The War Of The Vietnam War - 3305 Words

The American people were stationed in Vietnam because there was soon to be a communist takeover of the south. Being opposed on the ground by the Vietcong. The Viet Cong were a fighting unit that were notorious for winning drawn out battles, they would regularly set attacks on the Americans and would destroy American transport to further cripple the rate that the Americans could push through South Vietnam. Charlie Company is a group of men comprised of 5 platoons, led by Captain Ernest L. Medina or as he was famously known â€Å"Mad Dog.† Charlie Company has only recently been taught the basics such as how to tell the Vietcong from non-combatants, instruction in basic patrol techniques, how to call in fire support and how to handle prisoners. Charlie Company had gotten information saying that the Vietcong, 48th Battalion would be in My Lai recovering from battle and gaining a surplus of troops, and as the men in Charlie Company had not met their enemy head on they were ready for an all-out battle to avenge their fallen friends and comrades. The mission was to eliminate all Vietcong and the soldiers were more than willing because in their eyes someone had to answer for the deaths of their deceased allies. On the morning of March 16th 1968 platoons set out to clear a landing zone for choppers and other platoons but in the process scared villagers and drove them back to their homes. Many different people say different things when they were asked if they received information of anyShow MoreRelatedThe War Of Vietnam And The Vietnam War1525 Words   |  7 PagesThe war in Vietnam is The United States and other capitalist bloc countries supported South Vietnam (Republic of Vietnam) against the support by the Soviet Union and other socialist bloc countries of North Vietnam (Democratic Republic of Vietnam) and the Vietcong of war. Which occurred during the Cold War of Vietnam (main battlefield), Laos, and Cambodia. This is the biggest and longtime war in American history during the 1960s (Best 2008). It is also the most significant war after World War IIRead MoreThe War Of The Vietnam War1475 Words   |  6 Pageson one such event, the Vietnam War, came from entertainment-based programs and the play Miss Saigon. Despite heavy coverage in such well-known comedic films as Forrest Gump and Good Morning Vietnam, the true events were anything but a laugh for those involv ed. In spite of the relative recentness of the events in Vietnam, many of today’s youths know little about the topic. The events in Vietnam raise the ever-present question on the ethics of third party involvement in a war otherwise unrelated toRead MoreThe War Of The Vietnam War1729 Words   |  7 Pagesspread of communism all around the world. This is what lead to the gruesome war that lasted over a decade in Vietnam. A great deal of social changed happened all over the world, but particularly in America as the Vietnam War dragged on. As people became more aware of the atrocities going on in Southeast Asia, the endless domestic support turned into widespread explosive protest. During the first few years of the Vietnam conflict, Americans full heartedly supported the United States and its governmentRead MoreThe War Of The Vietnam War1379 Words   |  6 Pagestensions over the Vietnam war caused many americans to become divided on the actions taken by the government across seas. Americans questioned whether the government could be trusted. The feeling of betrayal and government secrecy created the â€Å"Credibility Gap,† in which many americans believed that the government no longer was for the people, but for anything else that would benefit the government. The Vietnam War exacerbated the gap between the pro-war traditionalists and anti-war liberals along withRead MoreThe War Of The Vietnam War1430 Words   |  6 Pagesended in 1989, the Vietnam war is still being fought, but on a different battlefield, one of public opinion. Some call this war an atrocity, a war the United States should never have joined. Others call it a crime, committed by the power hungry politicians of the U.S. Now that new information from both sides of the war has surfaced and the wounds of battle have had more time to heal there is yet another opinion emerging. The Vietnam War was in fact only one of many proxy wars fought under the umbrellaRead MoreThe War Of The Vietnam War1155 Words   |  5 PagesThe Vietnam War cost many Americans their lives in the 60s and 70s. Many were drafted into the war by choice and others selectively chosen to join to help America. The contributions made had a major impact on the American side of the Vietnam War. Though many contributions were made none stand out any more than others. It is sometimes said there is always a hero in the war who helped the victory. Wars, however, do not have war heroes because a hero is making an undeniable contribution to the war andRead MoreThe War Of The Vietnam War1592 Words   |  7 PagesThe Vietnam War was said to be one of the most significant wars in the twentieth century. This w ar took place from November 1, 1955 to April 30, 1975. It was at the time, the longest war in American history. Much of the conflict was centered in Vietnam, Laos, and Cambodia. During that time, approximately 58,219 US troops were killed in action. The reason America got involved in the Vietnam War was to stop the spread of communism in South East Asia and beyond. â€Å"America’s involvement in Vietnam derivedRead MoreThe War Of The Vietnam War1204 Words   |  5 Pagesus†¦ When that is the way you are, how do you conduct your life?† The Vietnam War killed over fifty eight thousand Americans and over 61% of the men killed were 21 years or younger. Most Americans are conflicted with the fact whether the Anti War Movement played a factor in prolonging the Vietnamese War. â€Å"In every story there are two sides and in between lies the truth.† Anonymous The United States become involved in Vietnam after the French withdrew when the Republican President Dwight EisenhowerRead MoreThe War Of The Vietnam War877 Words   |  4 PagesAnother big difference in this war was that the Vietnam War was had more disapproval and was more expressive within the American public, unlike the Korean War. The ANITWAR MOVEMENT started in the 1960s this group was never enacted until this era. There was not a group like this in Vietnam, but there were many groups that opposed the war. The main object of these revolts was the American military presence in Indochina. The ANITWAR MOVEMENT caused an influence not only socially, but also in the realmRead MoreThe War Of The Vietnam War1421 Words   |  6 PagesIn July and August of 1972, Jane Fonda made radio broadcasts from Hanoi that changed the way Americans thought of the Vietnam war and of her. To this day, many people view her as a traitor and criticise her actions in Vietnam; however, some people we re truly inspired by her words and what she had to say. Despite people s personal opinions, Fonda was a powerful speaker and knew how to convey her message to her audience. She tried to convince people that the American government and military were the

Consumerism A Social And Economic Order Within America...

History s records often overlook ordinary people, but collectively, they make significant and abiding social change. A social and economic order within America propelled, perhaps unconsciously, by the people, is consumerism. Originating in the nineteenth century, consumerism revolutionized the way individuals thought, behaved, and interacted with each other. Coming into full bloom during the Industrial Revolution, consumerism fueled a new desire for material goods, unnecessary for and unrelated to basic survival. The idea for mass production, a cheaper and more profitable means of consumption, arose with the presence of advancing knowledge and technological power. The businessmen in charge of the industry at the time quickly put together that the financial success of mass production, required mass consumption. Consequently, a means for mass communication needed to be devised. And so, advertisement and media, the vehicles and instruments for consumption, were born (Ewen 2). In order t o get people to want to spend their hard-earned money, individuals need to be motivated and persuaded. More importantly, people need to be manipulated into thinking that to feel happy, whole and worthy, they have to consume. This single path between material and well-being, paved by the grasps of media and advertisement, gives rise to the self-poisoning consumer-infatuated society present today. Modern day obsession with the consumerist lifestyle, transforms the American, regardless ofShow MoreRelatedEconomic Growth And Development Of Development6644 Words   |  27 Pagesexamine the idea of development and briefly looked at its historical development until the age of neo-liberal and market propelled development we are current witnessing with a view to proposing directions for future development. As I do these, I will examine the of this importance development for Africa. Development can be seen as the study of the causes and consequences of economic change in society. 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Following the turbulent economic climate of the country following World War I, the development of mass production not only revolutionised the industrial sphere, but also remains widely accredited for being the key driving force behind the economic boom in the 1920s. Existing social values were reformed; free-market capitalist practices were endorsed, andRe ad MoreVehicle Design History11340 Words   |  46 PagesFord’s Model T through the present day push for Hybrid designs. This should offer insight as to why automakers choose the particular designs to bring to the market in the time they did. This should offer insight into the reasons - reasons of social, economic, cultural, and world events that served as the architectural infrastructure of the American automobile. Auto-makers have ridden the waves of their era to produce machines that appeal to the American and now world public. This is an appreciationRead MoreInnovation in the Fashion Industry6995 Words   |  28 PagesThe  history  of  fashion Major  trends  and  developments  in  fashion Company  Selection Analysis  of  the  Companies House  of  Einstein Zara Fragile TOMS Conclusion Teamwork References Appendix                2   Introduction   The  history  of  fashion   In   order   to   fully   understand   where    the   fashion    industry   stands   today   in   terms   of   organizational   forms   and   strategies,   we    first    look   at   the   transformation   this   industry   has   gone   through.   This   paragraph    will    analyze   the  Read Moreâ€Å"a Study on Consumer Behaviour with Reference to Sony Vaio Laptops†14338 Words   |  58 PagesTwo girls walk into their local Cafà © Coffee Day outlet. One goes to the counter and purchases two cappuccino coffees and some other pastries. The other sits at the table and opens her Sony Vaio Laptop. 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Sustainable Tourism Development Free Essays

This article was downloaded by: [113. 210. 1. We will write a custom essay sample on Sustainable Tourism Development or any similar topic only for you Order Now 106] On: 22 March 2013, At: 07:28 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK Journal of Sustainable Tourism Publication details, including instructions for authors and subscription information: http://www. tandfonline. com/loi/rsus20 A Framework of Approaches to Sustainable Tourism Jackie Clarke Version of record first published: 29 Mar 2010. To cite this article: Jackie Clarke (1997): A Framework of Approaches to Sustainable Tourism, Journal of Sustainable Tourism, 5:3, 224-233 To link to this article: http://dx. doi. org/10. 1080/09669589708667287 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www. tandfonline. com/page/ terms-and-conditions This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae, and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand, or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 A Framework of Approaches to Sustainable Tourism Jackie Clarke School of Business, Oxford Brooks University, Wheatley Campus, Wheatley, Oxford OX33 1HX Based on an extensive literature review, this paper proposes a framework of approaches to sustainable tourism. The framework is composed of four positions, chronologically sequenced according to the dominant understanding of sustainable tourism as a possession or goal. The positions are those of polar opposites, continuum, movement and convergence. The framework offers insights into the development of the sustainable tourism concept and enables identification of an author’s approach to the concept. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 Introduction The understanding of sustainable tourism has developed from the early ‘is it or isn’t it sustainable tourism’ debate, to the acceptance that research energy should be channelled into practical ways of assisting all forms of tourism to move towards sustainability. The fundamental difference is the assumption of the former, that sustainable tourism is, in some manner, already a possession of certain types of tourism or situation, against the acknowledgement of the latter, that sustainable tourism is not an inherent characteristic of any existing form or situation, but a goal that all tourism must strive to achieve. The tremendous volume of output on the subject over the last decade (Brown, 1991) has contributed to the recognised ambiguity in terminology (Beioley, 1995; De Kadt, 1990; Lanfant Graburn, 1992; Murphy, 1994; Pearce, 1992, etc. ) and the surfeit of labels. For example, ecotourism has no unequivocal usage. It has been expressed as a symbiotic relationship between tourism and nature conservation (Farrell Runyan, 1991; Valentine, 1993), been equated with nature tourism (Boo, 1990), and constructed as a Venn diagram (Buckley, 1993; Wight, 1995). Occasionally, labels are combined to produce hybrids (see, for example, Dernoi, 1988; Wight,l995). As a concept, sustainable tourism is still evolving. A Framework of Approaches to Sustainable Tourism Based on a critical literature review of both academic and industry contributions, the proposed framework comprises four positions of understanding of sustainable tourism. These four positions: Â · are broadly chronological, reflecting the dominant approach to sustainable tourism and offering insights into the concept’s development; Â · provide a structure within which an author’s approach to the concept may be identified, affording insights for literature reviews. The framework is envisaged as complementary to other work (see, for example, Cazes, 1989; Pearce, 1992). As early literature commonly fixed on scale as the distinguishing feature, this is the unifying theme for the framework. As a 0966-9582/97/03 0224-10 $10. 00/0 JOURNAL OF SUSTAINABLE TOURISM Â ©1997 J. Clarke Vol. 5, No. 3, 1997 224 A Framework of Approaches to Sustainable Tourism 225 criterion, scale has shifted from an emotive or even antagonistic role to neutral ground. An overview of the framework shows the positions forming two pairs. The first pair regard sustainable tourism as a current possession of a particular scale of tourism, whilst the second pair treat the phenomenon as a goal to be striven for. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 The first position of polar opposites A term adapted from Pearce (1992), the first, and probably the earliest of the four positions, was that of mass tourism and sustainable tourism conceived as polar opposites (see Figure 1). Alternative tourism was the popular label for sustainable tourism, mutual exclusion being implicit in the term. As a force, sustainable tourism was understood to be pulling away from mass tourism, which served as a point of repulsion (for commentary, see Butler, 1991; Cazes, 1989; Krippendorf, 1987; Nash, 1992; Richter, 1987; Travis, 1988; Valentine, 1993). Thus, sustainable tourism and mass tourism were stereotyped as the ‘good’ and the ‘bad’. The negative social and environmental impacts experienced at destinations were attributed solely to mass tourism, which was couched in emotive terms such s ‘hard’, ‘ghetto’, or ‘destructive’ tourism. Of course, mass tourism also related to scale, and the scale of the tourism involved was the principal defining characteristic for the polar opposite approach. Wheeller (199la) summarised scale as the focal point: the traveller is preferred to the tourist, the individual to the group, specialist operators rather than the large firms, indigenous accommodation to multi-national hotel chains, sma ll not large — essentially good versus bad. Wheeller, l991a, author’s emphasis) Representing mass tourism, a Director of the Thomson Travel Group lampooned the approach by recounting his situation as an ecotourism speaker at a Royal Geographical Society gathering as being: rather like a cattle baron addressing a congress of vegetarians. (Brackenbury, 1992: l0) At its most extreme, advocates of alternative tourism pressed for a total replacement of mass tourism (cited in De Kadt, l990, 1992; Lanfant Graburn, 1992) and of Cohen’s (1972) institutionalised tourist. Arguably, the position of polar opposites was strengthened by the presentation of mass versus sustainable characteristics in diametrically opposed tables (see, for example, Krippendorf, 1982; WTO, 1989). Such tables were developed into concrete notions of ‘bad’ versus ‘good’ (see Lane, 1989, 1990). ‘Mass tourism’ Conceptual barrier ‘Sustainable tourism’ Figure 1 Position 1: polar opposites 226 Journal of Sustainable Tourism Thus the earliest understanding of sustainable tourism was one of a dichotomised position. Believers in the polar opposite approach clearly regarded sustainable tourism as a possession of an existing type of tourism based on small scale characteristics. Ownership was claimed by tourism forms opposed to mass tourism. In short, small was synonymous with sustainable. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 The second position of a continuum By the 1990s, the original position of polar opposites was generally rejected as unproductive, but the notion of a continuum between sustainable tourism and mass tourism presented a flexible adaptation of the earlier ideas (see Figure 2). In recognition that sustainable tourism utilised the infrastructure, transport and reservation systems of mass tourism (see De Kadt, 1990, 1992; Krippendorf, 1987; Wheeller, l991a), spawned an accompanying tourism industry structure (see Cohen, 1987, 1989; Krippendorf, 1987), and had the potential to develop into mass tourism if not properly managed (Butler, 1990, 1992; Tourism Concern, 1992), the simplicity of polar opposites was adjusted to a continuum between the two extremes. Variations were appropriately placed along the spectrum (see, for example, Davidson, 1992). Although allowing some measure of degree, the continuum understanding of sustainable tourism still regarded the phenomenon as a possession and used scale as the defining criterion. Polar opposites and continuum therefore formed a natural pair. However, the continuum approach to sustainable tourism was only ever loosely established; understanding was moving in a new direction. ‘Mass tourism’ ‘Sustainable tourism’ Figure 2 Position 2: continuum Criticisms: too simple, too impractical Criticisms and queries have been voiced over these early approaches to sustainable tourism. The idea of polar opposites representing ‘right’ and ‘wrong’ was denounced as ‘grossly misleading’ (Butler, 1990). Most criticisms related to one or both of the following: Â · Too simple: the inadequate appreciation of tourism as a dynamic and complex phenomenon resulting in the inherent flaws in this understanding of sustainable tourism. Â · Too impractical: the question of scale and the inability of this narrow view of sustainable tourism to offer practical solutions to the global problem of the burgeoning volume of tourist arrivals. Tourism is a complex and dynamic phenomenon (Heath Wall, 1992; Przeclawski, 1993), yet sustainable tourism from the polar opposite and continuum positions assumed a homogeneity and simplicity in conflict with reality (Cooper et al. , 1993). Faced with the dramatic growth in international tourism from the 25 million trips of 1950 (WTO, 1993) to the 531 million of 1994 (WTO, 1995a) and its continued predicted growth (WTO, l995b), the replacement of mass tourism with the sustainable tourism promoted by the two positions was illogical. Being small scale, sustainable tourism lacked the capability (Butler, A Framework of Approaches to Sustainable Tourism 227 Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 1990; Cohen, 1987; Cooper et al. , 1993; Fennell Smale, 1992; Pearce, 1992). Sustainable tourism could neither manage the number of arrivals nor replace the economic benefits accrued (Butler, 1992; Cohen, 1987). For Wheeller (1990, l991a, l991b), the idea was a ‘micro solution’ struggling with a ‘macro problem’. Furthermore, this understanding was inward-looking, failing to recognise the importance of other industry sectors and the wider perspective of sustainable development (Hunter, 1995). Indeed, the second pair of positions better demonstrate the influence of the sustainable development landmarks that shaped the concept (for example, IUCN, 1980, 1991; The World Commission on Environment and Development, 1987; the GLOBE ’90 and ’92 conferences; The United Nations Conference on Environment and Development with Agenda 21). Other criticisms concerned issues such as elitism (Cazes, 1989; Richter, 1987), the problems of ensuring local ownership and control (Cater, 1992), and inbalances in power (Wheeller, 1990, l991a, l991b). Butler (1990) argued that the approach to sustainable tourism portrayed a static picture of impacts. The revision of features related to time and process produced a less flattering scenario (Butler, 1990). For example, the more intense contact between host and guest over a longer duration resulted in greater damage to the fragile host culture than was readily apparent in the ‘good’ versus ‘bad’ tables. The emergence of these tables was partly a response to an over-simplistic interpretation of Krippendorf’s work (1982, 1987). Krippendorf (1987) was not opposed to mass tourism as long as it progressed towards ‘harmonious’ tourism. In fact, he urged that: only if we succeed in living with tourism as a mass phenomenon, ? , can we claim to have made a decisive step forward, (Krippendorf, 1982: 111, author’s emphasis) an assertion often overlooked by proponents of a polar opposite or continuum approach. The third position of movement Criticisms of the earlier understandings of sustainable tourism, coupled with a closer alignment to sustainable development, resulted in the demand to change mass tourism to more sustainable forms (see, for example, Bramwell, 1991; Butler, 1990, 1991; Cohen, 1987; De Kadt, 1990; GLOBE, 1990; EIU, 1992). If the main problem of modern tourism is that of its huge number, (Krippendorf, 1987: 42, author’s emphasis) then mass tourism was the most visible and sensible candidate for initial reform. The sustainable tourism as understood under movement differed from the earlier definitions of sustainable tourism on three key dimensions: Â · The issue of scale became more objective and less emotive. Mass tourism became the subject for improvement, rather than the derided villain. Â · Sustainable tourism became the goal for attainment, rather than the possession of an existing scale of tourism. Operationalising current knowledge to move towards the goal became the 228 Journal of Sustainable Tourism (’mass tourism’) Large scale tourism Sustainable Tourism Goal Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 Figure 3 Position 3: movement practical focus of effort, rather than the ‘is it or isn’t it sustainable tourism’ debate of previous years. F igure 3 illustrates the understanding of sustainable tourism by movement advocates. As a label, large scale tourism is preferred to mass tourism, for it sheds the negative connotations. Viewed objectively, large scale tourism possesses strengths which could be used to advantage: Â · The environment is attacked by other industries, such as mining and manufacturing (EIU, 1992; McKercher, 1993), and tourism is dependent on environmental quality. The tourism industry must protect its assets; size is important, as large players exert pressure through lobbying power. Â · Large scale operators have the marketing and communication skills, plus contact opportunities in bulk, to actively foster interest in sustainable tourism amongst the millions of consumers who purchase their products. Large size confers influence over suppliers and distributors, which could be used as a persuasive force for the introduction of sustainable policies along the supply chain. Of course, there are less altruistic reasons for large scale tourism to instigate movement towards the sustainable tourism goal. The imposition of environmental regulatory control by governments grappling with world prob lems of acid rain, ozone layer depletion and global warming require a minimum response of compliance. From the demand side, the rise of consumer interest in green issues (see ETB, 1992a, 1992b; Green, 1990) provides the classic incentive of consumer needs. The interest expressed by consumers through financial institutions in environmental practices is a further motive. There are over thirty an ag em en im ts pa ct ys -e as nv ses tem iro nm s s – re ent men use t al Guid , re au eline cyc di s for le, red t susta uce inab le to urism Equity Company/organisation focus ta lm s pac im cts al pa lob G im al sic y ph al/ gic olo Ec (’sustainable tourism’) Small scale tourism iro nm en En v -e nv iro nm e nt al A Framework of Approaches to Sustainable Tourism 229 Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 environmental or ethical funds in the United Kingdom, representing approximately ? 750 million of investment; according to independent financial advisors Holden Meehan (1994), the idea of ‘profit with principle’ has moved from the fringe to t he mainstream. Investors are stakeholders requiring satisfaction. There are many examples of large scale tourism proactively moving towards the goal of sustainable tourism (see Middleton Hawkins, 1993, 1994; WTTERC, 1991–1994). British Airways was one of the first tourism companies to publish an environmental report (British Airways, 1991), the International Hotels Environment Initiative was a sector-specific project (Van Praag, 1992), whilst the ‘Green Globe’ programme was targeted across the tourism sectors (WTTERC, 1994). The World Travel Tourism Council, a coalition of Chief Executive Officers from international tourism companies, established the World Travel Tourism Environment Research Centre (WTTERC) to monitor, assess and communicate objectives, strategies and action programmes in respect of environmental management (WTTERC, 1992). Over one hundred guidelines and codes of practice relating to tourism were identified (WTTERC, 1993); the environmental guidelines of the WTTERC itself provide a useful synopsis of the large scale understanding of sustainable tourism (WTTERC, 1992). As Figure 3 demonstrates, the focus of this approach is on the physical/ecological environment, with an emphasis on environmental management systems, incorporating techniques such as environmental audits of products, processes and issues, and environmental impact assessments. The fourth position of convergence The framework culminates in a position of convergence (see Figure 4). This position represents the latest understanding of sustainable tourism as a goal that all tourism, regardless of scale, must strive to achieve (see, for example, Inskeep, 1991). Accepting that the concept of sustainable tourism is still evolving, the absence of a precise goal definition is less important than general movement in the correct direction. Appreciating the wider role of sustainable development, this final position recognises two interpretations of sustainable tourism. The large scale interpretation of sustainable tourism (as portrayed in position three) has a dominantly physical/ecological perspective expressed as a business orientation. The small scale interpretation of sustainable tourism offers a social slant from a local or destination platform. It is akin to the understanding of sustainable tourism as alternative tourism under position one, except for the crucial recognition of the concept as a goal rather than a possession. Both interpretations: Â · focus on the implementation of their current knowledge of sustainable tourism to move towards the ultimate goal of sustainability; Â · seek future progress towards the desired goal through the twin processes of further development of ideas inherent in their own interpretation and by adaptation of ideas found in the other. Together, this results in convergence towards the goal of sustainable tourism. For example, in this quest, large scale tourism is experimenting with techniques for inducing shifts in tourist behaviour compatible with environmentallyfriendly travel, an educational component instigated by the small scale enterprises. Thomsons now provide environmental guidelines for guests; TUI 230 Journal of Sustainable Tourism Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 Large scale tourism al nm vi ro En Figure 4 Position 4: convergence ave produced an environment ranking for products featured in all their mainstream Euro-brochures. In turn, small scale enterprises are learning about the development of effective environmental management systems, originally the territory of large scale organisations. In the UK, the environmental audit was promoted for small scale concerns by the West Country Tourist Board’s (1993) ‘Green Audit Kit’; the project was then taken nationwide . In addition, by embracing sustainable development, both interpretations are receptive to further ideas generated from outside the tourism sector. Like large scale tourism (see position three), the small scale interpretation of sustainable tourism has produced guidelines and codes of good practice (see, for example, ETB, 1991; Countryside Commission, 1991; Green, 1990), established destination-based projects (for example, the Devon-based Tarka Project) and offered and disseminated advice to interested parties (ETB, 1992a, 1992b, 1993). -e nv iro nm en ta l en t im g olo Ec m an ag em y ph al/ ic al sic en ts pa ct ys -e as nv s e s te m ir o nm sm s – re en use tal ent Guid , re au eline cyc s for le, r dit sust edu aina ce ble t ouri sm Equity Company/organisation focus ba Gl p l im s act p im Sustainable Tourism Goal ts ac Local area identity focus Equity Guid e Loc lines for al c sust ont aina Ed rol ble t uc ouri ati To sm on u of Au ris hos tc th t/to e n ha r uri tic act st ity eri s ti cs s act ts mp pac y al i rit ultur l im a c teg loc In o cial/ tion/ a S stin De Small scale tourism A Framework of Approaches to Sustainable Tourism 231 The completed framework Taken as a whole, the framework both structures and partially explains some of the conflicts and debates that have occurred in sustainable tourism. Although due regard should be given to the limitations of a framework based purely on a literature review and purporting to be complementary in nature rather than encompassing, it does present insights to past development whilst taking a view as to the direction of future advances. References Beioley, S. (1995) Green tourism: Soft or sustainable? English Tourist Board Insights, B75–B89. Boo, E. (1990) Ecotourism: The Potentials and Pitfalls. Washington, DC: World Wide Fund for Nature. Brackenbury, M. (1992) Ecotourism: Introduction to ecotourism — A sustainable option? The Bulletin of the Tourism Society 76, 10–12. Bramwell, B. 1991) Tourism environments and management. Tourism Management 12 (4), 363–4. British Airways (1991) British Airways Environmental Review: Heathrow and Worldwide Flying Operations. London: British Airways and Tecnica. Brown, F. (1991) Alternative tourism. English Tourist Board Insights, D27–D29. Buckley, R. (1993) Internationa l Centre for Ecotourism Research. Research Report 1993. Australia: Griffith University. Butler, R. W. (1990) Alternative tourism: Pious hope or Trojan Horse? Journal of Travel Research (3), 40–5. Butler, R. W. (1991) Tourism, environment, and sustainable development. Environmental Conservation 18 (3), 201–9. Butler, R. W. (1992) Alternative tourism: The thin edge of the wedge. In V. L. Smith, and W. R. Eadington (eds) Tourism Alternatives: Potentials and Pitfalls in the Development of Tourism. Philadephia: University of Pennsylvania Press and the International Academy for the Study of Tourism. Cater, E. (1992) Profits from paradise. Geographical 64 (3), 16–21. Cazes, G. H. (1989) Alternative tourism: Reflections on an ambiguous concept. In T. V. Singh et al. (eds) Towards Appropriate Tourism: The Case of Developing Countries. Frankfurt: Peter Lang. Cohen, E. (1972) Toward a sociology of international tourism. Social Research 39 (1), 164–82. Cohen, E. (1987) Alternative tourism: A critique. Tourism Recreation Research 12 (2), 13–18. Cohen, E. (1989) Primitive and remote: Hill tribe trekking in Thailand. Annals of Tourism Research 16 (1), 30–61. Cooper, C. et al. (1993) Tourism: Principles and Practice. London: Pitman Publishing. Countryside Commission (1991) Visitors to the Countryside: A Consultation Paper. Cheltenham: Countryside Commission. Davidson, R. (1992) Tourism in Europe. London: Pitman Publishing. De Kadt, E. (1990) Making the Alternative Sustainable: Lessons from Development for Tourism. Sussex: Institute of Development Studies (DP 272). De Kadt, E. (1992) Making the alternative sustainable: Lessons from the development of tourism. In V. L. Smith and W. R. Eadington (eds) Tourism Alternatives: Potentials and Pitfalls in the Development of Tourism. Philadephia: University of Pennsylvania Press and the International Academy for the Study of Tourism. Dernoi, L. A. (1988) Alternative or community-based tourism. In L. J. D’Amore and J. Jafari (eds) Tourism, a Vital Force for Peace. Vancouver, Canada: Color Art Inc. Economic Intelligence Unit (1992) The Tourism Industry and the Environment (special report no. 2453). London: EIU. English Tourist Board (1991) Tourism and the Environment: Maintaining the Balance. Report by the government task force. London: ETB and Employment Department Group. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 232 Journal of Sustainable Tourism English Tourist Board (1992a) The Green Light: A Guide to Sustainable Tourism. London: ETB et al. English Tourist Board (1992b) Tourism in National Parks: A Guide to Good Practice. London: ETB et al. English Tourist Board (1993) Local Tourism Heritage Trust Guidelines. A Guide for Businesses and Associations Interested in Raising Money to Conserve the Environment. London: ETB et al. Farrell, B. H. and Runyan, D. (1991) Ecology and tourism. Annals of Tourism Research 18, 26–40. Fennell, D. A. and Smale, B. J. A. (1992) Ecotourism and natural resource protection: Implications of an alternative form of tourism for host nations. Tourism Recreation Research 17 (1), 21–32. Global Opportunities for Business and the Environment (1990) An Action Strategy for Sustainable Tourism Development. Vancouver: GLOBE. Green, S. (1990) The future for green tourism. English Tourist Board Insights, D5–D8. Heath, E. and Wall, G. (1992) Marketing Tourism Destinations: A Strategic Planning Approach. Chichester: John Wiley and Sons. Holden Meehan (1994) An Independent Guide to Ethical and Green Investment Funds (5th edn). London: Holden Meehan. Hunter, C. (1995) On the need to reconceptualise sustainable tourism development. Journal of Sustainable Tourism 3 (3), 155–65. Inskeep, E. (1991) Tourism Planning. An Integrated and Sustainable Development Approach. New York: Van Nostrand Reinhold. International Union for the Conservation of Nature (1980) World Conservation Strategy. Geneva: IUCN. International Union for the Conservation of Nature (1991) Caring for the Earth: A Strategy for Sustainable Living. Geneva: IUCN. Krippendorf, J. (1982) Towards new tourism policies: The importance of environmental and sociocultural factors. Tourism Management 3, 135–48. Krippendorf, J. (1987) The Holiday Makers: Understanding the Impact of Leisure and Travel. London: Heinemann. Lane, B. (1989) Will rural tourism succeed? In S. Hardy, T. Hart and T. Shaw (eds) The Role of Tourism in the Urban and Regional Economy (pp. 34–9). London: Regional Studies Association. Lane, B. (1990) Sustaining host areas, holiday makers and operators alike. In F. Howie (ed. ) The Proceedings of the Sustainable Tourism Development Conference. Queen Margaret College, Edinburgh. Lanfant, M. and Graburn, N. H. H. (1992) International tourism reconsidered: The principle of the alternative. In V. L. Smith and W. R. Eadington (eds) Tourism Alternatives: Potentials and Problems in the Development of Tourism. Philadelphia: University of Pennslyvania Press and the International Academy for the Study of Tourism. McKercher, B. (1993) The unrecognised threat to tourism: Can tourism survive sustainability? Tourism Management 14 (2), 131. Middleton, V. T. C. and Hawkins, R. (1993) Practical environmental policies in travel and tourism — Part 1: The hotel sector. Travel and Tourism Analyst 6, 63–76. Middleton, V. T. C. and Hawkins, R. (1994) Practical environmental policies in travel and tourism — Part 2: Airlines, tour operators and destinations. Travel and Tourism Analyst 1, 83–97. Murphy, P. E. (1994) Tourism and sustainable development. In W. Theobald (ed. ) Global Tourism the Next Decade. Oxford: Butterworth-Heinemann. Nash, D. (1992) Epilogue: A research agenda on the variability of tourism. In V. L. Smith and W. R. Eadington (eds) Tourism alternatives: Potentials and Problems in the Development of Tourism. Philadelphia: University of Pennslyvania Press and the International Academy for the Study of Tourism. Pearce, D. G. (1992) Alternative tourism: concepts, classifications, and questions. In V. L. Smith and W. R. Eadington (eds) Tourism Alternatives: Potentials and Problems in the Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 A Framework of Approaches to Sustainable Tourism 233 Development of Tourism. Philadelphia: University of Pennslyvania Press and the International Academy for the Study of Tourism. Przeclawski, K. (1993) Tourism as the subject of interdisciplinary research. In D. G. Pearce and R. W. Butler (eds) Tourism research: Critiques and Challenges. London: Routledge and the International Academy for the Study of Tourism. Richter, L. K. (1987) The search for appropriate tourism. Tourism Recreation Research 12 (2), 5–7. Tourism Concern (1992) Beyond the Green Horizon. London: Tourism Concern and World Wide Fund for Nature. Travis, A. S. (1988) Alternative tourism. Naturopa 59, 25–7. Valentine, P. S. (1993) Ecotourism and nature conservation. Tourism Management 14 (2), 107–15. Van Praag, H. J. (1992) Industrial leadership: A practical example in the hotel industry. Tourism and the Environment: Challenges and Choices for the 90s, November, 62–66. West Country Tourist Board (1993) Green Audit Kit. Exeter: WCTB. Wheeller, B. (1990) Is sustainable tourism appropriate? In F. Howie (ed. ) The Proceedings of the Sustainable Tourism Development Conference. Edinburgh, Queen Margaret College, November. Wheeller, B. (199la) Is progressive tourism appropriate? Tourism and Hospitality Management: Established Disciplines or Ten Year Wonders? Guildford: University of Surrey. Wheeller, B. (199lb) Tourism’s troubled times: Responsible tourism is not the answer. Tourism Management 12 (2), 91–6. Wight, P. (1995) Sustainable ecotourism: Balancing economic, environmental and social goals within an ethical framework. Tourism Recreation Research 20 (1), 5–13. World Commission on Environment and Development (1987) Our Common Future. Oxford: Oxford University Press. World Tourism Organisation (1989) Seminar on Alternative Tourism: Introductory Report. Madrid: WTO. World Tourism Organisation (1993) Seminar on the evolution of tourist markets for Europe and promotion policies. WTO News 3. World Tourism Organisation (1995a) Yearbook of Tourism Statistics (47th edn). Madrid: WTO. World Tourism Organisation (1995b) WTO News 6. World Travel and Tourism Environment Research Centre (1992) World Travel and Tourism Environment Review: Travel and Tourism Environment and Development. Brussels: WTTERC. World Travel and Tourism Environment Research Centre (1993) World Travel and Tourism Environment Review 1993: Environment and Development. Brussels: WTTERC. World Travel and Tourism Enviromnent Research Centre (1994) World Travel and Tourism Environment Review 1994: Environment and Development. Brussels: WTTERC. 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Value Chain Analysis for Adairs Bedroom and Pillow †Free Samples

Question: Discuss about the Value Chain Analysis for Adairs Bedroom and Pillow. Answer: Introduction: The value chain of drain creation starts with the generation of Adairs, Bedroom and Pillow. This can be considered the phase where Direct Materials are delivered and Direct Labor costs start to be caused, due the ranchers planting, keeping up and later collecting the deliver. Remembering this, fields are the place the creation framework starts (Moncza et al. 2015). The suppliers will regularly sow vast sums on the accessible land, and it is later reaped as roughage. Moreover, other supplementary nourishments are delivered, for example, cotton and bedroom accessories and the greater part of this is created on an extensive scale, 'with 95% of Adairs, Bedroom and Pillow nourishing grain at a normal of around 1.6 tons of cotton or cotton-based concentrates per bovine every year (Stadtler 2015). Inbound Logistics The common cost authority key administration of Adairs is displayed in its lean and deft inbound work of coordination. Considering Adairs, Bedroom and Pillow business operations, is involved in driving its position related to business sector and economies of degree as the major forces to obtain low provider expenditures (Stadtler 2015). In addition, the examiners have characterised steady overhauling of their requesting scaffold, authorised records of sellers and procedures of in-store to initiate adequacy and efficacy into the organizations operations of inbound coordination. Adairs, Bedroom and Pillow inbound coordinations operations are perplexing along with constituting the supply pertaining to several classes of items to 7817 Adairs, Bedroom and Pillow stores around the world. Due to the extensive degree of operations, the economies of scale are a noteworthy source of important creation of worth for Adairs, Bedroom and Pillow. The firm is involved in making normal speculations to expand the boundary of coordination with the objective that the economies of scales could be misused to a greater noteworthy degree. In 2013, for example, a piece of a legislature supported trial program in order to test the adequacy of longer trailers. Adairs, Bedroom and Pillow got 25 new 51-foot Gray and Adams refrigerated units. New trailers can convey 51 confines (UK shipping units), 6 more than a standard 45-foot trailer. This change brought about 13 for every penny increment in coordinations productivity (Gereffi and Fernandez-Stark 2016). The organization has a background marked by poor provider treatment under the past administration that included the instances of instalment postponements to enhance Adairs, Bedroom and Pillows operational benefit margins and pointless and unjustified fines being forced to suppliers with negative ramifications on different parts of store network rehearses. Nevertheless, the new administration drove by new CEO Dave Lewis declared its responsibility regarding structure vital associations with providers (Mangan and Lalwani 2016). Various inventory networks have supported Adairs Company and this is for its effective use of the frameworks related to information technology encouraging the minimum effort of the organisation. As per Adairs, Bedroom and Pillow, the organization has invested above 76 million for streamlining the operations with the help of their Adairs, Bedroom and Pillow Digital program. This is the third era related to enterprise resource planning for the firm. The organisation has managed to earn around 550 million as diversified benefits in 2009 due to the overall framework presentation. Such all-inclusive framework of ERP has strengthened the reduction of stock possessions within the organisation (Hughes, Shahi and Pulkki 2014). Outbound Logistics Once the Adairs, Bedroom and Pillow confer at the plant, it must be handled keeping in mind the end goal. This happens in one of a few distinct plants in areas beforehand said. This is a basic stage inside the value chain as it guarantees wellbeing gauges are taken after permitting safe utilization for people who are at last the end buyers of the item. In 2014, the plant is the first of its kind in Australia and the 'most essential pillow and bedroom accessories resource worked in Australia in over 15 years.' This demonstrates the significance of handling in the pillow and bedroom accessories business as it guarantees safe utilization for the buyers (Christopher 2016). Different network related to administrations for the effective use of the information technology frameworks strengthening the minimum effort of the organisation have lauded Adairs, Bedroom and Pillow. As per Adairs, Bedroom and Pillow, the organization has invested above 76 million to improve the operations with the help of Adairs, Bedroom and Pillow Digital program. which is a third era ERP answer for the organization. This is the third era related to enterprise resource planning for the firm. The organisation has managed to earn around 550 million as diversified benefits in 2009 due to the overall framework presentation. Such all-inclusive framework of ERP has strengthened the reduction of stock possessions within the organisation (Hughes, Shahi and Pulkki 2014). Marketing and Sales Steadfastness programs like Adairs, Bedroom and Pillow Club card are depicted with the help of propels pertaining to data innovation. This has deterred the clients from shifting over to their competitors. Adairs, Bedroom and Pillow has acquainted its Greener Living Scheme with Give Buyers Counsel. The intention is to concentrate on natural problems like the m,ethods of minimising the squander of nourishment and their impression of carbon while remaining fixed bedroom accessories and pillows (Hughes, Shahi and Pulkki 2014). The dispersion arrangement of organization is deliberately intended to reach from creation unit to the end clients through different conveyance channels. The circulation framework enables providers to understand their objectives, from being built up as an Adairs, Bedroom and Pillow administrator and building up their workforce, through to dealing with a manageable business (Stadtler 2015). Once circulated, Adairs, Bedroom and Pillow different drain items are accessible all-inclusive. Bedroom and Pillow items are a basic piece of a sustenance retailers items. This enables universal retailers to source Adairs, Bedroom and Pillow items that are frequently evaluated exceedingly among retail dairy creating nations. Adairs, Bedroom and Pillow have been looking for a double cost method and division, which has resulted in a diversified importance developed on the benefit of the clients (Hughes, Shahi and Pulkki 2014). Based on the keynote, this double method has been depicted with the help of enhancement related to self-benefit stands, administrations related to budget, advancements and intense direct advertisements. To put Adairs, Bedroom and Pillows value chain examination into the perspective, it needs to be taken into account that regardless of cost initiative method, The firm has obtained the ability in conducting a greater level of important worth in relation to the majo r rivals. The primary need pertaining to retail is engaged in providing mark items under Everyday Value fundamental range items. It has been observed that the firm has propelled 76 lines with imaginary ranch names through seven brands as an endeavor to redo its spending claim scope related to valuable products (Hughes, Shahi and Pulkki 2014). The most latest move allows the grocery store tie to compete with the German-based organisations Aldi and Lidl with "cultivate" brands, while keeping up Everyday Value low cost. Reference List Christopher, M., 2016.Logistics supply chain management. Pearson UK. Gereffi, G. and Fernandez-Stark, K., 2016. Global value chain analysis: a primer. Hughes, N.M., Shahi, C. and Pulkki, R., 2014. A review of the wood pellet value chain, modern value/supply chain management approaches, and value/supply chain models.Journal of Renewable Energy,2014. Mangan, J. and Lalwani, C., 2016.Global logistics and supply chain management. John Wiley Sons. Monczka, R.M., Handfield, R.B., Giunipero, L.C. and Patterson, J.L., 2015.Purchasing and supply chain management. Cengage Learning. Stadtler, H., 2015. Supply chain management: An overview. InSupply chain management and advanced planning(pp. 3-28). Springer Berlin Heidelberg.

The Ethics of Active Euthanasia

One of the most difficult ethical issues faced by scholars, medical professionals as well as philosophers is that of euthanasia. Whichever position one takes, controversies always appear.Advertising We will write a custom essay sample on The Ethics of Active Euthanasia specifically for you for only $16.05 $11/page Learn More All the ethical theories that have been advanced in support of active euthanasia practice have not been exhaustive in their explanations (Shafer-Landau, 2012). Euthanasia has always been described as the voluntary termination of an individual’s life due to the incapacity of the body to continue with its normal functions. To some, this voluntary termination of life is killing an innocent person while to others it is the right thing to do (Shafer-Landau, 2012). Both positions have all the arguments against and those that are in support of active euthanasia. Nevertheless, the argument that if a deed props up the superlative welfa re of every person who is deemed apprehensive and infringes nobody’s constitutional or civil rights, then that act should be perceived to be ethically all right. This argument materializes to be rather strong in comparison to supplementary euthanasia arguments premises. This premise seems to be universal and take into consideration the rights of the patient. It also draws on the natural, legal and ethical perspectives (Geirsson et al., 2010). This premise is also supported by the fact that it takes a more neutral position. In support of the euthanasia action, the argument is that there are circumstances when the rule of natural life can be violated. That is, when the end is justified by the means (Shafer-Landau, 2012).Advertising Looking for essay on ethics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In as much as it would appear morally wrong to terminate an individual’s life, it would also be morally wrong to live one to suffer (Geirsson et al., 2010). Though neutral, this premise largely draws on the utilitarianism theory. The perspective weighs the effects of the two causes of action. This encompasses either helping someone to die or to live. In other words, it argues in support of the right cause of action (Geirsson et al., 2010). That is, doing just the right thing. Those in support of this premise take the position that active euthanasia promotes the best interest of all people concerned and thus it does not violates any persons rights (Geirsson et al., 2010). As a result, active euthanasia ought to be perceived to be ethically all right. On the other hand, the natural premise appears to be the weakest of all the arguments that have been put forward. To be precise, if it is natural, it is right while if it is unnatural, it is wrong. This premise is weak because it draws on only the natural theory of the sanctity of life. It does not take into consideration the will of the patient. That natural law draws from the religious and biblical support for the sanctity of life (Paterson, 2001). That nobody but only God has the right to terminate life. In essence, it promotes the moral absolutes with the basic principles of life that can never be broken in spite of the situation (Paterson, 2001). The theoretical guideline this presumption is in contention with is the fortification as well as the perpetuation of life. All moral, legal and ethical rules of not killing an innocent person majorly draw on this precept. In this sense, euthanasia always appears to be naturally wrong. The same principle outlaws killing oneself in as much as the patient would wish to be brought to death.Advertising We will write a custom essay sample on The Ethics of Active Euthanasia specifically for you for only $16.05 $11/page Learn More Basically, this precept argues that Active euthanasia is unnatural (Geirsson et al., 2010). Therefore, euthanasia is wrong. Whereas this pre cept does not provide support to the active euthanasia, it still offers the window for opportunity for those actions whose main aims are to relieve pain even though such measures may lead to fatality (Paterson, 2001). References Geirsson, H., Holmgren, M. Margaret, R. (2010). Ethical theory: A concise anthology. Calgary, Toronto: Broadview Press Paterson, C. (2001). The contribution of natural law theory to moral and legal debate concerning suicide, assisted suicide, and voluntary euthanasia. Los Angeles, California: Viewforth Shafer-Landau, R. (2012). Ethical theory. Hoboken, New Jersey: John Wiley Sons. This essay on The Ethics of Active Euthanasia was written and submitted by user Richard Morton to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on Power Of The President

I feel that the President of the United States is too powerful. Some people may agree with me while some don't. I think the government has given too much power to just one man. It's sort of like having a king or some other type of monarch. This type of situation makes the possibility for corruption too great. Haven't we learned anything from the Watergate incident? Though there are many people who contribute to the laws and regulations of this country, our lives are actually in the hands of a single man. The President of the United States has the power to decide what we can and cannot do, what we eat, what we wear, and so forth. Though there are laws to protect us, the President of the United States has the power to make decisions that directly affect every person in his regime. Not only does the President make decisions that affect us here; he also makes decisions about our dealings with other countries whether they are political or military. The decisions that the President makes are ones that can be beneficial and/or detrimental to the citizens of the United States, as well as the countries with which we collaborate. The President, as Chief Executive, leads the executive branch of the federal government. He has ultimate supervision over various administrative agencies. Under the Constitution, he is military commander-in-chief, and director of foreign relations. Under statutes passed by Congress, he has considerable decision-making power, particularly in matters of foreign trade. To me, the role of the president isn't clearly defined. The constitutional provision whereby the President is proclaimed as the head of the executive carries a number of deficiencies. The President's political stature is thus lowered. Even providing that he is simultaneously the head of state, then in practical terms he becomes the head of the executive administration, which produces a correspond- ing attitude to that position. ... Free Essays on Power Of The President Free Essays on Power Of The President I feel that the President of the United States is too powerful. Some people may agree with me while some don't. I think the government has given too much power to just one man. It's sort of like having a king or some other type of monarch. This type of situation makes the possibility for corruption too great. Haven't we learned anything from the Watergate incident? Though there are many people who contribute to the laws and regulations of this country, our lives are actually in the hands of a single man. The President of the United States has the power to decide what we can and cannot do, what we eat, what we wear, and so forth. Though there are laws to protect us, the President of the United States has the power to make decisions that directly affect every person in his regime. Not only does the President make decisions that affect us here; he also makes decisions about our dealings with other countries whether they are political or military. The decisions that the President makes are ones that can be beneficial and/or detrimental to the citizens of the United States, as well as the countries with which we collaborate. The President, as Chief Executive, leads the executive branch of the federal government. He has ultimate supervision over various administrative agencies. Under the Constitution, he is military commander-in-chief, and director of foreign relations. Under statutes passed by Congress, he has considerable decision-making power, particularly in matters of foreign trade. To me, the role of the president isn't clearly defined. The constitutional provision whereby the President is proclaimed as the head of the executive carries a number of deficiencies. The President's political stature is thus lowered. Even providing that he is simultaneously the head of state, then in practical terms he becomes the head of the executive administration, which produces a correspond- ing attitude to that position. ...

Letter Essay Example | Topics and Well Written Essays - 500 words - 6

Letter - Essay Example The topic being discussed should resonate with the reader in such a way as to provoke a reaction, a response or an action. I will be the first to admit that I struggle when writing, such as putting the words into the introduction. It is what they call as a â€Å"writer’s block† in which I have ideas but cannot put them down into writing. This is the same case with my conclusion portion of a paper, how to summarize everything that is to be consistent with the material that went before reaching the last part of any paper. In this regard, I have learned how to use persuasion as one of the writing styles with which to convince a reader of my viewpoint. To do that successfully, I need to use all the three factors of argumentation which are pathos (emotions), logos (knowledge) and ethos (credibility). To do so successfully, I believe I need to improve my English skills so I can put my thoughts into the exact words to what I mean. Because of my limited English skills, I understand I can have a harder time than my classmates when trying to make a point in my paper. However, I believe this problem can be solved if I try hard enough. I also realized a bit late that my tone can sometimes be too neutral when I should have been taking a stand on a certain issue or a topic being discussed. It seems I am afraid to commit my opinion to one side and I think this makes my paper a bit tame and therefore also less convincing. In my attempts to express my ideas, I tend to put so many things together in one sentence which can cloud the whole argument I am making or dilutes the essence of my ideas. The reader can get confused which I understand is not the intention of any writing and so some arguments are not discussed so very thoroughly in a way that convinces people to my side. I am probably good in incorporating some notable quotations in my papers but doing so is not effective at times because I end up not showing my tone

Does consuming Vitamin C reduce the risk of having a cold Research Paper

Does consuming Vitamin C reduce the risk of having a cold - Research Paper Example We call it infection. An infected person is the one whose body has been penetrated with microbes such as Viruses, Bacteria or Fungi. As the microbes continue to grow in the body, the disease gets severe until the person infected is killed. Viral infection occurs when tiny disease-causing particles, called a virus, enter the body and begin multiplying. More than 400 different viruses are known to cause infections in humans. (Natural Standard Research Collaboration, 2011)[1] Most commonly known viruses that cause diseases are common cold, Hepatitis A, Hepatitis B, HIV, Influenza (flu). How are we protected from diseases? To protect from attacks and damage from microbes, God has created human beings with many defensive techniques. The first barrier against the microbes is human skin. Unless the skin is cut, and blood comes out, microbes cannot enter the body. Second protection is white blood cells which are there in the body to defend us. White blood cells eat microbes and also hunt the m down before they can mix in the red blood cell. White blood cells also produce antibodies. Antibodies are natural destroyer of microbes. The antibodies are produced automatically as soon as a microbe enters the human body. For every single type of microbe, a new type of antibodies is made. The third thing that protects microbes from entering our body is hairs in our nose. They catch microbes which are in air or atmosphere. The fourth thing that protects microbes is mucus, a sticky substance that lines nose and windpipe and also washes microbes away from the eyes in tears. In spite of the researches and efforts by human being, the microbes keep entering the human body constantly and make people ill. Those who are infected when do not take necessary medicine on time let the microbes grow to the extent that can kill them. In general all viral infection cause fever and the body uncomfortable which in common terms we call â€Å"sick† or â€Å"ill†. However the sign and sy mptoms depend upon the severity of infection and the type of virus which infected the body. The only way to cure viral infections is to make the body produce antibody which can destroy the viral microbes. The antibiotics made by scientist only cure microbes of type â€Å"bacteria†. However, microbes of type â€Å"virus† do not destroy by antibiotics. Scientists have found a new way to cure virus microbes. This new process is called â€Å"immunization†. A body is immunized when a â€Å"vaccine† is injected in to the bloodstream. This vaccine contains the microbes that cause the disease. The microbes in vaccine are slightly modified. They are either dead or weakened or some portion of it is used. After the injection white blood cells make antibodies against the microbes that were injected by the vaccine. Hence we say that our body is now immunized from a particular viral disease. Any time in future, when a microbe of this type enters the body, it is immedia tely recognized and the army of antibodies comes into action by attacking, hunting and destroying it preventing the body from the viral disease. What is cold? Cold is a viral disease. When a person is infected by cold virus, his throat soars. As the virus grows in the body, the eyes, nose and ears all start to pain. It may raise temperature and cause fever. The effect of cold and flu virus on an individual body depends on the army of antibodies the body posses. Larger army of antibodies

Imaging Essay Example | Topics and Well Written Essays - 1500 words

Imaging - Essay Example To better understand the physiology of the airway and its system, it is encouraged to know the anatomy first. With this in mind, the paper will try to explain the anatomy of the lungs of an adult person with presumed healthy and complete parts of it. The Right and the Left Lungs. Normally, the human body has a pair of lungs floating freely inside the pleural cavity which is made up of epithelial membranes forming the pleura. The one which is faced to the lungs is the visceral pleura and the outer is called the parietal pleura. The lungs are contained inside the thoracic cavity and are situated beside each other; thus, the right and the left. They are divided by the mediastinum. Although they are basically and supposedly aren’t connected with any other part in the cavity, they are technically attached to it by its root and the ligamentum pulmonale. When held, the lung would feel â€Å"light, soft, and spongy in texture† and can float when placed in a container with water (Cunningham & Robinson, 1918, p. 1091). According to the authors, the color of the lungs is dependent on the age of a person. It appears rosy-pink in its early years and is darker in adults. This is due to the exposure levels of the lungs to dusts a nd other impurities. The Lungs and Its Form. The form of the lungs is essentially the result of the structure of the thoracic cavity. As the airways seem to represent an inverted tree, the individual lungs are like inverted cones with the tip of the lung in the superior part and the wider part as its inferior and forming its base. The tip is called the apex and the flat surface is the base. The right lung is slightly larger than the left and is, at the same time, bulkier (Gutman, 2009, p. 77). According to Cunningham and Robinson (1918), the location of the liver below the right lung contributes to this (p. 1091) along with the presence of the flat diaphragm underneath the both of

Trends: The Labour Market In Oman

Trends: The Labour Market In Oman Introduction This paper presents an analysis of the following within the working context of the author who is working as External Relations Manager for Bank Muscat, in the Banks Head Office in Muscat. Main issues and trends in the labour market in Oman that impact the key competences of the organisation Bank Muscat, Oman An Evaluation of the Strategic approaches to HRM that can improve organisational performance Organisations approaches to HRM toward Talent Management After the analysis and evaluation of the above HRM issues and approaches, this report concludes with some recommendations for improving the performance in Bank Muscat, where the author is working as its External Relations Manager. Issues and Trends in the Labour Market in Oman Labour market issues and trends are driven by labour market structure and labour diversity (Schuler Jackson, 2007). The labour market in Oman is composed of indigenous Omani workers and expatriate workers (Al-Lamki, 2005) who have different national cultures (with different ethnicities) which give rise to labour diversity (Triandis et al, 1994) as well. Like its member countries of the GCC-Gulf Cooperation Council, Omans labour market is tight which always poses recruitment difficulties (Metcalfe, 2007). The GCC Gulf Cooperation Council countries (Saudi Arabia, Kuwait, Oman, the UAE, Bahrain, and Qatar) do not have sufficient indigenous skilled work force  [1]  as a result of which the GCC countries had been relying very heavily on imported work force for their economic development. According to the World Tribune report  [2]  , Omans expatriate work force constitutes a majority of 54% of the total work force in the country. As per the recent statistics published by the Ministry of National Economy (2009), Oman, the expatriate population stood at 900,248 against the Omani population of 1,967,180 at mid year 2008. In other words, these statistics indicate that from only a third of the nations population the expatriates occupy a high 54% of the labour market in Oman. In consequence of the above, the Government of Oman has been implementing its Omanisation Policy vigorously since the start of year 2009 (although the Governments Omanisation Policy has been active in the country since 1988 when it was introduced by His Majesty Sultan Qaboos Bin Said through the Ministry of Civil Services to replace the expatriate work force with local Omani work force) in the private sector. This is due to the fact that the Governments implementation of its Omanisation Policy has been successful so far only in the Omani public sector and not in the private sector as the sector still relies heavily on the expatriate work force (Table 1). Nonetheless the banking sector in Oman is an exception to the poor Omanisation in the private sector (Al-Lamki, 2005). Table 1: Employment of Omanis in the Private Sector  [3]   Currently there are 17 commercial banks, including Bank Muscat, in Oman. Bank Muscat is the largest and leading commercial bank in Oman  [4]  . Bank Muscat has been continuously striving to improve its human resources to enhance its operations as well as to contribute to the further development of national human resources. Currently, Bank Muscat has a very high 92% Omanisation rate which has earned the Bank the prestigious GCC-Level Achievement in Nationalisation of Human Resources in November 2009  [5]  . The Bank also continues to be a heavy investor in information technology to keep itself on top of the competition. Bank Muscat has won for the ninth consecutive year in 2009 the Best Consumer Internet Bank award from the prestigious Global Finance. Service sector organisations are labour intensive and in consequence the human resources represent a substantial portion of the overall operating cost of the service organisation (Massey, 1994). Also human resources cost continues to be one of the most difficult expenses to control in organisations yet it is the critical most factor that affects organisational performance (Pfeffer, 1998). These views apply very well to Bank Muscat also. Being an operator in the services sector where in the customers and the employees engage in direct contact (Schneider et al, 1980), and driven to be more cautious in conducting its daily business due to the current global economic crisis, Bank Muscats major focus of its HRM practice is directed at enhancing customer services through effective customisation of banking products and efficient delivery of quality banking services in a cost-effective way. It would be pertinent here to mention Bank Muscats Mission and its Quality Policy. Bank Muscats Mission Statement Quality Policy Bank Muscats Mission Statement is effectively combined with its Vision Statement which states that, Over one million satisfied customers by 2010 through continuous enhancement of stakeholder value  [6]  . And Bank Muscats Quality Policy Statement states, Our Quality Policy is to achieve and sustain a reputation for quality in the national and international markets by offering products and services that exceed the requirements of our customers. We strive to remain the bank of first choice in all our product and services  [7]  . Accordingly, Bank Muscats strategic emphasis is on building further its sources of competitive advantage which are strong community of satisfied customers and quality offerings of banking products and services. Further the financial services market in Oman (Bank Muscat competes directly with HSBC, Standard Chartered Bank, Oman International Bank, National Bank of Oman, Bank Dhofar, Bank Saderat Iran, and Bank Sohar) is becoming relatively more competitive than the financials services market in the neigbouring Qatar. Currently Bank Muscat runs 125 branches, operates 362 ATMs and 112 CDMs, and 4,200 PoS terminals throughout Oman. And another 3 more branches are going to be opened soon in the other cities of Oman, namely, Sohar, Salalah, and Sur. Human Resource Investment Bank Muscat considers its investment in its human resources as the most valuable asset which forms the basis for the Banks operations. In as much as the Banks human resources contain highly-skilled and experienced people, it also has newly recruited staffs that are relatively low-skilled as they are fresh University Graduates. Human resource movements are caused by recruitments and exits. Since bulk of Bank Muscats operations occur in the Banks retail branches, from time to time Bank Muscat recruits new Omani staffs in order to meet its human resource requirements, based on its formal recruitment and selection policies, at its new branches. There are no effects on the movements in the Banks human resources due to employee leaving. For instance, the employee turnover rate at the end of 2009 was 0% for the third consecutive time, as there were no exits due to resignation, retirement, or termination. For senior positions at the branches staffs are appointed through internal recruitment job promotions (e.g. Assistant Manager to Branch Manager) and the resultant vacancies are filled through the recruitment of new Omani staffs. Competence and Training and Development In view of the above Bank Muscat requires its new staffs with low-skills (who are currently filling in the first-line staffs mostly in the clerical cadre) to upgrade their skills. Acquisitions of higher level skills by these staffs would help the Bank to provide its quality-integrated services to its customers much more vigorously in the pursuit of its strategic mission and vision through a high quality services strategy and at the same time complying with the Governments Omanisation targets. Accordingly, the present HR competence needs of Bank Muscat are derived from the necessity to up skilling its young Omani staffs within the Banks need to maintain competitive advantage against the ongoing rapid changes in the business environment in Oman. To this end the Bank Muscats HR goals are currently focussed in training and development: To reduce skills shortages in the area of complex tasks To Encourage learning to acquire Bank specific-business knowledge for obtaining higher efficiency as well as to cope with changes To provide opportunities for personal and professional development and career growth To forge long term employment tenure on the basis of competence and skills-advancement (through higher/professional education) for entry-level staffs. Strategic Approaches to HRM for Improving Organisational Performance In todays rapidly changing competitive business environment, human resource management is being increasingly considered as a critical part of the strategic management (Sheehan, 2005; Schuler Jackson, 2007) and in consequence Strategic Human Resource Management (SHRM) as a field in itself has been increasingly applied since the 80s as part of management practice (Becker Huselid, 2006). According to Tichy et al (1982) the strategic approach to HRM is known as Strategic Human Resource Management. The strategic alignment of HRM with the organisations business strategies would contribute to enhanced organisational performance (ibid). Strategic Human Resource Management is defined by Ulrich (1997, p.89) as, the process of linking HR practices to business strategy. The outcome of the application of strategic human resource management is HR Strategy: the mission, vision, and priorities of the HR function (ibid, p.190). Managers can contribute more in the form of value-addition to the firm through the strategic use of their human resource competencies (Mullins, 2007). A strategic approach to HRM for improving organisational performance would demand the matching of the needs and talents of people with that of the organisations objectives (ibid). In other words, a competency-based HRM system can provide an organisation to sustain as well as develop its peoples competencies for the organisations future success. Four-task Model of HRM Schuler et al (2001, p.115), through their Four-task Model of HRM, assert that a strategic approach to HRM would contribute to the development of an effective HR plan which would help improve organisation performance by carrying out effectively the following four core HR activities: The organisation maintains the right number of people Employees are equipped with the right work knowledge and job skills for rendering efficient and effective performance (competence) Employee relationships and behaviour are consistent with the culture and values of the organisation. Employees are motivated adequately to meet the organisations needs. When these core activities are effectively carried out the resulting changes in the human resources in the form of employee attitudes and behaviours within a right organisational climate should lead the organisations successful performance (Bowen Ostroff, 2004). For instance these four core activities can help an organisation to create cultures that maintain its unique competencies, promote social relationships built on mutual trust, knowledge sharing, and teamwork (Schuler Jackson, 2007). Together these imply that an organisation which develops employees to acquire better work skills, become more knowledgeable, and achieve higher competencies would be able to effectively promote improved organisational performance. High Performance Work Practices (HPWPs) A key approach to SHRM is high performance work practices (Huselid, 1995). HPWPs are considered by researchers to produce positive effects on an organisations financial and business performance (Appelbaum et al, 2000; Schuler Jackson, 2007). When individuals are provided with the right environment and collaborative team work with adequate job discretion it is highly likely that they would produce high individual performances which collectively would lead to accomplishing a successful organisational performance (Becker Huselid, 2006). In order to do this the management of the organisation should use high performance work practices (Huselid, 1995). In other words use of high performance work practices would impact positively on both individual performance and organisational performance. HPWPs include employee empowerment, employee training, and teamwork (ibid) and talent management and staff retention (Huselid et al, 2005). Likewise high performance HR practices that includes a rigorous selection of staffs and robust training and development systems to increase employee ability levels and skills, supported by comprehensive incentive schemes to motivate employees, and empowering employees, have positive impact on employee productivity and organisational performance (Appelbaum et al, 2000). These HPWPs can lead an organisation to the development of skilled employees who actively engage in producing successful behaviours for the organisation which thus form a key source of competitive advantage to generate mutually beneficial outcomes to obtain higher organisational operating performances (Schuler Jackson, 2007). HPWPs lead to the achievement of these favourable organisational operating performances through the improved social structure within the organisation that greatly assist in better communication and higher cooperation among the work force (Appelbaum et al, 2000). Employee empowerment today is considered as part of talent management (Bux Tay, 2010). Hence, these two key HR practices that are in use at Bank Muscat have been discussed: in the next section 2.2.1, namely, employee empowerment; and talent management, including employee empowerment in Bank Muscat have been discussed in section 3 later. Employee Empowerment Only when individuals are empowered and made to get involved they can become an organisations most valued employees as a consequence of which they would become the right people who can offer value creation both for the organisation and its customers (Sarkar, 2009). Mullins (2007, p.702) defines employee empowerment as, allowing employees greater freedom, autonomy and self-control over their work, and responsibility for decision-making. According to Spreitzer (1995), employee empowerment is a motivational factor that embeds: employee competences and consistent behaviour and ability to initiate and regulate actions, which collectively influences operating performances in the organisation. The concept of employee empowerment is about leaders giving up their control in order to get the desired results for the organisation (Gretton, 1995 in Mullins, 2007). This is supported by Spreitzer (1995) who states that leaders can become more effective if only they can give up their power, but retain responsibility, to their staffs and teams. An effective management of employee empowerment is capable of producing a large number of benefits to an organisation from the top level to the bottom level (Mullins, 2007). By empowering its employees an organisation can improve both the individual ability and the organisational ability to perform successfully (ibid). Further, employee empowerment can be used as a successful organisational tool to raise employee productivity and profits (ibid). Likewise, empowerment facilitates employees to become innovative and render good performance since conflicts can be greatly avoided and more cooperation can be obtained (Spreitzer, 1995). Appelbaum et al (2000) suggest that empowerment enables greater utilisation of employee knowledge, abilities, and skills which in turn makes them cooperate more in the form of teamwork (Spreitzer, 1995). In many organisations HR role is restricted to routine tasks like hiring and firing, implementing the decisions made by others on pay and benefits (Frost et al, 2002). However, if the HR managers are empowered, then they would be engaged in much deeper aspects of recruitment, selection, and retention, employee training and development and focus strongly on workplace diversity which can contribute to increasing their competence and encourage them to empower their staffs in order to enhance the business and financial performance (ibid). Approaches to Talent Management It would be useful to understand the meaning behind two key words: Talent and Talent Management. CIPD of the UK provides two critical definitions on Talent and Talent Management as follows  [8]  : Talent Talent consists of those individuals who can make a difference to organisational performance, either through their immediate contribution or in the longer-term by demonstrating the highest levels of potential. Talent Management Talent management is the systematic attraction, identification, development, engagement/ retention and deployment of those individuals who are of particular value to an organisation, either in view of their high potential for the future or because they are fulfilling business/operation-critical roles. As discussed earlier, Bank Muscat operates in the services sector and by nature is a labour intensive Company whose main objective of running its banking operations is to provide high-quality customer services in banking and finance. And in this pursuit the role of the Banks people is critical in adding value not only to the customer services they render but also add value to Bank Muscat, thus eventually adding value to the Banks stakeholders. In view of the above and given the diversity of the work force of Bank Muscat, talent management at the Bank would have implications for recruitment and selection of competent staffs and staff retention. Further in terms of succession planning the Bank also has a need to mentor/coach future leaders/managers for Bank Muscat. Figure 1 illustrates the Talent Management framework at Bank Muscat which has been reproduced from the talent management framework supported by the Government of Australia for managing skill shortages  [9]  . Accordingly the following HR activities will be discussed here: Staff Recruitment and Selection Strategic Human Resource Development Mentoring Staff Retention. In addition to the above employee empowerment in Bank Muscat has been discussed as part of the Companys talent management practice under the heading Strategic Human Resource Development. Figure 1: Talent Management Framework The major recruitment and selection objective of Bank Muscat is to attract and retain and thus have the right people with core competencies to enable the Bank to continue to maintain its competitive advantage as a the countrys leading bank in terms of profits, net assets, and up to date IT infrastructure. According to Pollitt (2004, p.24) the following are the core competencies expected from the workers by organisations world wide. These are: Well developed leadership skills, The ability to shift attitudes and behaviors, The capacity to exert effective influence and work through others, The talent for successful partnership working and, most importantly, having the potential to adapt quickly to internal and external change, and To get that change owned and embedded in an organization. Given the low level availability of talent with the above core competencies recruiting right people now is much harder for organisations (ibid). This is particularly true in the case of Bank Muscat which requires people with the above skills and consequential difficulties in finding and recruiting such talent within the tight labour market in Oman. Main (2008) asserts that retaining highly skilled staff is a better option than recruiting new talent as recruiting would not only be an expensive option but also would be time-consuming in the present economic conditions, which applies to Bank Muscat as well though staff recruitment and selection process cannot be ignored. Staff Recruitment and Selection As mentioned earlier the labour market in Oman is differentiated in terms of the composition of the workforce (indigenous workers and expatriate workers). Further Oman has a tight labour market (like its other GCC member nations) which makes recruitment and staffing of employees extremely difficult due to the domestic shortage of skilled people on the one hand and the available young work force lack work experience and the required job skills. In the current economic downturn more and more employers are driven by the need to attract and retain workers with high skills and competencies to improve their organisational performances (Lunau, 2009). Many firms in Oman are experiencing low business and Bank Muscat is no exception which is indicated by a 21% drop in its annual profits for 2010 at OR73.7 million (about USD191.4 million)  [10]  . Nonetheless, aided by its human resource planning the Bank is on the look out for new workers to meet its staffing requirements for succession planning as well as its ongoing retail branch expansions. Without clear job descriptions any recruitment and selection process would be a failure (Frost et al, 2005). For example, the recruitment and selection process in some of the Omani public sector undertakings were criticised by the State Audit institution of Oman. The key to Bank Muscats recruitment and selection process is the use of clear job descriptions for recruiting the right people. Further since competence is considered as the critical element of Bank Muscats HR practices, priority is given to internal recruitment through promotions which actually helps the team members to work with maximum initiatives, increased expectations, and higher motivation. Strategic Human Resource Development (SHRD) Incorporating the core competencies of human resources and relating them for improving organisational performance is the purpose of strategic human resource development (Bratton Gold, 2007). When strategic human resource development is aligned the corporate strategies of the organisation it can lead to the creation of organisation-specific knowledge and skills (Garavan et al, 2007) which will also help build the core competencies of human resources. An effective recruitment and selection process should complement and support the training and development process (Boxall Purcell, 2003 in Bratton Gold, 2007). Accordingly, Bank Muscats recruitment and selection process is complemented by its training and development process which primarily focuses on building strong customer relationships. Training for Skill and Competence Development at Bank Muscat For this purpose, the Bank has been operating successfully its own Management Development Centre since year 2005 as part of its SHRD. Each training programme at the Centre is driven by the HR Departments training needs assessment exercise. This internal training and development Centre handles the training of the low-skilled employees on one end and high-skill positions on the other end. Training is imparted by training consultants from Dubai, London, and Australia who are supported by 3 full-time professional trainers of the Centre. The Centres training emphasis is based on self learning and Job-integrated learning. And the taught instructions along with the workshop learning programmes are delivered by the trainers who interact freely on a dialogue-basis rather than on a monologue-basis, encourage the trainees to participate more actively in the training and development process. The newly recruited low-skilled employees undergo a short and vigorous training to skill them for their current jobs. Likewise, mid-level skilled employees are trained on a regular basis to develop their current skills to high skills. In other words, both these skill groups receive training for advancing their careers within Bank Muscat. As for junior executive positions customised training programmes are provided at the Banks cost through the College of Banking and Financial Studies (CBFS), Muscat. These training programmes are revised from time to time to keep them up to date in terms of relevance to meet Bank Muscats HR needs. To ensure this the Banks HR Director and the College engage in the course revisions. Additionally, for senior executive positions Bank Muscat provides fully funded educational support for the MBA programmes from the UK. However, it is left to the choice of the individual staffs to pursue the MBA programmes. Nonetheless, employees from all the three skill-level categories receive full career guidance from the Management Development Centres Career Counsellor. Performance Appraisals in Bank Muscat Staff progress and promotion are based on formal performance appraisals in Bank Muscat. Performance appraisals are carried out mainly by the branch managers and within the Banks Head Office they are carried out by the departmental managers (e.g. Manager SME Department). Informational inputs to the branch and the departmental managers for these performance appraisals come through the 360 degree feedback process (including customer complaints). Employees of Bank Muscat are expected to have knowledge and understanding of the banking products. Therefore, performance of employees in the Bank is measured on the basis of their sales performances in the branches i.e. sale of the banking products (housing and auto loans, special savings accounts, fixed deposit schemes, Bank Muscat Credit Cards, etc). Once the performance appraisal process is completed the concerned managers and their staffs meet to discuss poor performance issues and commendations. This dialogue is facilitated by the open communication (which is continuously kept alive due to the employee empowerment practice in Bank Muscat). To the knowledge of this author the follow-up to poor performances resulted in the issues being solved rather than the same employee being found fault with, in terms of poor performance, again. Accordingly, none of the Banks employees has ever been reprimanded or were subject to any disciplinary actions by the Banks superiors. Employee Empowerment in Bank Muscat As discussed under section 2.2.1 earlier, employee empowerment is part of the talent management practice in Bank Muscat. Employee empowerment in Bank Muscat is carried out through: A simple 15 minutes briefing before the opening hours of the Bank on each first day of the week (which in Oman is Sunday for the Banks only) by the heads of the divisions/Branch Managers with their respective staffs. Direct communications in the form of intra-mail to the staffs from their bosses. Introduction of team-based work groups across SME Banking, Housing Loan, and Auto Loans that are linked with group bonus schemes for the team members. Active encouragement by departmental managers to engage their team members in planning and decision making relating to customer service issues and issues relating to operations. Above all the HR Executives directly report to the Banks CEO. By empowering its employees through delegation their productivity (faster processing of customer services) Bank Muscat has been able to keep its profitability up even in the current recessionary time. Mentoring A key strategy in the talent management is to put together the employees and their mentors to transfer the mentors skills, experience, and work behaviours to up-skill employee competencies in order obtain higher-levels of organisational performance (Murray, 2001). The purpose of mentoring process is to transfer professional, technical, and generic skills to people who will continue working in the organisation (ibid). In other words the mentoring process would help employees to stay with the organisation and thus ensure not only in retaining their talent but also help the organisation in its succession planning (ibid; Main, 2008). For example, banking companies stand to benefit from the mentoring process in the form of decreasing time needed to master customer service skills (Murray, 2001, p.36). Bank Muscats major objective is to capture key organisational knowledge from its senior leaders who are approaching their retirement and ensure knowledge-sharing among all its staffs. Based on the outline provided by Murray (2001, p.36) the other objectives of Bank Muscats mentoring process are: To improve retention by making our experienced and skilled people feel more valued To improve results-profit or other-with people who are more competent, confident, experienced, and motivated To ensure representation of diverse groups at all levels of the organization To enable our people to learn to work with others with different education, ages, cultures, physical abilities, etc. To improve communication across functional and divisional lines. Bank Muscat applies this to its staffs at all levels i.e. from new workers to newly promoted Managers. In particular the following details the formal mentoring process at Bank Muscat: Each newly promoted Manager will be paired with a mentor. New young recruits and those who are in their early career stages are paired with senior staff members for ensuring their training and retention. Senior members of the staff are to identify leadership and managerial talent and coach them to excel in their present and future work. Special rewards are given to managers whose mentoring leads to staff retention (over a 5-year minimum period). During the last 3 years the top management carried out 4 promotions among assistant branch managers and 3 promotions among branch supervisors among the branches in the Muscat area. Staff Retention The noted management consultancy company, McKinsey Company recommends the creation of Employee Value Proposition (EVP) as a strong means to retain talent in organisations (Brannick, 2001). Four elements make up the EVP (ibid, p.30): Great Company Company and its people care mutually for each other. Employees have pride in working for the company. Great Job Employees feel that their work is highly valued and their talents and achievements are duly recognised by their company. Great Leaders People who provide