Trayvon Martin Essay Example for Free

Trayvon Martin Essay On February 26, 2012 Trayvon Martin died because George Zimmerman, a neighborhood watchman, shot him. Today many debate on how this happened. Did this happen because of racial issues or because of the Stand your ground law? Isaiah Muhammad explains in his article that Trayvon martin didn’t die due to the Stand Your Ground Law, he died because he was murdered for being a black guy with a hoodie on. Bill Cosby thinks otherwise, he believes that it had to do with the stand your ground law and the fact that Zimmerman had a gun. Although Bill Cosby has a valid point, the real issue in the Trayvon martin case is racism. Racism has caused the reason why Trayvon Martin is dead today. Geraldo Rivera appeared on FOX News to explain his views on the whole Trayvon Martin case. In his words he said â€Å"I think the hoodie is much responsible for Trayvon Martin’s death as George Zimmerman was†. Many were hurt by his opinion because how is one to say that the reason why a 17 year old teenager, going home from a liquor store with skittles, dies because he was wearing a hoodie? I’m sure if it was a white teenager with a hoodie, that would be a whole different opinion for Geraldo. Many don’t begin to understand how racism starts and Geraldo saying what he did, is the reason why there is racial discrimination ,still, today. As the NRA said â€Å"Guns aren’t the issue, it’s racism†, and I agree with this opinion. The NRA is national rifle association and they didn’t believe that it was the Stand your ground law that got trayvon Martin killed, it was the fact that theres so much racism going around that people end up getting hurt from that. They also believe that because of Zimmerman, people with guns are all the sudden bad people. The NRA says that â€Å"Guns don’t kill people, people kill people†, to emphasize that one shooting should not overshadow the fact that millions of people who own guns in the United States have never had a violent altercation. There’s more to this than just a gun, it’s the fact that we see people so different. My point is that, Zimmerman saw a black guy with a hoodie, and all the sudden pointed into one conclusion, that was; he’s up to no good. On the other hand, could it be because of the Stand Your Ground Law? Bill Cosby tells us his perspective by saying it had to do with the Stand Your Ground law, and it had nothing to do with racial discrimination. Bill Cosby made some valid points, he connected with his own life by telling us how his son died from a accident like this. He believes that guns are the issue here not racism. Bill Cosby says, What is solved by saying, Hes a racist. Thats why he shot the boy. What solves that? Cosby made some valid points to his argument on why he believes it’s to blame the guns not the race because at the end of the day it was a gun that killed Trayvon. Even that being said, I still begin to believe that it was because of race and that’s the real issue we need to focus on. So many would say that Bill Cosby has a valid point but doesnt Isaiah Muhammad bring up a more valid point? Isaiah behind to explain the difficulty of his memories as a teenager living in Los Angeles. In his blog he be Gibbs to say that there were so many altercations and racism. It bright him back to the time when LA had a huge riot because of what happened to Rodney King. He also explains how a teenage girl walked in a liquor store to buy something and the clerk , which is Asian, assumes shes there to steal. So the clerk starts to tell her things so the girl defends herself. Them the clerk shot her right in the head. Takes you back to the Trayvon Martin case, and we begin to ask why? The leading climax leads to racisim. In conclusion, ask yourself, how can we fix this racism mess as Americans? Weve tried but whether we like it or not , its always going to be around. Trayvon Martin was a tragedy but also a heads up to us. I was one to realize that not only is this a serious issue but we have to accept one another for us ,not our color. Nevertheless, yes Bill Cosby made some good arguments about the Stand Your Ground law being the main issue here , but Isaiahs point stood out there to me. Its one thing to call 911 because you feel uncomfortable with somebody but to assume right away that this 17 year old teenager ,who was black with a hoodie on, is up to no good, its just being racist.

Federalism uneven regional Development

Federalism uneven regional Development The pursuit to bring together both the goals of regional and national development in multinational countries gave rise to federalism. This is used to describe a system of government in which the sovereignty is constitutionally divided between a central governing authority and constituent political units like states or provinces. A federal entity is characterised by harmony, conflict, satisfaction and dissatisfaction. (Pritam) Regional development is the provision of aid and other assistance to regions which are facilitated by the national pattern of development. It is likely to lead to a successful and strengthened federation and at the other end, will cause the federation strain in the neglect of a region or a region being sacrificed for the sake of national development. This according to pritam, is as a result of the necessity to centralise control over the utilisation of resources or because of the necessity to transfer resources from one region to the other. (Schoenfield et al cited in Pritam Federalism and development attracts more scholarly attention where federations fail or are in crisis than when they are successful (pritam page 1). Federations as it is, represents some of the largest national entities in the world which includes countries like india, china, Mexico, Brazil, Canada, Great Britain, France, Italy, United states, Argentina, Germany, Venezuela, Pakistanm, South Africa and Nigeria. Pre-second world war federations like USA, Australia, Canada, and Switzerland have been noted as cases of successful federal entities despite Canada having some crisis in its Quebec region. (PRITAM PAGE 2). Contrary to this, some failed federal entities include Pakistan, Yugoslavia, Czechoslovakia; Ethiopia has been split into independent nation states (pritam page 2). Other federal entities such as Nigeria and sudan in Africa, india and Sri Lanka in Asia, spain in Europe have felt a high level of tension in theor federal political arrangement(birch 1989, pritam pg 2) Instances of lessening regional inequality and stressing regional inequality have acted as a medium for regions to feel dissatisfied with federal arrangements (pritam pg 2). A situation whereby regional inequalities are accompanied by conflicts of ethnicity and nationalism, the relationship of a region to the federal centre becomes more conflict ridden.(pritam pg2). The most likely cases of regional conflict with the federal centre are likely to be those where the regions because of its relative economic backwardness, feels dissatisfied with prevailing structure of the economic relations with the centre.(pritam pg 2) Uneven regional development is a universal phenomenon with its presence found in almost all large countries, be it a developing or developed country. The problem of regional inequality that results from uneven development is of interest for a variety of reasons. First, the issue of regional disparity is a problem of economic growth. If all regions had grown at the same pace, there would be no income differences between regions in the first place. Even if regional gaps exist, as long as poor regions are able to grow faster than rich ones, the former would converge with the latter and the initial differences would thereby disappear in due course. To find the root causes of regional inequality, we have to trace the long term growth paths of different regions in the national economy and to understand the dynamics of regional growth. Second, regional disparity is an ethical issue. Less the process of economic development is intrinsically even, society is always confronted with the fundamental contradiction between ethically motivated efforts to establish socio economic parity in space and the economically more advantageous strategy of letting inequality increase, as long as it makes the whole economy grow faster. No one denies the importance of attaining a high overall growth rate, but the question being posed is; who benefits from the rapid economic growth? Both economic growth and fairness in the distribution of income are desirable. Unfortunately, the two goals are often in conflict with each other. The maximisation of growth could worsen the problem of inequality, whereas the pursuit of equality may slow down national growth. A development strategy should not concern itself simply with the maximisation of one objective at the expense of the other; it has to consider the trade off between them. On another note, regional disparity is an issue of political significance because regional economic disparities may have adverse effects on the political stability and unity of the nation. The relationship between inequality and political instability is a close one. In countless instances, real and perceived imequities give rise to political conflicts. Inter regional inequality could be a source of political conflict, just as inequalities between groups are. Residents of one region tends to care more about the welfare of other residents than about the welfare of the inhabitanrs of other regions. As a result, there tends to be a widespread sense of grievence among the people living in regions where average incomes are nocticeably lower than in other regions of the country, or the incomes are growing noticeably slower. They may regard an insufficiently sympathetic central government as partly responsible for their plight. Meanwhile, those living in more developed regions are likely to perceive that their economies are the backbone of the nation. If the central government intervenes to corrct regional disparites in such a way that the high income regions have to subsidise the poor one, then these regions are likely to believe that such fiscal transfers to low growth regions ae just a waste of money because in their view, trying to sustain inefficient economic activity is irrational. Thus any attempt to redistribute resources across regions is likely to provoke resistance from rich regions. Thus persistence regional disparities may not only frustrate people living in impoverished regions but also alienate those living in affluent regions. History suggests that when regional disparities becomes excessive, it could lead to massive political consequences especially when ethnic, religious, language differences are combined with ethnic disparities. Examples of such include Biafra in Nigeria, Punjab in India, Wales and Northern Ireland in Great Britain. NIGERIA AS CASE STUDY WITH REFERENCE TO NIGER DELTA REGION Nigeria is the most populous African country with a population of 154 million people who account for 47% of West Africas population and nearly a fifth of sub-Saharan Africas population. Nigeria is Africas largest oil producing country, and it is the eleventh largest producer and the eight largest exporter of crude oil in the world. In 2006, Nigerian oil production averaged approximately 2.45 million barrels of oil per day (World Bank, 2011) Oil has been the dominant factor in Nigerias economy for the past 50 years. In 2007 over 87% of government revenues, 90% of foreign exchange earnings, 96% of export revenues, and almost half of GDP was accounted for by oil (Watts 2008:43). Despite its vast resources however, Nigeria has been a disastrous development experience, and Nigerias performance since independence has been dismal at best. Today, out of a population of 140 million, approximately 70 million people live on less than $1/day, 54% of Nigerians live below the poverty line, over 1/3 live in extreme poverty, 1one in five children die before the age of five, 3 million people are living with HIV/AIDS, and 7 million children are not attending school (Higgins 2009). In an attempt to gain access to the allocation of oil revenues, each ethnic group in Nigeria had to seek its own state or local government council. This is why Nigeria, which originally had only 4 regions and 50 local governments, now has 36 states and 774 loca l governments. According to the United Nations Development Program, Nigeria ranks in terms of the Human Development Index (HDI) a composite measure of life expectancy, income, and educational attainment number 158 out of 177 countries, below Haiti and Congo; over the last 30 years the trend line of the HDI has been upward but barely (UNDP, 2006a). Nigeria also appears close to the top of virtually everyones global ranking of corruption, business risk, lack of transparency, fraud, and illicit activity; Nigerian fraud even has its own FBI website. According to former World Bank President Paul Wolfowitz, at least $100 billion of the $600 billion in oil revenues accrued since 1960 have simply gone missing. Nigerian anti-corruption chairman noted that 70% of the countrys oil wealth was stolen or wasted; by 2005 it was only 40%, and by most conservative estimates, almost 130 billion was lost between 1970 and 1996. After the discovery of oil in Mongolia, a local leader announced: We do not want to become another Nigeria (Watts 2008:43-44). This rise in oil wealth has not translated into significant increases in living standards in Nigeria, however. In fact, the rise in poverty and inequality coincides with the discovery and export of oil in Nigeria. As Sala-i-Martin and Subramanian (2003:4) show, in 1965, when oil revenue was about US$33 per capita, GDP per capita was US$245. In 2000, when oil revenues were US$325 per capita, GDP per capita was stalled at the 1965 level. Evidence such as this has led to widespread acceptance that Nigeria has suffered from the resource curse and according to Sala-i-Martin and Subramanian (2003:24), waste and poor institutional quality stemming from oil has been primarily responsible for Nigerias poor long-run economic performance. The Niger Delta region is the area covered by the natural delta of the Niger River and the areas to the east and west. The Niger Delta consists of 9 of the 36 states in Nigeria, 185 local governments (UNDP, 2006: 44)occupying about 12% of Nigerias territory (Figure 2).These states include Abia, Akwa Ibom, Bayelsa, Cross River, Delta, Edo, Imo, Ondo and Rivers state. The Niger Delta is a region that has been somewhat marginalized from Nigerias national development despite being the region that generates Nigerias oil wealth (Higgins 2009:1). The oil boom in Nigeria has been driven by oil extracted from the Niger Delta region. Oil wealth, from the Niger Delta region, is largely responsible for sustaining the Nigerian Federation (UNDP, 2006: 62). Despite fuelling much of Nigerias economic growth, the Niger Delta is somewhat marginalised from Nigerias national development. Higgins writes that, Essentially there is a significant disconnect between the wealth the region generates for the Nigerian Federation and the transnational oil companies extracting oil from the region, and the regions human development progress (Higgins 2009:3). The regions human development index is 0.564 and while this is slightly higher than the Nigerian HDI of 0.448, the area rates far below regions or countries with similar gas or oil reserves (Venezuela is 0.772 and Indonesia is 0.697) (UNDP, 2006: 15). Table 5 shows incidence of poverty in the Niger Delta from 1980-2004, and according to Higgins, Analysis of poverty and human development indicator s paints a dismal picture for the Niger Delta. Poverty incidence increased in the Niger Delta between 1980 and 2004 as Table [5] shows (Higgins 2009:3) As well, when further disaggregated to the local government level, the Niger Delta Human Development Report shows that state and regional HDI scores mask inequalities in human development among oil producing communities. Significantly, local government areas without oil facilities appear to have fewer poor people than those with oil facilities (UNDP, 2006: 15). The report also concludes that decline in the HDI has been steeper for the Niger Delta states than the rest of Nigeria (UNDP, 2006: 137). In addition, the high earnings of some oil industry workers leads to localised price distortions, driving up prices and so constraining the purchasing power of ordinary people and making it difficult for many to meet the costs of basic needs such as housing, healthcare, transportation, education and good and making poverty more pervasive tha n conventional measures reveal (UNDP, 2006: 57). CONSEQUENCES 1. Social and political exclusion: The two post-military national elections (1999 and 2003) are widely agreed to have been extensively rigged in the Niger Delta states, with fraudulent results sustained by violence and threat and so leaving a serious democratic deficit. The political process is held in complete mistrust and considered exclusionary and corrupt. Formal institutions have failed and local customary institutions have become eroded. Youth have turned to violence and militancy to challenge the government and extort oil from oil companies (World Bank, 2007b). 2. Economic exclusion: Despite substantial resource flows to the State government, and significant natural resource endowments the people of the Niger Delta are destitute. The panel described the Niger Delta as an iconic representation of destitution amongst the possibility of wealth. The people of the Niger Delta feel excluded from the wealth generated by their resource rich region substantiated by the region having the highest rate of unemployment in Nigeria (World Bank, 2007b). Remote rural communities have very limited economic opportunities and often cannot tap directly into the employment. benefits of the oil industry because they lack capital resources or skills (UNDP, 2006:17). 3. Poor governance and corruption: Corruption, especially at the state and local level, is endemic and at the root of many of the regions problems. Large sums are received at both the state and local level, but there is little evidence of this being applied to productive development endeavours. This situation exacerbates the sense of hopelessness, exclusion and anger of the citizenry of the Niger Delta, who have lost faith in existing governance structures (World Bank, 2007b). 4. Poor infrastructure and public service delivery: The panel (World Bank, 2007b) describes the current situation as akin to a human emergency and UNDP describes infrastructure and social services as generally deplorable (UNDP, 2006: 15). The general neglect of infrastructure, often rationalised by the difficult terrain of the region, has worsened the populations access to fundamental services (UNDP, 2006: 16). For example, the town of Edeoha, in the state of Rivers, lacks basic services such as water, education, healthcare and electricity and jobs are hard to come by. There is no local government office in the town, the primary schools lacks chairs and desks, and the nearest hospital, which lacks medicine and equipment, is twenty kilometres away (International Crisis Group, 2006: 17). Analysis above highlights the poor human development of the region. 5. Environmental degradation: Oil exploration and production gas led to environmental damage on many levels: land, water and air pollution, depleted fishing grounds and the disappearance of wetlands (World Bank, 2007b). These environmental changes have had significant implications for local livelihoods, and the alienation of people from their resources and land has led to the inefficient use of resources that remain and poor or inequitable land use practices (UNDP, 2006: 17). Measures to counterbalance environmental damage are inadequate and this is a major focus of community disconten (World Bank, 2007b). 6. Escalating violence and disorder: The democratisation of the means of violence has emerged, as the state has lost monopoly power over the use of force. This violence has emerged in many forms, and exists between communities over host community status, resource and land claims and surveillance contracts; within communities over compensation distribution; between communities and oil companies; and between communities and security forces. The fault lines of these conflicts often coincide with, or are justified in terms of, ethnic differences (World Bank, 2007b). Persistent conflict, while in part a response to the regions poor human development, also serves to entrench it as it is a constant drag on the regions economic performance and opportunities for advancement (UNDP, 2006: 16). 7. A vicious cycle of violence: Conflict has become militarised, with the intensive proliferation of arms, sabotage, hostage taking and the emergence of warlords and youth cults. This process is fuelled by the illegal bunkering of oil fuels (World Bank, 2007b). Since January 2006, the Movement for the Emancipation of the Niger Delta (MEND) have been central to this violence (International Crisis Group, 2006:i). 8. Landownership: There is much juridical ambiguity over land rights. While the Land Use Decree of 1978 formally vested all land in State governments, the expropriation of this has never been accepted by the individuals, families and communities that have made customary claims to the land. This has resulted in a double system, and combined with weak judicial systems has resulted in long running conflicts and ambiguity at many levels (World Bank, 2007b). GOVERNMENT POLICY TO REVERT THE SITUATION The marginalisation and poor human development progress of the Niger Delta has not gone unnoticed by successive Nigerian federal governments. Since the late 1950s, the Niger Delta has been recognised as a region requiring special development attention (Osuoka, 2007: 5). A number of special agencies have been created by the federal government to address development in the Niger Delta. These have included the Niger Delta Basin Development Board, established in 1965 and the Oil Minerals Producing Areas Development Commission, established in 1992 (Osuoka, 2007: 5). it established a new body called the Niger Delta Development Commission (NDDC) to offer a lasting solution to the socio-economic difficulties of the Niger Delta Region (UNDP, 2006: 31). In 2006, the NDDC launched the Niger Delta Regional Development Master Plan, which states the development goals and objectives of the Niger Delta. For the foundation phases (2006-2010), the key programmes are the economy, physical infrastructur e, human and institutional resources, human and community needs and natural environment. Focusing on some key elements, these will seek to create an enabling environment for enterprise; improve the functioning of key markets and access to them; increase agricultural (and fisheries) productivity and micro-investment; protect and develop human capabilities; protect natural resources and mitigate harm. (For a summary of the NDDC Master Plan Programs and Areas of Focus, see Annex 1). The NDDC clearly aims to have a redistributory function, with nearly a quarter of the funding coming from the Federal Government 1, with additional contributions expected from oil companies operating in the Niger Delta, the Ecological Fund and States of the delta. Unfortunately, States have yet to contribute to the Commission, and oil companies are still wrangling over how much they should contribute (UNDP, 2006: 31-32). But assessment of development in the Niger Delta since the NDDC was established shows that poverty reduction progress has been slow, particularly given the Niger Deltas substantial natural resource endowments and additional federal government resources. And, as mentioned above, according to UNDP, the worsening of the HDI has been more acute for the Niger Delta states than for the rest of Nigeria (UNDP, 2006: 137). However, we do not really know how effective the NDDC is. We also do not know much about which programme components are more or less effective at achieving the programmes overarching goals. This is a really important data gap, as given the programmes multisectoral nature clearly attributable information about causality would go a long way to telling us which approaches might be best at reducing spatial disparities and regional inequalities. If we look at a range of indicators, we can see how significant the challenge still is. Disaggregated human development indicators pa int a dismal picture. The prevalence rate of HIV/AIDS is among the highest in Nigeria (UNDP, 2006: 17). Energy availability is poor, despite the region providing the United States with one fifth of its energy needs (UNDP, 2006: 25). For example, in Bayelsa State is not linked to the national electric power grid (UNDP, 2006: 110). Similarly, while the delta region has a dense network of freshwater distributaries and vast groundwater reserves, no part of the region has a regular supply of potable water (UNDP, 2006: 110). Some health indicators are below the national average. As Table 3 indicates, the Niger Delta region (South-South) has a higher than average infant mortality rate and the highest post-neonatal mortality rate in Nigeria (UNDP, 2006: 125). The region also fares comparatively poorly in terms of accessing health treatment. For example, only 25.1% of children with acute respiratory infections and fever sought medical treatment from health providers, compared with 49.5% in t he North Central region and 52.6% in the South West region (UNDP, 2006: 123). The South-South zone also had the largest proportion of births attended by traditional attendants (UNDP, 2006:123). Interestingly, in a 2003 NDHS survey, the Niger Delta had the largest proportion (34.8%) of respondents identifying the distance between their residence and health facilities as a major problem. In this same survey, nationally, 30.4% of women cited a lack of money as a barrier to accessing health care. In the Niger Delta, this was 47.1% and the highest regional figure (UNDP, 2006: 125). Additionally, there is an intense feeling among the people of the Niger Delta that they should be doing far better: the Niger Delta has a self-assessment poverty rate of 74.8% (UNDP, 2006: 58) Policy Recommendations The policy recommendations address the issue of regional inequalities and overall national developmentandmodemisation in Nigeria. As we saw during the review, regional imbalance has been perpetuated in the country over time. The result has been the prevailing unwarranted uneven distribution of resources and benefits of development Warranted unevenness is inevitable during the incipient growth and development of any country because of inadequate administrative machinery, lack of clear direction of redistribution mechanisms, non-diversification of the economy and technology and limited employment opportunities for the majority of people. During the early stage of development income development surpluses and even hierarchy of cities are not adequately distributed. However in a country such as Nigeria where development aided by the petro-dollar has proceeded for quite a long time, the perpetual existence of unwarranted inequalities among individuals and regions is unpardonable. Individual and regional equity based on consensual socio-political policies, especially in the form of Acts, is still possible. Attractive socio-political, economic and administrative consensus policy options that are likely to be acceptable to every region and individual will be those which 74 EbenezerAka promote a change that is desirable in its own right: for example, a multicultural po.licy on ethnocentrism, capacity-building, and sustainable self-reliant peoplecentered development. Ethnocentrism has been a major driving force which has fueled and perpetuated regional imbalance in the country over time. For the problems of ethnicity to be ameliorated in the country, a concerted effort by the local, regional and federal governments is needed urgently. The effort will ensure that all references that vilify individuals or incite unwarranted division and unnecessary competition are removed by law from the mass media and other instruments of propaganda (Nnoli, 1978). According to Nnoli the concept of the existing North/South and East! West that mark the social, cultural, historical and ethno-linguistic divisions and affinities for socio-economic development planning should be applied with caution. At times in Nigeria this creates the notion of us versus them. A new set of references is needed which explains the countrys present socioeconomic predicaments. For example the concept of developed and backward or depressed regions stemming from the differences in regional distribution of natural and mineral resources including income, employment and welfare, should replace the North/South and East/West distinction or dichotomy. Moreover, in order to realise a long -term solution, strategies to accommodate the major ethnic groups in the development process should be pursued. For example, the languages and histories of major ethnic groups should be taught in schools for the understanding and appreciation of each other; information for important social services (public or central services) should beprovided in major languages, and the political system and its policy and decision-making apparatus should be representative of multiethnic groups in the country, in order to allay the fears of the minorities. Socioeconomic planning administration, and management based on the new concepts are likely to enhance socio-economic and political equity if constantly pursued over a long period of time. A cogent remedy to regional inequality also lies in the creation of a nationally integrated economy rather than on the creation of mushroom states based on ethnolinguistic sentiments for sharing the national wealth. The suggestion here is a gradual shift of emphasis from the existing centre-down, urban-biased, productioncentred organisation to a sustainable, self-reliant, people-centred developmenL What is actually advocated is a bi-modal or dualistic strategy of development where both paradigms are operative. According to Korten (1984:309) ifpeoplecentred development is to emerge it will bean offspring of the production-centred industrial era. The new paradigm should focus on ruraVregional development based on the community or basic needs approach. The federal government should use its authority to improve the relative and absolute shares of the poor regions or states because the free market mechanism Regional Inequalities in the Process of Nigerias Development 75 does not operate in Nigeria to guarantee the redistribution of the benefits of socioeconomic development. TIle Nigerian market is imperfect, corrupt and not well developed. Distributive measures should be initiated by the government to include: industrial decentralisation by giving priority to lagging regions; job-training programmes as a targeted policy for the poor, the underprivileged and the minorities; and direct income transfers. The aim is to improve on the economic base of those regions, as well as their employment potential and income which will eventually make the local economy richer. The aim of the people-centred or grass-roots approach to rural and regional development is to create a society that is secure and sustainable. Growth which has occurred so far becauseofa production-centredapproach, has not been accompanied by equivalent increase in employment, thereby resulting in individual and regional poverty as well as socioeconomic inequalities. To create jobs and ensure that all share in the benefits of economic growth, government should make markets more people-friendly by: investing more in basic education and worker retraining; ensuring universal access to markets; redesigning credit systems and fISCal incentives to support small-scale 6nterprises and informal employment; and using tax breaks to encourage labour-intensive technology and production in ruraltowns, agro-towns, or small- and intermediate-sized cities (Collins, 1993:4). The new concept focuses on human security based on environmental sustainability, employment, and provision of basic needs. Perhaps, this is what Strong (1993:5) calls, in both environmental and economic terms, eco-industrial revolution. Strong goes on to say that for the government to effect economic sustainability, it will require a fundamental reorientation of policies and budgets, redeployment of resources, and reshaping of the system of incentives and penalties that motivate economic behaviour. In order for the resources to be adequately managed and for long-term economic sustainability to be entrencbed in Nigeria, the federal government should embark on capacity-building. This will enhance the existing management capacity of Nigerian public institutions and private economic agents, and also help provide the much needed top-level managers and policy-makers. Capacity-building willachieve littleinNigeriawithoutpolitical development. TheNigeriangovemment mustdevelopaform of governance thatpermits free expression and full participation in the development process. Participation empowers the local people to take charge of their lives by increasing their potency ,as theiraltemative ideas, social techniques and technologies are released. Political development is likely to create societywide trust and predictability, and foster a stable political order that is the sine qua non for a long economic growth. Without creating more states in Nigeria, which often depends on ethnocentric sentiments, a decentralised administrative structure can be achieved which is capable of providing stability, creativity, and civic 76 EbenezerAka commitment of every Nigerian, and more importantly, capable of reducing regional inequalities. Regional inequalities can bealleviate in terms of administrative decentralisation. The recently created local government areas throughout the country could be strengthened and employed as a seeding agent for local and regional growth, development, and modernisation. There exist today 449 local government areas with their headquarterS or capitals. These capitals Egunjobi (1990:22) calls third-order centres(6). Administrative decentralisation plays an important function in the redistribution process during a deliberate national development effort, especially by strategically locating the headquarters or capitals for the newly created administrative areas. The local government area capitals should be targeted as development and modernisation diffusion agents, and also as the agro-political units for the provision of basic needs using local materials, manpower, and small-scale enterprises. That is, these capitals can be deliberately employed to act as innovation nodes or poles by which growth and modernisation impulses could diffuse or trickle-down to their tributary areas. Inother words, they should provide development stimuli and act as a change agent to their hinterlands or catchment areas. As a process of national urbanisation, socioeconomic and modemisation strategy, administrativedecentralisation sho

Hospitality and hospitality management

Hospitality and hospitality management The aim of this paper is to critically review the nature of hospitality and hospitality management that Hilton Worldwide adapted. In view of this it is to be expected that analysis may range from the view at one end of the continuum that this is a lot of unnecessary nonsense which only serves to confuse the issues further, to that which sees this exercise as a stimulating and liberating contribution at the other. The views expressed in the paper clearly raise some significant issues and questions which Hilton management needs to be addressed more fully in the future. The challenge to the conventional wisdom highlights both the identity and parameter issues related to the nature and scope of what should be properly regarded as hospitality and hospitality management. This, in turn, poses some fundamental evaluation concerning the most appropriate orientation and priorities for both hospitality and hospitality management research and practice for Hilton. Counted Words:  ± 4200 Company Overview Hilton Worldwide previously known as Hilton Hotels Corporation is a leading hospitality company located worldwide. The new formation signifies the companys global business reach and strategies; the logo denitrifies the hotels affluent heritage and values and excellence in service (Hilton Worldwide, 2009). The companys vision is to fill the earth with light and warmth of hospitality and the mission is to be the global hospitality company; be the first choice for the guests, employee and owners alike (Hilton Worldwide, 2009). The values of Hilton worldwide is embosses inside the name itself which are H (hospitality) delivering outstanding hospitality experience I (integrity) always do the right thing L (leadership) prominent leader in key business areas and communalities T (teamwork) success is the combination of teamwork in everything it does O (ownership) owner of business actions and decisions N (now) operate in terms of urgency and discipline Hilton worldwide consists of 10 brands includes more than 3300 hotels in 77 countries as of today and is planning to open 300 in coming days. All of these hotels are either operated by contract or wholly owned by Hilton. Management body is headed by a chairman and CEO, the company is divided into 4 global regions: America, Europe, Middle East Africa, and Asia Pacific (Hilton Worldwide, 2009). External Audit Macro Environmental (PESTE) Analysis) A PESTE Analysis is an analysis of external macro-environmental factor that affects firms business. PESTE is an acronym for Political, Economic, Social, Technological and Environmental issues that influences the strategic development of a business. These issues are different in different locations and thus business firms may adopt different strategies in different countries where it operates to identify the business opportunities as well as threats. This assessment task would consider the worldwide strategy of Hilton (King, 1995). Political Political factors include government rules, regulations and legal issues under which the firm must operate and adhere (Nailon, 1982);(Wood, 1994). The issues discussed are environmental regulation and protection, political stability, corporate and consumer taxation, framework for contract enforcement, intellectual property protection, trade regulations, trading partners, anti-trust laws, pricing, mandatory employee benefits, industrial safety regulations, product labeling requirements, competition regulation etc (Edgar and Umbreit, 1988). The political movement can have definite effects on hotel business in UK. For example, if government set a rules under 18 years patrons must be accompanied with parents or guardians, it may result the decrease of young visitors. Imposing high goods and service tax (GST) or similar taxes would prevent more people to visit the hotel more often. By loosing these potential customers, Hilton may loose income and may need increase products and services to recover losses. Though Hilton groups are committed to use high scale safety standards, UK government rules may not give permission to operate business due to safety reason (like hill, low lying areas) even though there may have choice if business growth (Middleton, 1983). If the government plans to subsidies some of the service it provides (e.g. for disabled or senior citizens), the hotel may gain profits as well as increase services. Thus political actions may have both negative and positive impact on hotel business (Edgar and Umbreit, 1 988); (Hilton Worldwide, 2009). Economic Economic factors positively effects hospitality business. It determines how easy or difficult to sustain in a business along with capital, cost, demand, monetary policy, unemployment rates, exchange rates of foreign currencies, tax on exchanges (Wood, 1994). When economic growth is high, consumers income level raises thus demand for hospitality will increase too. Since the recent economic recession started, hospitality business was hit badly and it is yet to recover from the losses incurred. Increase of rates would prevent hotelier to seek for alternative choices (e.g. budget hotel or even home stay). In UK, hotel accommodation prices are extremely high than any other countries around the world. Consumers income level didnt rise up much and they fell the stringent budget allocation for daily needs. Very few people will consider spending holidays in luxurious hotels if they dont afford to. A higher income or wages will allow domestic traveler to get high class hospitality in high clas s hotels (King, 1995). Social Social factors are income level, demographics, geographies, life style, education, weather, culture and fashions (Wood, 1994). Social factors can be both opportunities and threats for a hospitality business (Lewis, 1988). Different age or sex of people would require different services (Slattery, 1983). Elderly people demand is not similar to young people. Business people will seek to have more work related facilities (e.g. internet, video conference) while holiday makers would seek more natural touch (e.g. garden, fishing) (Burgess, 1982). Cultural differences are a major play in hospitality business. While local people like crowd and gossip, tourist would seek for quiet and silent place as they plan holiday. Season is also an important factor (Middleton, 1983). Year end and holiday season are peak time for hotel business while therere not much crowd during working days or off-peak season. Most travelers are affected by bad weather and usually dont think for leisure during extreme either condition specially in winter season (Edgar and Umbreit, 1988). Technological This is the century of technology enhancement. So does business. Aggressive development of technological factors brought rapid growth for hotel business (Slattery, 1983). The factors may include spend on technological research; government effort focus industry based technology, new invention and their impacts, communication alternatives, speed of technology transfer, cost of usage, rate of technological diffusion. New technology could prove a useful input in hospitality business but it has to established with purchase and installment cost along with training to employees (King, 1995). Hiltons business will mostly depend on technological factors. Customers from around the world is now able to evaluate the products and services provided by Hilton through the respective websites, compare prices, seek advice and even can reserve a facility as early as one year prior to arrival. Hilton group itself placed much effort to keep the website simple and user friendly so that visitor will not feel difficulty to find any available information. Any latest service or products can reach to millions of customers through the website or communications (Reuland, Choudry, and Fagel, 1985). Providing details of every facilities Hilton placed itself to the top choice of any search engines. Traveler from any part of the world can communicate in real time with Hilton representative and made their choices, payments etc (Burgess, 1982). Besides for in-hotel customer, Hilton offers state-of-the art high speed wireless, video communications, and teleconferencing, to keep guests always in touch with outside world. These services received a bug thumbs up since it was introduced and continuously keep enhancing technology to stay ahead in business (Edgar and Umbreit, 1988). Environmental Environmental factors have been considered important factors for large organizations which particularly operated worldwide (Wood, 1994). This factor includes environmental responsibility, improvement of performance towards sustainable future, guest and team commitment to environments, reuse and recycle materials etc (Khan and Olsen, 1988). Hilton hotels recognizes their responsibility by embracing environmental mission includes all members under its group to focus on energy water efficiency, CO2 reduction, waste management, renewable energy. It take environment friendly initiatives which will impact guests positively, influence use of resources in harmony with nature by promoting the use of best environment sociable practices, supports local environment policies (Middleton, 1983). As of present days, Hilton promised to reduce energy consumption, CO2 emissions and waste output by 20% and water consumption by 10%. These steps ahead will place the firm in lead position and will increase reputation by means. Industry Dynamic (Porters 5 Force) Analysis Porters model determines the competitiveness of an organization using the five different forces and shows how the forces are related. To develop business strategies effectively, organizations must understand and act in response to those forces. (Porter, 1985) Rivalry Among Existing Competitors Competitive rivalry analysis is one of the key areas that business must consider to determine business strategy that firm must adopt and implement continuously over time (Wood, 1994); (Porter, 1985). The hotel business now days are very much competitive. With millions of tourist travels every year, luxurious hotel is the first choice for most tourists. Having numerous competitors in market (e.g. inter continental, best western) the competition between players are intense (Burgess, 1982). For example, British consumers are said to having higher buying powers thus will seek for high end luxuries. That works behind the reason why companies constantly compete for better products and attractive prices. In order to be leader is luxurious market, Hilton has to offer unique offers (E.g Park and fly with up to 8 days airport parking, ultimate spa journey with six senses spa in London). This force is in favor of Hilton. Threat of New Entrants Threat of new entrants may consider the ease of new entry, competitive advantages, place and positions, customers, government support etc (Porter, 1985). To open a new luxurious hotel by another firm in UK would be quite difficult since there are huge regulations and rules imposed by governments. UK government chooses to advise the existing hotels to improve their business rather than consider letting bring new competitors. Besides, consumer now days doesnt seek much luxurious hotel; instead they would prefer budget hotel. Thus new entry to comfy hotel business is not deep (Nailon, 1982). This force is in favor of Hilton. Threat of Substitute Product and Services This force is said to have much influence in Hilton business strategy in recent years. There force includes factors such as product for product substation, need, facilities, budget etc (Reuland, Choudry, and Fagel, 1985);(Porter, 1985). Hilton not only requires looking after new entrants as threat but also substituted product and service as a major threat. When there is matter of hospitality, its consumers choice what they chose to take. For example, a water bottle in Hiltons cafà © may cost few more pounds which is cheap just the opposite side grocery shop. A lavishness spa may cost few hundreds of pounds which may be proven cheapest for similar kind in other dedicated spa shops. For one night stopper, back packers and Hilton doesnt have any special prices which usually find their way in budget hotel. These type of consumers seems to be become a huge amount at the end as budget hotel is booming every where around the world. Hilton came up with idea of including a theme park in hote ls without considering that some areas may already have amusement park which provide same services as they plan; often in cheap price. This force is against Hilton (Burgess, 1982). Bargaining Power of Buyers This force consists of high income, large service provider, low switching cost etc (Porter, 1985). Before economic recession, consumers were having high incomes and seek more luxuries. As there are choices available in the market, Hilton has to react very quickly to retain customer intention to be their choice of providing world class hospitality in possible lowest price (Lewis, 1988). Todays buyers are most dynamic and well motivated requires more concentration on their needs . Hilton would have to avoid what they think about customer; instead they should identify what consumers think about Hilton. Consumers will definitely seek most affordable having all facilities they required and so, hospitality firms have to struggle of adopts the new trends, lifestyle as quickly as possible to offer their loyal customers (Slattery, 1983). This force is against Hilton. Bargaining power of suppliers This force may include switching cost, high purchase cost etc (Porter, 1985). Raw material suppliers play an important role in firms business growth (Tideman, 1983). A foodstuff supplier may not offer todays price tomorrow due of supply shortage (Middleton, 1983). Thus to offer catering to guest, Hilton has to purchase the same stuffs in higher prices which will be sum of large amounts of money (Burgess, 1982). If this extra money is to be imposed on guests, this would result Hilton loosing business. Besides, switching to another supplier would be a difficult choice too (Edgar and Umbreit, 1988). For example, Hilton has hired a transportation Company to ferry its guest everywhere they go. Considering, high demand of transportation business offers high price, Hilton has to pay high prices than normal to retain transportation facilities in operation. This force is not in favor of Hilton (Khan and Olsen, 1988). From the above analysis of Hiltons 5 forces analysis, the diagram below will provide a summary of the firms overall industry analysis. Porters 5 force analysis talks about the external forces applicable to the outside of business. Todays business is much more vast and robust requiring dynamic approaches which should be an integration of different approaches rather than depends on a single analysis (Porter, 1985). Internal factor analysis requires much analysis as external. Designing, visioning and learning approaches should be considered when an industry analysis is done. Porters 5 forces are lack of these factors. (Jones, 1996) Bargaining Power of Buyers (-) Threat of Substitute Products and Services (-) Bargaining Power of Buyers (-) Threat of New Entrants (+) Rivalry among existing competitors (+) External Factor Evaluation (EFE) Matrix External factor evaluation a strategic tool used for analyze the current business strategy. External factors consider the opportunities and threats that a business or firm may face. These factors are closely related to PESTE analysis. Developing EFE matrix is generally easy in mathematical term. The first step is to gather external factors for opportunities and threats. Next, assign weight to each factor. The weight should be between 1 to 100 (0 means the factor has no value, 1 is most influential and 100 means most critical). All weights at the end must be sum to 100. Then, rate of factors is necessary. Rate indicates how responsive the firm is towards the factors Rating usually be done between 1 to 4 (1 = poor response 2= below average, 3= above average, 4 = fast response). Next, multiply each factor weight its ratings resulting weighted score. Lastly, total sum of all weighted score will determine the EFE of the firm. For Hiltons Worldwide Weight Rating Weighted Score Threats Economic recession 20% 4 0.80 Government Tax 10% 2 0.20 Low cost hospitality 15% 4 0.60 Price change of raw materials 8% 2 0.16 Opportunities Strategic location 10% 1 0.10 High hospitality in low price 7% 2 0.14 Awarding loyal customer 15% 2 0.30 Associate with other business 15% 3 0.45 Total weighted score 100% 2.75 The weighted score 2.75 indicates that Hilton has the high ability to response to external factors (value below 2.50 indicates lower response). Internal Audit Value Chain Activities Internal Quality of Service To sustain in this high competitive market Hilton has to maintain strict internal quality of service (Lewis, 1988). Employees are trained in training center to face any kind of difficulty to ensure the harmony in hospitality business. Up to date information are distributed in a moment when new decision are made (Burgess, 1982). Employee Satisfaction Proper attitude of employer towards the employee in Hilton has been recognized as one of the important factors of company growth which is reflected in their high quality of services to customers. All employees are closely monitored to ensure they dont feel trouble in both on and off-duty (Edgar and Umbreit, 1988). Employee Loyalty Hilton has always come up with the issue to retain their talented hosts to serve guests. Employee has been given extensive facilities and almost 95% employees are proven to be loyal to Hilton groups. Reallocation of task brought diversification to employees and influence them grow their career in first class hospitality business (Edgar and Umbreit, 1988). External quality of Service Hilton is said to be one of to best strategic partner other companies would love be part of. From airlines to travel agencies, Hilton has maintained a good chin of network to reach to any part of the world virtually (Hilton Worldwide, 2009). Customer Satisfaction Consumers in hospitality business seek high quality personnel and dedicated client services (Tideman, 1983). Since adopting high range hospitality strategy, Hiltons focus always has been in its superior client service. From Beijing to Sydney, From New York to Paris, consumer satisfaction has been always taken care of provided with culture and life style mix (Khan and Olsen, 1988). Customer Loyalty The company also manages the world-class guest reward program HHonors. HHonors branding enables their hospitality brands to further build their distinguishing identities and the strong value proposition of the HHonors program through customer loyalty (Pfeifer, 1983). Customer loyalty is yet to get the desired outputs since it is not too long it was introduced (Edgar and Umbreit, 1988). Higher Income So thus, having values in hand, Hilton has no way to slip from business. It has been growing over time. Despite having hard time during recent economic recession, Hiltons business is said to be growing further up with expansion plan to build up to 300 hotels worldwide (Burgess, 1982). Internal Factor Evaluation (IFI) Internal factors consider the strength and weakness that a business or firm may face. Developing IFE matrix is similar to EFE matrix that has been done is page 7. The first step is to gather external factors for opportunities and threats. Next, assign weight to each factor. The weight should be between 1 to 100 (0 means the factor has no value, 1 is most influential and 100 means most critical). All weights at the end must be sum to 100. Then, rate of factors is necessary. Rate indicates how responsive the firm is towards the factors Rating usually be done between 1 to 4 (1 = major weakness 2= minor weakness, 3= minor strength, 4 = major strength). Next, multiply each factor weight its ratings resulting weighted score. Lastly, total sum of all weighted score will determine the IFE of the firm. For Hiltons Worldwide Weight Rating Weighted Score Strength Good reputation 17% 4 0.68 Large hotel chain 20% 3 0.60 Well-built management team 16% 3 0.48 Wide range of services 14% 2 0.28 Weakness Not for all consumer 10% 1 0.10 Expensive 10 % 1 0.10 Poor customer service 8% 2 0.16 Slow growth in change of demand 5% 2 0.10 Total weighted score 100% 2.50 The weighted score 2.5 indicates that Hilton has the mutual response to internal factors. Strategic Plan for Next 3 Years TOWS Matrix Strength-Opportunities Strategies Hilton hotels have a good reputation in hospitality business and a large amount of customer chain. Introducing low cost packages for travelers will means a true hospitality to the existing customer as well as for new customers (Slattery, 1983). Hiltons wide range of services may be available to people of all income level (Edgar and Umbreit, 1988). Strength-Threat Strategies Retain the talented and well managed employees for a smoother business in future could be proven vital (Pfeifer, 1983). Hilton should ways perform task variation, and frequent conversation will all employees to prevent dispute. Employee may be shifted to international chains to gain experience so that they would be loyal to the firm (Burgess, 1982). Weakness-Opportunity Strategies High hospitality in low price is definitely a go ahead step Hilton could adopt to overcome its weakness (King, 1995). Now that, market is been volatile, Hilton may consider leaving high scale profit to high range of customer levels to make its facilities open to all customers (Pfeifer, 1983). For example, golf course facility should be opened to all hotel guests not only for guest who additionally buy the facility. Hilton may not loose much amount of money but it would be proven a customer oriented approach (Jones, 1996). Weakness-Threats Strategies Poor customer service has been shouted long as major drawbacks for Hilton hotels. Sometimes customer has been given something that is not asking for and has been charged for that said services (Middleton, 1983). Price structure very often is not described to customer before offering thus it brings confusion. In hotel customer services is very crucial to maintain in very high level at always and customer must get the price focus than anything else (Lewis, 1988); (Reuland, Choudry, and Fagel, 1985). SMART Objectives (Specific, Measurable, Achievable, Relevant, Time-framed) SMART objectives refer to an acronym for five measures of well business growth plan. Often these measures are used to define firms objectives and future goals and evaluation of growth plan. Specific (What to do? For who? With whom) Any growth strategy should be specific and certain. Confusion on goals will bring ambiguous results which may prove fatal for a hospitality business like Hiltons. Well specified business goals, responsible resources, affected peoples, impact on the firms business should be well defined in this stage (Burgess, 1982). Measurable (Is measurable? How to measure?) Of course, once the growth plan and objectives are specified, a certain quantity or quality must be assigned to determine the success or failure of the process (Pfeifer, 1983). As an example, for future expansion, Hilton plans to open 300 new hotels in next years. 300 is a measurable amount. So then, if the actual success rate is only 200 hotels, it can be said that, the plan didnt succeed fully (Khan and Olsen, 1988). Achievable (Can it be done within the resource available?) Future growth depends upon many aspects specially political, economical and social aspects. If a sudden increase of raw material price, construction of 300 hotels may not be possible within the said budget. Re- calculation might predict a lower scale of growth size (Jones, 1996). Relevant (Does this step lead to expected outcome?) Once achievable measurement are defined, Hilton must consider whether getting 300 more hotels would be viable; specially consider the recent economic downturn. In some places, consumer may not afford to get Hiltons service; especially poor developed where tourism sectors are not blooming, opening a high scale hotel may not provide desired output (Edgar and Umbreit, 1988). Time-Framed (How much time need to get the objectives done?) Time is a very important factor for any objectives to be proven very profitable or even failure. Timely decision and timely implementation is the crucial mixture of time-frame (Pfeifer, 1983). For any growth strategy, Hilton must choose the right time to go ahead and put a hold when the time is not right (Taylor and Edgar, 1996). When demand competition is high, Hilton may offer lower price for customers which may includes unique packages for a limited time (Khan and Olsen, 1988). 4.3 Ansoffs Growth and Contingency Matrix The Ansoff Growth matrix is a strategic direction tool that helps businesses decides their strategies for growth. Ansoffs product/market growth matrix discuss about the strategies on which the business deliver new or current products in new or current markets (Tideman, 1983). Overall output of Ansoff product/market matrix is sets of strategies that set the direction for the business growth. These are described below: http://strategyiseverywhere.files.wordpress.com/2007/12/ansoff_matrix.png Market Penetration Market penetration is a general name of selling current products into current markets. Hilton should continuously introduce new products and service to customers to leap ahead (Jones, 1996); (Reuland, Choudry, and Fagel, 1985). Since the hotels most incomes come from hospitality facility, reshape of current products will ensure market growth and increase of demands by existing customers (Burgess, 1982). Market penetration for Hilton will be focused on the central markets that it is very familiar with, competitors are known, customer needs are defined and returns are potential (King, 1995). Market development Market development tells about the distribution of current products in new market. With its existing facilities, the hotel may introduce private hospitality for the customers who love personal luxury (Taylor and Edgar, 1996). A possible example could be provide terrace houses for high end customers with dedicated services (e.g. personal driver, personal chef etc). (Lewis, 1988) Product development Product development is the name given to a growth strategy where a business aims to introduce new products into existing markets (Reuland, Choudry, and Fagel, 1985). Customer lifestyle has been changed dramatically in recent years so does demands (Jones, 1996). New generation customers wants champagne instead of coffee. Thus opening of new products with unique style will remind the customers that Hilton cares what customer wants (Edgar and Umbreit, 1988). Diversification Distribution of new products in new markets is risky. Only in certain aspects large organization does adopt this. However, it can be proven a major milestone in firms business if diversity has been done and succeed. Self service kiosk is a new service recently introduce in Hilton hotels (Burgess, 1982). Most consumers still prefer to use traditional over the counter facilities to get the process done manually or meet special request (Taylor and Edgar, 1996). New expansion business should not introduce directly this self service facility. First customer should have provided training or information about the usage of system in new market. Else, this step would be proven as a disappointment (Jones, 1996). Conclusion Hilton International, the worlds best known hotel brand, has triumphed at the prestigious UK National Business Awards for a second year by winning the coveted Broadsystem Customer Focus Award 2005. The judges awarded Hilton Best Customer Focus for demonstrating it has the customer at the heart of its business and deploys and manages its resources to most effectively meet the needs of its customer base. Creative marketing agency, campaign works, has supported Hiltons new brand strategy. The next phase saw the development of innovative internal and external marketing tools that communicated and delivered the brand strategy throughout the organization and to the customer. The strategy led to outstanding success for Hilton International with significant commercial returns. However, like any other company, Hilton still has room to improve further (Burgess, 1982).

Internet Pro Or Con :: essays research papers

Worldwide Disaster: Right at Your Fingertips   Ã‚  Ã‚  Ã‚  Ã‚  Internet junkies and world leaders alike are dealing with a phenomenon they do not fully understand; the internet, a vast, ungovernable, intimate, alter-reality, through which, almost anything is possible. Although many acclaim the internet as a harbinger to a new age and extol its virtues as an information source, the internet brings challenges few are ready to face. The versatility of the internet brings these troubles into many realms of our everyday life. This paper will discuss how the internet hurts commerce, international relations, and interpersonal relationships.   Ã‚  Ã‚  Ã‚  Ã‚  The commercial industries have latched onto the internet as if it were free money. Many, though have been caught unaware. Commerce suffers greatly from information leaks and infringement. One of the largest losses come from the loss of trade secrets. Joseph Kizza, an expert researcher in the field of internet influence, states the problem succinctly:   Ã‚  Ã‚  Ã‚  Ã‚  Two types of information can leak on the internet: (1) information on devices,   Ã‚  Ã‚  Ã‚  Ã‚  designs, processes, software designs, and many other industrial processes, and (2)   Ã‚  Ã‚  Ã‚  Ã‚  information on individual employees’ life possessions-- employee- accumulated   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  knowledge and experience...When an employee is hired by a company he/she   Ã‚  Ã‚  Ã‚  Ã‚  usually signs a contract with a new employer against disclosure of information   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"acquired in the course of employment.† But by the nature of the internet an   Ã‚  Ã‚  Ã‚  Ã‚  employee can live by this contract and yet disclose as much information, most   Ã‚  Ã‚  Ã‚  Ã‚  times unknowingly, into the internet community. (147) Such information leaks can do great damage to individual companies in a competitive environment. Years of research and millions of dollars can be leaked out unwittingly. Infringement uses these trade secrets for gain. An infringer is anyone who uses proprietary information to profit undeservedly. But, unlike other lawbreakers no public law enforcement can be used to investigate an infringer (Kizza 78). The owner of patents or copyrights must pay any expenses incurred for investigating and prosecuting. Considering the inability to trace internet access in such a case few infringements are ever caught. This can be devastating to commerce (Kizza 78).   Ã‚  Ã‚  Ã‚  Ã‚   Concerning international relations the internet has already done much damage. The British Broadcasting Company, ran a program in 1995 explaining how before any real bombing began in the Gulf War, the US government used internet warfare to drop the â€Å"I- Bomb† on Saddam Hussein’s information systems (Bourdieu 57). The program intimated that the damage done in such warfare is more devastating than the physical damage done by the bombing. Internet Pro Or Con :: essays research papers Worldwide Disaster: Right at Your Fingertips   Ã‚  Ã‚  Ã‚  Ã‚  Internet junkies and world leaders alike are dealing with a phenomenon they do not fully understand; the internet, a vast, ungovernable, intimate, alter-reality, through which, almost anything is possible. Although many acclaim the internet as a harbinger to a new age and extol its virtues as an information source, the internet brings challenges few are ready to face. The versatility of the internet brings these troubles into many realms of our everyday life. This paper will discuss how the internet hurts commerce, international relations, and interpersonal relationships.   Ã‚  Ã‚  Ã‚  Ã‚  The commercial industries have latched onto the internet as if it were free money. Many, though have been caught unaware. Commerce suffers greatly from information leaks and infringement. One of the largest losses come from the loss of trade secrets. Joseph Kizza, an expert researcher in the field of internet influence, states the problem succinctly:   Ã‚  Ã‚  Ã‚  Ã‚  Two types of information can leak on the internet: (1) information on devices,   Ã‚  Ã‚  Ã‚  Ã‚  designs, processes, software designs, and many other industrial processes, and (2)   Ã‚  Ã‚  Ã‚  Ã‚  information on individual employees’ life possessions-- employee- accumulated   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  knowledge and experience...When an employee is hired by a company he/she   Ã‚  Ã‚  Ã‚  Ã‚  usually signs a contract with a new employer against disclosure of information   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"acquired in the course of employment.† But by the nature of the internet an   Ã‚  Ã‚  Ã‚  Ã‚  employee can live by this contract and yet disclose as much information, most   Ã‚  Ã‚  Ã‚  Ã‚  times unknowingly, into the internet community. (147) Such information leaks can do great damage to individual companies in a competitive environment. Years of research and millions of dollars can be leaked out unwittingly. Infringement uses these trade secrets for gain. An infringer is anyone who uses proprietary information to profit undeservedly. But, unlike other lawbreakers no public law enforcement can be used to investigate an infringer (Kizza 78). The owner of patents or copyrights must pay any expenses incurred for investigating and prosecuting. Considering the inability to trace internet access in such a case few infringements are ever caught. This can be devastating to commerce (Kizza 78).   Ã‚  Ã‚  Ã‚  Ã‚   Concerning international relations the internet has already done much damage. The British Broadcasting Company, ran a program in 1995 explaining how before any real bombing began in the Gulf War, the US government used internet warfare to drop the â€Å"I- Bomb† on Saddam Hussein’s information systems (Bourdieu 57). The program intimated that the damage done in such warfare is more devastating than the physical damage done by the bombing.

Biomes Essay -- essays research papers

Tundra is the coldest of all the biomes. Tundra comes from the Finnish word tunturia, meaning treeless plain. It is noted for its frost-molded landscapes, extremely low temperatures, little precipitation, poor nutrients, and short growing seasons. Dead organic material functions as a nutrient pool. The two major nutrients are nitrogen and phosphorus. Nitrogen is created by biological fixation, and phosphorus is created by precipitation. Tundra is separated into two types: arctic tundra and alpine tundra. The characteristics of the tundra are as follows: 1.  Ã‚  Ã‚  Ã‚  Ã‚  Extremely cold climate 2.  Ã‚  Ã‚  Ã‚  Ã‚  Low biotic diversity 3.  Ã‚  Ã‚  Ã‚  Ã‚  Simple vegetation structure 4.  Ã‚  Ã‚  Ã‚  Ã‚  Limitation of drainage 5.  Ã‚  Ã‚  Ã‚  Ã‚  Short season of growth and reproduction 6.  Ã‚  Ã‚  Ã‚  Ã‚  Energy and nutrients in the form of dead organic material 7.  Ã‚  Ã‚  Ã‚  Ã‚  Large population oscillations Arctic tundra is located in the northern hemisphere, encircling the North Pole and extending south to the Coniferous forests of the Taiga. The arctic is known for its cold, desert-like conditions. The growing season ranges from 50 to 60 days. The average winter temperature is -34 ° C (-30 ° F), but the average summer temperature is 3-12 ° C (37-54 ° F), which enables this biome to sustain life. Rainfall may vary in different regions of the arctic. Yearly precipitation, including mel...

Central University Essay

Suppose you are the network manager for Central University, a medium-size university with 13,000 students. The university has 10 separate colleges (e.g., business, arts, journalism), 3 of which are relatively large (300 faculty and staff members, 2,000 students, and 3 buildings) and 7 of which are relatively small (200 faculty and staff, 1,000 students, and 1 building). In addition, there are another 2,000 staff members who work in various administration departments (e.g., library, maintenance, finance) spread over another 10 buildings. There are 4 residence halls that house a total of 2,000 students. Suppose the university has the 128.100.xxx.xxx address range on the Internet. How would you assign the IP addresses to the various subnets? How would you control the process by which IP addresses are assigned to individual computers? You will have to make some assumptions to answer both questions, so be sure to state your assumptions. At the bottom of this response I have added a crude IP subnet scheme that will be a good start for Central University. Since the university already has a Class B IP range established, I tried to break it down as even as I could while still leaving room for future growth in every area. My first assumption is that every building has sufficient routers, switches, and network fabric to handle the traffic on this scale. I wanted to keep the faculty and staff on separate subnets for privacy and to keep frivolous student traffic off their subnets. These subnet breakdowns are not perfect by any means. I tried to use a Cisco tool to create a better breakdown, but I can’t figure out how to use it. If I were actually a paid network admin, I would have better software to accomplish this. Anyway, I would use DHCP servers to assign individual IPs to alleviate the issue of having to assign static IPs to people. This would help with the administration of constantly changing numbers of nodes and their specific locations.

Global war on terrorism Essay

Serving my country is one of the bravest and greatest things I have done in my life. I was the first sergeant of Bravo 796 of the 14 military police brigade. Being the first sergeant was one of the most exciting jobs I have ever done, yet tough and hard, with a lot of personal responsibilities. The position is a bit challenging and demanding, so I had to be tough too. On a single day, the things that you I had to do were many, with many people complaining that they cannot get a hold of you. This might have been true, because of all the jobs that had to be done. My job was people. Dealing with people’s problems every day, starting from their health, welfare, discipline, and morale to mention but a few was the order of the day. From the time that I started my day, sometimes as early as one o’clock in the morning, having to deal with people’s problems and at the same time complete my duties at the end of the day, was so tiring. Most of the time, I had little or no time to do the paper work, as most of the duties involved outdoor activities. There was also no enough time spend with my family. The job requires that the needs of the country and the service be put before the personal needs. By doing this, I was able to enjoy the rewards of my military career. I also had to be skilled enough in matters concerning the army, because the position requires a person that is knowledgeable enough. Therefore, a lot of learning was necessary, for me to meet the demands of the position. I was mobilized for Global war on terrorism on the July of 2006 up to January 2009. Our mission was to train and to provide disciplined, physically fit, motivated, tactically and technically fit military police soldiers. The soldiers had to be familiar with the values of the army, and their character and conduct had to be pleasant, and reflecting the values of the military. In my experience as a first sergeant, one of my duties was to over see the smooth training of the soldiers in law enforcement duties. Some of the subjects that were taught were basic law enforcement tasks, reports and reforms, responding to incidents, unarmed self defense, maneuver and mobility support operations and enemy prisoner of war operations. I had to ensure that the soldiers were familiar to and fully understood the concepts that these subjects taught. Since the first sergeant’s position is the one at which all units merge, there are several key duties that are attached to this position, including holding formations, instructing the platoon sergeants, advising the commander and assisting in the training of the enlisted members. Relationship with the soldiers When the young soldiers to be first arrive at the training grounds, many of them are not aware of the reality of military training. They are not used to being shouted at and to obey orders, even when they do not feel like. They are also not used to being woken up so early in the morning by an officer shouting so loud at them. For many of them, it is their first time to leave home, or to be away from home alone for the first time to stay on their own. Despite these difficulties, they have to be treated in a manner that will harden them. As a sergeant, I had to treat the soldiers in such a way that they will able be to survive, even at the worst conditions. They have to live where they are asked to live, even when the situation is uncomfortable. However, these difficulties are imposed on purpose, to adjust the soldier’s attitude to the military way of thinking. Furthermore, it makes it easier to impose self discipline, obedience, loyalty, military rules, military policies, etiquette and sacrifice among other values and customs of the military to them. Some people say that the military officers gain pleasure in making the lives of the soldiers difficult. However, from my experience, I would not say that this is true. They only adhere to the rules of the military, to train the soldiers both physically and psychologically, in order to tear apart the civilians, and build from scratch a dedicated, physically fit and a proud member of the United States Armed Forces. Being in direct contact with the soldiers, and at the same time able to influence them for the better using your power is the key to earning their respect and to understand them. This is one of the most importance things that the first sergeant has to do. Your influence is so important that it determines whether a company will fail or deteriorate. As the first sergeant, I had to take all the knowledge I had and effectively pass it to the commanders of the units to teach it to the soldiers effectively, and at times training them myself. Being the first sergeant, you can only know if your efforts in training the soldiers have been effective through the behavior and the work of the soldiers. Normally, I had to make sure that my behavior, especially when around the soldiers is at its best. If a sergeant’s behavior is rotten, then the company will definitely copy that, and the results will be rotten soldiers. I also had to be completely involved and aware of every thing that goes on in the army, especially with the soldiers. This is why the position is so important, that most people refer to it as the livelihood or the blood of the army. A sergeant is required to act as an exhibitionist, to display his impressive character to all the other members. Sometimes, it may be said or thought that he is boasting; such a behavior is not egotistical, but it is required and can be viewed as a way of setting the example. Therefore, I had to ensure that my behavior is exceptional and outstanding. By doing this, it is assumed that the members of the unit will want to be exceptional too, putting aside their differences involved at a personal level, and work or live as brothers. As the duty of the first sergeant, I had to train the members of the units to the best of my interests, and be proud of them and their achievements. This entails praising the soldiers and talking proudly of all their success and positive attitudes to different people. In my experience, I learnt that a first sergeant’s role is important, in that he should act as the leader for the soldier’s success, and should he fail, the unit members may fail too. To attain the best of the soldiers, he needs to discipline them and be tough, to ensure their behavior is pleasant and acceptable in the military. He should also be a wise counselor, giving them advice whenever they need it. Being a provider is also a major duty of the first sergeant to ensure that they are comfortable. I also had to be a confidant to the soldiers of my company, listening to them and also being a friend in general. These are some of the aspects that bring the sergeant and the soldiers closer, to establish a close relationship comprising respect and concern to them. Relationship with the captain A unique relationship comprising of respect and confidence should exist between the sergeant and the commander. This relationship should not be the buddy to buddy kind of relationship, but one based on the work values. In most cases, such a relationship with the captain is not so common with officers of other ranks within the military. Being the first sergeant, I had to ensure that the will of the captain is carried out. When the first sergeant is given the title during his appointment, then he is automatically given authority to pass his ideas to the captain, to ensure the learning of the soldiers is as effective as it can be. While advising the captain, I sometimes found myself arguing or disagreeing with him on several matters. This is where there the authority, professional relationship, past experiences, and loyalty with the captain was required. At times, there are situations when the captain is not as experienced as the first sergeant. This may lead him to disregard the advice given to him by the sergeants. There can also be times when the sergeant’s reasoning has saved the captain’s reputation, which signifies the important role of the sergeant as the advisor to the captain; that failing to take the sergeant’s advice may lead them to making blunders that may cost them their jobs. In conclusion, I would say that the role of a sergeant is very important in the military training ground. Being a good leader, showing all the desirable characteristics, and above all things being able to interact with people of all kinds were some of the characters that guided me. Otherwise, I would not have been able to execute the position’s duties, and my job would have been a lot harder. Training the soldiers to the best of my knowledge for the sake of the countries safety was my priority, and today, I am proud of the service I gave my country. References 1) Military, Global security. org, 2009, retrieved on 2/9/2009 from http://www. globalsecurity. org/military/intro/enlist. htm