Univerities Should Accept Equal Numbers of Male and Female Students Inevery Subject Essay Example for Free

Univerities Should Accept Equal Numbers of Male and Female Students Inevery Subject Essay It is true that nowadays male and female students have the same opportunities and challenges in our society. I completely agree with that. However, universities should not require the balance between male and female students. This essay will discuss about the reason why not in that problem. At present, most universities enroll students by testing their ability. It is very fair system, which allows young people have the same opportunities to enter the university because they have the same test and hardship. Therefore, if university bases on sex to enroll, it will not satisfy people who have real ability in the subject which they like and want to study. Also, in our society the rate between male and female students is not equal so it is difficult to have the equal numbers of male and female students in every subject in university. Furthermore, some subjects require different abilities. I would argue that training to become a soldier, for example, require strong and flexibility, which male students is better than female ones. In contrast, training to become a teacher in primary school require gentleness and patience, which female students dominate more than female ones. The different between male and female students is the reason, which makes the equal numbers of male and female student in every subject is not possible. Everyone has particular strength and weakness and they just do their best when they leverage their advantages. In conclusion, universities should continue to keep the way that they have done to enroll instead of accepting the balance between male and female students in every subject. It is better to division of labor be happening naturally.

Democracy Essay Example for Free

Democracy Essay In its simplest term, democracy literally means the rule of the people. It came from the Greek word â€Å"demos† which means people and â€Å"kratos† which means rule. (â€Å"Democracy†) The term democracy was first coined in Ancient Greece. Democracy in Greece was understood to mean the selection of ordinary citizens to government office and courts and the assembly of all the citizens. Through the years, however, democracy as a form of government has evolved into a complex form of government. Despite the changes the concept has undergone, it still espouses the principles of popular sovereignty, political equality, popular consultation and the majority rule. (Austin Ranney, 1995) This essay is concerned with presidential democracy as a form of government. I aim to discuss the advantages and disadvantages of the presidential system. In the concluding part, I will take a stand on this issue. The Advantages of Presidential System It is the essence of every presidential democracy that the three main powers of government are constitutionally divided into thee different departments. Read more: How does big states vs small states guard against tyranny essay The three departments are: a) the legislative branch; b) executive branch; and c) judicial branch. The legislative branch has the power to propose, enact, amend and repeal the law. The executive branch has the power to execute the law. The judiciary has the power to interpret the law. The doctrine of concentration of powers is intended to prevent a concentration of authority in one person or group of persons that might lead to an error or abuse to the prejudice of the whole state. It is believed that any concentration of powers in a single branch is tyrannical and only true separation of powers will protect the liberties of the people against the aggressions of government. (Austin Ranney, p. 240) Moreover, the essence of presidential democracy does not only lie in the constitutional separation of powers but it also lies in the system of checks and balances. The separation of powers in the three branches of government is not synonymous to isolation. In the words of Justice Frankfurter in the case of Connally v. Scudder (160 N.  E. 655), he states that while it is desirable that thee be a certain degree of independence among the several constitutional agencies, it is not in the public interest for them to deal with each other at arm’s length or with a hostile jealousy of their respective rights as this might result in frustration of the common objectives of the government. This means that in reality, these three departments actually share their powers for the purpose of establishing a system by which one department could resist encroachment made by another department. Although there is a separation of powers in a democracy, one department is given the prerogative to check whether another department is exceeding its power and prerogative. For example: the Executive department has the constitutional prerogative to check the power of the Legislative branch to make laws by exercising its veto power. This means that the president of a country has the power not to sign into law or veto a particular bill passed by the legislative branch if the president, thinks that the law is not proper e. g. f the law is not timely. The same is true for the legislative branch of government which has the constitutional prerogative to check on the powers of the president by means of the procedure known as impeachment. The same is true with the President who has the constitutional prerogative to check on the functions of the Judiciary. For example, the president has the power to grant amnesty and pardon to those already convicted and have undergone the process in the judiciary. Another essence of democracy lies in the Rule of Majority. This is best manifested in the process known as election by which the people, in accordance with the principle of popular sovereignty, have the power to choose which among the candidates will govern them for a limited period of time. Disadvantage of Presidential System Though the presidential system may have its advantages, one main objection to this system is the delays caused by too much political conflict and gridlock between the President, Senate and the House of Representatives. Several times in the past that needed legislations have been delayed and blocked because of the political bickering that is always inherent in a Presidential system. It must be stressed that laws are passed to address the concerns of the people. If the passage of laws will be delayed because of the disagreements between the executive and the legislative then the people are the ones who will suffer. Conclusion The democracy is adopted by many countries including the United States. I think presidential democracy is better than the other forms of government. Though it has also its weakness, it is only in a democracy where there is a better balance between the powers of the government and the right of the people. It is this balance that ensures that those in the government will not abuse their powers that the constitution has granted to them. It is also this balance that ensures that the people will not abuse their sovereignty. The fusion of the two essential powers of government such as the power to execute laws and to make and amend laws in the hands of a single person will expose the whole state and the citizenry to the possibility that those in power will abuse their position.

Course : Thematic Independent Study

Course : Thematic Independent Study Topic : Strategic planning Essay 1 question : How does strategic planning create a competitive advantage for an organisation? Name : Tamryn du Preez Supervisor : Kunofiwa Tsaurau Due Date : 18 October 2010 Words : 4 160 TABLE OF CONTENTS Introduction. pg 4 Definition of strategic planning.. pg 4-5 Preparation for strategic planning.. pg 5-6 Timing.. Who should be involved? .. Input.. Preparatory work. Planning the agenda/process Strategic planning process pg 6-7 Gathering Information.. Developing mission statement. Setting goals and objectives. Identifying actions and allocating resources. Implementing the plans Monitoring the progress.. Evaluating the progress.. Contributions of Strategic Planning pg 7-9 1.5.1 Financial Benefits. 1.5.2 Nonfinancial Benefits.. Strategic planning techniques pg 10-11 SWOT analysis Scenario Planning.. PEST analysis.. Forecasting Competitors analysis Sensitivity analysis. Strategy planning at different levels.. pg 11-12 Corporate level Business Level Operational level Types of strategic planning time horizon.. pg 12-13 Long-term planning.. Intermediate planning.. Short- term planning.. Components of strategic planning pg 13 Strategy and culture Internal and external.. Balanced scorecard perspectives Market focus.. Conclusion pg 14 Referencing and Bibliography. pg 15-16 1.1 INTRODUCTION: Today many organisations face challenges to keep up with the rapid changes in the world. These changes are taking place mainly because of technology, which creates and leads to a faster contact between people, economic markets, governments and larger organisations. This advancement pace of technology does bring in its benefits and its disadvantages. Therefore it is vital that organisations always remain aware of the changes in their environment and adapt accordingly in order to remain competitive and to distinguish it from the competitors by creating a competitive advantage. This study reviews the literature of strategic planning in order to gain insight on how an organisation can lead to a competitive advantage. In order to gain a thorough understanding of the topic the study will identify how strategic planning will help a management team understand exactly what strategic planning is, how to plan strategically and how to ensure that strategic planning is implemented in your organisation. The importance of this topic is to identify how strategic planning is important not only for the survival or growth of an organisation but also on how it can help the organisation lead to having a competitive advantage over the competitors that choose not to follow a process for strategic planning. The strategic planning process is a step by step course set in place in order to help guide the organisation in been successful. This review also clearly identifies how strategic planning contributes to the success of an organisation and how it can be seen as a competitive advantage. It provides a deeper understanding of strategic planning techniques that are used to help managers make the best possible decisions with information that is available to the company. LITERATURE REVIEW This is the main body of the essay and it reviews all the academic literature related to the subject of strategic planning. The aim is to review the critical points of current knowledge including substantive findings as well as theoretical and methodological contributions of strategic planning. 1.2 Definition of strategic planning: Strategic planning is an organisations process of defining their strategy or their direction, and making decisions on allocating resources in order to pursue the strategy, this includes capital and people (Bradford R.W and Duncan JP, 2009). Different business analysis techniques can be used in strategic planning. Strategic planning is the formal consideration of an organisation future course (Bradford R.W and Duncan JP, 2009). Strategic planning is a sets out the overall direction for the business, is broad in scope and it covers all the major activities within an organisation (Boddy D, 1988). According to Shapiro J, 1996, strategic planning is the overall planning that facilitates a good management Process. According to Geyer Y, 2006, strategic planning is a process that an organisation follows that is disciplined and thorough. Geyer Y, 2006, indicated that strategic planning takes note of the internal dynamics of an organisation and the external dynamics of the world. Strategic planning analyses whether the organisation is effective in its objectives and goal (Shapiro J, 1996). According to Shapiro J,1996 strategic planning establishes whether the organisation needs to change its direction in order to fulfil is purpose or create a competitive advantage. McNamara C, 2002, added that strategic planning identifies where the organisation wants to be at some point in the near future and identifies how it is going to get there. The strategic part of the planning process continues to adapt to the current changes of the organisation (McNamara C, 2002). Strategic planning is considered to be a comprehensive plan that is designed to connect all of the firms decisions and their activities (McNamara C, 2002). Strategic planning is the ability to make decisions for the future, and is considered to be a systematic assessment of the benefits and costs, and clear rules for decision making (McNamara C, 2002). 1.3 Preparation for Strategic Planning: Authors Shapiro, J. (1996), Ducker P. (1996) and Gibson C.K (1995) proposed how preparation is critical to result in good planning. These authors all concurred that without preparation it is difficult for an organisation to maintain their strategic focus. According to the authors, timing, who should be involved, input, preparatory work, and lastly planning the process should be prepared and this is critically discussed below. 1.3.1 Timing The questions to ask here according to Timing is, When do you need to do a strategic planning process? How often do you need to do a strategic planning process? At what point in an organisational or project cycle do you need to do a strategic planning process? How long should a strategic planning process be? (Shapiro J, 1996). 1.3.2 Who should be involved? The key questions to be asked is who will participate in the strategic planning process and who should facilitate the strategic planning process (Shapiro J, 1996). The management team of the project or organisation needs to be understood by all the staff and board members and they should all be involved in the planning process (Shapiro J, 1996). According to Ducker P, 1996, administrative staff should be involved because they need to understand the organisations issues and problems. 1.3.3 Input According to Shapiro J, 1996, strategic planning process looks at the big picture, it is useful to get external input into the process. It is easy for those involved in the work of the project or organisation to lose sight of the overall picture and to think about the issues from the point of view of our own work only (Shapiro J, 1996). Ducker P, 1996, added that getting someone with a wider view and wider concerns may open doors to new ideas and ways of thinking. 1.3.4 Preparatory work This is a review of an organisations work and of the internal functioning that is needed to be done (Shapiro J, 1996). According to Shapiro J, 1996 the review of the work can be done by an external evaluation before the strategic planning process in order to feed into it. The review of the internal functioning of the organisation can be done by an external review conducted to find the right people that will come with useful information (Shapiro J, 1996). 1.3.5 Planning the process According to Shapiro J, 1996, it is important to know what an organisation wants to achieve and what has to be done to achieve these outcomes. It is also important to know what additional issues need to be dealt with in the time available (Shapiro J, 1996). Preparing for the strategic  planning  process  helps an organisation ensure that when they implement the strategy it is a success (Gibson C.K, 1995). 1.4 Strategic planning process: According to the authors Boddy D, 2005 and Wirth R.A, 2009 the planning process can be viewed as a circular flow of topics and action steps. Boddy D, 2005 mentioned seven steps in the strategic planning process which includes gathering information, developing a mission statement, setting goals and objectives, identifying actions and allocating resources, implementing the plans, monitoring the progress and evaluating. These seven steps are critically discussed below. Figure 1 Strategic planning process Evaluating the progress Gathering Information Develop mission statement Monitoring the process Setting goals and objectives Implementing the plans Identify actions and allocate resources Source: David Boddy, (2005), Third Edition, Management An Introduction, Pearson Education Limited, Europe. 1.4.1 Gathering Information According to Boddy D, 2005, this is any information that an organisation can use to guide their choices in building a strategic plan. The information can be collected internally or externally (Boddy D, 2005). Gathering information can collected as primary information that has not yet been conducted or secondary information, which is data that has already been collected (Boddy D, 2005). 1.4.2 Developing a mission statement According to Boddy D, 2005 this is a broad definition of an organisations operation and scope, it aims to distinguish it from other organisations. A clear plan depends on the ultimate purpose of the task (Boddy D, 2005). By developing a mission statement it is a way of the organisation to express a realistic vision of what the future could be if the plan were to succeed (Boddy D, 2005). 1.4.3 Setting goals and objectives These are set in order to identify the desired outcome for the individuals, groups, and the entire organisations (Boddy D, 2005). According to Boddy D, 2005, the goals and objectives turns the generalities of the mission statements into a specific commitment- what is to be done. Goals and objectives provide a focus for an organisation and it used to measure the actual performances (Boddy D, 2005). 1.4.4 Identifying actions and allocating resources According to Boddy D, 2005 this is the part of the planning process that involves deciding what actions need to be taken in order to achieve the objectives and it identifies who will do them. The fifth step is implementing the plan. This step also includes one to decide on possible actions which are affected by what the firms objectives are (Boddy D, 2005). 1.4.5 Implementing the plans Boddy D, 2005, emphasised that a good plan is not worthwhile until something happens and people implement the plan, by acting to make the plan visible. David Bobby added that planning helps by inducing confidence in a process, leading to high levels of acceptability from those involved. Planning is a necessary part of success, but it is not sufficient if it is not put into action (Boddy D, 2005). 1.4.6 Monitoring the progress and evaluating the result Boddy D, (2005) stated that the final stage in developing a plan is to set up a system that would allow people to monitor the progress towards the goals. Boddy D, 2005, added that managers can evaluate progress by using a programme overview chart. The overview chart gives a snapshot of the progress and indicates the areas where there are issues and it shows the expected completion date (Boddy D, 2005). 1.5 Contributions of Strategic Planning: According to the authors David FR. (2001), Hayes B. (2003), Zuckerman A. (2000), Shrader, C.B. (1993) and Almond K. and Barlow J, (2002) there are principle benefits of strategic planning that helps an organisation formulate better strategies through the use of a more systematic, logical and rational approach to a strategic choice. These authors have mentioned the financial and non financial benefits which are critically discussed below. 1.5.1 Financial benefits of strategic planning According David FR, 2001, strategic planning allows an organisation to be more productive rather than reactive in shaping its own future; it also allows an organisation to initiate and influence activities. Researchers indicate that companies using a strategic planning concept are more profitable and successful than those that do not use the concept. Businesses that are using strategic planning concepts have shown an improvement in their sales, profitabilitys, and in their productivities compared to those firms that are not using a systematic planning activity (David FR, 2001). Firms that use the planning system theory generally exhibit superior long-term financial performances relative to their industry (David FR, 2001) The Strategic planning concept and tools provided that there is a cost effectiveness that yields better interest deposit rates (Hayes B, 2003). According to Bill Hayes, 2003, strategic planning has shown to result in an improved or an increased customer service due to the firm been able to produce high quality performances. This is because the companies using a strategic approach are able to make more informed decisions with good anticipation of short and long-term consequences (Hayes B. 2003). According to Zuckerman A. 2000, strategic planning has helped companies to identify and prioritize their opportunities for financial improvement, mainly revenue-generating plans. This in turn has showed to offer the greatest opportunity for significant long-term benefits (Zuckerman, A, 2000). The relationship between strategic planning and company performance lies at the very heart of the discipline, yet no clear summary statement has been made about the numerous empirical findings dealing with this subject (Shrader, C.B. 1993) 1.5.2 Nonfinancial benefits of strategic planning According to David FR, 2001, strategic planning helps avoid financial demises and it also offers other tangible benefits, such as enhanced awareness to the external threats, improved understanding of the competitors strategies, reduced resistance to change, it shown to provide a clearer understanding of performance-reward relationship, and it increases employee productivity. The strategic planning process also helps with identifying and rationalizing the need for change to all managers (David FR, 2001). According to David FR, 2001 strategic planning has allowed organisations to financially identify what it is they want to accomplish in the long-term. Strategic planning allows the management team to assess future assumptions and alternatives. The management team can look at the company as a whole rather than just been focused on their individual responsibilities. Individuals in the credit union will strive harder to achieve objectives they help set. Strategic planning has helped companies to improved their planning eliminates ambiguity and enhance the teamwork and culture (David FR, 2001). According to the authors Almond K. and Barlow J, 2002, strategic planning has helped increase the ability of management to make decisions that will assure long-term financial institution survival and growth of the firms. Strategic planning has also increased the firms ability to control long-range direction, as it has allowed the board to focus on key strategic issues, as opposed to management problems (Almond K. And Barlow J, 2002). According to Almond K. and Barlow J, 2002, strategic planning serves a variety of purposes in organizations, including to: Clearly define the purpose of the organization and to establish realistic goals and objectives consistent with that mission in a defined time frame within the organizations capacity for implementation. Communicate those goals and objectives to the organizations constituents. Develop a sense of ownership of the plan. It has resulted in the firms using the most effective organizations resources by focusing the resources on the key priorities (Almond K. And Barlow J, 2002). According to David FR, 2001, strategic provided firms with a base from which progress can be measured and establish a mechanism for informed change when needed. Strategic planning also has helped managers to listen to everyones opinions in order to build an agreement about where the organization is going (David FR, 2001). Almond K. And Barlow J, 2002, states that strategic planning has provided a clearer focus for the organization, thereby producing more efficiency and effectiveness. Almond K. And Barlow J, 2002, also mentioned that strategic planning can benefit you company as it can be seen as the glue that keeps the board members together. Strategic planning produces great satisfaction and meaning among planners, especially around a common vision (David FR, 2001). David FR, 2001, also added that firms using strategic planning has indicated results of increases in productivity from increased efficiency and effectiveness, strategic planning also has helped management solves major problems in the organization by been able to address different strategies. According to David FR, 2001, strategic provided at the end of the day allows an organization to be more proactive than reactive in shaping its own future. Historically, the principle benefit of strategic planning has been to help different organizations to formulate better strategies for their business through the use of the more systematic, logical and rational approach to strategic choice (David FR, 2001). 1.6 Strategic Planning Techniques: According to the authors Boddy D. (2005) Bacal R. (2002) and Salem M. Al Ghamdi, (2005) there is a wide range of strategic planning techniques available to gather information for strategic planning. There are six planning techniques identified by these authors and they are the SWOT analysis, scenario planning, PEST factors, competitive analysis, forecasting, and sensitivity analysis. 1.6.1 SWOT Analysis According to Boddy D. (2005) a SWOT Analysis is an analytic tool that is used to help summarise the organisations main strengths and weaknesses that are relative to the external opportunities and threats. Bacal R, 2002 added that it helps identify the external and internal factors in order for the business to know the environment better. Boddy D. 2005 added that managers need to focus only a few trends and events that are likely to be important for the business growth. 1.6.2 Scenario planning Bacal R, 2002 stated that scenario planning is a fancy term for a very logical process the what if process. Boddy D. (2005) added that it is not an attempt to predict the unpredictable but it is a way to consider multiple and equal plausible futures for an organisation. These scenarios are not just based on a hunch; they are logically consistent but different from each other (Boddy D. 2005). 1.6.3 PEST Analysis According to Bacal R, 2002, the PEST analysis is another tool that is similar to the  SWOT analysis, but is more focused on the external environment and the important factors out there that can affect the present and future of a business. The PEST acronym stands for: political, economic, social and technological (Boddy D. 2005). These factors can affect your business either directly or indirectly (Boddy D. 2005). 1.6.4 Competitive Analysis According to Bacal R, 2002 a competitive analysis involves looking at those companies that compete in the same market place as you do. Bobby D. (2005) stated that organisations need to look at the critical aspects of a strategy that must be achieved to secure a competitive advantage. A competitive analysis is really a subset of doing an environmental scan (Bacal R, 2002). 1.6.5 Forecasting According to Boddy D. 2005, forecasting is predicting the future of the business. Forecasting is based on the analysis of past trends such as input prices, sales patterns or demographic characteristics (Boddy D. 2005). All forecasts are based on assumptions and managers can assume the past trends will continue (Bobby D. 2005). According to Boddy D. 2005 forecasts rely on extrapolation of past trends and therefore organisations need to question their inherent assumptions as they interpret the results. 1.6.6 Sensitivity analysis According to Boddy D. (2005) this is a method that is used to test the assumptions of key variables in a plan in order to increase the confidence in the choices a business wants to make. According Bacal R. (2002) sensitivity analysis can be useful to provide recommendations for the decision makers. Sensitivity analysis helps enhance the communication to the decision makers and increases them understand the system (Boddy D. 2005). 1.7 Different levels of strategic planning: According to the authors Burk Wood M. 2004 there are three different levels of strategy namely corporate level at the top, business level is the middle section and lastly operational level which is the lower level. Each level has different responsibilities and goals and this will be critically discusses below (Burk Wood M, 2004). Figure 2 Organisational levels Corporate Level Business Level Operational Level Source: Marian Burk Wood, (2004), Marketing Planning principles into practice, Pearson Education Limited, England. 1.7.1 Corporate level The Corporate Level looks at the companys Vision, goals, philosophy and the culture of the organisation and determines planning accordingly (Burk Wood M, 2004). Corporate strategy refers to the overall strategy for a diversified company (Burk Wood M, 2004).It is concerned with the mix of businesses the company should compete in, and the ways in which strategies of individual units should be coordinated and integrated (Burk Wood M, 2004). 1.7.2 Business level According to Burk Wood M, 2004, strategic planning at this level is concerned with the firms mission, business goals and the firms competencies. Burk Wood M, 2004, added that an integrated and coordinated set of commitments and actions are used to gain a competitive advantage. This is done by exploiting the core competencies in a specific product market which is done on business level (Burk Wood M, 2004). 1.7.3 Functional level Occasionally, plans will be made at the  functional  level, to allow managers to specialize and to increase managerial accountability (Burk Wood M, 2004). Burk Wood M, 2004 stated that at a functional level managers will be concerned with coordinating manufacturing, marketing, human resources, finances, research and development, and information systems (Burk Wood M, 2004). 1.8 Types of strategic planning: According to Morton L.P, 2009 and Lenehan P.F, 2002, strategic planning is the long-term process that determines the path for business owners to reach their goals. The other two business planning processes are more short term (Linda Morton, 2009). Below the time horizons long term, intermediate term, and short term will be critically discussed. 1.8.1 Long term planning According to Lenehan P.F, 2002, the long-term planning process should strengthen both management and the board of directors. The objective is to have everyone leave the off-site meeting with an understanding of the game plan for the next 5 years, which will be updated at an annual off-site planning meeting (Lenehan P.F, 2002). 1.8.2 Intermediate planning Linda Morton states that Intermediate-term planning  includes strategic objectives and has a time horizon of from one to two years. It outlines how the strategic plan will be pursued (Morton L.P, 2009). In marketing, intermediate plans are most often used for campaigns, with the goals and purpose of the campaign supportive of one of the business long-term goals (Morton L.P, 2009). 1.8.3 Short term planning Short term planning  includes operational objectives for specific departments and individuals and has a time horizon of one year or less (Morton L.P, 2009). A short term plan allocates resources and outlines objectives to meet the intermediate plans and the strategic planning process (Morton L.P, 2009). Morton L.P (2009) stated that short term planning allocates those resources day-to-day for business development. 1.9 Components of a strategic plan: According to Oslen E, 2007 there are several different components of strategic planning that needs to be explained to your planning team. The components are strategy and culture, internal and external, the balanced scorecard perspectives, and market focus (Oslen E, 2007). 1.9.1 Strategy and Culture According to Oslen E, 2007, an organisations culture is made up of people, processes, experiences, ideas and attitudes. A strategy is where the organisation is headed. A company cannot have a strategy without a culture or vice versa. The culture is the core of the business, and if it is not in order, the best strategy in the world cannot work for the company (Oslen E, 2007). 1.9.2 Internal and External According to Oslen E, 2007, the strategy is external when you gathering information from a companys customers, competitors, industry and environment. The external information can help a company identify the opportunities or threats that they might face. Through employee surveys, board assessments and financial statements are ways to identify the companys strengths and weaknesses that are internal (Oslen E, 2007). 1.9.3 Balanced scorecard perspectives According to Oslen E, 2007, the balanced scorecard is a framework that is used to develop the firms goals and objective in four areas. These areas are financial, customers, internal business processes and the employees (Oslen E, 2007,). The financial, internal processes and employees are the internal factors of the balanced scorecard whereas the customers are the external perspectives (Oslen E, 2007). 1.9.4 Market focus According to Oslen E, 2007, the growth of a market comes from focusing on the customers and delivering superior value to them consistently year after year. Built into a companys strategic plan is market-focus framework, this is vital because it ensures that the company is focused on growing (Oslen E, 2007). According to Oslen E, 2007 by focusing on the market a company will understand the needs of the customers. CONCLUSION: A strategic plan is simply a tool to be thought of as a guide or map. It has a starting point which is todays conditions and environment. It has an ending point, where the company wants to be in terms of success in the future. Strategic planning is a process that answers the question of how is the best, most likely way to be successful as defined by the stakeholders and allowed by the customers and embraced by the employees. While there is one way presented on how to conduct the strategic planning process it is by no means the only way. The process has to fit the culture, resources and style of the company. It must reinforce the confidence of management to make consistent, workable decisions. The benefit of a strategic planning discipline is that it facilitates effective decision making, better selection of tactical options and it leads to a higher probability of achieving the owners or stakeholders goals and objectives. High quality information is critical to the success of the strategic plans of any organisation. All other factors can be in place, but if the information is inconsistent in any way, then success is much less likely. If success is achieved it may well be at a high cost. High quality information must be acknowledged as one of the organisations main concern. Adopting a continuous development and improvement approach to the information gathering and interpretation process is essential.  

percolating paranoia :: essays research papers

Percolating Paranoia Fritz Lang's The Big Heat Fritz Lang brings the terrors of noir into the bright kitchens of America. Watch that coffee pot! BY H In Bright Lights 12 devoted to film noir, Gary Morris locates the malaise giving rise to the noir sensibility in the "mechanized, immoral, soul-destroying city."1 He defines the urban noir setting as attacking its characters’ chances for "hope, happiness, peace, complacency, and romance" (Morris 16). Although the attack may be related to the loss of a pastoral setting as Morris suggests, many film noir narratives locate those happy possibilities in the seemingly stable institution of the family, and can be read as ironic, hopeless searches for a humanized, moral, soul-restoring home. According to Sylvia Harvey, "the loss of those satisfactions normally obtained through the possession of a wife and the presence of a family" is one of the recurrent themes of film noir.2 Of course, the archetypal array of characters in film noir are not family members, but the hard-boiled, trench-coated detective; the beautiful, duplicitous, and greedy femme fatale w ith a revolver shoved deep into the pocket of her fur coat; and a fascinating complement of criminals ranging from sleazy and violent hoodlums to their glib and urbane bosses. The film noir narrative, with its aura of paranoia accentuated by nontraditional lighting and mise en scene, usually plays out not in the brightly lit kitchen or living room of a comfortable home but at night in dimly lit back streets glistening with rain or shadowy stairwells filled with looming shadows. Through a careful reading of a noir text that presents both the typical film noir mise en scene and various familial images, a sense of film noir’s complicated relationship to the family develops. The Big Heat (1953), directed by Fritz Lang, represents family life as a sham, as a relationship of convenience, as perverse, and finally as so fragile and threatened that even an icon of domesticity becomes a weapon. In The Big Heat, violence and criminality contaminate a small city, controlling elections and the police, as well as threatening familial institutions. The cast of characters I have identified as archetypal of film noir narratives is present, but, in keeping with many such films of the ‘50s, they have moved out of the shadowy stairwells and back alleys to occupy well-furnished homes and luxurious estates. Much of the violence occurs offscreen — in the diegesis of the film, occurring no doubt in the old haunts of film noir.

Rogerian Argument for Marijuana Legalization :: Cannabis Legalization Argumentative Essays

Rogerian Argument for Marijuana Legalization   Ã‚  Ã‚  Ã‚  Ã‚  The cannabis plant has been the topic of much debate throughout the history of this country. Many people don't know that it was not the effect of cannabis that originally spurred its banning. It was actually originally the work of the cotton industry who put big money behind illegalization for the plant's mind altering effects. The cotton industry was afraid that hemp, a product of the cannabis plant, would soon overpower the strong hold of cotton since it was a more durable textile that required less work, less ground depletion, and could be grown almost anywhere. Since the time when cannabis first became illegal it has been grouped with other narcotics as a counterpart. The truth is cannabis has many benefits to society and other than the effects of smoke inhalation has very few negatives. Those against legalization try to put cannabis in the same light as other more potent drugs like cocaine and heroin. There are many misconceptions about the substance and it i s clear it should be looked at separately.   Ã‚  Ã‚  Ã‚  Ã‚  Those opposed to the legalization of the cannabis plant in a September 11th 2003 article claim that with legalization of cannabis will come further problems. They say that legalization would lead to greater drug use especially with children as well as drug trafficking from legalized areas. They claim the tobacco and alcohol cause enough problems and there is no reason to add a new product into the mix. The claim is also made that drugs such as cannabis lead to poverty, crime, and violence. They argue that although the drug war cannot be completely successful it is worth it to slow down drug trade and that truly very few people are brought up on a simple possession charge of cannabis. Finally they make the claim that if cannabis and other drugs were legalized it would prevent court ordered addiction treatment. I understand the basis of all these claims and understand where they come from. Many arguments are made generally about the legalization of all illegal drugs including cannabis and I do agree that drugs other than cannabis should be kept illegal for all the reasons listed above. Where I find fault with the expose is the unfair grouping of cannabis into the article.   Ã‚  Ã‚  Ã‚  Ã‚  First off it is important to understand the effects of cannabis use and its history. When smoking cannabis THC is the leading stimulant released.

Legislative Proposal For New Indecency Language In Telecom Bill :: essays research papers

Legislative Proposal for New Indecency Language in Telecom Bill I. Summary   Ã‚  Ã‚  Ã‚  Ã‚  Although the October 16, 1995 legislative proposal purports to regulate â€Å" computer pornography†, the proposal contains fatal flaws which render the proposal at best counterproductive and at worst devastating to on-line communications. First, it prohibits, but fails to define, â€Å"indecent† speech to minors -- a dangerously vague, medium-specific, and, after decades of litigation, still undefined concept, which may include mere profanity. This may tie up successful prosecution of the law in courts for years to come, while courts wrestle to divine a constitutional definition of â€Å"indecent† -- and while companies are left with uncertain liability.   Ã‚  Ã‚  Ã‚  Ã‚  Second, the October 16 proposal may actually hold systems liable for communications over which they have no specific knowledge or control. The proposal purports to target those who â€Å"knowingly† send prohibited communications -- itself a relatively low standard of liability that may not even require actual intent or willfulness. Nevertheless, because the proposal i) defines the elements of criminal liability in vague and contradictory terms, and ii) eliminates safeharbors in the Senate bill that would define a clear standard of care, it might hold systems liable for actions that don't reach even a â€Å" knowingly† standard of liability. As a result, access providers, system managers and operators, and employers may potentially be liable for actions of users over which they have no specific knowledge, intent, or control.   Ã‚  Ã‚  Ã‚  Ã‚  For any company that communicates by computer, the proposal: 1) Creates liability for, but never defines, â€Å"indecent† speech, a dangerously vague standard that could leave companies criminally liable for use of mere profanity; 2) Establishes vague and contradictory standards of liability that could leave innocent companies vicariously liable for communications over which they have no control; 3) Strips workable affirmative defenses from the Senate bill, eliminating a clear standard of care for companies.   Ã‚  Ã‚  Ã‚  Ã‚  Not only does the proposal endanger companies, it fails to protect children. The indecency standard guarantees that enforcement will be tied up in the courts for years to come. Companies will be particularly reticent to identify and eradicate prohibited communications when they are incapable of discerning which communications are â€Å"indecent† and when the company's consequent knowledge of the communications may actually make them liable. At worst, the proposal will either shut down systems entirely or will shut down any attempts to constructively monitor and screen systems, as providers take a know-nothing stance to avoid prosecution for purported knowledge. II. The â€Å"Indecency† Standard and Uncertain and Conflicting Standards of Culpability Implicate Innocent Companies But Fail To Protect Children. A. The undefined â€Å"indecency† standard is possibly unenforceable and certainly counterproductive.   Ã‚  Ã‚  Ã‚  Ã‚  Although the October 16 proposal purports to regulate â€Å"computer

Computerized Enrollment System Essay

INTRODUCTION As the generation change past, technology innovation is also past changing mostly the computers. Computer benefits such as the way of using certain application for office or project works, for record keeping purpose or even communication. Moreover, computer performs various tasks accurately, quickly and efficiently. This is very user friendly that caters all the banking transportation and even in a smallest business for record keeping intention. This is the essence of modernized technology. Computing technology has an impact on almost every aspect of daily life. Computer applicants abound in art, business, entertainment, essence, engineering and medicine. In addition, the discovery of the computer was great function of modernity for difference to make work easier, more capable and more adaptable of humanity. It has brought a new level of knowledge that became the new standard in the industry. It made the school more efficient for students and provided path to communicate to entire ea rth. Nowadays, computer base system is commonly used by company and institution and one of this is COMPUTERIZED ENROLLMENT SYSTEM is the must have system in school. It is convenient way storing and retrieving information of a student that provide more easy way of enrolling. One of the schools that badly needed this computerized enrollment system is MARIKINA POLYTECHNIC COLLEGE (MPC) that located at #3 Mayor Chanyungco Street, Sta. Elena, Marikina City. At this computer age, they are still practicing the manual procedure of enrolling students which is resulted to a very time consuming and keeping records of students that is not safe and hard to find when need it, lost of data will probably the huge effect. This COMPUTERIZED ENROLLMENT SYSTEM (CES) is proposing in exchange to the existing system in Marikina Polytechnic College. This proposed system will cut down the cost during enrollment and reduce much effort. OBJECTIVE OF THE STUDY The purpose of this study is to fulfill a better system that will serve as a more reliable tool in registering and enrolling students in an institute. The study is to show the advantages and disadvantages that arise in the computerized enrollment system. The study is to show the innovation of registration and enrollment system from traditional to high-technology. The study also serves the purpose of revealing the mechanics of the said system. The user interface provides ease through its organized interface and functionality. The administrating side provides efficiency in keeping and gathering work. The system will have two parts. The user account and the administrator account. In the user account, user was logged in as guests. They may register and enroll through filling up the available computerized forms. The administrators may interface with the data in every way possible. Scope The computerized enrollment system covers the major process in MARIKINA POLYTECHNIC COLLEGE namely; registration of the current and incoming student class scheduling sectioning and report needed. Since one of the specific objectives of the system is to secure the data being inputted to the database, the system would allow two user accounts which are the faculty and the registrar. Faculty user account would only access some features of the developed system. On the other hand, registrar can access every features of the system. Enrollment System is a good example of a computer generated process. This can lessen the workload and provides accurate information needed of the school. As a result, it will benefit not only the student but the administration as a whole. Limitation The computerized enrollment system does not include the payment of tuition fees, account/payment processing and it cannot determine if the student was already paid his/her payment or not. The cashier will be the one who will print the summary of student with unpaid accounts and sent them to the respective department chairman.