to cover the above costs. The amount to be paid for the above costs is established by the Executive of the Skills Center Management Committee which reports to the Bosco Center Board, the top policy making body. Unlike the Manzini Training Center or the Nhlangano Agricultural Skills Training Center (NASTC) whose target population group are school leavers with a Junior Certificate (grade 10) or there about, Bosco Skills Center reaches out for the young people with much less formal education who have no hope of anything else. They constitute the very bottom population group of young people with very little schooling. They are educationally deprived, socioeconomically disadvantaged and â€Å"are at-risk of not achieving the goals of education, acquiring the knowledge, skills and dispositions to become productive members of society† (Natriello, McDill, & Pallas, 1990, p. 8). They comprise the majority of the young and unemployed whose hope for making living lies in self-employment since their formal schooling leaves them with little or no prospect of getting a job in the formal labor sector of the economy. Powered by greenstone3 Background Mercy Corps in Somaliland is implementing the Somali Youth Leaders Initiative (SYLI). Component Two of the SYLI focuses on workforce development and building the technical and managerial capabilities of Somaliland youth to engage technical and vocational training and related livelihood business. These activities complement SYLI’s other components by increasing the number of Somali youth with the right skills and training. Generally, the main challenge with Vocational Educational schools/centers in Somaliland is to make their teaching relevant to the current needs of the local job market. There are a lot of things that constrain their ability to do this – including poor education levels of Vocational Education students; outdated and overly theoretical curricula, lack of incentives to connect students to the job market; and lack of connections between the Vocational Educational staff and current industry needs. The Vocational Training and Non-Formal Education Specialist should assist in making curricula dynamic and practical to the current needs of the job market and design programs and incentives to link students and their teachers to growth areas of the Somaliland work force and the economy. Component Summary The Vocational Training and Non-Formal Education Specialist will provide expertise in a number of areas, including new approaches to training, including in-service courses, internships, work-study, apprenticeships, and use of ICT etc. Development of appropriate curriculum and innovative training methods to provide the skills for new entrants into commercial business will be a key outcome. It is important that all curricula developed by the project be gender sensitive and socially inclusive to appropriately transfer relevant knowledge to a variety of audiences. Furthermore, provide technical support to stakeholders and partners in the sub sectors. Key duties and Responsibilities. The Vocational Training and Non-Formal Education Specialist will undertake a number of innovative non-traditional approaches to gender sensitive and socially inclusive knowledge transfer and workforce development. The Specialist will ensure that interventions that are implemented to improve the performance of vocational educations schools are sustainable; by continually obtaining Somali stakeholders input from the various organizations engaged in training. The Specialist will work to sustainably build Somali capacity to provide the right kind of training, in the right place and time and tailored to Somaliland. SYLI’s interventions will enhance the capacity of the selected vocational colleges to become Centers of Excellence [COEs] in vocational education and outreach, using the COE as a model for other schools/centers to follow. The Specialist will be responsible for devising programs to attract more ladies/women into these institutions and will work with the Ministries of Youth and Sport, Labour and Education to build upon the accomplishments of the USAID’s other Education programs, EU’s vocational education program, etc to expand adult education opportunities particularly to women and to youth. http://reliefweb. int/node/489716.