Carl Von Clausewitz on War Essay Example | Topics and Well Written Essays - 1250 words - 1

Carl Von Clausewitz on War - Essay Example As an initial matter, if one wishes to understand how leaders and military strategists approach the issues associated with war, it is necessary to understand the types of logic that they espouse. One school of thought, attributed to Karl Von Clausewitz, approaches war as a series of rational calculations. He rejects the notion that war is initiated, prosecuted, or terminated as a result of emotional whims; quite the contrary he sets forth a detailed framework by which relevant actors either do or ought to consider at each stage. In effect, he establishes a type of cost-benefit analysis attached to a political object. This cost-benefit analysis he has stated thusly: war is not an act of senseless passion but is controlled by its political object, the value of this object must determine the sacrifices to be made for it in magnitude and duration. Once the expenditure of efforts exceeds the value of the political object, the object must be renounced and peace must follow (Von Clausewitz, 1873). This short statement contains a number of relevant factors relevant to the conduct and termination of a war. First, the political object must be clearly defined or it may become very challenging to engage in any type of cost-benefit analysis. Nations that do not have a clearly defined political objective, or which find themselves confronted with changing political objectives, may find themselves unable to calculate meaningfully. America’s war in Iraq is a case in point; to illustrate, the political object was publicly stated to be the need to eliminate a dictator’s possession of weapons of mass destruction. This was a clearly defined political object and a cost-benefit analysis would have been rather straightforward. The American leadership could have determined the sacrifices, financially and in terms of lives lost, by determining the magnitude and duration of the military operation required to eliminate such weapons of mass destruction. A problem,

Risk Analysis Essay Example | Topics and Well Written Essays - 2000 words

Risk Analysis - Essay Example As Wrona (2010, p. 1) states, â€Å"companies that do perform a risk management process on a fairly typical multi-month project (no longer than 12 months) will identify and manage possibly five to ten easily recognized project risks†. According to this statement, risk analysis can reduce the occurrence of some main types of risks, as well as makes companies able to respond effectively to the risks. In this paper, we will discuss two of the main risks that can occur for Ashton Wood Homes which is a Toronto based construction company. The company deals in the construction of homes and buildings and is serving the nation since 1975. According to Zou, Zhang and Wang (n.d.), some of the main risks associated with the business of construction companies are listed in the table below. Ashton Wood Homes Potential Risks Significant Index Scores Design variations 0.49 Occurrence of disputes 0.42 Variations by the client 0.46 Tight project schedule 0.67 Incomplete approval of documents 0. 39 Price Inflation 0.41 Inadequate programming schedule 0.38 General safety accident occurrence 0.30 The company considers risk management necessary to conduct to ensure completion of construction projects within available time and budget. As Flanagan and Norman (1993, p. 45) state, â€Å"attention to risk is essential to ensure good performance†. It is the job of the risk management authorities to undergo risk management and analysis to save time and budget. As Akintoye and MacLeod (1997, p. 31) state, â€Å"risk management is essential to construction activities in minimizing losses and enhancing profitability†. This statement proves the aim of the company to do proper risk analysis in order to minimize the probability of potential risks, as well as to bring improvements in performance and level of revenue. Risk management is imperative for construction companies (Schieg 2006, p. 77; Zu, Liu, & Lu 2012). According to Sharp (2009), proper identification of the risks a nd assessment of their potential impac

A Look At Technical Education In Bangladesh

A Look At Technical Education In Bangladesh The Peoples Republic of Bangladesh is a country in South Asia which became independent in 1971 after a glorious nine months of liberation war with Pakistan Army who killed three millions Bangalees. Bangladesh literally means The Country of Bengal. Lying north of the Bay of Bengal, on land it borders India and Myanmar, and it is a close neighbor to China, Thailand, Nepal and Bhutan. Bangladesh is surrounded by India in The West, North and North-East and Myanmar to the South-East. It is situated between 20034 and 26038 North Latitude and 88001 and 92041 East Longitude. It has an area of 147,570 sq. km. and a population of nearly 140 million. It has a population density of 948 persons per sq. km., which is the highest in world. As the name The Country of Bengal suggests that Bangladesh is an ethnically homogeneous country. Among the different ethnic groups Bengalis 98Â  % and the remainder are mostly, Santhals, Chakmas, Garos, Biharis, Oraons and Mundas. Variations in Bengali culture and language do exist of course. The estimate of religious makeup from the 2001 census reported that the population was 89.58% Muslim, 9.34% Hindu, 0.62% Buddhist, 0.31% Christian and 0.15% Animist. With the highest density of population in the world and slow economic progress, the people of this country are trapped in the vicious cycle of poverty. Over 50% of the people who live below the poverty line are not able to provide for their basic needs and amenities. With 140 million people, Bangladesh is the eighth largest in the world in population. It is also one of the most densely populated countries and endowed with limited natural resources. Bangladesh has to rely, more than most developing countries, on its human resources for progress and prosperity. Educational Structure of Bangladesh The present education system of Bangladesh may be broadly divided into three major stages, viz. general education, madrasha education and technical education. Here I am discussing about technical education in Bangladesh. Technical Vocational Education For the students whose interests are not strictly academic may find technical-vocational programmes more interesting and more valuable for their future. Government tries to ensure that the course curriculum should be relevant to students interest and aspirations while at the same time it should address the needs of the job market. a. Primary level. There is no technical-vocational institution in primary level of education. Ebtedayee in the first level (Primary level) of madrasah education has no scope for technical-vocational education. Accordingly, technical vocational education in Bangladesh is designed in three phases under two major levels of secondary and tertiary level of education. b. Secondary level. Vocational courses starts from secondary level. The certificate courses prepare skilled workers in different vocations starting from ninth grade after completion of three years of schooling in secondary school. At this level the courses are diversified in different vocations spread over 1 to 2 years duration. Recently, 2 years duration vocational courses have been introduced at the higher secondary level in government managed vocational training institute (renamed as Technical School College). Diploma courses prepare the diploma engineers at the polytechnic institutes. This course spread over 4 years duration after passing the secondary school certification examination. There is a technical education board called Bangladesh Technical Education Board (BTEB), which grants affiliation to the technical institutes. It conducts examinations of the students completing different courses in different vocational and technical education, and awards certificates to the succe ssful candidates. TVET System in Bangladesh: An Evaluation Strengths Entrance is reasonably competitive at all levels of formal skill training. Well-developed exit standards exist, i.e., skill testing and certification is well developed and managed. The Technical Education Board (TEB) is small, self-supporting and a relatively effective organization for developing curricula and trade tests. Good models exist for skill training by non-government institutions (including UCEP and MAWTS). There are also good models of industry involvement in providing child labor not only with basic education, but also with vocational training through non-government institutions, including both UCEP and a similar but cheaper model, Suravi. TTCs and VTIs have become more flexible in their non-regular programs by offering short term training programs on a cost-recovery basis in the afternoon and evenings to those who have completed their formal schooling. Several comparatively good quality public training institutions exist, including some of the TTCs under the Ministry of Labor and Manpower, The Surveyors Training Institute under the Ministry of Education and some of the rural training centers of the Ministry of Youth. Weaknesses The overall impact of the formal TVET system within Bangladesh is minimal. The output of technical/vocational education at the certificate level amounts to only 1.8 percent of the graduates at SSC level, and the output of diploma technicians is only 1.4 percent of the output of HSC holders. Moreover, formal training is miniscule in relation to the informal ways the people actually become skilled. The outputs of the formal system account for only a minute fraction of the occupational skills acquired each year. Moreover, relatively few of the graduates of formal VTIs enter local employment, at least in trades. TVET has a poor record in terms of placement of graduates in employment, including only about 60 to 65 percent for TTCs and about 40 percent for VTIs. Unemployment is also common among graduates of polytechnics. Those who do not get jobs are often employed overseas as unskilled labor in jobs that do not require their specific training. Those who do not find jobs often seek furthe r studies at higher levels if they are eligible. The public system is not contemplated by a widespread or vigorous system of non-government vocational training (non-government institutions and proprietary institutions). External Efficiency The main problem is lack of sufficient linkages with employers and the labor market. Employers typically do not participate in determining content of training programs. Courses tend to be offered in response to social demands not based on labor market surveys and analysis. Labor market information is not collected systematically. Employers complain that the government is unable to change curricula quickly (i.e., introduce new courses, expand those in demand and reduce or close those for which demand has slackened) to keep up with technological changes in enterprises (TEB, for example, updates curricula once every five years). Polytechnics, in particular, were slow to integrate computers and instrumentation as integral parts of training in all fields. The clientele of formal vocational training (VTIs and TTCs) tends to be inappropriate. Those with grade 8 qualifications often aspire to further education and white-collar occupations; many have little or no intention of entering the job market and practicing the trade skills acquired. Training institutions lack linkages with local labor market surrounding the institution. This is caused by excessive centralization and rigidity in the system. The heads of training institutions must follow uniform training programs and cannot alter curricula to meet local circumstances. Financial controls are also inflexible and institutional managers cannot give incentives and rewards for good teacher performance. In short, there is a lack of delegation of authority to the heads of training centers. Training institutions do not carry out occupational analysis of the skills in demand in the local area. Training is rarely provided for upgrading those already employed in occupations, including skills in the non formal sector. Few girls are being provided the opportunity to learn skills needed for formal sector employment; reasons include lack of hostels and secure transport, as well as traditionally low demand by employers for female workers. Women in the labor market have few places where they can receive training for raising their incomes through productive activities. Underprivileged youth tend to be screened out of the education system before qualifying for entry into vocational training. Stipends in technical and vocational education are provided on the basis of merit rather than need. Internal Efficiency Training is virtually free and heavily subsidized. Most students receive stipends and many receive subsidized hostel accommodation which adds to the cost per student of training. Substantial resources are wasted in technical and vocational training at present, even though the system is underfunded. Student teacher ratios are only about 10 to 12:1. Training courses focus on certification and last longer than strictly necessary for occupational purposes. Over centralized administration makes it difficult for institute directors to economize on resources. However, recent introduction of the SSC and basic trades programs for students in TTCs/VTIs has led to increase in the internal efficiency of institutions. Underutilization of physical capacity is no longer a problem, and completion rates are better than they were easily in the 1990s. Still, the operating costs of vocational training are high, probably in the order of $300/student per year (24 times the cost of a student in primary ed ucation). Effectiveness Low quality is reflected in relatively low pass rates for many vocational and technical training institutions. About one-third of those who finish technical-vocational courses fail to pass the final examinations. Several factors account for the poor results. The managers and instructors of training institutions lack incentives for good quality teaching. Over centralized control means school directors take few initiatives. Instructors lack accountability, as evidenced by poor attendance rates. Most instructors have not had industrial experience in the skills they are paid to teach. Funds are lacking for in-service training of teachers or industrial attachments. There are few promotions possibilities to provide incentives to staff. Many instructors have occupied the same positions for decades without any opportunities for updating or enrichment. Dead wood tends to accumulate among teaching staff with few, if any, opportunities for recycling. In theory, 60 percent of the time is devoted to the acquisition of practical skills, but in practice it is much less. Most VTIs, polytechnics, and specialized degree programs suffer from outdated, obsolete, and worn out equipment. No budgets are provided for maintenance of equipment, and little for consumable supplies. The share of total revenue spending allocated to TVET declined by about 17 percent, from 2.4 percent in 1990/91 to 2.0 percent in 1996/97. It declined further to 1.5 percent in 1997/98. Capital investment in TVET virtually dried up in the 1990s. Within the institutions students receive group, rather than individual, training. Lesson plans and job sheets are rarely used in the training. Institutions, consequently, cannot properly impart the intended practical training. At the diploma level, intended internships for students at the end of their studies are often not implemented. As a result, polytechnic graduates have not acquired practical shop floor skills. The outcomes are that most graduates of vocational and technical programs are not skilled, and few go into appropriate occupations. Government Plans and Policies No national policy exist on the long term development of occupation training, but two recent documents, the Fifth Five Year Plan and the proposed National Education Policy, point to directions of intended changes. The Fifth Plan calls for enrollments in technical and vocational education to be increased from 3 percent at present to about 20 percent of the total at secondary level. Accordingly, the plan emphasizes expansion of the number and capacity of training institutions in line with emerging technologies. Specifically, the government plans to build dozens of new polytechnic institutes, VTIs and TTCs. In addition, it intends to establish other textile and leather degree colleges, a technical teachers college, and a vocational teacher training institute. By 2002, enrollments are projected to increase from 4,500 students in polytechnic institutes to 20,000; from 2,600 in other technical and vocational institutes to 44,000; and from 12,800 in basic trade training to 30,000. The Fifth Plan also calls for diversification of course offerings in line with emerging technologies. Private involvement is to be encouraged in the delivery of technical vocational education. In addition, the Plan proposes creation of an adequate base for labor market analysis and research on TVET, strengthening staff development programs, and forging closer links between training institutions and local economies. The draft National Education Policy, which was prepared without consideration of fiscal constraints on the recommendations, calls for the major portion of the education budget to be shifted towards TVET. Under the policy, all secondary schools would have vocational streams; NFE would be provided for all school dropouts at existing training institutions after hours, and short courses would be introduced for those particularly technicians in the job market. The structure of diploma training would be extended by six months and the internship by three months. A credit system of student accounting would be introduced to facilitate progression of graduates to the next higher level. Individuals and private enterprises would be expected to share the costs of training, although it is not explained how this would be accomplished. In service training for teachers would be provided systematically. Finally, an overall industrial advisory council would be established to coordinate service offeri ngs among the many government and non-government providers. The Fifth Plan and the proposed National Education Policy touch on many of the critical issues in TVET. Positive features include explicit reference to the need for enterprise linkages at the central and institution levels; emphasis on training provision for new clientele, including upgrading and out-of-school youth; diversification of programs, including training in entrepreneurship; and encouragement of private involvement and beneficiary financing by students and employers. These are important priorities. The next step is to plan to accomplish them. The main weakness of the plan and policy are their emphasis on expansion and greater public financing of TVET. Without needed reforms, plans for across-the-board expansion risk imposing existing rigidities on even larger numbers of trainees. Such expansion would dilute the capacity of the public sector to service adequately the existing institutions and may exacerbate unemployment among the graduates. Apparently no demand studies were done as a basis for selecting the new fields of study. Where needed, expansion could be accomplished at lower cost by expanding existing institutions (e.g., the textile and leather institutes) rather than creating separate new facilities. This underscores the impression that expansion is being sought for political rather than economic reasons. As stated in the 1995 ADB review, IT is possible to conclude that the present intake and training programs are more admissions-oriented than based on real industrial demand. Priority Issues Among all the problems in the system of TVET, four overlapping issues stand out as the most important. They are discussed in sequence below: Lack of linkages with the job market. The TVET system tends to be disconnected from the job market both formal and informal employment. Employers do not participate in setting training policies. Public training institutions do not have mechanisms for consultation with employers, and no incentives are given to managers or instructors to establish them. Moreover, the centralized system of training in which curricula, staff, and resources are all controlled from Dhaka also limits the possibilities of capitalizing on local responsibilities and initiatives. When there are not enough jobs for graduates, programs should be geared more to gainful work in the informal sector, e.g., livelihood skills, entrepreneurship, and self-employment. In sum, a key objective for TVET should be to forge closer links with formal and informal job markets. Lack of impact on poverty reduction. This is a question of the clientele of the system. TVET is almost exclusively geared to in-school male youth in grades 9 and 10 as part of SSC Vocational. The effectiveness of this approach should be evaluated. Similar programs have not proved cost-effective in other countries. Many of the graduates of SSC Vocational have no intention of entering the occupations for which they have been trained. Technical education is also narrowly focused on in-school clientele, whereas surveys show that only one third of practicing technicians have ever received formal education in the field. This calls for more in-service and upgrading training for those in the workforce. TVET needs to diversify its clientele. Vocational training, in particular, has the potential to make a greater impact on poverty reduction by helping trainees become self-employed or generate income. Another main objective for TVET should be to broaden its impact through diversification of cli entele and programs. Ineffectiveness of training support and delivery. One of the main constraints on solution of problems in TVET is the prevailing view that the government must finance and provide training through a centralized system of control rather than seek an efficient division of responsibilities with the private sector. In contrast with the relatively weak performance of the government financed and operated institutions, the non-government sector has demonstrated albeit on a very small scale the capability to develop local needs-based curriculum customized to the experiences of trainees. Above all, several non-governmental institutions have established effective links with employers and have achieved impressive employment rates for their graduates. One of the challenges will be to find ways to expand the service delivery of effective non-governmental institutions in vocational and technical education. On the other hand, the government provides key support on which non-governmental institution s must rely. This support includes such things as development of favorable policy environments, training of instructors, development of teaching materials, and research/information on the employment market. A key objective for TVET is to shift funds towards more effective modes of delivery and strengthen the supporting role of the public sector (as opposed to direct provision) Under-financing. TVET is expensive. It requires more instructors per student than general education because of the requirements for practice in workshops. It requires money for equipment, in-service training and consumable supplies. Most of these necessary inputs are lacking or insufficient in public institutions at present. Most institutions look to the central government to solve this problem, but it does not have the funds. External financing is seen by some as an alternative solution. However, external financing would be unsustainable. In several years, the problems of under-financing of equipment and supplies would reemerge and the problem would not have been solved. An important objective for TVET, therefore, is to mobilize non-public resources in a sustainable way to overcome chronic problems of under-financing.

The Scarlet Letter :: essays research papers

Sherlock Holmes: Is a detective who solves mysteries. Watson: Is detective Sherlock Holmes partner. Helen Stoner: A woman who wants Sherlock Holmes to solves the mystery of her twin sister Julia’s death. Julia Stoner: Helen Stoner’s twin sister who mysteriously died the night before her wedding day. Dr. Grimsby Roy Lott: Is Helen and Julia’s stepfather who had a bad reputation with murder and doing bad things to people and some how keep getting away with it. Mrs. Farintosh: A friend of Ms. Helen Stoner who told her about where she could find Sherlock Holmes for help. Mrs. Stoner Roylott: Is Helen and Julia’s mother who married Dr. Roylott when her daughters were two years old. And died eight years afterwards. Ms. Honoria Westphail: Is Mrs. Stoner Roylott maiden sister and Helen and Julia’s aunt. Whom Julia visited her every now an then but always at Christmas. This story takes place in England where a woman by the name of Helen Stoner. When she and her twin sister Julia were only two. Their mother met a man named Dr. Grimsby Roylott. A short time afterwards Helen and Julia’s mother Mrs. Stoner married Mr. Roylott. Mrs. Roylott died eight years after they were married. The two girls had to go live with their stepfather Mr. Roylott in Stroke Moran, England. Who inherited their mother’s money and the only way they could get their share of the money was after they married. As the twins got older their stepfather got meaner. At one point he had killed one of his butlers with his bear hands and then he got off Scott free. Mr. Roylott got away with a lot of things because of his bad reputation. Julia was the first to get engaged. But when Dr. Roylott found out about the engagement he tried to do everything in his power to make Julia end her engagement. But she didn’t agree. So the day before her wedding, that night she went to talk with her sister Helen because she was so excited that she couldn’t sleep. After their talk she finally went to bed. Mysteriously Helen heard her sister voice. So Helen got out of her bed and went to check on Julia. Julia‘s door was open but that was unusual, because it is normally locked. She walked in and there she saw her sister with a frighten look of terror on her face. She ran to he r and grabbed her, but Julia’s legs got weak and she fell to her knees and died.

Human Computer Interface Essay

According to Nicky Danino(2001), Human Computer Interaction(HCI) is defined as ‘the study, planning, and design of what happens when a person and a computer work together’. HCI consist of three parts that is the user, the computer and the interaction involved between the user and the computer. Therefore I am going to evaluate the company based on several criteria. From what have been observed in the Kannal Solutions , the work area was found to be comfortable for the employees to work. The chairs provide sufficient cushioning. This enables the employees to work for long hours without feeling cramps or pains on their bottoms. Besides that, it is observed that the chair has adjustable heights. This enables the employees to adjust the height of the chair according to their comfort. The back rest of the chair also provides adequate support for the back bone. This feature of chair avoids the employees suffering from back aches or other lower back injuries. On the other hand, much attention was also given to the monitors. The monitors that are used in this company is positioned in such a way that the observer views the screen perpendicularly. When viewing the monitor at this angle, the observer will be able to reduce the stress applied on the neck muscles. Furthermore, only liquid crystal display (LCD) screens are used as a monitor. This monitor is flicker free because LCD does not depend on scanning electron beam to perform. Flickering of the screen can easily cause headaches to the employees which can severely reduce the productivity of the company. Moreover , the LCD screen is built such that it would not reflect light out, thus producing a less glare effect. These characteristics delays the eyes from getting tired. Apart from that, LCD has also been proven to produce lesser radiation. Thus, choosing LCD screen as a monitor was a good step taken by this company to keep their working environment more comfortable. The difference found from what is observed is this company does not provide the employees with ergonomic keyboards or mouse. This causes discomfort for the staffs working here especially for long hours working. Prolonged usage of non ergonomic keyboard can be as bad as the worker gets muscle strain or as worse as the employee suffering from Carpal Tunnel Syndrome (CTS) or tendonitis. CTS is the inflammation of the nerve that connects the forearm to the wrist whereas tendonitis is the inflammation due to repetitive motion on the tendon. The IT and telecommunication industry spends and invest a lot of money to operate. Therefore like many other companies , Kannal Solutions try to minimize wastage to reduce cost. Other than to minimize wastage, this company also gives a lot attention to save the environment. Therefore, green computing, which is as defined by Sarah Gingichashvili is ‘ the study and practice of efficient and eco-friendly computing resources’. In this company, printers and computers used contains Energy Star symbol. Electrical appliances and product that has Energy Star symbol consumes much lesser energy compared to those that does not have it. This symbol ensures that the computers automatically switches to the ‘sleep’ mode whenever it is idle. Switching to this mode reduces the energy consumption of the computer. Besides that, the employees also switches off their computers whenever it is not in use. If in case they need to use it at intervals, they would at least turn off the monitor so that electricity can be saved. Another reason why LCD screen is used in this company is also because of the fact that LCD screen consumes lesser energy than the Cathode Ray Tube (CRT) monitor. Due to this reason the CRT monitor waste a lot of energy mostly due to the large emission of heat energy. In Kannal Solutions , most of the computers uses Intel E2140 Dual Core with a processor speed of 1. 6Ghz. These computers gives a good performance which is needed during the collection of information from customers. The best part about this machine is that its power consumption is really low and efficient. It only consumes 69 watts. Therefore, in long run Kannal Solutions can save great deal of electricity while making sure that their performance is not affected. Although this company pays a great role in keeping the employees safe and comfortable, it is found through observation that the keyboards and mouse used is not ergonomic. In longer run the staffs can face nerve complications. So, it is recommended that the company take an immediate action to convert all the mouse and keyboards to an ergonomic one so that the workers here will not face any kind of problem which can cause to reduction of productivity to the company. Apart from that, although the chair has ergonomic feature such as adjustable height and proper back rest, it does not have a hand rest. So , whenever the staff feels tired they have to rest it on the table. It would be safer and much comfortable as the hand rest ensures that the worker’s hand would be parallel to the floor and the elbow would be perpendicular to the arm. So, it is recommended that the chairs here should be equipped with a hand rest. Thus, it is very clear that this company takes HCI seriously. Although there are some drawbacks, it can be overcame by taking proper steps such as suggested in order to keep the employees contributing to the development of this company.

The National Coalition Against the Death Penalty

The death penalty has been a fairly contentious issue in the United States since 1930 when statistics first began to be regularly collected. By the late 1960s, an unofficial moratorium took place due to mounting opposition to the law that was authorized in all but 10 states. In 1972, the Supreme Court struck down the ‘arbitrary and capricious' state and federal death penalty laws (History of the Death Penalty, â€Å"Death Penalty† & â€Å"Moratorium†). However, the 1976 rulings re-imposing the capital punishment brought to the fore the gravity of the issue for the American public. The Supreme Court decision bringing back the controversial law was met with concerted efforts by those who vigorously oppose death penalty. One entity that perhaps best symbolizes opposition to its reinstatement is the National Coalition to Abolish the Death Penalty (NCADP), a coalition organization formed shortly after the Supreme Court ruling. The NCADP has, since its formation in 1976, been the only national organization with a full staff that is devoted exclusively to the abolishment of the capital punishment. Its work includes the providing of information and public policy advocates and the mobilization of, and support for, individuals and institutions sharing the unconditional rejection of the death penalty (National Coalition  ¶ 1). NCADP Mission and Goals The main argument of the NDADP in its stand against the death penalty is the belief that the ultimate punishment equates to the devaluation of all human life. With the execution of the capital offender, the organization believes that the spiritual transformation intrinsic to every human being is denied. The organization also argues three other critical concerns, namely: the irrevocability of the capital punishment within a dishearteningly fallible judicial system; the law's race and class bias against the poor and racial minorities, and the death penalty's intrinsic violation of our most basic human rights. The National Coalition for the Abolition of the Death Penalty, based in Washington D.C., boasts of a 30-year history of organizing opposition to the U.S. death penalty (Hogan & Hartson Announcements). One of the more prominent heads of NCADP has been Sister Helen Prejean CSJ, a Roman Catholic nun of the Sisters of St. Joseph of Medaille. Serving the organization from 1993 to 1995, Prejean became a crusader against the death penalty following her ministering and witnessing many executions beginning with that of Louisiana convicted murderer Elmo Patrick Sonnier. Her autobiographical account of the relationship she made with Sonnier became the basis for the film and opera Dead Man Walking. (Helen Prejean  ¶ 1-4). The mission of the National Coalition Against the Death Penalty is organized around the four central mission areas of legislative advocacy, grassroots advocacy, media advocacy and human rights advocacy. Believing that the abolition of the capital punishment in the United States can be achieved using a multi-faceted approach, the NCADP spells out its four-core mission as follows: Legislative Advocacy – cooperating with policy-makers and their constituents to adopt legislation that opposes the death penalty at the local, state, as well as national level. Media Advocacy – using mainly local and state media to broaden the public criticism of the capital punishment. Grassroots Advocacy – providing assistance to NCADP affiliates in organizing activities that oppose the death penalty and in reaching out to American communities to take a stand against the death penalty. Human Rights Advocacy – highlighting the capital punishment as a violation of human rights and   Ã‚  Ã‚   working to gain the support of the world in abolishing the death penalty in the United States. (National Coalition â€Å"Our Focus†). NCADP Strategy and Tactics The organization conducts its campaign against capital punishment using its four non-violent advocacy methods at the local, state and national levels. (National Coalition, Wikipedia  ¶ 2). The use of information dissemination is an important tool of the NCADP towards the goal of abolishing death penalty in the United States. Primarily using the local media, which it believes to be the greater news source of the American public, NCADP works to inform about facts and figures that strengthen the call against capital punishment. Through other media outlets including its website www.ncadp.org and the national media, it presents many eye-opening if not disturbing data on the modern implementation of death penalty in the country. The death penalty related information the NCADP provides is essentially statistics-based, perhaps in the effort to be scientific and less incontrovertible. It extensively collects and presents telling information such as: – 95 percent of the nearly 4,000 death convicts are so poor that they were unable to hire a private attorney. – African Americans comprise 42% of those currently on death row despite the fact that they make up a mere 12% of the total population. – More than 60% of those convicted to die for childhood offenses since the 1976 re-imposition have either been African Americans or Latinos (National Coalition, Fact Sheet).  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Being a coalition organization, the NCADP strategy in seeking the legal abolition of death penalty includes forging linkages with state and local, national and international affiliates.   It has local affiliates in Alabama, Arizona and California and its national affiliates include Amnesty International, USA Program   to Abolish the Death Penalty. The NCADP also counts international affiliates from the United Kingdom (Death Penalty UK Death Row: Reprieve UK), Germany (German Coalition to Abolish the Death Penalty (GCADP), France (Coalition for Truth and Justice; Ensemble contre la peine de mort) and Botswana (The Botswana Centre for Human Rights). The NCADP also list as an ally the Missourians Against State Killing organization (National Coalition â€Å"Affiliates†). Successes and Failures In evaluating its success or failure, many factors can be used to gauge the NCADP. Organization- and support-wise, America's leading financial evaluator of independent charities, Charity Navigator, shows a successful picture of the NCADP. The National Coalition for the Abolition of the Death Penalty is considered a charity organization and its continued existence as the largest in its advocacy reflects the considerable support the American public has given it. No less than Charity Navigator gives it a thumbs up for financial health. Moreover, Charity Navigator has for the last three years given NCADP a consistent four-star overall rating (60++ percent from 2003-2005). Rating the coalition three stars for efficiency and four stars for capacity, Charity Navigator gives NCADP the highest overall peer rating along with the A.J. Muste Memorial Institute. (Charity Navigator â€Å"Rating,† â€Å"Peer Analysis†). In terms of the success of its mission of abolishing the capital punishment, the milestones in the collective efforts of all anti-death penalty advocates can be considered as success for the coalition organization itself. The NCADP recognizes the 2003 commutation for over 150 death convicts—the largest in modern American history—by Illinois Gov. George Ryan as   ‘a turning point in the debate over capital punishment' in the country (NCADP Welcomes  ¶ 1 & 3). A most recent development is the 2005 Supreme Court in Roper V. Simmons ruling against the imposition of the death penalty for those under 18 years of age at the time of the crime. Another good news came in 2004 when the high court of New York declared death penalty unconstitutional. In terms of failures, the most obvious proof that NCADP has not met its goal is the fact that the capital punishment still exists as legal over more of the United States. Specific legislations have also strengthened death penalty as when President Bill Clinton signed two anti-terrorism laws in 1994 and 1996 that expanded federal death penalty and restricted federal court reviews, respectively (Information Center â€Å"Timeline†). However, judging by public support for and against the death penalty based on protracted Gallup Poll surveys, it would seem that the efforts of the anti-death penalty advocates—including the NCADP's media advocacy—appear to be finally paying off. From the 1970s when the organization was formed until 1994, a great majority of Americans favored the death penalty over life imprisonment as penalty for murder. From 1994 to 1997, however, the number of Americans favoring life imprisonment instead has grown steadily. As of May 2004, even after the September 11 attacks, the number of those who favor death penalty was only marginally higher than those who go for life imprisonment (Information Center â€Å"Public Support†). NCADP has a charity privacy policy that requires the donor to inform the charity to remove his or her name and other contact information from the mailing lists sold, traded or shared. Current leadership of the NCADP has Diann Rust-Tierney as Executive Director and Jason Zanon as the Interim Executive Director (Charity Navigator â€Å"Donor Privacy Policy† ; â€Å"Leadership†). Works Cited Charity Navigator. Charity Rating: National Coalition to Abolish the Death Penalty. Charity Navigator website.;http://www.charitynavigator.org/index.cfm/bay/search.summary/orgid/7734.htm;. Death Penalty Information Center. Part II: History of the Death Penalty. DPIC website. 19 Dec. 2006;http://www.deathpenaltyinfo.org/article.php?scid=15;did=411;. â€Å"Helen Prejean.† Wikipedia, The Free Encyclopedia. 11 Dec 2006, 21:42 UTC. Wikimedia Foundation, Inc. 19 Dec 2006 ;http://en.wikipedia.org /w/index.php?title=Helen_Prejean;oldid=93663475;. History of the Death Penalty ; Recent Developments. University of Alaska Anchorage Justice Center. Updated 2 May 2005. ;http://justice.uaa.alaska.edu/ death/history.html#unitedstates;. Hogan ; Hartson. Announcements. Hogan ; Hartson website. 19 Dec. 20016 ;http://www.hhlaw.com/newsstand/detail.aspx?news=686;. National Coalition to Abolish the Death Penalty. About the NCADP. NCADP website. 19 Dec. 2006 ;http://www.ncadp.org/about_us.html;. National Coalition to Abolish the Death Penalty. Affiliate Links. NCADP website. 19 Dec. 2006 ;http://ncadp.org/affiliate_links.html;. National Coalition to Abolish the Death Penalty. Fact Sheet: The Death Penalty and Racial Bias. NCADP website. 19 Dec. 2006. ;http://www.ncadp.org/fact_sheet2.html;. â€Å"National Coalition to Abolish the Death Penalty.† Wikipedia, The Free Encyclopedia. 16 Oct 2006, 22:32 UTC. Wikimedia Foundation, Inc. 19 Dec 2006 ;http://en.wikipedia.org/w/ index.php?title=National_Coalition_to_Abolish_the_Death_Penalty;oldid=81876029;. NCADP Welcomes Largest Commutation Of Death Sentences In Modern U.S. History. 11 Jan. 2003. Initiative gegen die Todesstrafe website.19 Dec. 2006 ;http://www.initiative- gegen-die-todesstrafe.de/ncadp.htm;. ; ; ; ; ;

The Battle of Rhode Island in the American Revolution

The Battle of Rhode Island in the American Revolution The Battle of Rhode Island was fought August 29, 1778, during the American Revolution (1775-1783) and was an early attempt at a combined operation between American and French forces. In the summer of 1778, a French fleet led by Admiral Comte dEstaing arrived on the American coast. It was decided this force would join with Major General John Sullivans command to recapture Newport, RI. Due to intervention by the Royal Navy and damage sustained by a storm at sea, dEstaing withdrew from the operation leaving Sullivan to confront the British alone. Unable to execute the operation without French support, he withdrew up Aquidneck Island with Newports garrison in pursuit. Assuming a strong position, Sullivan fought a successful defensive battle on August 29 before his men departed the island. Background With the signing of the Treaty of Alliance in February 1778, France formally entered the American Revolution on behalf of the United States. Two months later, Vice Admiral Charles Hector, comte dEstaing departed France with twelve ships of the line and around 4,000 men. Crossing the Atlantic, he intended to blockade the British fleet in Delaware Bay. Leaving European waters, he was pursued by a British squadron of thirteen ships of the line commanded by Vice Admiral John Byron. Jean Baptiste Charles Henri Hector, comte dEstaing. Public Domain Arriving in early July, dEstaing found that the British had abandoned Philadelphia and withdrawn to New York. Moving up the coast, the French ships assumed a position outside New York harbor and the French admiral contacted General George Washington who had established his headquarters at White Plains. As dEstaing felt that his ships would be unable to cross the bar into to the harbor, the two commanders decided on joint strike against the British garrison at Newport, RI. Fast Facts: Battle of Rhode Island Conflict: American Revolution (1775-1783)Dates: August 29, 1778Armies Commanders:AmericansMajor General John SullivanMajor General Nathanael GreeneMajor General Marquis de Lafayette10,100 menBritish Major General Sir Robert Pigot6,700 menCasualties:Americans: 30 killed, 138 wounded, and 44 missingBritish: 38 killed, 210 wounded, and 12 missing Situation on Aquidneck Island Occupied by British forces since 1776, the garrison at Newport was led by Major General Sir Robert Pigot. Since that time, a standoff had ensued with British forces occupying the city and Aquidneck Island while the Americans held the mainland. In March 1778, Congress appointed Major General John Sullivan to oversee the Continental Armys efforts in the area. Assessing the situation, Sullivan began stockpiling supplies with the goal of attacking the British that summer. These preparations were damaged in late May when Pigot conducted successful raids against Bristol and Warren. In mid-July, Sullivan received word from Washington to begin raising additional troops for a move against Newport. On the 24th, one of Washingtons aides, Colonel John Laurens, arrived and informed Sullivan of dEstaings approach and that the city was to be the target of a combined operation. To assist in the attack, Sullivans command was soon augmented by brigades led by Brigadier Generals John Glover and James Varnum which had moved north under the guidance of the Marquis de Lafayette. Swiftly taking action, the call went out to New England for the militia. Heartened by news of the French assistance, militia units from Rhode Island, Massachusetts, and New Hampshire began arriving at Sullivans camp swelling the American ranks to around 10,000. Major General Nathanael Greene. Photograph Source: Public Domain As preparations moved forward, Washington dispatched Major General Nathanael Greene, a native of Rhode Island, north to aid Sullivan. To the south, Pigot worked to improve Newports defenses and was reinforced in mid-July. Sent north from New York by General Sir Henry Clinton and Vice Admiral Lord Richard Howe, these additional troops increased to the garrison to around 6,700 men. The Franco-American Plan Arriving off Point Judith on July 29, dEstaing met with the American commanders and the two sides began developing their plans for assaulting Newport. These called for Sullivans army to cross from Tiverton to Aquidneck Island and advance south against British positions on Butts Hill. As this occurred, the French troops would disembark on Conanicut Island before crossing over to Aquidneck and cutting off the British forces facing Sullivan. This done, the combined army would move against Newports defenses. Anticipating an allied attack, Pigot began withdrawing his forces back to the city and abandoned Butts Hill. On August 8, dEstaing pushed his fleet into Newport harbor and began landing his force on Conanicut the next day. As the French were landing, Sullivan, seeing that Butts Hill was vacant, crossed over and occupied the high ground. The French Depart As French troops were going ashore, a force of eight ships of the line, led by Howe, appeared off Point Judith. Possessing a numerical advantage, and concerned that Howe could be reinforced, dEstaing re-embarked his troops on August 10 and sailed out to battle the British. As the two fleets jockeyed for position, the weather quickly deteriorated scattering the warships and badly damaging several. While the French fleet regrouped off Delaware, Sullivan advanced on Newport and began siege operations on August 15. Five days later, dEstaing returned and informed Sullivan that the fleet would be immediately departing for Boston to make repairs. Incensed, Sullivan, Greene, and Lafayette pleaded with the French admiral to remain, even for just two days to support an immediate attack. Though dEstaing desired to assist them, he was overruled by his captains. Mysteriously, he proved unwilling to leave his ground forces which would be of little use in Boston. Marquis de Lafayette. Photograph Source: Public Domain The French actions provoked a flurry of irate and impolitic correspondence from Sullivan to other senior American leaders. In the ranks, dEstaings departure sparked outrage and led many of the militia to return home. As a result, Sullivans ranks rapidly began to deplete. On August 24, he received word from Washington that the British were preparing a relief force for Newport. The threat of additional British troops arriving eliminated the possibility of conducting a protracted siege. As many of his officers felt a direct assault against Newports defenses was unfeasible, Sullivan elected to order a withdraw north with the hope that it could be conducted in a way that would draw Pigot out from his works. On August 28, the last American troops departed the siege lines and retreated to a new defensive position at the northern end of the island. The Armies Meet Anchoring his line on Butts Hill, Sullivans position looked south across a small valley to Turkey and Quaker Hills. These were occupied by advance units and overlooked the East and West Roads which ran south to Newport. Alerted to the American withdrawal, Pigot ordered two columns, led by General Friedrich Wilhelm von Lossberg and Major General Francis Smith, to push north to harry the enemy. While the formers Hessians moved up the West Road towards Turkey Hill, the latters infantry marched up the East Road in the direction of Quaker Hill. On August 29, Smiths forces came under fire from Lieutenant Colonel Henry B. Livingstons command near Quaker Hill. Mounting a stiff defense, the Americans forced Smith to request reinforcements. As these arrived, Livingston was joined by Colonel Edward Wigglesworth’s regiment. Major General Francis Smith. Public Domain Renewing the attack, Smith began to push the Americans back. His efforts were aided by Hessian forces which flanked the enemy position. Falling back to the main American lines, Livingston and Wigglesworths men passed through Glovers brigade. Probing forward, British troops came under artillery fire from Glovers position. After their initial attacks were turned back, Smith elected to hold his position rather than mount a full assault. To the west, von Lossbergs column engaged Laurens men in front of Turkey Hill. Slowly pushing them back, the Hessians began to gain the heights. Though reinforced, Laurens was ultimately forced to fall back across the valley and passed through Greenes lines on the American right. Colonel John Laurens. Public Domain As the morning progressed, the Hessian efforts were aided by three British frigates that moved up the bay and began firing on the American lines. Shifting artillery, Greene, with assistance from American batteries on Bristol Neck, was able to force them to withdraw. Around 2:00 PM, von Lossberg began an assault on Greenes position but was thrown back. Mounting a series of counterattacks, Greene was able to regain some ground and compelled the Hessians to fall back to the top of Turkey Hill. Though fighting began to subside, an artillery duel continued into the evening. Aftermath The fighting cost Sullivan 30 killed, 138 wounded, and 44 missing, while Pigots forces sustained 38 killed, 210 wounded, and 12 missing. On the night of August 30/31, American forces departed Aquidneck Island and moved to new positions at Tiverton and Bristol. Arriving at Boston, dEstaing was met with a cool reception by the citys residents as they had learned of the French departure through Sullivans irate letters. The situation was improved somewhat by Lafayette who had been sent north by the American commander in the hopes of securing the fleets return. Though many in the leadership were angered by the French actions at Newport, Washington and Congress worked to calm passions with the goal of preserving the new alliance.

The Hobbit is a Unique Story essays

The Hobbit is a Unique Story essays Today, many readers think The Hobbit is one of the most unique novels in the twentieth century; on the other hand, some readers think this novel is not written based on Tolkiens own thoughts. There are many ancient texts associated with The Hobbit. People who have read about Norse, English, or Germanic mythology may find out that the story plots are related to The Hobbit. Nevertheless, Tolkien should not be considered a plagiarist. Although he employs various events and characters that are similar to those of ancient myths, his story is original. Tolkiens Smaug in The Hobbit has many precedents in ancient texts; however, Smaug acts differently compared to other dragons. Fafnir, an evil dragon in Volsunga Saga, is remarkably similar to Smaug. Both dragons have hard skin, hold treasures, and have the ability to spill flames, but unlike Smaug, Fafnir was originally a dwarf. They have different purposes for guarding their treasures; Smaug guards treasures for his own good, but Fafnir guards his father's house of glittering gold and flashing gems(14). Also, the English myth about St. George fighting the dragon, illustrates that the dragons Skin more hard than brass was found(33) except the weak spot under the right wing which was the only place where there were no scales(35), and that is similar to one of Smaugs traits. However, Smaugs weak spot is in the hollow of his left breast. In the end, both Smaug and the dragon in the English myth die differently because events are dissimilar. Smaug is killed by an arrow, but the other is slain by a spear straight at the fiery dragons jaws(34). Thus, Smaug is different from the dragons in the ancient texts. That makes Tolkiens story original. There are many main characters in The Hobbit that are somewhat similar to the characters in the ancient texts; however, they are different in the sense of their backg ...

Blitzkrieg Essay Research Paper The foundation of

Blitzkrieg Essay, Research PaperThe foundation of Mobile warfare has its roots in Ancient and Medieval World. The German Army tardily in World War I ab initio developed basic tactics that finally evolved into modern nomadic warfare. Germans developed those tactics in an effort to get the better of the inactive trench warfare on the Western Front. Elite # 8220 ; Sturmtruppen # 8221 ; infantry units were created to assail enemy places utilizing the impulse of velocity and surpass but finally failed because of the deficiency of mobility and support needed in order to go on progressing farther into enemy controlled district. During 1920s, British military philosophers Captain Sir Basil Liddell Hart, General J.F.C. Fuller and General Martell farther developed tactics of nomadic warfare. They all postulated that armored combat vehicles could non merely prehend land by beastly strength, but could besides be the cardinal factor in a new scheme of warfare. If moved quickly plenty, of armore d combat vehicles could nail through enemy lines and into the enemy # 8217 ; s rear, destructing supplies and heavy weapon places and diminishing the enemy # 8217 ; s will to defy. All of them found armored combat vehicle to be an ultimate arm able to perforate deep into enemy district while followed by foot and supported by heavy weapon and airfare. In late 1920s and early 1930s, Charles De Gaulle, Hans von Seekt, Heinz Guderian and many others became interested in the construct of nomadic warfare and tried to implement it in an organisational construction of their ground forcess. Heinz Guderian organized Panzers into self-contained Panzer Divisions working with the close support of foot, motorized foot, heavy weapon and airfare. From 1933 to 1939, Germany was on a pursuit to to the full mechanise their ground forces for an approaching struggle.German High Command used Spanish Civil War ( 1936-38 ) as a testing land for Blitzkrieg tactics, which proved to be a formidable combinat ion of land and air action. In September of 1939, Germany invaded Poland utilizing mechanized land force ( Wehrmacht ) working with the close support of the airfare ( Luftwaffe ) to breakthrough and perforate deep behind Polish lines of defence # 8211 ; Polish Campaign. In May of 1940, during the invasion of the Low Countries and France, the Germans one time once more used same tactics ( including the usage of Fallschirmjaeger # 8211 ; paratroops ) to floor and disorganise the guardians. From October of 1940 to March of 1941, Germans conquered Balkans utilizing the same proved tactics. When in June of 1941, Germany invaded Russia ; tactics of Blitzkrieg allowed them to make the outskirts of Moscow in December of 1941. Erwin Rommel in North Africa ( 1941-1943 ) besides implemented tactics of Blitzkrieg with great success. Since late 1942, outnumbered German Army was contending a defensive war on two foreparts and was unable to establish any major offenses with excepti on of Kursk ( June of 1943 ) and Ardennes ( December of 1944 ) offense. Overall, tactics of Blitzkrieg were the chief subscriber of early German triumphs ( 1939-1942 ) , when German supply base and logistics were able to keep the velocity of the progressing units. This was non the instance on the Eastern Front and in the North Africa, when limited German supply base and logistics were unable to get by with transit and conditions conditions diminishing effectivity of German onslaughts and armed forces in general. At the same clip, potency of Blitzkrieg was to the full appreciated by the Allies, who implemented its tactics on all foreparts. US Army General George Patton used Blitzkrieg tactics in his European operations of 1944. After World War II, tactics of Blitzkrieg were used by Israeli forces during their legion struggles with the Arab Nations every bit good as by American forces during the Operation Desert Storm.Overall, tactics of Blitzkrieg are based on co-ordinated, concentrated and precise air and land onslaughts to supply a rapid and powerful clout through the enemy lines in order to finally encircle the enemy. Important factor behind nomadic warfare was communicating between the HQ and field units and vice-versa, every bit good as prepared get downing points along with supply base and logistics to keep the velocity of the initial onslaught. Although, it is frequently forgotten that surpass was besides really of import to the success of Blitzkrieg and that is why Germany neer declar ed war on any state that it attacked. The radical tactics of Blitzkrieg formed a base for future development of arms and warfare.Concepts of Blitzkrieg1. Airfare attacks enemy front-line and rear places, chief roads, landing fields and communicating centres. At the same clip foot onslaughts on the full front-line ( or at least at chief topographic points ) and engages enemy. This restrains the enemy from cognizing where the chief force will assail.2. Concentrated armored combat vehicle unit # 8217 ; s breakthrough chief lines of defence and progress deeper into enemy district, while following mechanised unit # 8217 ; s chase and engage guardians forestalling them from set uping defensive places. Infantry continues to prosecute enemy to mislead and maintain enemy forces from retreating and set uping effectual defence.3. Infantry and other support units attack enemy wings in order to associate up with other groups to finish the onslaught and finally encircle the enemy.4. Mechanized groups spearhead deeper into the enemy district go arounding the enemy places and paralysing the rear forestalling retreating military personnels and guardians from set uping effectual defensive places.5. Main force links up with other units encircling and cutting off the enemy.

Corporate Financial Management ( CORPORATE GOVERNANCE) Essay

Corporate Financial Management ( CORPORATE GOVERNANCE) - Essay Example firms reflected on the inability of the managers to ensure that the overall governance mechanism was well placed within the organizations to ensure their stability and compliance with the rules and regulations. Thus normally, the focus is on the managers for corporate governance ignoring the fact that there are various power structures as well as stakeholders within the organization who can effectively dominate the corporate governance process. The role of institutional investors as well as active shareholders has therefore become more prominent after the collapse of large institutions and now they actively take part in the board meetings etc. Large investors such as institutional investors therefore play a critical role also and one of the fundamental questions to be asked as to how to achieve the balance between those two power structures of the organization to ensure corporate governance process to take its deeper roots. Thus â€Å"the fundamental issue concerning corporate gover nance seems to be how to In order to properly discuss the above statement, it is critical that a comprehensive overview of the theoretical attempts made so far to discuss and originate the concept of corporate governance is discussed. One of the most potent theories that outline the potential conflict between the roles of managers and shareholders is agency theory. The birth of the modern corporate required that there must be separation between the ownership and control of the organization. This was done with fundamental aim of taking advantage of the skill level of others who can perform the job of managing the corporate in better manner as compared to the owners.(Igor& Deborah,2010). Agency theory basically attempts to study the nexus of different resource holders of the firm. Accordingly, a firm is just viewed as a contract between the different resource holders of the firm however, the arrangement of agency arises when principal (mostly shareholders) delegate some power and duties

Whole foods SWAT analysis organization design class Essay

Whole foods SWAT analysis organization design class - Essay Example The explicit set of core values underscore the commitment of Whole Foods personnel in delivering foods that abide by the highest quality standards and adhere to compliance with the following: organic farming, seafood sustainability, animal welfare standards, caring for communities, and whole trade guarantee (Whole Foods Market: Mission & Values); The financial success of Whole Foods over the last five years, as measured by its net income figure had been on the uptrend, from $49.68 million in December 31, 2009 up to $146.00 million in the same period in 2012; which is indicative of a 194% growth rate of the three-year period (Whole Foods Market Net Income Quarterly); The management team and leaders of Whole Foods have continued to stir the company towards success through a proactive stance in leadership, strategies design and implementation, as well as in applying the most effective management styles. Likewise, it was evident that the management team has consistently provided appropriate motivation, rewards, and incentives for all its personnel to accord them professional growth and continuous development; Has always and consistently been recognized by Fortune among the 100 Best Companies to Work For (Whole Foods Market) for 16 consecutive years; attesting to the high job satisfaction and exemplary motivation accorded by the management to all of its personnel. Although the organization has manifested steady and continuous growth in strategic store locations, it could be deduced that the locations are confined to three main areas: the USA, Canada and the UK; as such, there is a lack of market expansion and exposure to other international markets; Since the ingredients are all natural and organic, the prices of their products are relatively more expensive than other traditional food items and therefore, the target market is limited to the middle-to-higher income groups. Whole Foods is continually looking for strategic store locations, and it

Container Shipping and Chinese Stability Essay Example | Topics and Well Written Essays - 2000 words

Container Shipping and Chinese Stability - Essay Example A positive development and a spread of container-based shipping industry are supported by its ability to provide different countries in-time with required goods. This industry has made China a rapidly industrialised country. Still, there are several uncovered issues in the container-based shipping industry. Currently, China is rapidly developing as the world’s leader on several fronts. The mechanisms of China’s enrichment evoke a vivid discussion among modern experts, researchers and scientists. Figure 1 China in the world maritime economy. This figure shows the Chinese contribution to 6 key areas of world economic and maritime activity. (Stopford 2007, p.2) Container shipping operates out the general society’s sight. That’s why this ‘secret’ industry is interesting for the modern society. ... Nearly 75% of international cargo volume is involved in shipping industry. China is on the upswing and shipping industry in this country is a rapidly developing industry. It is a well-known fact that China is steadily moving to position itself as the world’s greatest power (Stopford 2007) . Consequently, the development of a potential country-world leader and shipping industry, which is responsible for the major part of trade operations in the international market, makes this research relevant to the field of China’s economy. Different aspects of China’s development, social peculiarities, influence of EU regulations on shipping in China makes a context of the study rather complicated. Nevertheless, it is relevant to conduct the research on the basis of available literary sources and empirical data from recent studies. Background of Chinese shipping industry development China is economically fortunate, because of its geographical position and abundant shipping re sources. Nearly 40% of Chinese workers live near coastal regions, the GDP in the country increases 50% and the shipping sector carries out 80% of national import and export activities (Talley 2000). Figure 2 Chinese imports and exports activity steadily increasing (Stopford 2007, p.5) Starting from 1970s, China’s shipping industry has been steadily developing under conditions of continuous development of international trade. International shipping operations are the most relevant operations and well-known on the international arena for China’s business partners. Current perspectives of China’s shipping industry development International cooperation opens impressive perspectives for China.  

Discussion Essay Example | Topics and Well Written Essays - 250 words - 135

Discussion - Essay Example After researching, I realized that the Americans maintain direct eye contact, which is considered as an indication of honesty and confidence. According to the Asians, direct eye contact is considered rude and aggressive. The assumption that similarities exist in both our cultures was a huge mistake. Nonverbal signs are often misinterpreted leading to miscommunication. Rather than taking offense, that my friend seemed dishonest, confronting him on the issue would have solved the problem. The tendency of concluding that he was dishonest was not wise instead of taking time to understand him (Samovar and Porter 118). In conclusion, intercultural communication can bring up a conflict because of misunderstanding of information. Schools should teach about the different cultures to avoid instances of misinterpretation of nonverbal communication such as postures, gestures, and other body language. Every culture’s beliefs and values should be

Computational Phylogenetic Essay Example | Topics and Well Written Essays - 500 words

Computational Phylogenetic - Essay Example Using the resulting â€Å"neighbor.outtree† generated as your answer in Question 2, generate the corresponding dendrogram using the â€Å"drawgram† program found at the MOBYLE Portal under phylogeny/display. Keep all program parameters set to default except for the â€Å"Drawgram options† parameter; you will need to change this parameter to a file type you can visualize on your computer (e.g., Windows – BitMap). Copy/Paste the resulting image as your answer. Using the resulting â€Å"dnapars.outtree† generated as your answer in Question 4, generate the corresponding dendrogram using the â€Å"drawtree† program found at the MOBYLE Portal under phylogeny/display. Keep all program parameters set to default except for the â€Å"Drawtree Options† parameter; you will need to change this parameter to a file type you can visualize on your computer (e.g., Windows – BitMap). Copy/Paste the resulting image as your answer. Run the â€Å"fitch† program found at the MOBYLE Portal under phylogeny/distance. Keep all program parameters set to default except for the parameter you will need to change to run â€Å"Minimum Evolution† instead of â€Å"Fitch-Margoliash†. Copy/Paste the resulting â€Å"fitch.outtree† as your answer. Using the resulting â€Å"fitch.outtree† generated as your answer in Question 6, generate the corresponding dendrogram using the â€Å"drawtree† program found at the MOBYLE Portal under phylogeny/display. Keep all program parameters set to default except for the â€Å"Drawtree Options† parameter; you will need to change this parameter to a file type you can visualize on your computer (e.g., Windows – BitMap). Copy/Paste the resulting image as your

Container Shipping and Chinese Stability Essay Example | Topics and Well Written Essays - 2000 words

Container Shipping and Chinese Stability - Essay Example A positive development and a spread of container-based shipping industry are supported by its ability to provide different countries in-time with required goods. This industry has made China a rapidly industrialised country. Still, there are several uncovered issues in the container-based shipping industry. Currently, China is rapidly developing as the world’s leader on several fronts. The mechanisms of China’s enrichment evoke a vivid discussion among modern experts, researchers and scientists. Figure 1 China in the world maritime economy. This figure shows the Chinese contribution to 6 key areas of world economic and maritime activity. (Stopford 2007, p.2) Container shipping operates out the general society’s sight. That’s why this ‘secret’ industry is interesting for the modern society. ... Nearly 75% of international cargo volume is involved in shipping industry. China is on the upswing and shipping industry in this country is a rapidly developing industry. It is a well-known fact that China is steadily moving to position itself as the world’s greatest power (Stopford 2007) . Consequently, the development of a potential country-world leader and shipping industry, which is responsible for the major part of trade operations in the international market, makes this research relevant to the field of China’s economy. Different aspects of China’s development, social peculiarities, influence of EU regulations on shipping in China makes a context of the study rather complicated. Nevertheless, it is relevant to conduct the research on the basis of available literary sources and empirical data from recent studies. Background of Chinese shipping industry development China is economically fortunate, because of its geographical position and abundant shipping re sources. Nearly 40% of Chinese workers live near coastal regions, the GDP in the country increases 50% and the shipping sector carries out 80% of national import and export activities (Talley 2000). Figure 2 Chinese imports and exports activity steadily increasing (Stopford 2007, p.5) Starting from 1970s, China’s shipping industry has been steadily developing under conditions of continuous development of international trade. International shipping operations are the most relevant operations and well-known on the international arena for China’s business partners. Current perspectives of China’s shipping industry development International cooperation opens impressive perspectives for China.  

Computational Phylogenetic Essay Example | Topics and Well Written Essays - 500 words

Computational Phylogenetic - Essay Example Using the resulting â€Å"neighbor.outtree† generated as your answer in Question 2, generate the corresponding dendrogram using the â€Å"drawgram† program found at the MOBYLE Portal under phylogeny/display. Keep all program parameters set to default except for the â€Å"Drawgram options† parameter; you will need to change this parameter to a file type you can visualize on your computer (e.g., Windows – BitMap). Copy/Paste the resulting image as your answer. Using the resulting â€Å"dnapars.outtree† generated as your answer in Question 4, generate the corresponding dendrogram using the â€Å"drawtree† program found at the MOBYLE Portal under phylogeny/display. Keep all program parameters set to default except for the â€Å"Drawtree Options† parameter; you will need to change this parameter to a file type you can visualize on your computer (e.g., Windows – BitMap). Copy/Paste the resulting image as your answer. Run the â€Å"fitch† program found at the MOBYLE Portal under phylogeny/distance. Keep all program parameters set to default except for the parameter you will need to change to run â€Å"Minimum Evolution† instead of â€Å"Fitch-Margoliash†. Copy/Paste the resulting â€Å"fitch.outtree† as your answer. Using the resulting â€Å"fitch.outtree† generated as your answer in Question 6, generate the corresponding dendrogram using the â€Å"drawtree† program found at the MOBYLE Portal under phylogeny/display. Keep all program parameters set to default except for the â€Å"Drawtree Options† parameter; you will need to change this parameter to a file type you can visualize on your computer (e.g., Windows – BitMap). Copy/Paste the resulting image as your

Forensics as a Crime Scene Investigator Essay Example for Free

Forensics as a Crime Scene Investigator Essay Thesis Statement Forensic is a field of that deals with psychology and the law. Forensic is defined as the intersection of psychology and the law. Forensics is the application of science to questions which are of interest to the legal system. For example, forensic pathology is the study of the human body to determine cause and manner of death. Introductory Paragraph Forensics will be my area of study where I will have to determine the cause and manner of death. As a Crime Scene Investigator, I will be scouring a crime scene for evidence. This is a science, and a field that has a growing in importance. Michigan State University has the nation’s oldest and largest forensic science program. As a Crime Scene Investigator you have to collect, analyze, walk through a virtual crime scene where a murder has occurred, and estimate when the victim was murdered. Then construct a report dealing what I have uncovered and offer an estimated time of death. After I graduate from EVC University I will pursue a career as a Crime Scene Investigator. I will be in charge of investigating Crimes scenes, collecting and analyzing evidence and testifying in court in when needed. I will have to go through law enforcements organizations that have been trained or gone through special certification courses. As a CSI investigator I will be specializing in areas of forensic science. Crime Scene Investigators have to be able to collect and analyze evidence. CSI have to be able to work in a stressful environment hazardous work conditions. You must be available at all times no matter what time of the day. CSI have to perform technical forensic analysis. I will have to be thorough and accurate to document a crime scene including evidence that I have collected so that officers and attorneys can use that evidence for solving and prosecuting crimes. CSI has to work regular hours sometimes they have to work longer hours if not overnight to solve a crime scene. (Hineman, 2011) Crime Scene Investigators annual salary $55,040 which means they make $26.46 hour. Some agencies offer bonuses which mean that another $5,000 can be added to your salary. Some agencies require a four year degree but not all. CSI requires educational requirements in chemistry, and anatomy, and criminal law. (Hineman, 2011) References Merriam-Websters Dictionary with Thesaurus. (n.d.). Zane . Zane Publishing. Google. (n.d.). Retrieved from http://www.wikipedia.com Hineman, G. (2011, July 10). MSN. Retrieved from ehow.com: http://www.ehow.com/info_8715626_forensic_scene investigator-job description

Trends and Changes in the Legal Industry

Trends and Changes in the Legal Industry A Report issued for Samantha at PLS to discuss the trends and potential changes in the legal industry alongside financial analysis of the firm and another competitor. Future investment opportunities are also discussed as well as overall advantages and disadvantages. The Legal Sector and Brexit Britain opting to leave the European Union shook the country last year. The uncertainty surrounding Brexit has left legal professionals around the world nervously awaiting its impact on the commercial world. During the two year negotiation period law firms will be awaiting news of a hard or soft Brexit and further establishing how each potential outcome could implicate their clients. 1.1 A hard or soft Brexit? A hard Brexit wold involve Britain giving up full access to the single market and losing all rights to free movement within the EU. However, trading would be regulated by the World Trade Organisation suggesting that there would be no confusion politically about the withdrawal from the EU.[1] On the other hand, a soft Brexit would entail staying closely involved with the EU and keeping access to the single market. This would follow Scandinavian models whereby there is no membership of the EU but still access to the single market via the European Economic Area. 1.2 How Financial Services could be affected Within the commercial world, financial services would be one of the sectors most affected by a hard Brexit because businesses would lose their passport rights to operate in the EU. London is currently ranked as leading in financial services, meaning that Britain has a large trading surplus in the EU[2]. 7.7% of the UKs GDP is from outputting financial services with over 1.1 million employed in the industry and two thirds of them working outside London[3]. Therefore, losing access to the single market would affect many businesses and consequently clients of large commercial firms. The UK financial service sector has been considering loopholes if a hard Brexit is initiated. As banks are mostly affected by losing EU passport rights, alternative options are being considered if the UK did leave the single market with no deal negotiated (essentially a worst-case scenario situation).[4] Insurance and Asset management are less affected because they tend to be part of a global industry, for example, Lloyds of London[5]. However, many banks including HSBC, JP Morgan Chase, UBS and Morgan Stanley are standing by to move thousands of employees to countries within Europe ahead of negotiations taking place.[6] A report issued by Shearman and Stirling suggested that there are various ways of trading with the EU without needing a passport[7]. Some of the main loopholes being discussed are: Reverse solicitation Delegation of fund management/outsourcing of services Conduit entities Back to back trading[8] Back to back trading is the most prevalent of the four listed. Banks would sell its services from a local entity to EU clientele but would then transfer to the UK immediately after[9]. A drawback is that this is a short term solution, but can give law firms more time to find a long term alternative. EU regulators are also likely to frown upon loopholes when they will be relied upon by firms to carry on trading under a hard Brexit. [10]Essentially it is difficult for large commercial law firms to plan exactly how they are going to deal with the loss of passport rights. However, it would be beneficial if the UK attempts to convince the EU-27 that keeping financial markets open across the Channel is a matter of mutual interest because fragmenting Londons Ecosystem would lead to higher costs for everyone involved.[11] 1.3 The Technology sector Brexit will likely cause little affect to the technology and innovation sector on the premise that the UK stays in the European Economic Area. However, if negotiations mean that the UK fully detaches from the EU, then changes to this sector, as with many others, will be more wide-ranging[12]. Nevertheless, it must be remembered that there are successful countries operating outside of the EU. Norway is a prime example and has a strong presence in the technology and innovation sector without benefitting from EEA tax incentives, research, development, investment and funding.[13] More specifically intellectual property rights are mostly unaffected because they are not regulated by the EU. However, data protection is a hot topic of discussion. It remains to be seen if businesses within the UK will still be allowed to collect sale activity data via subsidiaries in the EU and whether the UK adopts the General Data Protection Regulation. [14]Technology has the same potential threats as financial services and the two year negotiation period will conclude the next chapter for the legal industry. However, it must be remembered that regardless of the outcome, advice and expertise of commercial lawyers will still be needed. Financial Analysis of PLS and FFS PLS 2016 PLS 2015 FFS 2016 FFS 2015 Profitability Return on capital employed 50.35 % 1:0.50 48.77% 1:0.48 91.08% 1:0.91 81.07% 1:0.81 Return on sales 27.99% 1:0.27 27.10% 1:0.27 31.05% 1:0.31 32.26% 1:0.32 Asset utilisation ratio 1:1.80 1:1.80 1:2.93 1:2.51 Liquidity and solvency Current ratio 1:2.63 1:2.90 1:2.14 1:2.40 Liquid ratio 1:2.63 1:2.90 1:2.14 1:2.40 Efficiency Creditor days 191.82 days 160.28 days 174.12 days 164.38 days Debtor days 233.08 days 209.64 days 198.05 days 188.01 days Stock days 0 0 0 0 Investment Gearing 52.80% 1:0.52 44.37% 1:0.44 79.90% 1:0.79 66.28% 1:0.66 Return on equity 48.66% 1:0.48 47.24% 1:0.47 87.20% 1:0.87 78.26% 1:0.78 Interest cover 0 0 0 0 Profitability Law firms are increasingly using profit to measure their firms success rather than revenue. This is because profit is a more accurate version of how the firm, large or small, is doing financially. Law firms are ranked by revenue so it is understandable to focus on this, but often profit points/important data can be overlooked. A law firm is a business and must always aim to improve profitability. [15] 2.1.1 Return on capital employed (ROCE) ROCE is a ratio that measures how successfully a company is turning its capital invested into profit. A higher percentage indicates a more effective use of capital and therefore an increase in shareholder value. When comparing revenue, FFS has a much higher yearly figure than PLS but its revenue has dropped significantly in just one year (70m). In 2016, FFS turned 91.08% of its capital into profit, which is a large improvement from the previous year which measured at 81.07%. The large percentage of profit stemming from capital investment may be due to a higher amount of reserves being re-entered back into the business. FFS seem to be using their share capital in a more financially beneficial way than PLS by retaining their reserves rather than distributing them all to members. This may be because recent investments in new offices needed funding. Eventually, FFS will be striving for a larger shareholder value. PLS has not seen a significant increase in ROCE (less than 2%). This suggests that substantial investment is not occurring. Instead they are using local firms in China, and not reinvesting profit for the financial year available for division amongst members. It may lessen their revenue for a while but investing in new offices like FFS could eventually improve their profitability and shareholder value. 2.1.2Return on sales (ROS) The ROS is a measure of how much profit is being formed per pound of sales. FFS suffered a decrease in their ROS by 1.21% which may be because of their loss in operating profit. Comparatively, PLS improved their percentage by 0.9% from 2015-2016. Where FFS have seen a significant increase in staff costs, PLS have only seen a minor one. Where FFS have suffered a large decrease in turnover, PLS have seen a minor one. PLS may have also focused more attention on the 6 profit points and lessened expenses to improve their overall profitability. PLS is unlikely to be underperforming as it is converting a similar amount of company revenue into profit as FFS, even though FFS has a much higher turnover. 2.1.3Asset utilisation ratio (AUR) The AUR for PLS has not increased from 2015-2016. This would be because they have not invested in the firm to gain more asset appreciation. Generally, the higher the AUR, the better the company is performing because it would be generating more revenue per pound of assets. FFS have invested in new offices meaning the general equity has decreased significantly since 2015. The equity at PLS has barely changed suggesting a higher inefficiency to deploy assets in order to generate a higher revenue. 2.2 Liquidity and Solvency 2.2.1 Current ratio The current ratio portrays the health of the business. A ratio above 1 but no higher than 3 suggests efficiency in utilising assets. Both firms are within this bracket but in 2015 PLS came close to 3 suggesting that they are not investing assets back into the firm as efficiently as they could. This however reduced significantly the next year. 2.3 Efficiency 2.3.1 Debtors days Debtors days is the measurement in days that a firm will take to collect cash from debts. Both firms have rising debtors days but it would take PLS longer to receive debts owed as the days have grown by 25 compared to FFS with only 10. It is well known that billing clients can be a long process and usually the cause for lengthy debtors day results from firms. However, clients could also be asking for longer or different credit terms causing the rise for both firms. PLS could take into account purchasing new software to speed up the billing process, generally improving timekeeping and tracking firm financials more acutely to improve their figures. 2.4 Investment Return on equity (ROE) The ROE depicts a firms profitability regarding how much profit is made from money shareholders have invested. ROCE and ROE come hand in hand because ROE analyses how much profit is being made from shareholder investment where ROCE assesses how much shareholder investment has gone into the company. FFS have a much higher ROE, which has increased by 10% in the year 2015-2016. PLS have barely seen an increase in growth suggesting that they are not investing their equity efficiently enough. Although FFS have suffered a massive reduction in revenue and remuneration to members, their investment from equity seems to be paying off. In 2016 87.20% of shareholder money transferred to profits whereas PLS only saw 48.66 %. Potentially investing globally with equity money could benefit the overall profitability of PLS. 3. Strategy and the legal industry All Industries change how they conduct business when assessing potential and current trends in their environment. This is often done by using analytical tools which further evidence changes to strategic positioning. 3.1 PESTEL PESTEL is a tool used to identify different trends of the legal macro environment. Politically speaking, Brexit is the most current threat to the legal environment. As a result of a hard Brexit the economy may suffer because large corporations are likely to move outside of the UK. [16]This means that the economy will not only suffer from loss of business but lack of investment. Brexit has already caused many firms to hold off further investment, which may be why PLS are considering opening a new office outside of the EU. The tightening of the government purse will also have an effect on firms, particularly in the energy sector where less contracts have become available.[17] Social aspects include the changes in loyalty of clients because it is much easier to shop around and choose different firms. It is in the interest of fee earners to keep their clients satisfied so they dont lose them to other firms. There has been a significant boom in software and technology recently. Clients of law firms who previously would have sought legal advice now have access to the internet and free online legal tools. However, on a more positive note firms have typically improved timing and efficiency because of billing and database software made specifically for law firms. [18]Most firms have also reduced the amount of paper being used because this is more attractive to environmentally conscious clients. The Legal Services Act [19]has meant that accountancy firms such as Deloitte and PWC have extended their own in house legal departments. Consequently, large commercial firms have lost clients and further gained competitors. Brexit may also cause loss of employment rights, lessen mergers and acquisitions and could cause various laws to be changed. 3.2 Porters Five Forces Porters five forces is a tool to assess how competitive forces shape strategy and ultimately profitability. This methodology was initially applied to the legal industry, but seemed to defy the competitive pressures outlined in Porters article, whereby it still experienced a rapid rise in profitability.[20] However, recent changes in the legal industry has led to re-evaluation regarding the use of the five forces tool, to gain an insight into the competitive market of law. The bargaining power of suppliers usually refers to the firms employees, as they do not have suppliers in the typical sense. There has been a growing amount of legal talent throughout the past three years [21]which means that firms have been able to reduce fee agreements. For example, instead of hiring more solicitors a firm may choose to hire experienced paralegals which would cost significantly less. Although this is positive, it does mean that recruiting fees are higher and may cause retention rates of staff to be lower. The power of buyers is the most commanding part of the five forces in terms of competitive strategy. Firms have seen less customer loyalty and less dependency from buying local for legal services.[22] Legal research charges have also been removed from overall billing which is costing firms millions in added cost.[23] The threat of new entrants relates mostly to smaller firms using technology to give legal services on the same level as larger firms.[24] This is because technology now allows this, and smaller firms charge significantly less. As PLS is an international firm it may at some point wish to enter a foreign market but some are saturated and are therefore hard to enter and be successful. The threat of substitute products and services has changed because of the Legal Services Act [25] This means that many companies who would have otherwise used law firms, are now investing in their own in house legal departments. Deloitte, an accountancy firm have done this and have subsequently saved in legal fees[26]. This all adds to the most important aspect of the five forces rivalry amongst existing competitors. However, with trends in the market changing rapidly, further threats in relation to other competitive measures are equally as important and making the market more complex. As in house becomes more popular (6 billion dollars in the US market in 2 years) [27]and client loyalty lessens, firms need to acknowledge that new service models create separation from rivals and provide the uncontested market space necessary to limit the impact of Porters Five Forces on their operational strategy[28] Organic growth vs Mergers Potential Merger with a local firm It is seen that mergers and acquisitions (MAs) are one of the principal ways in which organisations can achieve rapid growth.[29] They benefit from economies of scale and therefore lower overheads which means cutting costs significantly. Commercial benefits include instant access to client databases and loss in competition with the firm chosen to merge. As PLS are also looking to set up in culture completely different to that of the UK, it would be potentially very beneficial to have access to experienced legal professionals already based in Shanghai who understand the market and clients. The burst of activity in the last quarter helped make 2016 the second-best year for dealmakers since the financial crisis.[30] Therefore, more firms are seen to be merging in order to eliminate vulnerability and to make themselves truly global rather than just international. Norton Rose recently merged with Texas Fulbright and Ashurst with Australias Blake Dawson. Meanwhile, SJ Berwin became the first ever UK firm to join arms with an Asia-Pacific firm, King Wood Mallesons, in 2013.[31] As PLS are friendly with local firms who they pay for their services, there may be an option for a potential merger with them. It would also mean that PLS do not have to pay to set up their new office in Shanghai which would save a significant amount of money. There are risks involved with potential mergers. When two companies decide upon this option they may lose aspects of their brand which could cause an array of disadvantages including loss of clientele. It will also likely mean that they have less control over the business and its future. Given the importance of interaction with their foreign customers, PLS should opt for a high degree of control over their foreign market entry mode [32]and a merger does not necessarily give this. 4.2 Setting up a new office in Shanghai Organic growth is known to be expanding the business from the inside rather than the outside (MA). The economic benefit for PLS of investing in a subsidiary office would be that they do not have to pay local firms for their service. They can build their own client database, promote their own brand and have full control of the office. Businesses that grow organically can control their rate of growth and normally face less cultural and integration challenges than those that choose an inorganic strategy.[33] However, they may face cultural challenges with clients. The risks of organic growth lie in expansion that outpaces the ability to effectively manage, stretches resources too thin, strains capital, or diverts focus from the business core mission[34]. It would cost PLS a substantial sum of money to invest in the office and is the most expensive of the foreign market entry options. Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Cash flows ( £000) (1000) 1,500 1750 2,200 2,650 2,900 Present Value (1000) 1,071.42 892.86 801.75 689.82 539.21 Net Present value:  £2,995,000.06 The investment will add  £2,995,000.06 of value to PLS and therefore the office in Shanghai is worth potentially investing in. However, there are some risks involved with the NPV calculation. It does not consider unforeseen expenditure and is often based on estimates. It therefore does not fully account for potential risk in investments costs, discount rate and projected returns. Essentially, each investment holds significant risk because both a potential merger and buying a subsidiary office are very drastic forms of expansion. Other options such as purchasing a stake in an associate office or forming a best friend alliance may fit the needs of PLS more substantially. [35]Further, they may then decide upon organic growth or a merger once they have definitive evidence that the high risk will benefit the overall firm. Bibliography Legislation General Data Protection Regulation (EU) 2016/679 Legal Services Act 2007 Secondary Sources Articles Downey, J, (2008) Mergers and acquisitions, Topic Gateway Series No. 54 Blomstermo, A, Sharma, D, (2006) Choice of foreign market entry mode in service firms, International Marketing Review, Vol. 23 Issue 2 Internet Articles Kuntz B, EYVoice: Organic vs. Inorganic: Which way to grow? Forbes (14 January 2014) accessed 20 February 2017 Fontella-Khan J and Massoudi A, MA boom set to continue in 2017 Financial times (29 December 2016) accessed 20 February 2017 Cooke A, Trends affecting the legal profession (Chambers student, 20 July 2016) accessed 19 February 2017 Sims A, What is the difference between hard and soft Brexit? Everything you need to know (The Independent UK Politics, 3rd October 2016) accessed 10 February 2017 M Arnold, Banks study loopholes to enable UK branches to sell to EU clients, (Financial times, 02 February 2017) accessed 14 February 2017 Katz T and others, Brexit: What impact might leaving the EU have on the UKs financial services industry? | insights | DLA piper global law firm (DLA Piper insights, 27 June 2016) accessed 14 February 2017 Reynolds B and others, Brexit and Equivalence: Review of the Financial Services Framework Across All Sectors (Shearman and Sterling LLP, 10 August 2016) accessed 16 February 2017 Rao K, PwC report reviews state of global financial market liquidity (PWC News releases, 12 August 2015) accessed 14 February 2017 Patrick F, Porters Five forces applied to the legal industry (Thompson Reuters Elite, 9 January 2014) accessed 10 February 2017 Smith L, Porters Five forces are actually relevant to law firms (Bloomer Law Big Law Business, 19 March 2015) accessed 10 February 2017 Rebeiro M, Impact of Brexit on technology and innovation (Norton Rose Fulbright, 21 December 2016) accessed 10 February 2017 Saunders P, Black J, and McNicholls K, http://www.legalfutures.co.uk/wp-content/uploads/developing-legal-talent-2016.pdf (Deloitte, February 2016) accessed 14 February 2017 Strong F, Porters Five forces for the legal industry (LexisNexis Business of Law Blog, 7 May 2014) accessed 16 February 2017 Samuelson, S.S. and Fahey, L. (1991). Strategic planning for law firms: the application of management theory. 52 U. Pitt. L. Rev 435 Booth S, How to ensure UK and European financial services continue to thrive after Brexit (Open Europe, 17 October 2016) accessed 16 February 2017 Millard R, Beyond the box: How to realign your firms business model (Solicitors Journal, 27 June 2012) accessed 16 February 2017 The 6 Profit Points of Every Law Firm: Taking control of data to help increase your firms profitability, (LexisNexis Law Firm Practice Management WHITE PAPER SERIES, January 2013) accessed 16 February 2017 Declaration I declare that: à ¯Ã¢â‚¬Å¡Ã‚ · The work in this assessment was carried out in accordance with the Regulations of The University of Law. à ¯Ã¢â‚¬Å¡Ã‚ · The work is original except where indicated by acknowledgement or special reference in the text, and no part of this assessment has been presented by me or anyone else to any University or body for examination either in the United Kingdom or overseas. à ¯Ã¢â‚¬Å¡Ã‚ · I have not conducted research involving human participants for the purposes of this work Date: 23rd February 2017 Word Count:2996 [1] Sims A, What is the difference between hard and soft Brexit? Everything you need to know (The Independent UK Politics, 3rd October 2016) [4] M Arnold, Banks study loopholes to enable UK branches to sell to EU clients, (Financial times, 02 February 2017) accessed 14 February 2017 [5] Booth S, How to ensure UK and European financial services continue to thrive after Brexit (Open Europe, 17 October 2016)