Neoliberalism vs. Ordoliberalism essays

Neoliberalism vs. Ordoliberalism essays My notion of democracy is that under it the weakest should have the same opportunity as the strongest.- Mahatma Gandhi. In this paper, I will show the differences between two types of liberal thought, Neoliberalism and Ordoliberalism, that have attempted to achieve Gandhis notion. Merriam-Webster defines Neo-liberalism as a liberal who de-emphasizes traditional liberal doctrines in order to seek progress by more pragmatic methods. Liberalism can refer to any social, economic, or even religious idea, whereas neo refers to a new form of an idea. The first type of liberalism gained recognition in Europe in 1776 by Adam Smith when he published his classic novel, The Wealth of Nations. Smith, along with others, advocated for the abolition of government intervention in economic matters. These included no restrictions on manufacturing, no barriers to commerce, no tariffs, but instead free trade and open competition. These economic ideas were considered liberal since no controls and individualism was encouraged. This however, only led to capitalists making huge profits. Until the Great Depression in 1929, economic liberalism prevailed in the United States. Using the Great Depression as his stepping-stone, John Maynard Keynes challenged liberalism as the best policy for capitalism. He stated that for capitalism to grow, full employment must be achieved. The only way to attain that is for governments and central banks to intervene. The belief that government should intercede became widely accepted as Presidents Roosevelts New Deal improved the quality of life for many. In the past 25 years, economic liberalism has been revived by the corporate elite. This neo-liberalism is a set of new economic policies that have become widespread with the globalization of the capitalist economy. In January of 1997, Elizabeth Martinez and Arnoldo Garcia of the National Network for Immigrant...

Slippery Slope Fallacy - Definition and Examples

Slippery Slope Fallacy s In informal logic, slippery slope is a  fallacy in which a course of action is objected to on the grounds that once taken it will lead to additional actions until some undesirable consequence results. Also known as the slippery slope argument and the  domino fallacy. The slippery slope is a fallacy, says Jacob E. Van Fleet, precisely because we can never know if a whole series of events and/or a certain result is determined to follow one event or action in particular. Usually, but not always, the slippery slope argument is used as a fear tactic (Informal Logical Fallacies, 2011). Examples and Observations To judge from the news stories, the entire nation is coming to resemble San Francisco after a heavy rainfall. In the press, the phrase slippery slope is more than seven times as common as it was twenty years ago. Its a convenient way of warning of the dire effects of some course of action without actually having to criticize the action itself, which is what makes it a favorite ploy of hypocrites: Not that theres anything wrong with A, mind you, but A will lead to B and then C, and before you know it well be up to our armpits in Z.(Geoff Nunberg, commentary on Fresh Air, National Public Radio, July 1, 2003)The slippery slope fallacy is committed only when we accept without further justification or argument that once the first step is taken, the others are going to follow, or that whatever would justify the first step would, in fact, justify the rest. Note, also, that what some see as the undesirable consequence lurking at the bottom of the slope others may regard as very desirable ind eed.(Howard Kahane and Nancy Cavender, Logic and Contemporary Rhetoric, 8th ed., Wadsworth, 1998) The Slippery Slope of Voluntary EuthanasiaIf voluntary euthanasia were to be legalized it would prove impossible to avoid the legislation, or, at least, toleration, of non-voluntary euthanasia. Even if the former can be justified, the latter clearly cannot. Hence, it is better that the first step (legalizing voluntary euthanasia) not be taken so as to prevent a slide into non-volunteer euthanasia.(John Keown, quoted by Robert Young in Medically Assisted Death. Cambridge University Press, 2007)The Slippery Slope of Public MuralsI hope the art mural at 34th and Habersham will not be allowed. You open the gate for one, you open it for all and youll have it all over the city. A person wanting to paint on buildings is nothing more than upscale graffiti. More than likely it will go too far.(anonymous, Vox Populi. Savannah Morning News, September 22, 2011)All Politics Takes Place on a Slippery SlopeLogicians call the slippery slope a classic logical fallacy. There’s no reason to reje ct doing one thing, they say, just because it might open the door for some undesirable extremes; permitting â€Å"A† does not suspend our ability to say but not B or certainly not Z down the line. Indeed, given the endless parade of imagined horribles one could conjure up for any policy decision, the slippery slope can easily become an argument for doing nothing at all. Yet act we do; as George Will once noted, All politics takes place on a slippery slope.That’s never been more true, it seems, than now. Allowing gay marriage puts us on the slippery slope to polygamy and bestiality, opponents say; gun registration would start us sliding into the unconstitutional morass of universal arms confiscation. An NSA whistle-blower, William Binney, said last week that the agency’s surveillance activities put us on a slippery slope toward a totalitarian state . . .. And this week we’re hearing a similar argument that President Obama’s decision to arm Syrian re bels, however meagerly, has all but doomed us to an Iraq-style debacle . . .. These critics may be right to urge caution, but in their panicked vehemence, they’ve abandoned nuance and succumbed to summoning up worst-case scenarios. UCLA law professor Eugene Volokh points out that metaphors like the slippery slope often start by enriching our vision and end by clouding it. Decriminalizing marijuana doesn’t have to turn the U.S. into a stoner nation, nor does sending M-16s to Syrian rebels inevitably mean boots on the ground in Damascus. But that’s not to say we shouldn’t watch our footing.(James Graff, The Week. The Week, June 28, 2013) The Slippery Slope of Immigration ReformIn a well-meaning effort to curb the employment of illegal aliens, and with the hearty good wishes of editorialists who ordinarily pride themselves on guarding against the intrusion of government into the private lives of individual Americans, Congress is about to take this generations longest step toward totalitarianism.There is no slippery slope toward loss of liberties, insists Senator Alan Simpson of Wyoming, author of the latest immigration bill, only a long staircase where each step downward must be first tolerated by the American people and their leaders.The first step downward on the Simpson staircase to Big-Brotherdom is the requirement that within three years the federal government comes up with a secure system to determine employment eligibility in the United States.Despite denials, that means a national identity card. Nobody who is pushing this bill admits thaton the contrary, all sorts of safeguards and rhetorical warnings about no t having to carry an identity card on ones person at all times are festooned on the bill. Much is made of the use of passports, Social Security cards and drivers licenses as preferred forms of identification, but anyone who takes the trouble to read this legislation can see that the disclaimers are intended to help the medicine go down. . . .Once the down staircase is set in place, the temptation to take each next step will be irresistible.(William Safire, The Computer Tattoo. The New York Times, Sep. 9, 1982)

Strategic Human Resource Planning Essay Example | Topics and Well Written Essays - 2500 words

Strategic Human Resource Planning - Essay Example The researcher states that the organisations in today’s competitive era have realized the importance of human and capital management because both are considered critical for the achievement of long term and short term goals. The HR managers are now focusing on employing right people, at the right position and at the right time with the right set of skills, knowledge and abilities. Shift from personnel management to human resource has called for innovation and change and thus, keeping this in view, organisations are inclined towards strategic human resource planning as the ultimate solution of the challenges being faced by them in this competitive era. Strategic human resource planning is a process in which organisations ensure that the right people are employed with the right skill set. It is ensured that the desired set of behaviour have been developed in them through employee training or development. Organisations probe into these factors to get to know whether their employe e developmental programs are such that can easily lead to the achievement of organisational goals and objectives or they need to employ such people that can lead to successful completion of tasks. Human resource planning refers to identifying and analysing the availability of human resources for the purpose of ensuring whether an organisation can achieve its intended goals and objectives. It is a complex process and requires specialized skills in the field of planning because it relies heavily on identifying the right set of people with the right skill set. ... It allows managers to evaluate whether they have the right set of people with the right skill set to pursue their organisational strategy. Secondly, it envisioned managers regarding firms’ resources both financial and human capital because these are two of the most important resources that help in the execution of the strategies once they have been devised by the concerned executives. Strategic Human Resource Plan Managers at Jim Cleaning aim at linking their strategic planning process with human resource planning because they are aware of the fact that employees are valuable assets of any organisation and thus, it is required that there should be a proper strategic HR plan devised that depicts a guideline for the employees as to how to move towards achieving their organisational goals and objectives. According to (Snell &Bohlander, 48), following are the steps involved in developing a Strategic HR plan and keeping in view steps the managers at Jim Cleaning proposed for the HR strategic plan. Step 1: Analysing mission, vision and core values The first step involved in developing strategic HR plan is to develop mission and vision statement. Mission statement shows the purpose of existence of the organisation whereas the vision statement shows that what an organisation aspires to become in near future. These statements help organisations to develop their strategic goals and objectives whereas the core values of an organisation provide managers with principles and beliefs that aid them in decision making process. Step 2: Environmental Scanning The second step involved in developing strategic HR plan is environmental screening. Managers at Jim Cleaning are very much concerned regarding

ROI social commerce Essay Example | Topics and Well Written Essays - 2000 words

ROI social commerce - Essay Example In the modern business environment, social media provides a great opportunity for commerce because of the large audiences that this media draws. But business organizations grapple with how to determine the returns from investing in social media given that it does not give direct returns like the other known forms of investment. Indeed, the benefits accrued from investing in social media could be determined and this paper seeks to elaborate on how to make this achievement. The Big Five – Facebook, Twitter, LinkedIn, YouTube and Pinterest - as referred to as by Marsden and Chaney (2012) provide sales opportunities in the emerging social economy. Social commerce has increasingly been adopted by organizations to reach out to wider market coverage more effectively. Griffin (2009) refers to such a strategy as social commerce which the scholar defines as harnessing the wisdom of many from the Internet to assist shoppers in finding and buying products and services. The driving force b ehind this is the social media, which can no longer be considered as a fad but a part of today’s consumers’ daily lives. ... The commerce aspect appreciates the need for human intervention for a sale to take place (Clapperton, 2012). Increasingly adopted by organizations’ sales arms, social commerce provides a critical online sales strategy for firms as customers seek for fast product search tools. How to Use Social Media in Social Commerce Having the social media as the business tool and the great audience that comes with it would not be adequate in entirety. There has to be effective strategies in which organizations engage this audience through social media so as to convert the normal activities on the media into opportunities for sale. This is an aspect that organizations need to be well versed in as in the near future, social media would be so enshrined in regular business communication and would only be beneficial to those with effective conversion strategies. The first way in which social media would be used in social commerce involves sharing. According to Marsden and Chaney (2012), organiza tions now create sharable content allowing customers to easily share links on their products or important website pages by placing buttons that would enable the ‘like’ function for Facebook, ‘share by email’ or ‘Tweet’. Social sharing gives the ability for users to share content posted on the organization’s website to their social profiles. Additionally, it allows for inclusion of comments on the item that has been shared. Therefore, social sharing provides an effective way of driving traffic back to the organization’s site. Secondly, social media could be used as an effective tool to collect feedback through the ratings and reviews on products. While social sharing by word of mouth

Review Questions Essay Example for Free

Review Questions Essay Answer the following questions: 1) What is the difference between a task dependency and a task constraint? When it comes to the differences between a task dependency and task constraint, it depends on the time. A task dependency joins two tasks by saying that one task begins relative to a different task. A constraint just puts the correlation directly to a time rather than base it off the time another task is done. 2) Give a real-world situation when you might used the following task constraints: a) Start No Earlier Than – An example could be with government related projects. Many of these projects take years to complete and have to require a specific amount of the year’s budget to be used for the project. You could put a constraint on a project so that the government won’t go over budget and just start tasks the next year. b) Start No Later Than – A project’s resources can be requisitioned ahead of time, and then can be paid for and picked up later from the company who are selling the resources. These people might require the money by a certain date. This can assure that setting a start no later then constraint pays the resources before the hold on the materials is lifted. c) Finish No Later Than – This can happen if there is a set date for a project to finish it would be wise to set up milestone tasks with finish no later than constraints as to increase the importance of keeping on time. A Christmas party would be a good example, because you it has no room to finish late. d) Finish No Earlier Than – This can happen if a company wants to roll over a project to have it be part of a second year’s budget, and putting this constraint on it can do that. e) Must Finish On – This can happen if there is a set date for something like gathering materials that cannot be changed. This would be a good example of when to add this constraint to that task. f) Must Start On – This can happen when wanting to set up a project that involved a rigorous time constraints like when planning a wedding where it is important to make sure that the beginning stages must have enough time to make sure that everything wasn’t taken taken. g) As Late As Possible – There can be a situation where an employee is paid hourly, but that person works better under pressure so it would be beneficial to start his tasks as late as possible. With this constraint, you can get the most work done for the least amount of money. 3) What is the importance of a baseline? The project baseline is an original overview of the project in terms of schedule, cost, and scope. The main importance of the project baseline is that it can be used to see how much, throughout the project, we are deviating from the original schedule, cost, and scope. 4) What is an interim plan? An interim plan is known as a set of current project data that a user saves after the project begins. A user can then compare the interim plan against the baseline to assess the progress of the project. Turn in this sheet with your MS Project file to the Week 6 iLab Dropbox.

Corporate Sponsored Education: The Limits Of Social Responsibility Essa

Corporate Sponsored Education: The Limits Of Social Responsibility ABSTRACT: The business sector increasingly subsidizes financially challenged institutions. Representative examples would include health care, major sports arenas, and penal facilities. Among the recent beneficiaries of corporate largesse are schools. Such assistance blurs social roles and raises serious moral concerns, especially those of moral agency. Education, more so than other social institutions, determines the kind of citizen and moral character a person can become. Put differently, education operates on virtue development that may override the fiscal logic of profit-maximization practiced by corporations. In this paper I argue that whatever benefit received by struggling schools is short-lived by comparison to the long range influence achieved by a corporation via advertisements that affect the psychological preferences of children. I contend that this makes the exchange unfair insofar as it violates the autonomy of the student. Education should provide a free and open atmosp here in which critical points of view are discussed. If corporations are permitted untrammeled access to schools, social views may become one-dimensional. Economic salvation would effectively trade on the moral failure of schools. The familiar debate over corporate social responsibility draws against the classical view of Milton Friedman that the sole responsibility of corporations is to its stockholders. This narrow view eschews corporate social responsibility for the maximization of profits whereby society would be the indirect beneficiary of market capitalism. In contrast, the broader view held by Richard DeGeorge, Tom Donaldson, and Norman Bowie argue that corporations have... ...Press, 1996) p. 12. (3) David Brewster. Weekly Washington, p. 6, 1997. (4) Alex Molnar, p. 66. (5) D. Stead. New York Times, January 5, 1997, p. 33. (6) John Kenneth Galbraith. "The Dependence Effect," in Beauchamp and Bowie, p. 500. (7) Robert Arrington. "Advertising and Behavior Control." In Business Ethics, (Ed.) Thomas I. White. (New York: Macmillan Publishing Co., 1993) p. 578. (8) See Henry Frankfurt. "Freedom of the Will and the Concept of a Person." Journal of Philosophy, LXVIII (1971), 5-20. (9) Richard L. Lippke. "Advertising and the Social Conditions of Autonomy." In Thomas I. White, p. 586. (10) See Lynn Sharp Paine. "Children as Consumers: An Ethical Evaluation of Children's Television Advertising." In Thomas I. White, p. 619. (11) Ibid., p. 622. (12) Ibid., p. 623. (13) P. Applebome. New York Times, March 16, 1997, p. E5.

A Natural-Resource-Based View of the Firm

There has been an active debate among management scholars concerning the relative importance of internal firm capabilities (e.g., Galbraith & Kazanjian, 1986; Peters & Waterman, 1982; Prahalad & Hamel, 1990) versus environmental factors (e.g., Hannan & Freeman, 1977; Pfeffer & Salancik, 1978: Porter, 1980, 1990) to sustained competitive advantage. Evidence suggests, however, that both internal and external factors are crucial to competitive success (Fiegenbaum, Hart, & Schendel, In press; Hansen & Wernerfelt, 1989).In fact, many recent contributions attempt an integration of the internal and external perspectives under the banner of the â€Å"resource-based† view of the firm (e.g., Barney, 1991; Wernerfelt, 1984). Resource-based theory takes the perspective that valuable, costly-to-copy firm resources and capabilities provide the key sources of sustainable competitive advantage.Without question, the resource-based view has generated a productive dialogue among previously isola ted perspectives (Conner, 1991). However, this theory (like its more limited internal and external predecessors) still contains one serious omission: It systematically ignores the constraints imposed by the biophysical (natural) environment (e.g., Brown, Kane, & Roodman, 1994: Meadows, Meadows, & Randers, 1992).Historically, management theory has used a narrow and parochial concept of environment that emphasizes political, economic, social, and technological aspects to the virtual exclusion of the natural environment (Shrivastava, 1994; Shrivastava. & Hart, 1992: Stead & Stead, 1992).Given the growing magnitude of ecological problems, however, this omission has rendered existing theory inadequate as a basis for identifying important emerging sources of competitive advantage. The goal of this article is, therefore, to insert the natural environment into the resource-based view–to develop a natural-resource-based view of the firm.Accordingly, the first section of the paper revi ews resource-based theory, highlighting the relationships among firm resources, capabilities, and sources of competitive advantage. Next, I discuss the driving forces behind the natural-resource-based view–the growing scale and scope of human activity and its potential for irreversible environmental damage on a global scale.The natural-resource-based view is then developed with the connection between the environmental challenge and firm resources operationalized through three interconnected strategic capabilities: pollution prevention, product-stewardship, and sustainable development. Propositions are then developed connecting these strategies to key resource requirements and sustained competitive advantage. The article closes with suggestions for a future research agenda.THE RESOURCE-BASED VIEWResearchers in the field of strategic management have long understood that competitive advantage depends upon the match between distinctive internal (organizational) capabilities and c hanging external (environmental) circumstances (Andrews, 1971; Chandler, 1962: Hofer & Schendel, 1978; Penrose, 1959).However, it has only been during the past decade that a bona: fide theory, known as the resource-based view of the firm, has emerged, articulating the relationships among firm resources, capabilities, and competitive advantage. Figure 1 provides a graphical summary of these relationships and some of the key authors associated with the core ideas.The concept of competitive advantage has been treated extensively in the management literature. Porter (1980, 1985) thoroughly developed the concepts of cost leadership and differentiation relative to competitors as two important sources of competitive advantage: a low-cost position enables n firm to use aggressive pricing and high sales volume, whereas a differentiated product creates brand loyalty and positive reputation, facilitating premium pricing.Decisions concerning timing (e.g., moving early versus late) and commitmen t level(e.g., entering on a large scale versus more incrementally) also are crucial in securing competitive advantage (Ghemawat, 1986: Lieberman & Montgomery, 1988).If a firm makes an early move or a large-scale move, it is sometimes possible to preempt competitors by setting new standards or gaining preferred access to critical raw materials, locations, production capacity, or customers.Preemptive commitments thus enable firms to gain a strong focus and dominate a particular niche, either through lower costs, differentiated products, or both(Ghemawat, 1986; Porter, 1980). Finally, Hamel and Prahalad(1989, 1994) have emphasized the importance of â€Å"competing for the future† as a neglected dimension of competitive advantage.According to this view, the firm must be concerned not only with profitability in the present and growth in the medium term, but also with its future position and source of competitive advantage. This view requires explicit strategizing about how the fir m will compete when its current strategy configuration is either copied or made obsolete.The connection between firms' capabilities and competitive advantage also has been well established in literature. Andrews (1971) and, later, Hofer and Schendel (1978) and Snow and Hrebiniak (1980) noted the centrality of â€Å"distinctive competencies† to competitive success.More recently, Prahalad and Hamel (1990) and Ulrich and Lake (1991) reemphasized the strategic importance of identifying, managing, and leveraging â€Å"core competencies† rather than focusing only on products and markets in business planning.The resource-based view takes this thinking one step further: It posits that competitive advantage can be sustained only if the capabilities creating the advantage are supported by resources that are not easily duplicated by competitors. In other words, firms' resources must raise â€Å"barriers to imitation† (Rumelt, 1984).Thus, resources are the basic units of an alysis and include physical and financial assets as well as employees' skills and organizational (social) processes. A firm's capabilities result from bundles of resources being brought to bear on particular value-added tasks (e.g., design for manufacturing, just-in-time production).Although the terminology has varied(Peteraf, 1993), there appears to be general agreement in the management literature about the resource characteristics that contribute to a firm's sustained competitive advantage.At the most basic level, such resources must be valuable (i.e., rent producing) and nonsubstitutable (Barney, 1991: Dierickx & Cool, 1989). In other words, for a resource to have enduring value, it must contribute to a firm capability that has competitive significance and is not easily accomplished through alternative means. Next, strategically important resources must be rare and/or specific to a given firm (Barney, 1991; Reed & DeFillippi, 1990).That is, they must not be widely distributed wi thin an industry and/or must be closely identified with a given organization, making them difficult to transfer or trade (e.g., a brand image or an exclusive supply arrangement). Although physical and financial resources may produce a temporary advantage for a firm, they often can be readily acquired on factor markets by competitors or new entrants. Conversely, a unique path through history may enable a firm to obtain unusual and valuable resources that cannot be easily acquired by competitors (Barney, 1991).Finally, and perhaps most important, such resources must be difficult to replicate because they are either tacit (causally ambiguous) or socially complex (Teece, 1987; Winter, 1987).Tacit resources are skill based and people intensive. Such resources are â€Å"invisible† assets based upon learning-by-doing that are accumulated through experience and refined by practice (Itami, 1987; Polanyi, 1962). Socially complex resources depend upon large numbers of people or teams en gaged in coordinated action such that few individuals, if any, have sufficient breadth of knowledge to grasp the overall phenomenon (Barney, 1991; Reed & DeFillippi, 1990).The strategic significance of firms' resources and capabilities has been heightened by recent observations that companies that are better able to understand, nurture, and leverage core competencies outperform those that are preoccupied with more conventional approaches to strategic business planning (Prahalad & Hamel, 1990).However, a firm's commitment to the existing competency base also may make it difficult to acquire new resources or capabilities. Put another way, the resource-based view may lead to an organization that is like the proverbial â€Å"child with a hammer†- everything starts looking like a nail. Technological discontinuities or shifts in external circumstances may render existing competencies obsolete or. at a minimum, invite the rapid development of new resources (Tushman & Anderson, 1986) .Under such circumstances, core competencies might become â€Å"core rigidities† (Leonard-Barton, 1992). In this article, I argue that one of the most important drivers of new resource and capability development for firms will be the constraints and challenges posed by the natural (biophysical) environment.

Raw- Power

It could be from being born into families with royalty or wealth, or having the ability to influence or control the behavior of a person. Power is a fundamental theme throughout the novel â€Å"Raw† as It Is outlined in the novel by quoting â€Å"Concentration camps† and â€Å"Gun-toting guards†. Through this, It Is evident that Brett equates power with these Images but by the end of the novel, he learns that power is not merely vested Institutions but may come from within.The theme of power is first introduced In the story when the author uses symbolism. From the quote â€Å"the red and blue lights of a police car†, we witness the tension between the individual and the powerful authorities. The theme of power Is also highlighted In the novel when the police do not call young offenders Like Brett by their own name. â€Å"This one†, â€Å"Pigs†, â€Å"No hoppers†, â€Å"The prisoner† are Indeed language used by both authorities a nd offenders, Indicates much about attitude and deserve close attention.The police are spoken In derogative terms and the police also do the same. Names do matter but in the novel, we see that the individuals are reduced to types. By not using names, the individual is more demoralized and a more powerful stance may be achieved. Although it seems like all power comes from the authority, Tyson and the others also offer another source of power. This can be seen when Brett quotes â€Å"l don't think this is working†. Through this, it is evident that Tyson provides illegitimate power in that they are powerful through sheer force and aggression.Their presence seems to suggest to Brett that reform institutions so not work. Monk also tries to offer a more realistic image of the institution. â€Å"Even in here he couldn't escape†, demonstrates that the drug dealing continues. While there may be flaws in the system, individuals such as Sam are genuine in their efforts to provide a second chance for offenders who have previously been in trouble with society. Monk also offers a real setting which does fail for some individuals such as Tyson. This makes Beret's possible bright future all the more a victory.

Separation of Powers in New Zealand

Separation of Powers in New Zealand Free Online Research Papers The three branches; the executive, the legislature and the judiciary of government, should be separate, unique and equal. There should be a clear separation between the people and functions of the legislature, executive and judiciary. As Montesquieu said â€Å"that each function should be exercised individually by three institutions; When the legislative and executive powers are united in the same person or in the same body of magistrates, there can be no liberty, because apprehensions may arise, lest the same monarch or senate should enact tyrannical laws to execute them in tyrannical manner. Again there is no liberty if the judiciary power be not separated from legislative and executive.† However this does not mean that the bodies should have no power over each other, what is required is a â€Å"check and balance† system between them. If the branches were completely separate it would be unworkable, particularly as the Parliament is Supreme. There should be sufficient interplay between the branches, for example, the executive proposes legislation, Parliament debates and passes the law, and the judiciary upholds the Acts of Parliament. In the United States there is a formal separation of powers, with a deliberate system of checks and balances. Even in a constitution built on principle of the separation of powers, the separation cannot be absolute. There is separation of personnel between the Executive and the Legislature. The legislature controls the levying of taxes and allocation of the funds and can therefore cut off funds to executive policies and project of which Congress do not approve. The Supreme Court of United States has the power to declare legislation unconstitutional. Both the Supreme Court and the President are subject to removal by impeachment in the legislature, Hubbard, Thomas and Varnham, (2010). In New Zealand there is no formal separation of powers. Legislature/Executive There is no separation between the executive and legislature nor do many of the checks and balances exist. Hubbard et al. (2010).There is no separation of personnel between the Executive and the Legislature. The Governor-General is formal head of the executive branch and required to assent legislation before it becomes law. The MMP electoral system and the strong select committee system to ensure that the Executive does not dominate the legislature There is evidence of mixing function between the Executive and the Legislature. The legislature’s ability to delegate its law making powers to executive branch, â€Å"Parent Statutes† is the specific example of delegation of powers, McDowell and Webb, (2002). Legislature/Judiciary There is no common membership between the two branches of government. In all circumstances Judiciary is considered to be subordinate to Parliamentary control and Parliament can exercise its supreme law making power to check judicial decision. Parliamentary supremacy is clear as it may enact any law that it pleases and courts must apply the law and cannot question it. There is no power by which Judiciary can exercise any control over legislature. But courts can only exercise law making powers by interpreting legislation, developing legal principles through the common law and precedent and pronouncement of fundamental rights, McDowell and Webb, (2002). Executive/judiciary In limited circumstances, there may be an overlap in membership between them, e.g. High Court Judges may be called upon to exercise an executive function as Royal Commissioner for a commission of enquiry. On the other hand Judges are appointed by the members of the executive ( the Chief Justice is nominated by Prime Minister and Cabinet). Executive functions are capable of being limited by judiciary by way of administrative law and judicial review, McDowell and Webb, (2002). Conclusion As from all above it is clear that the New Zealand government system lack full application of theory separation of powers due to Westminster system. How ever it is not possible to adopt full separation of power but it is necessary and important to have close and coordinated interaction and must have check and balance system among the three parts of government to work effectively. References Hubbard, J., Thomas, C. Varnham, S. (2010). Principles of law for New Zealand business students (4th ed.). North Shore, New Zealand: Pearson. McDowell, M. Webb, D. (2002). The New Zealand legal system, structures, Processes legal theory (3rd ed.). Wellington, New Zealand: LexisNexis Butterworths. Montesquieu, C.L. (1748) Esprit des Lois, Book XI Ch. VI. 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To colon or to semicolon - Emphasis

To colon or to semicolon To colon or to semicolon The colon is a common cause of bellyache. The semicolon can leave people dazed and confused. But rather than cutting them completely from your punctuation diet, refer to the following guidelines and youll soon find just the right dosage for all your writing needs. The colon The colon is very useful for introducing things, for example: * bullet points * lists within your text, eg I learned three things from this article: how to use colons, how to use semicolons, and that the writer liked extended metaphors. * long, indented quotes. It can also act like an arrow, pointing the reader on from a statement to the reason for, or outcome of, that statement. For example: she was elated to know what those two little dots were for: she started using them with confidence and glee. The system here always implies a link between the two sections, and can be generally summed up as: * cause: effect, or * fact: explanation. In UK English, always use lower case after a colon. (American style guides usually recommend the opposite.) The only exception is if you are introducing bullet points that are each full sentences. The semicolon Think of the semicolon as the super comma: they act in a similar way, but indicate a longer pause. They can also be used to show a link between parallel ideas. Use them to separate long phrases in a list when at least one of the phrases contains a comma, eg My favourite mediums for writing semicolons are: crayons; 2B pencils; fountain pens, in blue or black; and, obviously, huge magic markers. Semicolons are also good for linking two related clauses. In this way, the semicolon replaces the word and or but eg I prefer the explanation about colons; Denise prefers the semicolon section. So dont be afraid: used fairly sparingly, these two punctuation marks can bring much more clarity and variety to your documents. Bon appà ©tit!

Equality and Rights Assignment Example | Topics and Well Written Essays - 250 words

Equality and Rights - Assignment Example This leads us to respond to the second question regarding which one between rights and equality comes first. From the foregoing description of equality, human rights can be said to enshrine the very tenets of equality. In other words, recognition of equality comes first before declaration of human rights laws to embrace and protect the recognized equality (Vandenhole 52). From a global angle, racism, racial discrimination, xenophobia and many related intolerance that have confronted many nations can thus be said to have been due to lack of provision and recognition of the existing equal opportunity for growth (Vandenhole 78). However, the preservation of rights is important since by protecting human rights, human equality and other factors that relate to human relationships and coexistence are also protected constitutionally (Vandenhole 83). Based on the earlier argument, for this reason, when asked as to whether the UN declaration was aimed at protecting human rights or equality? One would be quick to concede the argument presented by Vandenhole (123) that the declaration’s objective was to protect the human right. This is because by protecting the human rights, the declaration would protect within its protective claws the equality of every individual under its umbrella. The declaration was thus intended to embrace the nation’s civil rights and subsequently see to it that disparate unequal treatment of individuals especially in criminal justice systems across the globe ceases to be (Vandenhole 176). However, regressing to the lifestyle led by the founding fathers of the declaration, an opposite of the declaration comes into a picture. The founders were far from achieving a complete equality neither did they give equal opportunity to people different from their own (Vandenhole

Bulla Ice Cream Situation Analysis Research Paper

Bulla Ice Cream Situation Analysis - Research Paper Example The first commercial ice-cream was produced in Australia in 1907 (Unilever, 2010). Streets ice-cream marked the beginning of the ice-cream industry in Australia in 1920 (Unilever, 2011). This was subsequently taken over by Unilever and is now one of the biggest and best known manufacturers with brands such as Magnum, Paddle Pop and Blue Ribbon. This was the first ice-cream available on sticks and today Magnum sells about 1 billion units per year. 2. Market Statistics Positive change in both value and volume in the Ice-cream sales (Appendix A) in Australia suggests that economic downturn ash not impacted the sales of this luxury food item. Sale has increased by about 9% in value 2 years from 2007 and about 5% in volume. However, there have been significant increases in the sales of tubs (23.2% by volume) while the sales of multipacks and desserts have declined. Again, while Nestle and Unilever have seen declining sales, Bulla’s sales in two years has increased almost one hundre d percent. All other brands such as Weis and Sara Lee have seen sales decline over this period. Amongst the popular brands those of Nestle – Peters Original and Peters Light & Creamy have steadily declined. Brands such as Bulla Real Dairy, Bulla Ribbon and Bulla Creamy Classic have almost doubled in two years. Bulla Ribbon has registered the highest growth (more than 100%). 3. Business Environment Political Australia has very low risk of political stability and the country ranks third in the world for political stability (NSW, 2011). This makes it a safe investment location. Australia is a constitutional democracy based on federal division of powers. Economical Australia offers an environment that encourages freedom of speech and freedom from internal control (MIEPA, n.d.). Business investment and foreign entrepreneurship is encouraged in all sectors. Despite economic downturn ice-cream continues to be an affordable indulgence for the Australians leading to a sustained growth of 3% in 2010 (Euromonitor International, 2010). The ice-cream industry shows an increase at an annualized rate of 2.3% to $485 million in the five years through 2010-11 (Ibisworld, 2011). Socio-cultural – health and wellness products are in high demand and shape the performance of indulgence and impulsive purchase such as increase-creams (Euromonitor International, 2010). This is the reason that despite constrained consumer spending sales remained robust. Impulse ice-cream is identified as a quintessential activity in Australia and a key aspect of Australian life. However, as the consumers have become health-conscious innovative product lines and adapting to changing consumer trends has become important. Technological Australia has the latest technology in ice-cream production and research is an on-going process in Australia. Competition Unilever continues to dominate the entire Asia-Pacific market in ice-creams having 8.6% of the total market share (Appendix B). Nestle and Bulla Dairy are the other two main contenders in this sector 4. Bulla Ice Cream analysis Bulla Dairy is an Australian-owned family business that constantly introduces new products based on technological innovation. Started in 1910, the organization sells its products all over Australia and also exports throughout Asia and the Pacific region. It has diverse range of products categorized into Retail, Foodservice, Route and Export. Yoghurt, ice-creams, cheese and cream are its specialties.