Understanding Human Behavior & Prejudice can be hurtful and Essay

Understanding Human Behavior & Prejudice can be hurtful and destructive - Essay Example Understanding Human Behavior & Prejudice can be hurtful and destructive The key reason behind the understanding of human behaviour is that all the individuals in an organization cannot be the same in terms of nature, behaviour, personality and attitude (Freeman, 1999, p.229). The modern theories of human behaviour are based upon the differences in each and every individual within an organization. Before the study proceeds to realize and understand the human behaviour, it is important to determine what the human behaviour actually means. Behaviour is specific responses that can be observed directly or indirectly (Griffin and Moorehead, 2011, p.19). Indirect observations can be executed through the attitudes and decision making process of the leaders. On the other hand, direct observation process can be executed through understanding the responses of the individuals in a particular work or organizational environment (Martin, 2005, p.104). This organizational human behaviour process is quite unpredictable and critical to understand. The human behaviour can be classified into three components: motivated behaviour, goal oriented behaviour and caused behaviour. Human behaviour is the factor that depends upon the inner emotion of the individuals, such as anger, motivation, joy and sorrow (Henderson, 1996, p.195). It is important for the leaders to understand the past organizational behaviour in order to make any kind of decision or implement a strategy in the organizational human resource management process (Hernandez and O’Connor, 2009, p.12). ... Each and every individual has a distinctive combination of several characteristics, as behaviour is the outcome of interaction between the environmental and individual characteristics (Dutt, 2008, p.5). Some of these characteristics develop over time or present from the time of birth. These characteristics are known as learned and inherited. Some characteristics (Clawson and Bevan, 2008, p.9) and behaviour types have been provided in the following table: Characteristics Behaviour Relationship Conflict Tolerance Perception about role conflict Huge tolerance for limited role conflict. Significance of Job satisfaction Leaders express intrinsic rewards versus extrinsic less job satisfaction. Work Ethic Attendance Strong value and work ethic related with high work attendance. Interest Diversification Compensation and Salary Measurement Higher interest of performance diversity. Locus of Control Job stress experience Huge stress with external and emphasized locus of control. In order to und erstand the human behaviour, the leaders or managers should understand the Psychoanalytical model. Psychoanalytical model is based upon the ego, id and super ego. Ego generally represents the conscious stage of an individual. On the other hand, id represents the inner pleasure of an individual (Denisi and Griffin, 2005, p.21). Id in an individual can be both constructive and destructive. Destructive tendency of individuals can be dominating, aggressive and fighting (Cardwell and Flanagan, 2003, p.144). Throughout the life of an individual, id generally comes in a conflict with ego. On the other hand, ego depends upon the super ego. In terms of super ego, an individual cannot be aware about the functions of super ego (Guindon, 2010, p.71). Super ego generally represents

Development Of Milk And Dairy Sector In Georgia Marketing Essay

Development Of Milk And Dairy Sector In Georgia Marketing Essay The purpose of the research was to identify the obstacle and barriers which discourage milk and dairy sector in Georgia. Through interviews with experienced people in this field and deep research, the main problems will be ascertained. First I define the current situation in Georgia including Georgian breeds of cows, organizations and projects involved in this sector and the opinion of experienced people about current situation. I gathered information from Danish, Swiss, Indian and American dairy sector reports, which gave the helped me to identify what necessary factors of successful milk sector lacks Georgia. At the end of the research implementation and best possible recommendations and will be offered. INTRODUCTION It has been a long time since milk became an everyday product for humans. Today milk is consumed by many people in their everyday lives and milk production is high in order to satisfy demand. Milk is high in nutritional value; it is a great source of essential Vitamins that are vital to the human organism. Many dairy products are made from milk such as butter, ice-cream, cheese, cottage cheese, flavored milk drinks, yogurt, and cream and so on. Georgia faces some problems with milk production. The local fresh milk is available only seasonally (from April till October), in Winter only imported powdered milk from Ukraine or Belarus is accessible. Another problem is degeneration of thoroughbred cows; they are mixed with local mongrel cows, which results in fewer productivity. Cows in Georgia usually produce two to three tones of milk in a year, comparison to European cows it is twice smaller number. Georgia has a great potential to flourish this sector, but it is not used properly. Some investment, regulatory rules and support from foreign organizations and Ministry of Agriculture is necessary to solve the obstacles and develop milk production sector in Georgia. Many organization are involved in expand the dairy sector and also couple of projects take place, in order give support to local milk producers. FROM FARM TO TABLE 1.1 Cows and lactation process Cows, our main source of milk, produce about four to seven tons of milk each year. The quantity of milk produced by a cow depends on its weight and its diet. Usually a cow weights from 380 to 720 kilograms and produces 12 times its weight of milk each year. A standard cow eats about 770 kilograms of grain, 1 200 kilograms of grass and hay, 2 800 kilograms of silage and drinks about eight gallons of water every day. Everyday a cow needs to eat more than 2 kilograms of hay and grain which contain essential minerals, vitamins and corn. In order to produce a high quantity of milk, a cow must drink water. Farmers use special milking machines twice in a day. It is necessary for every cow to get milked because once their udders are full they start to feel uncomfortable. Milk must be refrigerated after in order to keep it fresh. Milk producers keep milk refrigerated approximately one to two days after which it is loaded on trucks. Special trucks take it to the factory where it is processed. This is where milk is divided into cream and skim milk and is standardized by the fat content. Milk is delivered to the factory from different farms and thus levels of fat vary. The process of differentiating the milk by the amount of fat is called standardization. The level of fat determines the value of the milk and hence the salary of the farmer. In order to enhance the nutritional value of milk, factories add Vi tamin D and Vitamin A (good for strong teeth and bones). This process is called fortification. The next step is packaging and delivering the milk to stores, where it is also kept in the refrigerators to keep it fresh and cool. Then milk has to be pasteurized to kill and remove the harmful bacteria. This is done by heating it to more than 70 (Celsius) degrees and after 15 seconds suddenly cooling it to 2-3 Celsius, which is its normal storing temperature. After pasteurization and cooling, milk undergoes a process called homogenization, where milk is forced through tiny openings under high pressure. The homogenization process is necessary for breaking down the fatty drops of cream, so every globule of milk will have the same level of cream and the cream will not float on the top of the milk. This whole action from standardization to pasteurization is called processing. Milk producers usually test milk for its water level, fat content and the percentage of bacteria. Water usually is not added to milk. However, sometimes it happens that water from machinery is mixed in with milk by chance. The quality of milk is determined by processing and also on the food intake of the cow. The quantity, quality and flavor o f the milk depend on the food which is eaten by the cow. The main components of milk are 87% water, 4% lipid, 5% lactose (carbohydrate), 3.3% protein and 0.7% minerals. But these numbers can vary depending on the cow breed, its diet and the phase of lactation. Although levels of components vary in milks, different kinds of milk can be stored together in the same tanks. 1.2 Milk process model (Based on Cornell University model) 1.3 Condition of lactation Until lactation the farmer has to make sure that the udder, the flanks and the teats of the milk producing animal are clean. Her udder has to be washed and massaged with a warm detergent sanitizer solution. To decrease infectivity, the first flow of milk from each teat has to be separated from other streams of milk because this flow includes all the organisms that entered the teat while it was opening. It is dangerous, when the producing animal has an infected udder, it might hold numerous, potentially harmful, organisms. In such a case, it is likely, that there will be harmful diseases. One of the most hazardous diseases is called Mastitis, which can add numerous organisms in milk. Farmers have to pay careful attention that the cow is milked until the udder is empty because if some milk remains in the udder it will spoil. Milk usually spoils when microorganisms generate noxious and degraded proteins, fat of milk and carbohydrates. The farmer or the personal responsible for lactation of the milk producing animal has to be in good health condition. Hands have to be washed carefully with special bactericidal solution and the nails have to be kept away from dirt. They have to have a clean handkerchief, a surgical mask and wear neat and clean uniforms. Following protocol is obligatory in order to prevent milk from epidemics and harmful diseases, for the personal or the farmer may be carrier of such infections or diseases. The main milk viruses are brucellosis, tuberculosis and Q fever. However there are also other, infrequent, bacteria and diseases found in milk such as pneumonia, toxoplasmosis, streptococcal infections, and anthrax and so on. 1.4 Milk Powder Powder can be manufactured from milk which has much longer lifecycle than fresh milk does. The powder manufacturing process consists of subtracting water from milk at the lowest possible cost under strict hygiene settings. The 87 percent of water which milk contains is removed by boiling it at low temperature and keeping it under reduced pressure. Approximately thirteen kilograms of milk powder can be produced one hundred liters of milk. In order to liquidate milk, it must be mixed with water. Like normal milk, liquidated milk powder must be refrigerated in order to keep it fresh. One of the main reasons why powder is manufactured is the ease of bulk transportation. It is also cheaper than fresh milk. Fresh milk cannot be transported easily for long distances. For example, if in Georgia there is a shortage of milk; neighboring countries (Ukraine or Belarus) do not export fresh milk because it spoils easily during transportation. It is obvious for everyone, that fresh milk tastes bett er and is healthier than powdered milk. The level of fat in powdered milk is almost zero and it may not be fortified with Vitamin D and Vitamin A. GEORGIA 2.1 Current situation in Georgia In 1993, the population of the area presently under the control of the Georgian Government was some 4.8Â  million. In 2005, the number had decreased to less than 4.3Â  million, but the decrease in population has not affected the urban and rural areas equally. The decrease in the rural population was only some 100,000 people, 20% of the total decrease and less than half of what would have been expected. One of the reasons for this is that when the economy fell and jobs were lost, many Georgians returned to their original rural areas and engaged in agriculture as a survival strategy. Georgia is a mountainous country in which the development of livestock production started long ago. It has always been an important part of the agriculture sector and of the national economy in general. Farmers raised cattle, pigs and chicken in the lowlands, while in the highlands sheep farms were the major source of income for many households. The transition has significantly affected the livestock sector in Georgia. During the social unrest in 1992-93 the number of livestock sharply decreased. These numbers began to increase after 1995. Subsistence farmers diversify their production. They usually own milk producing cows, pigs and a few chickens. Milk, meat and eggs are produced for both home consumption and for sale. The daily cash income of rural households largely depends on the sale of livestock products, especially milk, cheese and meat. The interest of certain companies in the private sector in livestock production has increased over the past 15 years which has increased the use of feed crops in Georgia, especially maize and barley. A rapid increase in maize production following Georgias land privatization policies in the mid-1990s is a direct result of the private sectors interest in livestock. 2.2 Herds of cows in Georgia Most herds of cows in Georgia are a mixed breed in origin. There are a number of different breeds that are commonly identified. The major livestock breeds are: Caucasian mountain breed; Megrelain breed; Caucasian Brown breed, Russian Red breed, Black White Russian Friesian breed and Jercy breed. The Caucasian Mountain breed is predominantly found in North-East Georgia and is considered as a small breed. It weighs approximately 275 kg and produces low quantities of milk. This bread is used for mostly for meat production. The Megrelain breed, mostly found in the valley and mountains in the West Georgia, is also a small breed. However, these cows produce more milk than does the Caucasian mountain breed. It produces approximately 500 to 1 500 liters per lactation, depending on the supplementary food that is given to the producing animal. It has a reddish or brownish coat and weights about 300 kilograms. The Caucasian Brown breed produces significantly more milk than both the Megrelian b reed and the Caucasian Mountain breed. These cows are the offspring of Brown Swiss bulls with the local breeds. They weigh about 500 kilograms and produce from 2 500 to 3000 liters per lactation. The Caucasian Brown breed is a great milk and meat source. Currently most Caucasian brown breeds are producing offspring with local breeds and so, over time, if this trend continues the Caucasian Brown breed may no longer have its genetically superior qualities. Another large breed is the Russian Red breed which weights from 450 to 500 kilograms and can produce from 4 000 to 5000 liters of milk. However, similar to the Caucasian Brown breed, it is breeding with local bulls, which will cause the degradation of the original breed. The Black and White Russian Friesian breed, another large quantity milk source, produces 3 000 to 5 000 liters of milk per lactation. However, this breed is so small in number that it is in danger of becoming extinct. The Jercy breed is originally from Denmark and w as brought to Georgia by UMOCR and financed by USDA in 2002. They were sent to two locations; Sagarejo and Signagi. However, pregnant Jercy cows in Sagarejo had adaptation related problems and did not survive. In contrast, the Jercy cow breeds in Signagi have successfully adapted to their new environment and have increased in number since 2002. The Jercy breed is can produce more milk than local breeds can and its milk has higher levels of fat; approximately 4 to 5 percent. Georgian farmers stated that the average milk yield was around 1,200 kg per cow. However, statistical data in the country and by region and district indicates that the average milk yield varied around 1,000 kg. 2.3 Ascertaining the problems through interview #1 Zurab Tskitishvili, director of a milk production factory and a highly experienced man in this field, agreed to give an interview and share his opinion about the current situation in Georgia concerning milk production, issues regarding livestock, and certain unsolved problems. According to Mr.Tskitishvili Georgian livestock production is below its maximum potential capacity. He stated that, livestock producers lack incentives to produce for large markets because of the absence of reliable supply chains for their products. They predominantly continue to produce at near subsistence levels, with low productivity. At the same time, the larger scale Georgian manufacturers of livestock products are not purchasing the amount of raw materials from Georgian livestock farmers that they could be purchasing. He states that, they could tap into the growing urban markets if they decide to invest the time and money. They face formidable challenges and risks in the development of effective supply ch ains for livestock products. They also face challenges associated with high interest rates and aggressive international competition. Faced with these costs and uncertainties, processors have opted to satisfy most of their demand by importing milk powder. According to Mr.Tskitishvili the effect of these constraints is that the supply chain for the main livestock products is dysfunctional. For farmers, it means that their considerable capital asset in the form of livestock is performing far below its potential, leading directly to severe financial difficulties. Nevertheless, there is an opportunity to supply the urban markets with fresh Georgian-sourced products. Most manufacturers of dairy and meat products confirm that Georgian consumers show a distinct preference for such products, which can easily be sold to them when the necessary supply chains are established. The statistics on agriculture in Georgia are not very reliable since most production comes from farms that consume all or most what they produce. However, estimates show a cattle population of some 1.1 million heads, with slowly rising figures. Milk production reached 700,000 tons of milk in 2001, which is insufficient for the Georgian milk and dairy demand. Self-sufficiency is about 60-65% and the remaining milk products are imported. Average yields are not more than 1,000 1,300 kg/cow per year. These low yields are a result of the loss of the former markets, the undeveloped infrastructure and the lack of support services, such as veterinary services, advisory services, artificial insemination and inputs supply (quality seeds and fertilizers). Many farmers are stuck in a low input low-output trap and domestic production suffers from import competition. The decayed state of the irrigation and drainage systems is also a major constraint to increasing (crop) yields and the competitive ness of domestic production with imports. Moreover, a lack of monitoring of the food intake of cows is also a prevalent problem in Georgia. While Georgia is not a heavily polluted country, the garbage disposal system is poor in some areas. Therefore there is sometimes garbage lying around for cows to eat. Certain cow milk does not meet Georgias food safety and quality standards due to the diet of the cow. In order to increase good quality milk production, it is necessary to strictly monitor what cows are eating. If the government were to establish a good garbage disposal system in these regions then cows would only have access to healthy food Electricity is sometimes not available in certain regions, making it difficult to install milking equipment and cooling tanks in those areas. Fodder production and conservation is difficult because of the lack of farm machinery and good seeds. The lack of farm machinery increases dependence on desirable weather conditions which are beyond the control of cattle grazers and farmers. Concentrates are expensive in relation to the price of milk. Milk production is highly dependent on natural grazing, which combined with spring-calving, causes high seasonal fluctuations in milk production. This is again reflected in the price of milk, which varies from around 25 Tetri/kg (25 Tetri is equivalent to 10 Euro cents) in summer to 45 Tetri/kg in winter. Grain can be sold for 55-60 Tetri/kg in winter. The quantity of animal food products produced within Georgia does not meet the Georgian populations demand for these products. In 2005, (the latest statistical data available) the total milk production in Georgia was 788,000 tons or about 65% higher than 1995. During the same period, per capita milk consumption increased from 146 kg to 238 kg or a 63% increase, while imports increased from 228,000 tons to 268,000 tons or an increase of 12.6%. The majority of the increase in total milk consumption was covered by local production, thus reducing dependency on imports and increasing the self-sufficiency ratio from 68% in 1995 to 75% in 2005. The increase in total milk production was mainly due to an increased number of cows. The main reason for low productivity is the short lactation period (250 to 280 days) and the lack of quality winter feed. During the winter cows are generally not milked. They are mainly fed straw and in some cases with hay. Grass is cut late in the summer when it has already lost its nutritional value. The production of fodder crops is limited by the scarcity of the arable land and lack of irrigation. Milk production from cows can be greatly improved by better nutrition management and health control. 2.4 Ascertaining the management of cow feed through interview #2 After the interview, it became obvious that cow food intake is an unresolved problem. Ia Mirazanshvili, a representative of GRM international, discussed in an interview the details of managing cow feed. She works for GRM international, which is leading international development Management Company specializing in the provision of project design, management expertise and technical assistance to development projects for bilateral and multilateral funding agencies, governments and corporations. GRM international is starting a new project in Georgia which will be based on dairy sector development. Ia Mirazanshvili provided me with the current information and future development strategy regarding feed production. About twelve years ago 260,000ha were used for the production of 516,000 tons of cereals, which represented 36% of the local consumption. In 2005, the total land for cereal production increased to 355,000 ha or by 35.6 %, which resulted in the total production of 703,000 tons, cov ering 49% of the local consumption. One third of the total production, 332.000 tons, was used for feed and two thirds for direct consumption by population. According to statistics from the Office of the Ministry of Agriculture, since 2007 farmers interest in cereal production has significantly declined due to an unfavorable domestic price. In 2005/2006 production of maize amounted to 421,000 tons, half of which was used for animal feed. The self-sufficiency ratio in maize is between 97 percent and 100 percent. In the country, there is only one feed mill located in Marneuli, some 40 km south of Tbilisi. The mill is owned by the Dogan Company from Turkey. It has a capacity of 1 t/h of feed for fish and 5 t/h of feed for cattle. The information on the total volume of feed sold in one year is not available. The mill is not equipped with an analytical laboratory or quality control system. There are no tariff or non-tariff barriers for the importation of compound feed. The majority of sma ll to medium-sized farms do not use compound feed. However, in view of the expected increase in meat consumption (in 2005 per capita meat consumption was 32,5 kg compared with 29 kg in 1995, a 12% increase) and the necessary changes in pig production systems, Mrs. Mirazanshvili assumes that the demand for compound feed, particularly for monogastric animals would increase in the near future. As for the livestock sector, improvement of the local market for locally produced milk and dairy products, stabilization of prices close to their present levels and an increase in milk yields per cow could have a positive impact on demand for milk replacements for calves and on the consumption of compound feed for dairy cattle. Although there is a limited (niche) market for quality beef, it is difficult to assume that cereal based beef production will play an important role in the cattle sector of Georgia. The future development of the feed industry in the country will greatly depend on the level of self-sufficiency in cereals, and the world market prices of cereals and other imported components. It may be assumed that the consumption of cereals for feed production would increase parallel with an increased yield from cereals presently very low at 2.0 tons/ha to a higher level, which should be attainable in the local agro-climatic conditions and improved agronomy. 2.5 Organizations involved in improvements of Georgias milk sector From the interview with her it became obvious that this field is considered an important field by many Georgian and foreign organizations. GRM international along with NGOs and other prominent organizations are involved in the Georgian dairy industry. The Swedish International Development Agency (SIDA), through its implementing agency OPTO International, is managing the ongoing Support to the Milk and Dairy Sector in Georgia project. This project has developed three main components the mobilization and capacity building of small dairy farmers/householders and development of supply chains for milk and dairy products; the establishment of an industry association, the Dairy Industry Promotion Association (DIPA); and improved Food Safety information. The World Bank (WB) is currently preparing a Livestock Development Programme. The formulation report for this project has been presented and the project design is to be discussed in July. UMCOR has carried out agricultural projects in Georg ia since 1997. Although they are not engaged in any project currently, they are assessing potential projects in two regions; Shida Kartli and Samtskhe Javakheti. In both regions they are conducting soil tests and looking at farmer association opportunities. The Georgian Ministry of Agriculture and Food (MAF) imported 10,000 doses of semen from Worldwide Sires in the US (Brown Swiss, Jersey and Holstein), of which 3,000 doses, mainly Jersey, are left. MAF are in the process of importing 500 in-calf heifers (300 Brown Swiss and 200 Holstein). They are planning to distribute up to 30 animals to individual farmers (2,000 Euro per cow). GTZ have their Developing Agrarian Sector project, which has been operating for the past two years. This assists MAF in developing their Food Quality and Safety standards. They have two pilot regions: Samtskhe Javakheti for beef production and Shida Kartli for fruit production. In addition, GTZ ran the Business Development Programme in Borjomi a Regional Development Initiative project with US$ 3.5 million funding from BTC Partners (BP), which ended at the end of 2008. The project was established for a year and a half, concentrating increasing milk production from cows and honey production from bees. They have 1,300 farmers with 5,000 cows, all of which have been registered and ear-tagged. Animal health is a key component of the project; 30% of cow blood samples have been taken and tested. 2.5 SWOT analysis The genetic straits of milk producing cattle in Georgia are problematic in establishing a thriving dairy industry. In order to move one step forward, the genetics of cows in Georgia needs to be improved. Only certain types of cow breeds can produce desirable quantities of milk to fuel a large dairy industry. We can assume that genetic improvement should be an integral and essential element of a complete strategy and national program for dairy development. Perhaps the development of the cattle sub-sector in Georgia could be a part of the solution. Potentials and constraints are summarized in the SWOT analysis above. Defining breeding objectives (e.g. assessment of the market and the future demand for products, increased milk production, type of milk required, desired characteristics of cattle with regard to production systems and methods, etc) is the first step towards the treatment and development of the sub-sector. This should be done by farmers on local levels and coordinated at th e level of the state. SWOT Analysis of Current Production Systems Strengths a) High demand for milk and milk products: in 2005, the country imported 268,000 tons of milk (mainly milk powder) or 25% of the total milk consumption; b) Growing per capita consumption of milk: from 146 kg in 1995 to 238 kg in 2005; c) Nutritional habits of the population and a diet that includes daily consumption of cheese (particularly local types such as Sulguni and Imeruli) and fermented products; d) More than sufficient numbers of cows: in 2007, there were about 700.000 milking cows; e) 276,000 he of pasture land. Weaknesses a) Low productivity of cows about 1000 kg; b) Poor and inadequate nutrition, particularly during the winter; c) Short lactation period 250 to 280 days; d) Poor management of dairy cows and inadequate housing; e) Lack of sanitary control and inadequate veterinary support (TBC, brucellosis, mastitis); f) Difficult access to credit; g) Lack of extension service support; h) Poor rural roads and difficulties in sale of liquid milk to processors; i) Orientation of processors to use reconstituted milk for the production of fermented products. j) Lack of legislation and regulatory measures governing animal production and genetic improvement (food law, animal production laws and regulations). Opportunities a) Meeting the existing demand: local market can absorb 30 to 40 percent higher quantities of locally produced milk and milk products; b) Improved productivity, utilization and management of pastures and meadows (e.g. re-seeding, fertilization, mechanization, conservation of hay and grass silage); c) Increased production of food crops by rational utilization of land and water resources, including use of fallow and temporarily uncultivated land and rehabilitation of irrigation systems; d) Improved utilization of the existing genetic resources by better nutrition, housing, health care and management including separation of males from cows, use of healthy and licensed bulls for natural mating and use of locally produced and imported semen for selected best cows as potential bull mothers; e) Development of market and profit-oriented breeding objectives (e.g. increase in milk yield per cow, increase in slaughter weight of beef, decrease in the total number of cows) and of producer driven, owned and managed breeding programs aimed at genetic improvement through identification of animals, establishment of recording of productive and functional traits, genetic evaluation, use of the best local and imported bulls for natural mating and A.I. including the establishment of herd books of nucleus (elite) national herds of selected breeds and of the improved technical and business cooperation with European and world breed associations; f) Functional cooperatives and producers associations with their own extension and marketing services including milk collection centers established within the framework of development assistance projects with potential of spillover effects. g) Improved institutional framework (producers associations, commercial organization, extension, veterinary care, research) and human resources (training of farmers and technicians, international technical and commercial cooperation) in support of the attainment of policy, production and breeding objectives. h) Approval of legislative measures related to animal production, protection of consumers and safety of food; Threats a) Substantial decline in world prices of milk powder and butter; this may lead to an increase in import of skimmed milk for reconstitution and production of fermented products from imported material; b) Further decline in genetic potential and production capacity due to inbreeding and uncontrolled mating within herds and nahiri (group of animals from a village or from several owners grazing communal pastures); c) Further increase in number of cows with low genetic potential in reply to increased demand for milk and the lack of cows with higher genetic potential; d) Overgrazing of existing public pastures by an increased number of cattle; e) Outbreak of diseases and their spread throughout of the country due to inadequate control of movements of animals and the lack of existence of systems for identification and registration of animals and cattle keeping holdings. 2.6 Risk Analysis The Terms of Reference highlighted a number of risk factors that may affect the project accomplishment. An evaluation of these factors has been made during the Inception Phase with the following findings: Factor Risk Economic growth Economic crisis, low or negative growth Public finance Budget limits restricting Georgian partner responsibility Quality of public Corruption administration Agricultural development Policy mistakes, for example re-collectivization Dairy Sector Growth Stagnant raw milk supply; stagnant consumer demand Stalled reform of rich countries Continued export subsidies, low international powder agricultural and trade policies, prices especially as to expert subsidies Worsening of South Ossetian Refusal of Ossetian and Georgian work together security Conflict problems III. SOLUTIONS AND RECOMMENDATIONS In Georgia, 80% of milk is produced in the spring and summer, although demand for dairy products is greatest in the winter. Provided farmers can manage the additional husbandry, milking cows over winter is more profitable, as the winter price is usually twice or even three times that of the summer price. The SMDSP Project has been implementing a winter milk program including three activities. These include: planting of forage crops in each village, autumn calving, and special winter feed demonstrations, including trials and cost benefit analyses in concentrate usage and for the future silage maize. The lack of forage (hay and silage) is a major factor for promoting the seasonal calving during the spring. To extend the lactation period through year-round calving, the Project is promoting protection of forage crops through forage demonstrations in each Dairy Farmer Association (DFA). The planting and harvesting of forage crops is managed by the members of the DFA, who benefit from the output of the demonstrations. There is evi

Lincoln and The 1864 Presidential Election Essay -- Government

The 1864 presidential election was one of the important elections in the American History. In the middle of a devastating civil war, the United States had held its presidential election almost without discussing any alternative (American President: A Reference Resource). None of the other Democratic nations had ever conducted a national election during the time of war. While there was still talk going in postponing the election. That was when Lincoln pointed out that America needs a free government and without conducting the election we have ruined ourselves (Boller P.115). So, before even the year had ended United States had gone forward with its voting just as in peacetime. This was one of the deeply anxious election outcomes for both, the Republican and Pro-war Democrats. They both joint together and formed the National Union Party, which re-nominated Lincoln and selected Andrew Johnson, of Tennessee a prominent War Democrats. The campaign of 1864 was noisy and abusive. The threat posed by the Democratic Party, which met in Chicago in August. The Democrats came forward boldly and proclaimed the Civil War a failure, demanded the immediate ending of hostilities, and called for the convening of a national convention to restore the Union by negotiation with the Confederate government (American President: A Reference Resource). The Democrats nominated General George B. McClellan, former commander of Union forces whom Lincoln had fired because of his failure to pursue Confederate General Robert E. Lee's army after the battle at Antietam in 1862. Some of the Radical Republicans were completely against Lincoln’s reelection (Mintz). Lincoln then had asked the congress to seat representative from the three recently conquered Con... ... to George W. Bush. January 2004. Chadwick, Bruce. Lincoln For President. Sourcebooks, Naperville: Illinois, 2009. McNamara, Robert. The Election of 1860 Brings Abraham Lincoln to the White House: Presidential Politics at a Time of National Crisis. Retrieved: March 29th, 2012. http://history1800s.about.com/od/presidentialcampaigns/a/1860election.htm Mintz, S. The 1864 Presidential Election. Digital History. (2007). Retrieved: March 30th, 2012. http://www.digitalhistory.uh.edu/database/article_display.cfm?HHID=121 Walsh, Kenneth T. The Most Consequential Elections in History: Abraham Lincoln's Victory in 1864 Led to the End of the Civil War: Lincoln's victory in 1860 triggered the Civil War, and his victory in 1864 allowed him to win it. Retrieved: March 29th, 2012. http://www.usnews.com/news/articles/2008/07/30/the-most-consequential-elections-in-history

Change management Essay

Change management is an approach to transitioning individuals, teams, and organizations to a desired future state. In this assignment I will be covering Rollin and Christine Glaser’s (1992) five elements to improve team effectiveness, IT management competencies, reasons for mergers and acquisitions in reference to South African businesses and roles leaders should play during the change process. In the aim to provide one with a better understanding of and insight of change management. Question 1 Rollin and Christine Glaser (1992) the five elements that contribute to the level of a team’s effectiveness over time. These are: †¢ Team mission, planning and goal setting; †¢ Team roles; †¢ Team operating processes; †¢ Team interpersonal relationships; and †¢ Inter team relations. Team mission planning and goal setting The most effective teams have a strong sense of their purpose, organize their work around that purpose, and plan and set goals in line with that purpose. Teams and individuals within teams must have a clear understanding of their objectives. Clarity of objectives together with a common understanding and agreement of these objectives are fundamental. Locke and Latham have identified that the very act of goal setting was a prime motivator for a team; the more your team sets clear goals the more likely it is to succeed. When implementing clear goal setting in a team it will increase the effectiveness ratio. Clear goals are even more substantial when teams are involved in change, partially because unless they know where they are going  they are unlikely to get there, and partly because a strong sense of purpose can mitigate some of the more harmful effects of change. Team roles The team should comprehend their own and other team members roles, and how these link to achieving the team objective. This becomes even more important with teams based remotely and some that are part-time working. The best way for a team to achieve its goals is for the team to be structured logically around those goals. Individual team members need to have clear roles and accountabilities. They need to have a clear understanding not only of what their individual role is, but also what the roles and accountabilities of other team members are. Clear roles have two useful functions. It contributes to a clear sense of purpose and it provides a supportive framework for task accomplishment. Team operating processes A team needs to have certain enabling processes in place for people to carry out their work together. These processes can be seen as ground rules for a team to adhere to. Certain things need to be placed that will allow the task to be achieved in a way that is as efficient and as effective as possible. Processes deals with the issues and decisions and how the team will respond to them in an efficient and effective way without disrupting the work process within the team. During the change process when team change typically puts pressures and priorities it can isolate people away from the team, the team operating processes can act like a lubricant, enabling a smooth healthy team to continually function. Areas that a team need actively label by discussing and agreeing include: †¢ Frequency, timing and agenda of meetings; †¢ Problem-solving and decision-making methodologies; †¢ Ground rules; †¢ Procedures for dealing with conflict when it occurs; †¢ Reward mechanisms for individuals contributing to team goals; †¢ Type and style of review process. Team interpersonal relationships To encourage team members to communicate with one another, share information, communicate openly, respect differences, which will increase relationships and understandings within the team. This all helps to build trust and a better working atmosphere. To achieve clear understanding of goals and roles, the team needs to work together to agree and clarify them. Operating processes must also be discussed and agreed. To achieve this level of communication, the interpersonal relationships within the team need to be in a relatively healthy state. Allowing for open communication that is assertive and task focused, as well as creating opportunities for giving and receiving feedback aimed at creating development. High levels of trust within a team are the foundation for coping with conflict. Inter-team relations Regular communication flows between teams are essential as they help to keep up with changing situations and ensure the right thing is being delivered. Teams cannot work in isolation with expecting in achieving their organizational objectives. The nature of organizations today are complex, sophisticated and with increasing loose and permeable boundaries. Teams need to connect more. It is also because the environment is changing faster and is more complex, so keeping in touch with information outside of your own team is a basic survival strategy. Question 2 IT MANAGEMENT COMPETENCIES †¢ Business deployment: A systematical procedure of implementing an activity, processes, programs, or systems to all concerning areas of an organization to achieve a particular outcome. Communicate the value offered by emerging IT organisations. This needs to be coupled with the use of IT teams, with good knowledge of IT, to improve IT solutions. Examination of the potential business value of new, emerging IT Utilization of multidisciplinary teams throughout the organization Effective working relationships among line managers and IT staff Technology transfer, where appropriate, of successful IT applications Platforms and services Adequacy of IT-related knowledge of line managers throughout the organization Visualizing the value of IT investments throughout the organization Appropriateness of IT policies Appropriateness of IT sourcing decisions Effectiveness of IT measurement systems †¢ External networks: The network outside a team’s internal network environment which can’t be controlled by the team or the organization. These needs are to create close partnerships with external companies to create more organisational awareness. Existence of electronic links with the organization’s customers Existence of electronic links with the organization’s suppliers Collaborative alliances with external partners (vendors, systems integrators, Competitors) to develop IT-based products and processes. †¢ Line technology leadership: Line technology leadership is a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task within the IT management environment. It is having the ability in organizing a group of people to achieve a common goal. Users such as line managers and senior managers need to participate actively in leading IT  initiatives. Line managers’ ownership of IT projects within their domains of business responsibility Ability of employees throughout the organization to serve as Project Leaders. †¢ Process adaptiveness: The ability to change and adapt suitably and accordingly to suit the IT climate and are able to conform to the new conditions by means of modification. It is also about the companies track record in restructuring its processes, and the existence of an environment where employees can find and explore the functionality of IT systems. Ability of employees throughout the organization to learn about and subsequently explore the functionality of installed IT tools and Applications restructuring of business processes, where appropriate, throughout the organization Visualizing organizational activities throughout the organization. †¢ IT planning IT planning is the process of thinking about and organizing the activities required to achieve a desired goal within an information technology environment. It involves the creation and maintenance of a Strategic plan. The thought process is essential to the creation and refinement of an IT plan in relation to strategic planning, or integration of it with other plans. It combines with developments with the preparation of scenarios of how to react to them. Integration of business strategic planning and IT strategic planning Clarity of vision regarding how IT contributes to business value Effectiveness of IT planning throughout the organization Effectiveness of project management practices. †¢ IT infrastructure IT infrastructure is a combined set of hardware, software, networks, facilities, etc. In order to develop, test, deliver, monitor, control or support IT services. It controls the restructuring, design and architecture of data and networks etc. It is also about the appropriateness and flexibility of the underlying infrastructure which allows innovative IT practices to be emerged. restructuring of IT work processes, where appropriate Appropriateness of data architecture Appropriateness of network architecture Knowledge of and adequacy of the organization’s IT skill base Consistency of object (data, process, rules) definitions Effectiveness of software development practices. Question 3 Growth A lot of commercial mergers and acquisitions are about growing and expansion. Growth normally involves acquiring new customers. Merging or acquiring another company enables a faster way of growth, which detours around the unnecessary, long, tedious and uncertainty process of internally generated growth. It brings with it the risks and challenges of understanding the intended benefits of this activity. The appeal of immediate revenue growth must be weighed up against the negatives of asking management to run an even larger company. Massmart a South African firm has merged with American giants Wal-Mart in hopes to create more and new customers. It can also be about getting access to facilities, brands, trademarks, technology or even employees. This strategy was used to implement growth and expansion in this particular industry. Synergy It’s the cooperation of two or more organizations to produce a combined effect greater than when they were separate . If two organizations are  thought to have synergy, this indicates the potential ability of the two to be more successful when merged than they were apart. This usually translates into: Operating synergies are those synergies that allow firms to increase their operating income from existing assets ,increase growth or both. †¢ Growth in revenues through a newly created or strengthened product or service (hard to achieve) †¢ Cost reductions in core operating processes through economies of scale (easier to achieve) †¢ Financial synergies such as lowering the cost of capital (cost of borrowing, flotation costs) †¢ More competent, clearer governance (as in the merger of two hospitals). However, there may be other gains. Some acquisitions can be motivated by the belief that the acquiring company has better management skills, and can therefore man age the acquired company’s assets and employees more successfully in the long term and more profitably. Mergers and acquisitions can also be about strengthening quite specific areas, such as boosting research capability, or strengthening the distribution network. Diversification Diversification is about growing business outside the company’s traditional industry. This type of merger or acquisition was very popular during the third wave in the 1960s (see box). Although General Electric (GE) has flourished by following a strategy that embraced both diversification and divestiture, many companies following this course have been far less successful. Diversification may result from a company’s need to develop a portfolio through nervousness about the earning potential of its current markets, or through a desire to enter a more profitable line of business. The latter is a tough target, and economic theory suggests that a diversification strategy to gain entry into more profitable areas of business will not be successful in the long run (see Gaughan, 2002 for more explanation of this). A classic recent example of this going wrong is Marconi, which tried to diversify by buying US telecoms businesses. Unfortunately, this was just before the whole teleco ms market crashed, and Marconi suffered badly from this strategy. Integration to achieve economic gains or better services Another increasingly common motive for merger and acquisition activity is to achieve horizontal integration. A company may decide to merge with or acquire a competitor to gain market share and increase its marketing strength. Public sector organizations may merge purely to achieve cost savings (often a guiltily held motivation) or to enhance partnership working in the service of customers. Vertical integration is also an attraction. A company may decide to merge with or acquire a customer or a supplier to achieve at least one of the following: †¢ A dependable source of supply; †¢ The ability to demand specialized supply; †¢ Lower costs of supply; †¢ Improved competitive position. An example of this in South Africa is when Glaxo-Smith Kline (GSK) one of the largest pharmaceutical company worldwide decided to merge with Aspen Pharmaceuticals (Largest Pharmaceutical Company in South Africa) in order to get a better hold of its market position in Africa and by obtaining tenders and contracts by the government to supply local communities within South Africa generic medication and also anti-retrovirals. Defensive measures Some mergers are defensive and are a response to other mergers that threaten the commercial position of a company. Pressure to do a deal, any deal  There is often tremendous pressure on the CEO to reinvest cash and grow reported earnings (Selden and Colvin, 2003). He or she may be being advised to make the deal quickly before a competitor does, so much so that the CEO’s definition of success becomes completion of the deal rather than the longer-term programme of achieving intended benefits. This is dangerous because those merging or acquiring when in this frame of mind can easily overestimate potential revenue increases or costs savings. In short, they can get carried away. Feldmann and Spratt (1999) warn of the seductive nature of merger and acquisition activity. ‘Executives everywhere, but most particularly those in the world’s largest corporations and institutions, have a knack for falling prey to their own hype and promotion.  Implementation is simply a detail and shareholder value is just around the corner. This is quite simply delusional thinking.’ Question 4 There are various views about the role a leader should play in the change process †¢ The machine metaphor implies that the leader sits at the top of the organization, setting goals and driving them through to completion. †¢ The political system metaphor implies that the leader needs to become the figurehead of a powerful coalition which attracts followers by communicating a compelling and attractive vision, and through negotiation and bargaining. †¢ The organism metaphor says the leader’s primary role is that of coach, counsellor and consultant. †¢ The flux and transformation metaphor says the leader is a facilitator of emergent change. Different types of leaders have different types of role. Local line leaders These are the front-line managers who design the products and services and make the core processes work. Without the commitment of these people, no significant change will happen. These people are usually very focused on their own teams and customers. They rely on network leaders to link them with other parts of the organization, and on executive leaders to create the right infrastructure for good ideas to emerge and take root. Executive leaders These are management board members. Senge does not believe that all change starts here. Rather, he states that these leaders are responsible for three key things: designing the right innovation environment and the right infrastructure for assessment and reward, teaching and mentoring local line leaders, and serving as role models to demonstrate their commitment to values and purpose. Network leaders Senge makes the point that the really significant organizational challenges occur at the interfaces between project groups, functions and teams. Network leaders are people who work at these interfaces. They are guides, advisors, active helpers and accessors (helping groups of people to get resource from elsewhere), working in partnership with line leaders. They often have the insight to help local line leaders to move forward and make changes happen across the organization. The interconnections are hard to achieve in reality. We have observed the following obstacles to achieving smooth interconnection between the different roles: †¢ Executive leaders are busy, hard-to-get-hold-of people who can become quite disconnected from their local line leaders. †¢ Executive leaders and local line leaders rarely meet face to face and communicate by e-mail, if at all. †¢ Network leaders, such as internal consultants or process facilitators, are often diverted from their leadership roles by requests either to perform expert tasks or to implement HR-led initiatives. †¢ Network leaders may be busy and effective, but are usually undervalued as leaders of change. They often have to battle to get recognized as important players in the organization. Senge’s model recognizes the need for all three types of leader, and the need for connectivity between different parts of the organization if change is desired. Conclusion: It’s more appropriate in anticipating objections than to spend your time putting out fires,(prevention is better than cure) and understanding how to overcome resistance to change is a essential part of any change management plan. Expecting resistance to change and planning for it from the start of your change management course of action will allow you to effectively and effectively manage objections. Not dealing with change proactively is one of the larger downfalls. In the end all sources of resistance to change need to be acknowledged and employee’s emotions validated in order to move forward with the change. Index Page Glossary of terms Introduction Question 1- Rollin and Christine Glaser (1992) five elements to improve team effectiveness Question 2- Discussing five categories of IT management competences Question 3- Reasons for mergers and acquisitions in reference to South Africa Question 4- Roles leaders play in the change process Conclusion Bibliography and References Glossary of terms Restructuring: This type of corporate action is usually made when there are significant problems in a company, which are causing some form of financial harm and putting the overall business in jeopardy. The hope is that through restructuring, a company can eliminate financial harm and improve the business Acquisition: An act of purchase of one company by another. Merger: The combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company. Change: The act or instance of making or becoming different. Resistance: The refusal to accept or comply with something, the attempt to prevent something by action or argument. Cognitive: The mental process of knowing, including aspects such as awareness, perception, reasoning, and judgment. References and bibliographies Cameron ,E, Green ,M. â€Å"Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of Organizational Change†. Kogan Page Publishers, (2012) Kotter, J. (July 12, 2011). â€Å"Change Management vs. Change Leadership -What’s the Difference?† Filicetti, John (August 20, 2007). â€Å"Project Management Dictionary†. Conner, Daryl (August 15, 2012). â€Å"The Real Story of the Burning Platform†. Anderson, D. & Anderson, L.A. (2001). Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders.

American Latinos: Cubans, Mexicans and Puerto Ricans

Three of the most dominant Latinos present in the American society today are the Mexican (66. 9%), Puerto Ricans (8. 6%) and Cubans (3. 7%) (Ramirez & Cruz, 2003, 20). Aside from the fact that all three groups speak Spanish, all share common cultural backgrounds that differ from the US mainstream society. For one, the Latinos are very family oriented and keep extended families at home (Driscoll et al, 2001, 255; Andersen & Collins). In most Latino families, grandparents live with one of their married children or married children live with their parents. Sometimes relatives also live with the nuclear family.Grandmothers played a significant role in the lives of Latino families, they help in raising their grandchildren and act as advisers. Latino parents also want their children to live with them until they get married. Such culture conflicts with the US mainstream society where independence and self-reliance is largely emphasized (Andersen & Collins, 1995, 263-265). Keeping an extende d family in the home is not popular in US culture; in fact, children are expected to leave their homes when they reach eighteen. Children who still live with their parents at that age are looked upon as dependent.Unlike Latino grandparents, older women in mainstream society exercised less power over their married children and more often than not suffer from depression due to an empty nest syndrome. Moreover, the prevalent individualistic culture of mainstream society in the US do not allow for too much dependence with other people even with their own family. The Americans worked hard in their entire life to support their old age. Unlike the old Latinos that were taken cared of in the home when they are sick, aged Americans are usually cared for in foster homes or hospices.Americans viewed too much dependence on others as a sign of laziness and irresponsibility (Andersen & Collins, 1995, 265). Latinos hold double standard for men and women. The honor of Latino family rest on the sexu al behavior of their women. Women must keep their virginity at all cost until marriage and be differential to men in their sexuality. Although Hispanics in the twentieth century may not hold the same strict sexual values, the tradition of maintaining virginity until marriage continues to be a cultural imperative.However, married women are supposed to accept a double standard for sexual behavior by which their husbands may have sexual affairs with other women. This double standard supports the Latino stereotype of machismo. Many males celebrated their adolescence by visiting prostitutes and their father, uncles or older brothers pays for sexual initiation. Adolescent females on the other hand hold debuts that emphasize their virginity (Andersen & Collins, 1995, 264-266).Unlike in US mainstream society, there is an equal standard on male and female sexual behavior, males and females are expected to give up their virginity at a young age around 15 or 16. Their peers ridiculed them if t hey are still virgins at 18. This difference in sexual behavior had caused tensions especially among American adolescents and female Latinas who were taught to keep their virginity at all cost. At present however, due to American cultural influence, younger Latinas now find themselves challenging traditional sexual mores (Andersen & Collins, 1995, 256).In Latin society, female concept of goodness is connected by their being a martyr or submissive to their husbands and to their family. Male superiority had its roots also in machismo. Adult males, however, gave a higher respect and reverence for their mothers. Moreover, in Latino families, women are traditionally regarded as homemakers, as much as possible they stay in the home to care for the family while the men provide for them. American cultural influence however changed the Latino culture especially as the Latinos become exposed to the independent and liberated behaviors of the Americans (Andersen & Collins, 1995, 265-266).II. Me xicans and Mexican Americans Due to American conquest of Mexico and the granting of US citizenship in 1848 through the treaty of Guadalupe Hidalgo, Mexicans became a part American society. In the years 1880’s and 1940’s, many of them migrated to America as laborers. Due to the proximity of America to Mexico, many entered the country as illegal immigrants (Andersen & Collins, 1995, 249). Like most Latino cultures, Mexican families are patriarchal in nature. Patriarchal families are important instruments of community life and nuclear family units are linked together through an elaborate system of kinship and god parenting.Women are regarded as subordinates to men and are expected to take care of the family while the men work to provide for them. Machismo is also a part of their culture, with men celebrating manhood through the conquest of many women and acting as superior. Mexican families also recognize extended family network, particularly the system of compadrezo or g odparenting. In Mexican society, godparents are an important factor that links family and community. Compadrezos are expected to act as guardians, provide financial assistance in times of need and to substitute in case of death.Because of their devotion to catholic faith and machismo, Chicanos do not approve of homosexuality (Andersen & Collins, 1995, 254; Driscoll et al, 2001, 256) In spite of the influence of American culture, racism, segregation and proximity to Mexico help the Chicanos (Mexican-American) to maintain some traditional family practices although the imposition of American law and custom ignored and ultimately undermined some aspects of the extended family. Wives are now exercising power over their husbands as they entered the workforce.Unfortunately, even though both work, most men do not help in household chores so that chicanas are prone to stress. . New generation Chicanos, on the other hand, demands independence like their US counterparts and most likely engaged in intercourse at a lower age (Andersen & Collins, 1995, 230; Spence, 2003). Since many of the Mexicans entered illegally in the US, many of them were not able o move freely in American mainstream society causing so much stress on their part. Like the rest of the Latinos, Chicanos are at risk for developing asthma, diabetes, and AIDS (Center for Disease Control, 2008).Illegal immigrants however, refuse to see a doctor when they got sick as they are afraid to be deported (Figueroa & Griffin, 2006, 2). II. Puerto Ricans Puerto Ricans are the poorest group of all the Latinos and generally are the most dark-skinned. Puerto Ricans first entered the country in 1898 when the United States take possession of Puerto Rico during the Spanish- American War (Andersen & Collins, 1995, 229). The family is patriarchal in nature, with men acting as providers and protectors and women as homemakers.Men do not take part actively in domestic chores and caring for their children although they are expect ed to be affectionate to them. Machismo is also a part of thier culture, subordinating women to men and men perceived as having a higher sexual drive. Men enjoy more freedom in public than women do and it is expected that they have many female conquest. Male dominance is met with a woman’s submissiveness and in the belief that a woman’s virtue is further enhanced by being patient and forbearing toward their men although generally women mistrust their men.Puerto Rican women however, in spite of the demands of being patient and forbearing, do not see themselves as resigned females but as dynamic homemakers. Although conscious of their subordinate status to their husbands, wives are also aware of their power and the demands they can make. They can choose to live with the man or leave him when he turns out to be abusive. Furthermore, Puerto Rican women regarded motherhood as a woman’s greatest satisfaction in life based on their concept of marianismo. Virgin Mary is seen as a woman’s role model (Andersen & Collins, 1995, 255-260).Ideal family relations are based on two interrelated themes, family unity and family interdependence. Family unity refers to the desirability of close and intimate kin ties, with members getting along well and keeping in frequent contact despite dispersal and getting together during holidays or celebrations. Family unity is viewed as contributing to the strengthening of family interdependence. They believe that the greater the unity in the family, the greater the emphasis family members will place on interdependence and familial obligation.Despite the adaptation to American life, Puerto Rican families are still defined by reciprocity among family members, especially those in the immediate family kinship group. Individuals in Puerto Rican families will expect and ask for assistance from certain people in their social networks without any derogatory implications of self-esteem. The older women expect to be taken cared of during old age by their adult children (Andersen & Collins, 1995, 255-260). Although emotional and physical closeness among women is encouraged by the culture, over acknowledgment of lesbianism is even more restricted than in mainstream American society.In fact, rejection of homosexuals appears to be the dominant attitude in the Puerto Rican community forcing homosexuals to lead a double life although the American concept of equality and individual rights threatens this belief (Andersen & Collins, 1995, 260). Concerning their health, Puerto Ricans have higher risk for AIDS since they least likely get married. They also have the highest rate of developing diabetes among the Latinos (Center for Disease Control, 2008). In recent times, the culture of male dominance is being challenged in Puerto Rican families especially that women also now work.Daughters however are expected to care for the home while their brothers work. New generation Puerto Ricans also engages in sex at an earlier age as compared to their island counterparts. Children also demands more independence from parental control (Shaefer, 2006, 239; Andersen & Collins, 1995, 255). IV. Cubans The Cubans first entered America as political refugees during the Cuban revolution in 1959. They are the most successful of all the Latinos since most of them are professionals and the US government assisted them (Schaefer, 2006, 247; Andersen & Collins, 1995, 229).The Cuban family is also patriarchal in nature and the concept of machismo is very much entrenched in their nature perhaps largely because they had been the last Latin nation to be liberated from Spanish control and their lives had been dominated by military struggles. The ingrained machismo concept had caused much regression and assimilation conflict in Cuban males in America. Cubans in America are permitted to have sexual relations with American women as long as they do not forget to marry a Cuban girl.Men do not do household chores because it decreases their machismo. Women are regarded as subordinates although women are now asserting more authority in the Cuban American home as they entered the workforce. However, women still respect male superiority and ask for their approval when joining clubs or engaging in social activities. The importance of extended families also diminished; god parenting-role is lessened. Cuban Americans do not accept homosexuality and were repulsed by the fact that some men chose to discard their male power to act as women.However, unlike the Americans who regarded both persons of the same sex who engages in intercourse as homosexuals, the Cubans only regarded homosexual the person who assumes the position of a woman in intercourse (Schaefer, 2006, 250; Andersen & Collins, 1995, 229). Many Cubans however publicly proclaimed that they would like to return to Cuba someday when Castro’s government is overturned and so they desired not to be all too adaptive to American culture (Schaefer, 20 06, 250). V. ConclusionThe Latino culture of family dependence through extended families, male superiority, women chastity and homosexual repugnance is being challenged in the American mainstream society. As they live in America, Latino family structure suffer changes in gender roles wherein women now asserts some form of authority , independence and sexual freedom. Parents and extended families also exert lesser power over the new generation. With regard to health issues, the Mexican illegal immigrants are at a disadvantage in accessing health care while the Puerto Ricans are at a higher risk for contracting AIDS and diabetes.References Andersen, Margaret and Patricia Collins. (1995). Race, Class and Gender, 2nd ed. Belmont: Wadsworh Publishing Company. Center for Disease Control. (2008). Health Disparities Affecting Minorities. Retrieved March 14, 2008 from http://www. nlm. nih. gov/medlineplus/hispanicamericanhealth. html Driscoll, Anne K. , M. Antonia Biggs, Claire D. Brindis, a nd Ekua Yankah. 2001. â€Å"Adolescent Latino Reproductive Health: A Review of the Literature. † Hispanic Journal of Behavioral Sciences 23 (5): 255-326. Figueroa, Evelyn and Griffin Deborah.Understanding Cultural Influence On Health Behaviors of Latino Adolescent Parents. UCLA Chicano Studies Research Center, 12(2006):pp. 1-4. Ramirez, Roberto O. and G. Patricia de la Cruz. (2003). â€Å"The Hispanic Population in the United States: March 2002. † Population Characteristics. US Census Bureau. P20-545. Schaefer, Richard T. (2006). Racial and Ethnic Groups, tenth ed. New York: Prentice-Hall. Spence, Naomi J. 2003. â€Å"Transition to First Sexual Intercourse: The Interaction between Immigrant Generational Status and Race/Ethnicity. † Paper presented at the Southern Sociological Society.

Free Essays on Software Installation Policies

Who is responsible for installing and supporting software? A software installation policy needs to address the fact that the IT group is responsible for deploying software to computers. The wording of this section should describe the general methods of installing software on client computers. This can be used to guide the IT group internally for decisions on client clone images, software strategies, and upgrade paths. However, users could be involved in the installation procedure. An example would be a step-by-step installation procedure and software media sent out to a user in the field or to a telecommuter. Supporting software is as important as installing it. Before any application goes onto a client computer, some amount of testing should be performed to ensure that it will adequately address the business need and cooperate with the rest of the computing environment in an ongoing manner. What types of applications can exist on corporate machines? Keep a list of software needs within the policy. Supplement that list with specific titles and version(s) of the titles. The policy should state who has the ultimate authority for software that is used. In many cases, that could be a team of people from more than the IT group. User input is more of a factor in some software situations than others but should be balanced with IT feedback. Also address how the applications are to exist. This may be more of an IT-only issue, but it should be addressed in the policy. I feel that software should exist in the following ways only: Part of a clone image or OEM image An IT-drafted step-by-step installation procedure identifying installation options A shortcut only An automated installation through a deployment tool A terminal or Citrix application Some other controlled and documented distribution method By requiring software to exist only in this manner, IT will have a much better idea of what is supposed to be on the client mach... Free Essays on Software Installation Policies Free Essays on Software Installation Policies Who is responsible for installing and supporting software? A software installation policy needs to address the fact that the IT group is responsible for deploying software to computers. The wording of this section should describe the general methods of installing software on client computers. This can be used to guide the IT group internally for decisions on client clone images, software strategies, and upgrade paths. However, users could be involved in the installation procedure. An example would be a step-by-step installation procedure and software media sent out to a user in the field or to a telecommuter. Supporting software is as important as installing it. Before any application goes onto a client computer, some amount of testing should be performed to ensure that it will adequately address the business need and cooperate with the rest of the computing environment in an ongoing manner. What types of applications can exist on corporate machines? Keep a list of software needs within the policy. Supplement that list with specific titles and version(s) of the titles. The policy should state who has the ultimate authority for software that is used. In many cases, that could be a team of people from more than the IT group. User input is more of a factor in some software situations than others but should be balanced with IT feedback. Also address how the applications are to exist. This may be more of an IT-only issue, but it should be addressed in the policy. I feel that software should exist in the following ways only: Part of a clone image or OEM image An IT-drafted step-by-step installation procedure identifying installation options A shortcut only An automated installation through a deployment tool A terminal or Citrix application Some other controlled and documented distribution method By requiring software to exist only in this manner, IT will have a much better idea of what is supposed to be on the client mach...

Boutique Hotels Starting and Running

Boutique Hotels Starting and Running Introduction In the 21st century, the hospitality industry has thrived. Traditionally, there has been saturation of big monopolies of hotel brands, with their primary objective being provision of lodging accommodation for travelers.Advertising We will write a custom term paper sample on Boutique Hotels: Starting and Running specifically for you for only $16.05 $11/page Learn More A boutique hotel is a luxurious, personalized version of the traditional hotels whose focus is on the provision of a comfortable, intimate, and welcoming setting. According to Dubois (2010), the personalized service and design reflects the characteristics of the target market and is the distinguishing feature that categorizes a hotel as a boutique hotel. Boutique hotels were started in the early eighties, with two of the world’s first boutique hotels opening in 1981 – these two hotels are The Blakes Hotel in South Keningston, London designed by Anouska Hempel, and The Bedford in Union Square San Fransisco, now a series of 35 such hotels of the Kimpton Group (Dubois, 2010). Starting Up Location and Destination The most significant factor to consider when starting a hotel is the destination and location, although product quality, market demand, a well-defined marketing approach, and effective reservation coverage play a major role that contributes to the success of the business (Yanos, 2008). For a city destination, the location should be in a trendy neighborhood, central to other things that are going to complement the business. Indeed, good locations lead to guests’ loyalty and interest (Nickisch, 2011). A city destination attracts a diverse market from leisure, business, events, and conventions all week long. Ideal city locations are fashion centers, media capitals, cities with vibrant economies, and trendy residential areas. For a resort destination, the more the indigenous a location, the better, as this gives guests a chance to explore the local feel without sacrificing luxury. The hotel should be tucked well behind mountains, in valleys, deep in the jungle, near a lake or watering points in wildlife reserves or in deserted corners of islands. Indeed, the more difficult it is to reach the destination by conventional means, the more fashionable the location is considered (Yanos, 2008). The location is dictated by the destination; this defines the style, dà ©cor, and architectural design of the hotel and hotel rooms. It is generally a good idea to avoid areas that are too saturated with boutique hotels.Advertising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Financing Boutique hotels are a big investment, as their start up costs are quite high and the marketing is costly, as it needs to be continuous (Enz, 2009). The cost varies depending on the location, number of rooms, and the additional amenities in the premise s. Buying an already existing property and renovating it to fit the desired design and needs is generally more cost effective than developing a new project from scratch. With limited finances, one should consider remote, scenic locations, suburban locations, or renovating an old city hotel in a transitional neighborhood, where property values are rising; this is not only cheaper, but it also has favorable future prospects (Yanos, 2008). It is not easy to find funding for boutique hotels, as non-branded lifestyle hotels are seen as a risky investment (Dubois, 2010). One can also consider partnership with an investment group that will help with the financing of the project be it building, or acquiring reposition, to the desired standard under agreed terms. This is particularly important because with the financial pressure reduced, one can concentrate on the quality of the project. Commercial loans, which are tailor-made to suit boutique hotel financing, are also a viable option althou gh at a higher cost. Partnerships also play an important role in the financing of the business and the partners can vary from affluent hoteliers interested in new ventures to other businessmen. Architecture and Design The focus should be in style, distinction, warmth, and intimacy. There are no standards, but each design should fulfill individual needs. The right design, destination, and location determine the success of the hotel (Yanos, 2008). The location determines style and materials used, be it stone, timber or even logs. The hotel should be designed to reflect or blend with the area, taking advantage of what the area has to offer. For instance, beach resorts may take advantage of the oceanfronts and water for swimming or creating swimming pools using salty water, or log cabin rooms in the wild to blend in with nature. Successful resort boutique hotels unite traditional architecture with the comfort of luxury and modernization without losing the personality of the local commun ity. The design should have a theme, and the selected theme should attract all senses (Dubois, 2010). Different themes can be incorporated in different rooms to create a personal touch that appeals to individuals.Advertising We will write a custom term paper sample on Boutique Hotels: Starting and Running specifically for you for only $16.05 $11/page Learn More The target market, which is usually between early 20’s to mid 50’s mid- to upper-income groups, should be represented and the style and design should describe their characteristics. Skilled operators in the boutique segment increasingly use psychographics to understand and define their customers. Psychographic is a marketing classification used to define customers by attributes such as lifestyle, aspirations, interests, attitudes, and beliefs. For example, Joie de Vivre hotels- create each of its hotels around a reader-base of a popular but specialist magazine such as Rolling Stone. Thi s is the theme behind their first hotel, The Phoenix, which opened in San Fransisco in 1987 (Dubois, 2010). Themes could be romance, music, wildlife, historic details, or fashion. The lighting, colors, music, or art can be used selectively to appeal to all senses and create a feeling of intimacy (Yanos, 2008). The idea of a boutique hotel is entertainment in its own nature; hence, the exceptional themes and visually spectacular decorations are a necessity. Amenities In the hospitality industry, the primary goal should be getting people to become regulars, hence the emphasis should be more on service than on the amenities; however, luxury is necessary (Stellin, 2007). Plan the amenities to meet the needs of the target clientele while at the same time defining the hotels’ niche. In addition, it is important to invest in fine furnishings, comfortable beds, quality artworks, fine linens, good quality toiletries, extra pillows, and comfortable chairs (Atkinson, 2007). Small things matter to clients and hence there is need to pay attention to the fine details that make the whole difference in a room. Regardless of the comfort, luxury, and style, one should compete at a practical level, hence the need to have current trend amenities such as Wi-Fi internet Flat screen plasma televisions Cable television networks Air conditioning, traditional spa services Rose petal baths Fitness facilities Bar and grill Excellent food These should be available to provide a competitive edge (Stellin, 2007). Moreover, the investor should always aim and be willing to go an extra mile in order to attract and retain clients with complementary packages such as honeymoon packages, wine and champagne art and painting sessions, guests’ favorite CD collection, and buffet breakfast. Service The common feature that all boutique hotels have is the emphasis on quality service that is personalized in a professional manner. The approach and attitude, but not the size, defines a boutiq ue hotel (Dubois, 2010). The stay-to-guest ratio should be high in order to cater for every possible need that a client may be having.Advertising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This may means a high payroll, but it pays off in customer loyalty and the clients do not mind paying extra for the comfort. Lastly, it is important to allow the staff to memorize guest names and encourage friendly interaction to make the guests’ stay memorable. The staff of a boutique hotel should predict or know in advance, the needs and requirements of the guests and deliver to their guests’ expectation (Griffin and Moorhead, 2009). Marketing Develop a high-quality product to appeal to an understanding clientele (Tisch, 2007). Simply, it is the experience and image that are sold, rather than the product itself. Marketing an independent boutique hotel has financial and other resources restrictions because marketing needs to be continuous (Dunne, Lusch, Carver, 2010). A clear, interesting message should be conveyed to the target group. Story development is very important, which relates back to the special nature of experience, or location, or the history behind the c reation of the hotel. Nevertheless, the story must be delivered through effective and affordable channels such as direct mail or direct sales groups, allied marketing, affinity group travel planners, and public relations through press (Yanos, 2008). Legal issues affecting boutique hotels When starting and running a boutique hotel, a number of regulations define its operations. According to Sherry (2001), these include but are not limited to legal status, legal liabilities, providing services to disabled people, employee rights, intellectual property (for example business names, inventions and copyrights), and trading standards, terms and conditions. Others include record keeping, national/local laws, regulations and bylaws, health and safety, fire regulations, planning/ building permission, contracts, duties and responsibilities, regulatory bodies, sources of advice, resolving problems, and the environment. Health and safety: The investor is responsible for the effect his business m ay have on the health and safety of his employees and members of the public. One needs to register with the local authority to comply with the law. Liquor and gaming licensing: Liquor and gaming licensing are both subject to considerable regulation under national laws. Different types of liquor licenses exist to regulate different types of alcohol services. It is therefore important to ensure that the correct license is obtained, and that the license is varied or replaced as necessary where the activities and nature of alcohol service change. Moreover, venue operators must ensure that the appropriate license is held with respect to gaming machines (OFallon Rutherford, 2006). Franchising: Boutique hotel businesses are mostly operated as franchises. This provides the hotel operators an opportunity to establish a business, which is part of a recognized brand, and to enjoy the support of the franchisor in assisting with day-to-day issues, which can arise in the running of any hospitali ty business. In operating as a franchise, it is important to have a clear understanding of obligations that exist under the franchise agreement with the franchisor. The Franchising Code of Conduct operates to regulate the terms, which may form part of the franchising agreement including how the franchise agreement may be terminated in the event of a breach. Business structuring and succession planning: The effective structuring of any business is critical to ensuring that assets of the business and its owners are protected and that the taxation and other liabilities of the business are minimized. Where a business has multiple owners, regardless of whether the owners are related, it is important that the owners enter into a partnership agreement or shareholders agreement to document each persons rights and obligations. This helps to avoid possible disputes, which can be crippling on a business. Over time, as the business grows and the nature of the services provided by the business c hanges and develops, it is important to ensure that the structure of the business also remains relevant and effective (OFallon Rutherford, 2006). Fire precautions: A fire certificate is needed when running a hotel business and this requirement must be met before the hotel starts running. The Environment: There are environmental regulations that apply to boutique hotels in order to protect the environment. The use of refrigeration or air-conditioning equipment, fire equipment, or solvents for cleaning and production of packaging waste makes the hotel liable to some tax. Employees: Employees’ legal rights must be protected. If taking over an existing business, one must usually keep the existing terms and conditions of employment. Buildings: One must take action if a new building or change of use is involved and when existing premises requires structural alterations. In either case, the local authority should be contacted in order to comply with the standing orders. Intellectua l property: Intellectual property describes things such as business names, patents, and inventions. One should protect the company name and logo, along with any inventions, product designs, or copyrights (Sherry, 2001). One should also respect other peoples intellectual property rights. For example, one cannot use the same name as someone else doing similar work in the location/town. Keeping information about people: Boutique hotel business involves keeping information about people, and therefore, one has to be careful about the sort of information kept and how it is used. One needs to register to keep such information on computer because of public concern about personal privacy in the face of rapidly developing computer technology. To keep such information on a computer legally, one may have to register. Benefits of boutique hotels The success of boutique hotel depends on its ability to target appropriate customer groups, cater to their needs, market itself through effective channe ls, and consistently deliver on the expectations of the clients, created through the marketing efforts. Outsourcing of food and beverage outlets to branded restaurateurs and bartenders means that the hotel benefits from pure income arising from space letting. The boutique hotels enjoy strong customer demand and favorable economics. The hotels can survive without restaurants, ballrooms, meeting spaces, although the presence of these amenities, in the appropriate style, is profitable (Yanos, 2008). Boutique hotels tend to have a higher percentage of repeat business compared to the industry in general, as they have become the preferred choice of affluent young travelers who are seeking an experience, rather than a commodity. However, continued adaptation to changing needs, tastes, preferences, and fashion is needed in order to remain competitive in the flourishing boutique hotel market (Yanos, 2008). Conclusion Boutique hotels have restored the hotel business to its glorious past. Beca use they are far more flexible in style and location, they are more successful, moreover, their success lies within the creative talent of their developers, and their ability to attain the visibility needed to make it on the world map of global travelers. References Atkinson, C. (2007). Style Makeover at hotel Aims to Dress up the guest experience. Retrieved from nytimes.com/2007/11/09/business/media/09adco.html Dubois, L. (2010). How to Start a Boutique Hotel. Retrieved from inc.com/guides/2010/10/how-to-start-a-boutique-hotel.html. Dunne, P., Lusch, R. F., Carver, J. R. (2010). Retailing. OH: Cengage Learning. Enz, C. A. (2009). Hospitality Strategic Management: Concepts and Cases. NJ: John Wiley and Sons. Griffin, R., Moorhead, G. (2009). Organizational Behavior: Managing People and Organizations. OH: Cengage Learning. Nickisch, C. (2011). Hotel Building Boom focuses on boutique. Retrieved from npr.org/templates/story/story.php?storyId=120102477. OFallon, M., Rutherford, D. G. (2006). Hotel Management and Operations. NJ: John Wiley and Sons. Sherry, J. E.H. (2001). Legal aspects of hospitality Management. NJ: John Wiley Sons. Stellin, S. (2007, May 15). Hotel as a lifestyle. Retrieved from nytimes.com/2007/05/15/business/15brands.html?pagewanted=all Tisch, J. M. (2007). Chocolates on the pillow arent enough: reinventing the customer experience. NJ: John Wiley and Sons. Yanos, M. (2008). Boutique Hotels: Owning, Operating and Investing. Retrieved from nuwireinvestor.com/articles/boutique-hotels-investing-in-a-boutique-hotel-business-51485.aspx.

Forbes and the Power of LinkedIn for Job Seekers

Forbes and the Power of LinkedIn for Job Seekers Yet another article has come out in Forbes confirming the power of LinkedIn for job seekers. In LinkedIn Still Rules As The Top Job Search Technology Tool, Survey Says, Susan Adams reports on a new survey of North American job seekers, hiring managers, recruiters and HR executives. The word from Right Management, who conducted the survey, is that â€Å"almost 100% of job seekers use LinkedIn as their number one social media site for job hunting. Hiring managers also prefer Linked in over other sites by two to one.† Additional findings, some related to LinkedIn and some on other topics, include: 18% of job seekers say they have had video interviews in the past year – more than double the percent from a year ago. 45% of hiring managers say they expect video resumes to become more common. And 2/3 predict video interviews will spike in the next three years. 22% of job seekers use smartphone job search apps. Just 34% of job candidates report that they have a land line! (I seem to be living in the dark ages on this one). 94% of job seekers say they prefer LinkedIn as their chief job hunting tool, followed by Google+ then Twitter. Gen X candidates rank Facebook, Google+ and Twitter evenly. Hiring managers also rank LinkedIn first, followed by Facebook, then Google+, with Twitter in a distant fourth place. Social media sites like LinkedIn are the top way to search for candidates. Hiring managers and recruiters also still use company websites and employee referrals. In contrast, job boards and even recruiters themselves are on the decline, though 65% still use job boards. More than half use social media to post jobs and three quarters use it to find possible hires. Networking is still the best way to find success as a job seeker! This is one thing that doesn’t change over time. Don’t make the mistake of using technology to the exclusion of human contact. Ms. Adams emphasizes that â€Å"it’s essential to have an up-to-date LinkedIn profile so hiring managers and recruiters can find you. It can also be useful to hunt for openings using LinkedIn job listings or company sites. But it can †¦ be more effective to figure out what you want to do and where you want to work and to find a way in before a job is listed.† Ms. Adams’ recommendation and mine: If you see a job listing for a position of interest, use your networks, both online and off, to make human contact. It’s not unusual for a job seeker to submit hundreds of applications without receiving a single response. So pick up the phone and set up a face-to-face meeting. Talk to people, make a human connection, and find out more about the position before you apply. LinkedIn is still the place to start with your job search. But it’s not the place to finish.

HIST - Which battle in the Civil War contributed most to the Union's Case Study

HIST - Which battle in the Civil War contributed most to the Union's victory - Case Study Example The battle of Chattanooga gave a way to the Sherman to look into the Atlanta and later than that, he led his divisions to the sea. The battle of Chattanooga showed the best example of a fighting spirit. The battle of Chattanooga proved the Union’s supremacy in the region. As we take a look at the war, battles of Vicksburg and Gettysburg also contributed well in the victory of the Union but the battle of Chattanooga played a major role in Union’s Victory. The importance of the battle of Chattanooga in Union’s victory is directly related to the grant to the Union’s army by the west, which allowed the Union’s army to march further and fight against Lee. Although Commander Sherman did not show his best performance but provided good results. The actions taken by the Sherman and the existence of the grant made the battle of Chattanooga significant in the

CASE STUDY Essay Example | Topics and Well Written Essays - 750 words

CASE STUDY - Essay Example m to 199 ?m). Between 1999 and 2000, the profits before tax decreased slightly from 421 ?m to 360 ?m although there has been no change in the same. But the profits before tax payments has decreased considerably for the company between 2000 and 2001, from a profit of 360 ?m to a loss of 534 ?m. Further, during the same five year period, the company’s investment in infrastructure almost doubled from 4,625 ?m to 8,841 ?m, its credit value increased almost 3 times from 420 ?m to 1,356 ?m but its provisions almost halved and its debt increasing by almost 7 times from 522 ?m to 3,480 ?m in the same period. These values and trends indeed represent a complex economy as it can be seen that in addition to the company’s sliding profitability at the end of the five year period, the regulatory constraints too seem to have taken a toll on its profitability, in turn affecting its provisions and its capability to invest in future by banking on its capital market. Lack of effective stra tegies to tackle the changing market environment in terms of capital, infrastructure, innovation, operations, etc. have also affected the company’s profitability in the long run. ... In 2001 the company made a loss but the dividend was paid. Why should the company feel it necessary to make such a payment? The company has maintained a dividend payment of 26.9 p through 2001 from 2000 although it made a loss of 534 ?m during the same period. First, the decision of the board to pay the dividend was to keep both its stakeholders and shareholders happy as this could help the company become more competitive in the market place while still attracting capital in spite of its poor performance in the recently concluded year. Also, considering it to be the end of the first five year control period, the company needs to cater to the interests of its shareholders as much as there is a need to attract passengers and freight to sustain in the long run. And with the company running short on investment and poor performance leading to more regulatory constraints and lesser competitiveness, the company runs the risk of alienating its investors in the second five year control period . Also, the company needs to attract more capital to be able to improve its assets, performance, and rail network maintenance, foster innovation and competitiveness among its franchisees and sustain the positive trend in the passenger and freight incomes. Giving a dividend of 26.9 p is also necessary to project a positive impression and a sense of control among its shareholders as well as its other stakeholders particularly after the fatal accidents in 1997, 1999 and 2000. In spite of the under investment, poor performance and the lack of effective strategies, the company still required to pull on into the next control period as the agreed government grants and the ?2 billionn facility loan availability give it scope to adjust its debt record and improve its

Personal Privacy Vs. National Security Research Paper

Personal Privacy Vs. National Security - Research Paper Example Because of this very reason different opinions have been formed regarding the methods which should be adopted to avert terrorism. Moreover it is seen that the roots of terrorism extend up to the general population and hence important measures are needed to root it out. Policies of counter terrorism are formed all over the world through which the governmental agencies aim to obtain information about individuals who are believed to be linked with the acts of terrorism. As the world has advanced it is seen that technology has had a great influence on these counter terrorism policies. The situation however gets complex when the question of intruding in the lives of people arises. The governmental bodies have been entitled by many governments to intrude the privacy of all the individuals who are considered to be linked with a certain act of terrorism. Privacy is one of the most fundamental rights laid down in almost every constitution formed by the countries. It is the duty of the governm ents to ensure that the citizens are getting this right regardless of the ethnicity, race, sex or religion of the concerned individual. It is this topic that has given rise to a debate between the government officials and the people who are concerned with privacy. While the government may be able to stop national threats, it’s not worth our personal privacy being violated and invaded like airport security groping young children, our personal information no longer being private and unnecessary video monitoring and surveillance. In 1787 Alexander Hamilton wrote that ‘to be safer, nations at length will become willing to run the risk of being less free’. This statement clearly means that national security threats at one time will be averted at any cost even if it harms the basic democratic rights of the citizens. With time it has been noticed that the statement was quite right as privacy has been denied to many individuals regardless of their association with any te rrorist group. Previously privacy was considered as a privilege by the citizens which they could enjoy at any given cost however things have changed in the days today as the government is the sole authority which decides about the rights of individuals. In order to analyze a person the governmental bodies are using different methods through which their private data is being maintained. This data is then being used to identify the patterns or acts of the individuals and this whole process is known as data mining. If not legal, it is the moral responsibility of the government to maintain the privacy of all of its citizens, this being one of their basic rights. In some instances it is seen that the government does not apply limitations when they have to reach out to certain people. These acts include the new airport checking system which is harming the privacy of the individuals entering in different countries (U.S & Minow 2004). The rights of individuals to privacy has many benefits i n itself. It protects the individuals from discrimination which may be done on the basis of the information that the authorities receive from them. And hence it can be said that the right to privacy can eliminate the social divide which may be created otherwise. Privacy of individuals