Alshareef_ENVM510_M4GradedAssign Assignment Example | Topics and Well Written Essays - 1250 words

Alshareef_ENVM510_M4GradedAssign - Assignment Example Different types of bias that exist result in mistaken estimates of the exposures’ effects on the risk of the disease. In epidemiological studies, researchers encounter two types of primary bias: the selection bias and the recall bias. The selection bias arises where the relationship between the exposure and the disease is very different for those who participate in the study than for those who would be theoretical eligible for the study but do not participate. The common consequences for the bias in selection are the difference between exposures and outcomes for those who are eligible and for those selected for the study (Yarbro, Wujcik & Gobel, 2011). For instance, in the study, the difference in the number of people available for study and those targeted is quite significant. The estimated population exposed to benzene was 9,024 but only 3,249 participants were located. According to Friis & Sellers (2009), illnesses and death are possible reasons for this. This is most likely to result in inaccuracy. Recall bias results when the participants recall past exposures inaccurately. If the participants were not able to recall benzene exposures clearly, the results would be invalid. Some participants may also lie or choose to exaggerate the exposure levels for financial gain. Moreover, the methods used in collecting data may lead to inaccurate results if they had some errors. In the study, a misdiagnosis of people with leukemia or those exposed with benzene would occur. When the method of estimating the associations between leukemia and the exposure is inaccurate, the result would be either an under-estimation or over-estimation of the actual association (Yarbro, Wujcik & Gobel, 2011). According to â€Å"Threats to Validity† artcile (2013), â€Å"The prediction of the potential sources leading to selection bias is one way of reducing the

News brief Essay Example | Topics and Well Written Essays - 500 words - 1

News brief - Essay Example In the past two years, the small businesses have increased steadily by 16%. This is attributable to the laws and regulations in the economic sectors. The government is awarding loans at exceptionally low interest rates to encourage investment in the small and medium enterprises. In the state of the nation address by the president, there were assurances to reduce the cost of doing business so that more individuals can venture into small businesses. The performance of small businesses in America is incredibly excellent. This is because of the affordability and availability of goods and services by the entrepreneurs. The impact of these businesses is exceedingly significantly on the entire Americas economy. Along with the above point, the small businesses are doing exceedingly well because of their capacity to acclimatize to the varying trends in the market. In America, most of the exporters are the small and medium businesses. The businesses provide massive employment opportunities and offer affordable goods and services to the customers. The quality of goods and services produced by the small businesses is high vis a vee those produced by the large firms. This explains why the products are doing excellent in the market. The government has reduced the cost of licensing the small businesses so that they can motivate people and make it an alternative means of employment and investment. Small and medium enterprises in America accounts for 52% of the work force in the country. The small businesses are increasing by 2%, and the employment rate is increasing by 6%. In 2012, 56% of the net export in America was accounted for by the small and medium enterprises. This is because they produce goods that are affordable by most people outside America. 38% of America’s gross domestic product is contributed by small businesses. According to small business administration, it

Expatriate Management in MNCs as Knowledge Management

Expatriate Management in MNCs as Knowledge Management Expatriate Management in MNCs as a Form of Knowledge Management and its Applicability in Reduction of Soaring Turnover Rates: a Case Study Approach Abstract This dissertation in International Human Relations addresses the potential of expatriate management as a tool of knowledge management and its applicability to the reduction of turnover rates in a global economy. Companies today cannot survive and prosper without some form of globalisation. When an appropriately planned expatriate program is utilised, the flow of information supports knowledge transfer, which can enhance the entire functionality of the company. The specific vehicle for knowledge transfer will be cross-cultural training, with its generalisable lessons for the global corporations. In this research, the case study approach is utilised along with the study of archival materials. After extensive research into the United States Peace Corp and its handling of expatriates, Tyco Flow Control/KTM Company of Japan and Electrolux of Sweden, supported by an extensive review of current literature, this dissertation reaches the conclusion that the decision on whether or not to use expatriates and in what fashion they should be used must be based on a combination of the needs of the company and the companys organisational structure. Expatriation is expensive and companies should plan for success if they intend to utilise an expatriate program. However, the knowledge gained from the study of expatriate programs can be successfully utilised to mange the spread of knowledge throughout the organisation and to develop interventions, which will lower the overall rate of turnover within an organisation. Certainly, we cannot afford to ignore these lessons. Chapter One Introduction 1.1 Chapter Introduction There are a number of challenges involved in the development of multi-national corporations (MNCs) in todays era of globalisation. Increasingly the trend has been for companies to utilise expatriates on tasks that are critical to the companys operation or continued success. MNCs use expatriates for a number of reasons. In general, the perception exists that it is easier to control an employee from the home office, carefully chosen and indoctrinated in the companys culture. Thus, the concept of corporate control plays a large role in the selection and the use of expatriates, but it is certainly not the only reason. Many times, expatriates have specialties that the company believes it can export when developing the global market. In addition, expatriates who have been thoroughly trained in the companys procedures can be very valuable during the process of entering new markets and setting up the office and administrative under structure that inevitably follows such expansion. Human resources management inevitably becomes more complex in an international venue. Companies must consider not only the corporate culture and the national culture of their home country, but also the national culture of the country or countries which they are expanding into. Expansion into other nations also brings with it a myriad of laws and regulations that may well conflict with the home countrys laws or rules. The situation becomes more complex with each additional field office or subsidiary that the company acquires or develops. 1.2 Context There is a great deal of research that suggests that the way companies manage their human resources contributes to whether or not the company will succeed or fail (Tung, 1984). International human resources management can make or break a new expansion, and poor management of expatriates within established MNCs can send the company into a crisis. Companies must be able to communicate with their employees and to coordinate actions, activities, and regulatory compliance between a number of corporate and governmental entities. Failure to do so successfully can affect the bottom line of any multi-national corporation or company, and can destabilise a company that is not experienced in dealing with international human resources. Financially, there is a great deal at stake for the MNC which utilises expatriates. The obvious cost, of course, occurs if the project that the expatriate is assigned to fails. Such a significant financial blow can, as pointed out, destabilise a company. There are many other costs associated with expatriate management, however, that may not be obvious on the surface. Employees must be recruited into the programme and trained. Their families should receive training regarding the area of assignment. Moving or relocation costs are significant even if the family travels light. Many companies provide housing assistance in the country of assignment, and trips back to the home country on a scheduled basis. All of these expenses add up. One additional expense that must be considered is the replacement of the employee who enters the expatriate programme. If the employee is already a member of the organisation, his or her transfer to a foreign office will leave an internal position that must be filled. MNCs must also consider the ramifications to the company if their expatriate behaves in a fashion that the host country members consider improper. The amount of ill will that can be generated throughout the host community can be nearly incalculable. Even though it is an indirect cost, it can be as devastating as a more direct financial loss. Even in the best of cases, when the expatriation fails without loss of business and the expatriate returns quietly to the home base, the expatriate may leave the company. When this happens, the company loses a valuable employee and the investment that went along with that employees training. When the problem of failed expatriation is looked at from these perspectives, it becomes clear that the financial repercussions may be greater than they appear at first glance, but the loss of money is only a small part of the overall problem of expatriate loss. Indeed, the operation of the entire organisation can be threatened, along with the investments from the companys stakeholders and employees. This provides a great deal of impetus for investigation of the issues related to expatriate management and reduction of turnover both nationally and internationally. In the past, one might make the argument that expatriates and local employees are not in the same category. After all, expatriates face other cultures on a routine, day to day basis. As a matter of fact, they are immersed in their home culture. As Hofstede (2003) points out, every culture defines its own version of being socially correct. These constraints govern how cultures do business. It has become big business to help companies and individuals understand the different ways that host companies interpret what we may consider average, day to day gestures. The various governments recognised this concept long ago. Virtually every country provides some form of training in culture applications for ambassadors and members of the state and foreign service divisions. Nevertheless, business has been slow to adopt that concept. Even when MNCs recognise the need to provide this training, they may not fully understand the impact that the difference in culture has on the employee. The employee generally travels with family, and it is as important to acknowledge that family members and their success at adaptation have a large input into whether or not the employee adapts successfully. Thus, MNCs that fail to include all the family members in a culture immersion programme fail in their handling of expatriates. Today, all companies operate in a multi-cultural environment. Even small mom and pop operations are exposed to customers, suppliers, or regulators who are from other cultures. Nearly every country is now a cultural melting pot of residents, and those that are relatively homogenous still have influx from visitors and tourists. While it is easy to downplay the importance of a single tourist who has wandered off the beaten path, it is impossible in this day and age of modern technology to estimate the importance of that single customer. Placed in context, an unfortunate interchange with an individual who turns out to an important stakeholder in his or her professional community can be devastating. Attitudes of employees to customers or suppliers can cause supply chains to dissolve, large numbers of customers to disappear, or contracts to be cancelled. In a sense globalisation has caused a return to small town front porch mentality where everyone either knows everyone or knows his or her cousin. The Internet and global communications offers such anonymity that it is now possible for a companys largest customer to conduct a surprise visit and not be recognised. Given the right – or wrong – circumstances, the impact on business can be devastating. It is this concern, the concern for the international aspect of all business today, that ties together large MNCs and small, at-home operations and cautions us to develop a greater understanding of other cultures, whether we manage expatriates, or merely serve customers in our tiny walk-in. How a company treats its customers and stakeholders affects the survivability of the business, and retention of well-qualified and well-trained employees is part of that survivability, especially when it relates to cultural aspects of functionality. This paper, then, addresses the system of business that relates to intercultural communication and impacts management of expatriates as well as the home office. At the present time, there is a great deal of research that shows the difficulty that expatriates face on assignment and on repatriation, and there is significant research that indicates that cross-cultural training offers possibilities for helping these employees adapt. There is a gap in the research between these issues and the types of cross-cultural training that may lead to a decreased turnover rate. Additional research may be most helpful. When we review what types of cross-cultural training may be most useful, there is also indication that successful expatriates who return from assignment and remain with their companies may be able to add to the knowledge base of successful adaptation. It is this concept that successful expatriates contribute to knowledge management that I address in this research. Successful management of this knowledge may contribute not only to a lowered turnover rate among expatriates, but may offer suggestions to how business can lower the turnover rate overall. I suggest the concept that expatriate management tends to overlook one extremely important concept: that turnover EVERYWHERE is extremely high, and it will be no different in the expatriate population if we treat regular employees in the same manner that we treat expatriates, assuming the expatriate programme is successful. Thus, development of a plan to manage and retain expatriates has great generalisability for the companys population as a whole with regard to retention. This concept has been touched on in the available research but is not fully developed. A work developing this concept can truly add to the field. 1.3 Aims and Objectives The aims and objectives of the research will be to explore why some MNCs are successful at increasing retention of expatriates and what role cross-cultural training plays in that success; to explain the steps that successful MNCs take in utilising the knowledge they gain in working with expatriates as a form of knowledge management, and to describe how this information can be utilised by other companies to lower the overall general turnover rate. A number of research questions evolved that will be useful in determining why some companies are so successful with expatriates while others are not. The questions will guide the research: How do some MNCs lower the rate of turnover of expatriates? How do companies that lower the rate of turnover of expatriates utilise what they have learned as a form of knowledge management? What role does cross-cultural training play in successful retention of expatriates? What is the generalisability of the success of expatriate management in the MNC as a form of knowledge management and its application to the reduction of soaring general turnover rates? 1.4 Rationale The overall turnover rate of employees throughout the world is soaring. The problem is particularly high in America. The cost to companies of employee turnover is so high that one sometimes wonders how the companies stay afloat. At the same time, there are a number of difficulties with expatriate management. As the rate of expatriate attrition increases, so does the cost to the multi-national company in both financial terms and in terms of morale. In researching problems with international human resources management, particularly problems associated with the management of expatriates, a link between increasing rates of general expatriate turnover and generally high rates of employee turnover seemed to present. Gaps in the research indicate there must be more research into the process of repatriation and knowledge management, for this is the point at which the greatest knowledge exchange back to the company in terms of cultural knowledge should occur. Research must determine what contributes to success repatriation and why some expatriates choose to terminate contracts early. All of these areas will be investigated. The next step, then, is to investigate why some companies seem to manage expatriate programmes successfully, and why some programmes fail. By reviewing successful expatriate management, we may learn general lessons of human resources management that may well contribute to the base of knowledge for the reduction of overall turnover rates throughout the working world. 1.5 Methodology Qualitative research seeks to address the why and how of occurrences, making it ideally suited for a project of this nature. Though there are many forms of qualitative research, two forms seem particularly applicable to the nature of this investigation. A literature review will be conducted, of course, to place the state of the knowledge of expatriate management in the context of general management of human resources. An archival investigation, however, will take and utilise the literature review as a starting point. Through a thorough investigation of archival materials available, additional research information will be gleaned. The case study method will also be utilised to investigate three specific multinational companies or organisations that have had a great deal of success with the expatriates that they managed. Case study approach allows me as the researcher to concentrate on details that might otherwise be overlooked in a traditional literature review. Archival review materials will also contribute to details of the case studies. 1.6 Chapter Outline Chapter One of the dissertation consists of an introduction to the study and places the study in context, the aims and objectives, rationale, and methodology of the paper are reviewed. Chapter Two reviews literature related to the topics of international human resources, expatriate management, turnover, and knowledge management. The literature review presents various perspectives of the research topic and reveals how previous researchers have investigated the topics. The literature review is expected to reveal gaps in the research and suggests areas that this research will explore. It is guided by the aims, objectives, and research questions, but can also provide an indication for modification of those aims, objectives, and questions if changes are needed. Finally, the chapter provides a framework for the overall research. Chapter Three discusses methodology of the research and details the strategies that were undertaken during the research, including data collection methods and methods of analysis. Methodology describes methods that were utilised to conduct the research and defines the reasons they were selected. Chapter Four provides the analysis or the synthesis of the research. It ties together the research questions, the theories behind the research, and the methods of doing the research. Finally, in a good research project, the analysis will actually raise questions that will be guidelines to future research in the field. Chapter Five details the main findings of the paper, gleaned from the analysis, and describes how the results are similar to prior research, but also how they differ. The contribution of the research to the knowledge base of expatriate management and reduction of general turnover rates will be provided, and the limitations of the research will be defined. Suggestions for future research will be provided and ways to reduce limitations of future research will be discussed in the context of the experience of myself as the researcher for this project. The paper will be concluded with a bibliography of works utilised in the preparation of the paper, and if necessary, supporting materials will be provided in appendices. 1.7 Chapter Summary This chapter has set the stage for the research project and dissertation. The subject matter was introduced, and the study was placed in context of international business and human resources. The aims and objectives of the research were described and the rationale for the dissertation was produced. A summary of the methodology of the paper was provided, and a chapter outline of the work was also presented. In summary, Chapter One set the stage for the research and provided an overview of the project. Chapter Two Literature Review 2.1 Chapter Introduction Today, all companies have retention problems (Ramiall, 2004). In 2005, the United States had an overall turnover rate of employment of 23%. Companies face fierce competition in the quest to retain employees (Mitchell, Holtom, and Lee, 2001). Hay (2002) reports that in the past 10 years, employee turnover increased by 25%, making the problem of retaining employees the number one employment problem in the United States (Kaye Jordan-Evans, 2000). With a shortage of potential labour until approximately 2012, the pool of qualified and available labour is small, making the problem of retention much more intense. Clearly a need exists to lower the rate of turnover in companies. While the presented references above are in evidence of a turnover rate in American companies, the issue is global, especially in this day of large multi-national companies. The problem is, perhaps, even more pronounced with expatriates due to the large amount of money it takes each MNC to recruit, train, and support expatriates and their families. A retained expatriate can be an asset to the company; a lost expatriate represents a significant financial drain. It makes sense, then, to explore how expatriates can be retained, and to utilise the knowledge gained to lower the overall turnover rate of the company, thereby increasing retention and decreasing costs. Retention of expatriates contributes to the companys knowledge management capacities and to retention of trained employees in the MNCs, and cross-cultural training seems to offer one of the most promising avenues to encourage retention of qualified employees. The literature review served as a basis of study during the preliminary phases of the project and was supplemented a great deal in the final paper. As the research developed, it was clear that there were many avenues that needed to be explored to gain a holistic understanding of the issues relating to international human resources management and successful administration of expatriation programmes. Through the course of the initial review of the literature, a link became clear between lessons learned by companies that have successful expatriation programmes and companies that could utilise this knowledge in lowering their turnover rates. All businesses today, it is clear, have a multi-cultural aspect that must be addressed. The issue then becomes how multi-culturalism will be addressed and how knowledge gained from successful expatriation can contribute to the overall knowledge of successful MNCs (Sizoo, Plank, Iskat, and Sernie, 2005). This project will help bridge the gap between l arge MNCs with offices in other nations, and smaller companies that may benefit from their knowlege. 2.2 Importance of International Human Resources Management Tye and Chen (2005) state that capturing and maintaining a competitive advantage is not the most important issue for many organisations. At its lowest common denominator, the purpose of business is to make a profit. Friedman (1970) even argued that business has a social responsibility to make a profit for its investors. Friedman argued that business leaders needed to do whatever it takes to acquire and maintain that profit. Tye and Chen (2005) point out that there is now a general consensus that larger companies must operate successfully on a global level in order to capture and maintain the competitive advantage which leads to profit. As businesses have an increasingly international role, how to manage the people in the business on a global scale becomes a huge challenge (Lee and Liu, 2006). Businesses cannot operate without people, despite an increasing dependence upon technology. In order to retain people, there must be adequate human resources management systems. For large international companies, then, the human resources managers and their systems must aim towards acquiring and maintaining people who are competent not only in business, but in functioning in the international environment (Liu and Lee, 2006). For many years, the tendency was to believe that management was the same whether the company being managed was in the managers home country or a foreign land. This universal approach to management is considered an ethnocentric approach (Dowling and Welch, 2004), in which the values established in a corporations home country are the values that predominate through every field office. In this form of management, all of the practices of the business stem from practices and values of the home office, and all of the employees that become managers in field offices are hired and trained at the home office. While this approach offers certain advantages (for instance, the level of corporate control), it is not the most beneficial model of operation if one hopes to expand the business significantly in the targeted areas of other nations (Kuhn, 2000). Indeed, as Kuhn points out, ethnocentric organisations have essentially no advantage in local market areas. What difference is there between a human resources manager that deals with employees within the bounds of one nation, and one that deals with international situations? The basic difference is that when dealing with international human resources issues, the level of complexity between the rules, regulations, and operating mechanisms between different countries can be overwhelming, especially when more than one group of national workers is involved (Dowling and Welch, 2004). The difference may well be less pronounced in the nations of the European Union, where laws and operating regulations have been standardised to a degree, but national identities of workers complicate the issues. Indeed, even strong cultural identification roles can impact the path that international human resources managers must take. In addition, employees who will be fulfilling an expatriate role must be carefully matched to the job. In 1998, Stone suggested that the selection of expatriate employees is much more difficult than selecting personnel who will remain in the home office. This contention, however, is one of the concepts that will be investigated in the research. While Dowling and Welch argue that the selection of expatriates with personal issues such as low capacity to adapt, poor emotional stability, or bad attitude leads towards failure of the match to the expatriates job, one might argue just as easily that a bad attitude, immaturity, and refusal to adapt are indicative of poor selection of any employee, not just an employee who will be expatriated. It may seem simplistic, but a good, stable expatriate employee will make a good employee. On the other hand, a good employee will not necessarily make an adequate expatriate. It is this rule that led to my decision to explore a potential link between expatriate retention and retention of the average employee. Sizoo et al. (2005) concluded that adequate c ross-cultural training of any employee in a MNC greatly increases employee effectiveness and can lead to increased promotions and pay raises, which cut turnover rates. The argument could also be made that the same would apply in smaller companies, especially those in areas with a high cross-cultural population component. An expatriate who has negative attitude, poor emotional stability and maturity, lack of language ability, and a low level of adaptability also is a poor choice in host nations, where the chance of culture shock already exists (Dowling Welch, 2004). 2.3 Turnover Todays companies are faced with the prospect of continually replacing employees who have left the company. The cost of turnover is high both in direct turnover rates related to the physical process of hiring and firing and in the indirect rates of education, checking of the references, and so on. The costs are even higher if the member that leaves is a member of the expatriates, or if the member has recently repatriated at cost to the company. Thus the company cannot afford to keep replacing employees from a financial cost and a morale cost. Some turnover is caused by tension with management while other turnover is caused by having unclear job expectations. Increasingly in the international arena employees leave because they do not understand what they have to do to get ahead, or they feel they followed the companys directions and are still not appreciated for the service they have rendered. Peter Senge has identified three types of leaders: the peer leader, the line manager and the executive. Each one works to help build collaboration, to educate staff, and to strengthen the company culture. Teamwork and teaching should be utilised as a method of advancement (Senge 1990, 1996) and it is in this way that the expatriate can be particularly utilised. These employees can become leaders, and be promoted to management in the future. 2.4 Four Approaches to Management Orientation What exactly constitutes a multi-national company? Loosely defined, it is a corporation or large company that provides goods and/or services in more than one country. The MNC may have operations in a fair number of other countries. To be able to supply goods or services across national lines, the company must have significant resources. Thus, MNCs by their definition have access to a great deal of money or financial backing. The company is financially able to acquire the goods, services, and personnel acquired to function at a high level. To put it bluntly, companies with large budgets can purchase the best; few people would argue that a multi-national company as large, for example, as Wal-Mart, will have an operating budget larger than some small companies. Given that many companies have budgets that can buy the best, why is the expatriate failure rate so high? Black and Mendenhall (1990) pointed out that over 40% of all assigned expatriates return home early, and the expatriates that remain in the host nation, only 50% function effectively. Does the failure of the expatriate lie solely in the personality and training of the individual expatriate? Some evidence suggests that failure may be associated with the approach to management that the multi-national organisation chooses. Management approaches in multi-national companies can be polycentric, ethnocentric, geocentric, or electocentric. Each of the four models is discussed briefly below. Polycentric The polycentric approach to management utilises the belief that managers in host countries know the best way to approach work within their country and are the most familiar with effective ways to manage businesses within their country (Banai and Sama, 2000). Companies that adopt this attitude have generally concluded that all countries are different and that local subsidiaries should adopt policies and practices that are appropriate locally and are under the direct supervision of local managers from the local area (Banfield, 1998). Kuhn (2000) states that polycentric organisations offer the greatest local control to subsidiaries, which can be a tremendous advantage when the local manager is effective and savvy to local culture, customs, and business operations. Polycentric models are sometimes referred to as multilocal models, or even a multidomestic organisation. Ethnocentric As pointed out earlier, ethnocentric management embodies the concept that the home office manager knows best, regardless of the circumstances or culture of the host office. Dowling and Welch (2004) characterise this as a universal approach to management and believe that the main advantage of this form of management is the level of control it offers the MNC. Another advantage of this mode of operation, however, is that it presents the company with a more homogenous approach to business: no matter which office one is in, things are done the same way; managers are selected for the same reasons regardless of the location, and promotional paths remain the same regardless of where one transfers. Kuhn (2000) states, however, that this mode of operation is a distinct disadvantage if one a company wishes to expand operations in the host company. It offers no benefits when dealing with the local population, and may well be a disadvantage in terms of understanding local procedures and cultural impacts to business. Geocentric In the geocentric mode of operation, the company makes the decision that no one culture or organisation is better than another. Instead, the company concentrates on operating in as culture-free a manner as possible. Every effort is made to have a central control system, combined with a high level of standardisation. The organisation itself encourages all office to participate in decision-making based on a global rather than local context (Myloni, Harzing, and Mirza, 2004). Geocentric organisations offer one huge advantage: they are able to hire the best person for the job, without regard to nationality or national location. According to Kuhn (2000), the geocentric mode of organisation offers the best local advantage, along with the polycentric mode. Companies that embrace the geocentric view are sometimes referred to as borderless, or transnational. Electocentric / Regiocentric This model, also known as transregional model, is a model of globalisation that combines the geocentric model with the polycentric model. Companies that adopt this model of operation will frequently develop into a global or geocentric model of operation. In this mode, managers are hired locally and may be transferred within a general geographic region. The region tends to be fairly independent of the home company and does enjoy a certain amount of autonomy. This mode offers most of the benefits of the geocentric model. 2.5 Other Views of Management Approach Goshal and Bartlett (1998) present a different few of management approaches of multinational companies. They define the approaches as multinational, global, international, and transnational. In their definition, multinational companies decentralise and tend to regard their overseas offshoots as separate business acquisitions with their own autonomy

Essay --

Kevin Cherry Animal Welfare and Rights There has recently been a lot of dispute between those who believe in animal welfare and those who believe in animal rights. Most farm animals today are raised in confinement on huge manufacturing systems that are more like factories than farms. Animal welfare is based on the belief that animals can contribute to humans by providing us with food, work, and entertainment. It also ensures that humans who work with animals follow those moral obligations to provide the animal well-being. Animal rights on the other hand is based on the belief that animals should have the same or similar rights to humans. Animal rights activists believe that humans have no right to use animals at all, no matter how humane their operations are. Animals have always played an important role in agriculture. Much concern for animal welfare is based on the belief that animals have the ability to feel and perceive what is happening to them. This is why it is considered that attention should be paid to their well-being. While the killing of animals for food does not n...

Cybercrime in Indonesia Essay

Even if Indonesia has not ratified or signed the Convention on Cybercrime yet, officially Indonesia has implemented almost all cyber crime provisions set forth in the Convention. These provisions are set out in several articles in Law No. 11 Year 2008 on Information and Electronic Transaction. The seven provisions, among others; offense related to child pornography, illegal access, illegal interception, data interference, system interference, misuse of devices, and computer related forgery. The provisions of computer-related fraud and attempt and aiding or abetting are no longer regulated under this Act due consideration has been accommodated by the existing provisions in the Penal Code. Likewise, some offenses related to infringements of copyright and related rights are deemed to have been sufficiently set forth in the Law on Intellectual Property Rights. In addition to the above provisions, the Law No.11/2008 is the merely cybercrime statute in Indonesia, which also includes provisions on e-commerce and e-signature referring to the UNCITRAL Model Law and the EU Directives on such subjects. This is by virtue of the awareness of regulator about inevitable legal convergence of telecommunications, media, and informatics. By means of the principle of neutrality and efficiency, this product of law will be able to encompass the three specialties. Moreover, hacking, according to BATAN is defined as ‘infiltrating or breaching activities into an electronic system without rights, which usually aim to misuse or damage the system.’ Identical definition of hacking is also proposed by David S. Wall which is ‘deliberate unauthorized access to spaces over which rights of ownership or access have already been established.’ Therefore, hacking can be incorporated into illegal access provisions. In the Article 30, there are three paragraphs that organize illegal access, inter alia; 1. ‘Setiap Orang dengan sengaja dan tanpa hak atau melawan hukum mengakses Komputer dan/atau Sistem Elektronik milik Orang lain dengan cara apa pun.’ It means ‘any person intentionally and without right or unlawful access to computers and/or electronic system belongs to any other person in any way.’ 2. Setiap Orang dengan sengaja dan tanpa hak atau melawan hukum mengakses Komputer dan/atau Sistem Elektronik dengan cara apa pun dengan tujuan untuk memperoleh Informasi Elektronik dan/atau Dokumen Elektronik. It means ‘any person intentionally and without right or unlawful access to computers and/or electronic system in any way aim at obtaining electronic information and/or document.’ 3. Setiap Orang dengan sengaja dan tanpa hak atau melawan hukum mengakses Komputer dan/atau Sistem Elektronik dengan cara apa pun dengan melanggar, menerobos, melampaui, atau menjebol sistem pengamanan.’ It means ‘any person intentionally and without right or unlawful access to computers and/or electronic system in any way by infiltrating, trespassing, surpassing, and breaking through a security system.’ The first offenses are to be punished with imprisonment up to 6 years either with or without an administrative fine of up to IDR 600 million. Meanwhile the second offenses are to be sentenced by imprisonment up to 7 years either with or without an administrative fine of utmost IDR 700 million. The latter is to be sanctioned by imprisonment up to 8 years either with or without an administrative fine of up to IDR 800 million. During the past four years since enactment, a myriad of hacking incidents have taken place in Indonesia . However, only two cases were successfully expressed and processed in court. The first case is a case of hacking (defacing) the Election Committee website in 2004 by Dani Firman. While the second case is a similar case against the website of one Indonesia’s largest party, Golkar, by Iqra Syafaat. In fact, according to data from the Association of Indonesian Internet Service Provider (APJII), in 2003, it has recorded 2267 cases of network incidents and in 2004 there were 1103 such cases. It can be concluded that the cases which fails to trial far less. Furthermore, another concern is phishing, defined as ‘the pursuit of personal financial information that is subsequently used to defraud the victim and relies upon the recipient’s inability to distinguish a bogus email from a real one.’ Hence, it should be categorized into ‘computer related forgery’ provision. Article 35 states ‘Setiap Orang dengan sengaja dan tanpa hak atau melawan hukum melakukan manipulasi, penciptaan, perubahan, penghilangan, pengrusakan Informasi Elektronik dan/atau Dokumen Elektronik dengan tujuan agar Informasi Elektronik dan/atau Dokumen Elektronik tersebut dianggap seolah-olah data yang otentik.’ It implies ‘any person intentionally and without right or unlawful manipulate, create, delete, alter, or suppress any electronic document and/or information with the intent that it be considered as if it were authentic.’ Accordingly, this breach is to be sentenced up to 12 years in prison and a maximum fine of IDR twelve million. Unfortunately, there is no case hitherto which is brought to court proceeding. Finally, rare incidents of cybercrime exposed and processed in court trial as the aforementioned are caused by several factors, inter-alia; the lack of awareness among users, the absence of single identity number, the reluctance of victims to report, the limitedness of infrastructure or equipment and devices in the field of IT, and also the lack of law enforcement officers who have expertise in the field of IT. ——————————————– [ 1 ]. Indonesia Law Number 11/2008 about Information and Electronic Transaction, entry into force on April 21,2008 [ 2 ]. See (n 1) art 27 and art 9 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 3 ]. See (n 1) art 30 and art 2 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 4 ]. See (n 1) art 31 and art 3 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 5 ]. See (n 1) art 32 and art 4 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 6 ]. See (n 1) art 33 and art 5 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 7 ]. See (n 1) art 34 and art 6 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 8 ]. See (n 1) art 35 and art 7 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 9 ]. art 8 in Convention on Cybercrime, Council of Europe, entry into force on July 1, 2004 [ 10 ]. (n 9) art 11 [ 11 ]. (n 9) art 10 [ 12 ]. Indonesia has several Laws on IPR such as Law No.12/1997 about Copyright, Law No.29/2000 about Vegetal Variety Protection, Law No.30/2000 about Trade Secrecy, Law No.31/2000 about Industrial Design, Law No.32/2000 about Layout Designs of Integrated Circuits, Law No.14/2001 about Patent, and Law No.15/2001 about Trademark [ 13 ]. See UNCITRAL Mode Law on E-commerce on http://www.uncitral.org/pdf/english/texts/electcom/05-89450_Ebook.pdf and UNCITRAL Mode Law on E-signature http://www.uncitral.org/uncitral/uncitral_texts/electronic_commerce/2001Model_signatures.html accessed September 28, 2012 [ 14 ]. (n 1) Explanation [ 15 ]. BATAN is an Indonesian government institution which constitutes one of consulting agents of ICT, http://www.batan.go.id/sjk/uuite.html accessed September 29, 2012 [ 16 ]. Wall, David S, ‘Cybercrime: The Transformation of Crime in the Information Age’, (Polity Press 2008) 53 [ 17 ]. (n 1)

Following a Journalist

Robert J. Samuel persuasive style emphasizes his view on the economy and how it has its ups and downs. He uses literary devices such as rhetorical questions and diction to achieve effectiveness with his persuasive style of writing and to show his purpose of his articles, his purposes are to make the readers reading his article start to see how the current economic states of some nation are. Samuel has a persuasive style of writing; to show that he has persuasive style of writing he uses rhetorical questions. For instance, Samuel asks a question that already has the answer to it, â€Å"Can anyone doubt that the euro’s creation in 1999 was a huge blunder? † This question shows how Samuel style of writing persuades the reader to understand his point of view by presenting them with a question that has only one answer. This question is worded in a way where the only logical answer is that it is a â€Å"huge blunder†. Furthermore, Samuel asks another question that has the answer to it, â€Å"Wonder why government can’t restart the sluggish economy? The obvious answer is that the government can’t restart the sluggish economy because the economy is in such a bad spot the only thing to do is fix it. This shows the persuasive style of writing that Samuel is expressing because he’s trying to persuade his readers that the government is doing nothing to help the economy. Samuel also uses diction to express his persuasive style of writing. For example, Samuel uses the world â€Å"dreadful† to express his claim on how bad the Obamacare policy is. The word dreadful means great suffering or extremely bad, when using that word he sends his reader the message that contributing to the Obamacare policy will bring great suffering to many people. When using the word â€Å"dreadful† it persuades the readers who read Samuels articles to be against the Obamacare. In addition to how diction is used in Samuels’s persuasive style of writing, Samuel uses the word â€Å"poisoned† to show how corrupted the political climate is. The word poison means toxic substance or negative influence, using that word sends the readers a message that the political climate can poison their minds with negative influences and that it could harm them not physical but mentally. When using the word â€Å"poisoned† it persuades the readers who read Samuels’s articles to resent the political climate because it is â€Å"poisoned† and it will poison them if not avoided. Samuel emphasized his point of view and clearly defined it for the reader in a way that convinces them to believe it with his persuasive style of writing. His purpose to most of his articles is to make the readers start to see how the current economic states of some nation are and how some nations economy have their ups and downs. To show his purposes he uses literary devices such as rhetorical questions and diction to achieve effectiveness with his persuasive style of writing.

How did Hitler come into Power essays

How did Hitler come into Power essays A dichotomy is a division of two entities into mutually exclusive or contradictory groups. In Viva Zapata, it was mentioned that its not the laws that govern men, but men that govern men. There is no dichotomy present here because the two arent mutually exclusive at all. A country is only as strong as those who lead it, and the laws that govern it. Without strong and enforced laws, man wouldnt have power. And without man, the laws wouldnt have power. But, the people govern the land, and they are by far more powerful than the laws. They can create and destroy laws. They are the ones who enforce the laws. People dont live their lives by the word of the law, but by the will of the people who make and enforce it. When the Weimar constitution was enacted, there were several flaws. These flaws eventually led to the rise of Hitler, and the downfall of Germany. After World War II, the constitutions of West Germany, and France were more successful. They had very strong points and allowed for stable governments The Weimar constitution was written under the guidance of Max Weber. He was a socialist, and tried to give the constitution all of the best aspects of the American constitution(*1). In the Weimar constitution, the president wasnt named as the head of the government(*2). This task was given to the chancellor, who was a party member. Because the German government was in its infancy, and often deadlocked, parliament didnt meet that often (*3). Weber had planned for this, and under Article 48, the president had emergency powers when parliament was not in session. These powers also wound up coming into effect whenever parliament was deadlocked. Some of these powers included in Article 48 were temporary dictatorial powers, defense minister or the chief of the army. The president had the right to interfere with the legislation of parliament, and dismiss the chancellor (*4). There were a fe...