Geert Hofstede Organization Culture Essay

I. Analysis Every one of us already realizes and knows that we are living in a global age. Technology has brought everyone much closer together. This means that people of different cultures find themselves working together and communicating more and more. This is exciting, but it can also be frustrating and fraught with uncertainty. How do you relate to someone of another culture? What do you say, or not say, to start a conversation right? Are there cultural taboos that you need to be aware of? Building connections with people from around the world is just one dimension of cultural diversity. You will also need to factor it into motivating people, structuring projects, and developing strategy. Of course there are so many question on our head how can we understand cultural differences? Are we relegated to learning from our mistakes, or are there generalized guidelines to follow? Fortunately, psychologist Dr. Geert Hofstede asked himself this question in the 1970s. What emerged after a decade of r esearch and thousands of interviews is a model of cultural dimensions that has become an internationally recognized standard. Before we talk about the theory further further let us know more about Geert Hofstede deeper. Geert Hofstede, a widely known Dutch researcher of culture, has defined culture as â€Å"the collective programming of the mind which distinguishes the members of one group or category of people from another.† During 1978-83, he conducted detailed interviews with hundreds of IBM employees in 53 countries. Through standard statistical analysis of large data sets, he determined patterns of similarities and differences among the replies. From this data analysis, he developed five dimensions of culture. In the 1990s, Hofstede published results of his research in publication Cultures and Organizations: Software of the Mind. Initially he developed four dimensions in culture, but added a fifth dimension in 1991. Moreover Hofstede’s cultural dimensions theory is a framework for cross-cultural communication, developed by Geert. It describes the effects of a society’s culture on t he values of its members, and how these values relate to behavior, using a structure derived from factor  analysis. The theory has been widely used in several fields as a paradigm for research, particularly in cross-cultural psychology, international management, and cross-cultural communication. The original theory proposed four dimensions along which cultural values could be analyzed: individualism-collectivism; uncertainty avoidance; power distance (strength of social hierarchy) and masculinity-femininity (task orientation versus person-orientation). Independent research in Hong Kong led Hofstede to add a fifth dimension, long-term orientation, to cover aspects of values not discussed in the original paradigm. In the 2010 edition of Cultures and Organizations: Software of the Mind Hofstede added a sixth dimension, indulgence versus self-restraint, as a result of co-author Michael Minkov’s analysis of data from the World Values Survey. Before we jump further, let us see what is the identification of culture itself in terms of Hofstede termination, culture to be mental programming of the mind: every person carries within him or herself patterns of thinking; feeling; and potential acting which were learned throughout their lifetime (Hofstede, 2005 p4). He identified 3 layers of mental programming that are: individual, collective and universal. Based on these 3 layers he constructed his culture triangle (see figure 1). The Individual level (personality) is focused on the mental programming exclusive to each person. Hofstede suggests that this level is at least partly inherited. The Collective Level (culture) is focused on the mental programming that is learned from others, that is specific to a group of people. The Universal level (human nature) is focused on all humans, and is also likely inherited: instincts for survival et cetera. Figure 1: Hofstede’s Culture Triangle With access to people working for the same organization in over 40 countries of the world, Hofstede collected cultural data and analyzed his findings. He initially identified four distinct cultural dimensions that served to distinguish one culture from another. Later he added a fifth dimension, and that is how the model stands today. He scored each country using a scale of roughly 0 to 100 for each dimension. The higher the score, the more that dimension is exhibited in society. The Five Dimensions of Culture Armed with a large database of cultural statistics, Hofstede analyzed the  results and found clear patterns of similarity and difference amid the responses along these five dimensions. Interestingly, his research was done on employees of IBM only, which allowed him to attribute the patterns to national differences in culture, largely eliminating the problem of differences in company culture. The five dimensions are: 1. Power/Distance (PD) This refers to the degree of inequality that exists – and is accepted – among people with and without power. Power distance is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally.† Cultures that endorse low power distance expect and accept power relations that are more consultative or democratic. A high PD score indicates that society accepts an unequal distribution of power, and that people understand â€Å"their place† in the system. Low PD means that power is shared and well dispersed. It also means that society members view themselves as equals. Application: According to Hofstede’s model, in a high PD country such as Malaysia (104), you would probably send reports only to top management and have closed-door meetings where only select powerful leaders were in attendance. PD| Characteristics| Tips| High PD| * Centralized companies. * Strong hierarchies. * Large gaps in compensation, authority, and respect.| * Acknowledge a leader’s power. * Be aware that you may need to go to the top for answers| Low PD| * Flatter organizations. * Supervisors and employees are considered almost as equals.| * Use teamwork. * Involve as many people as possible in decision making.| 2. Individualism (IDV) This refers to the strength of the ties people have to others within the community. A high IDV score indicates loose connections. People have large extended families, which are used as a protection in exchange for unquestioning loyalty. In countries with a high IDV score there is a lack of interpersonal connection, and little sharing of responsibility beyond family and perhaps a few close friends. A society with a low IDV score would have strong group cohesion, and there would be a large amount of loyalty and  respect for members of the group. The group itself is also larger and people take more responsibility for each other’s well being. Application: Hofstede’s analysis suggests that in the Central American countries of Panama and Guatemala where the IDV scores are very low (11 and 6, respectively), a marketing campaign that emphasized benefits to the community or that tied into a popular political movement would likely be understood and well received. This talks about how much a society sticks with values, traditional male and female roles. Masculine cultures’ values are competitiveness, assertiveness, materialism, ambition and power, whereas feminine cultures place more value on relationships and quality of life. In masculine cultures, the differences between gender roles are more dramatic and less fluid than in feminine cultures where men and women have the same values emphasizing modesty and caring. High MAS scores are found in countries where men are expected to be â€Å"tough,† to be the provider, and to be assertive. If women work outside the home, they tend to have separate professions from men. Low MAS scores do not reverse the gender roles. In a low MAS society, the roles are simply blurred. You see women and men working together equally across many professions. Men are allowed to be sensitive, and women can work hard for professional success. Application: Japan is highly masculine with a score of 95, whereas Sweden has  the lowest measured value (5). According to Hofstede’s analysis, if you were to open an office in Japan, you might have greater success if you appointed a male employee to lead the team and had a strong male contingent on the team. In Sweden, on the other hand, you would aim for a team that was balanced in terms of skill rather than gender. MAS| Characteristics| Tips| High MAS| * Men are masculine and women are feminine. * There is a well-defined distinction between men’s work and women’s work.| * Be aware that people may expect male and female roles to be distinct. * Advise men to avoid discussing emotions or making emotionally based decisions or arguments.| Low MAS| * A woman can do anything a man can do. * Powerful and successful women are admired and respected.| * Avoid an â€Å"old boys’ club† mentality. * Ensure job design and practices are not discriminatory to gender * Treat men and women equally.| 4. Uncertainty/Avoidance Index (UAI) This relates to the degree of anxiety that society members feel when in uncertain or unknown situations. High UAI-scoring nations try to avoid ambiguous situations whenever possible. It reflects the extent to which members of a society attempt to cope with anxiety by minimizing uncertainty. People in cultures with high uncertainty avoidance tend to be more emotional. In contrast, low uncertainty avoidance cultures accept and feel comfortable in unstructured situations or changeable environments and try to have as few rules as possible. People in these cultures tend to be more pragmatic, they are more tolerant of changeThey are governed by rules and order and they seek a collective â€Å"truth.† Low UAI scores indicate that the society enjoys novel events and values differences. There are very few rules, and people are encouraged to discover their own truth. Application: Hofstede’s Cultural Dimensions imply that when discussing a project with people in Belgium, whose country scored a 94 on the UAI scale, you should investigate the various options and then present a limited number of choices, but have very detailed information available on your contingency and risk plans. (Note that there will be cultural differences between French  and Dutch speakers in Belgium.) 5. Long Term Orientation (LTO) This is the fifth dimension that Hofstede added in the 1990s, after finding that Asian countries with a strong link to Confucian philosophy acted differently from Western cultures. In countries with a high LTO score, delivering on social obligations and avoiding â€Å"loss of face† are considered very important. This refers to how much society values long-standing – as opposed to short-term – traditions and values. It describes societies’ time horizon. Long-term oriented societies attach more importance to the future. They foster pragmatic oriented towards rewards, including persistence, saving and capacity for adaptation. In short term oriented societies, values promoted are related to the past and the present, including steadiness, respect for tradition, preservation of one’s face, reciprocation and fulfilling social obligations. Application: According to Hofstede’s analysis, people in the United States and United Kingdom have low LTO scores. This suggests that you can pretty much expect anything in this culture in terms of creative expression and novel ideas. The model implies that people in the U.S. and U.K. don’t value tradition as much as many others, and are therefore likely to be willing to help you execute the most innovative plans as long as they get to  participate fully. (This may be surprising to people in the U.K., with its associations of tradition.) LTO| Characteristics| Tips| High LTO| * Family is the basis of society. * Parents and men have more authority than young people and women. * Strong work ethic and high value placed on education and training.| * Show respect for traditions. * Do not display extravagance or act frivolously. * Reward perseverance, loyalty, and commitment.| Low LTO| * Promotion of equality. * High creativity, individualism. * Treat others as you would like to be treated. * Self-actualization is sought.| * Expect to live by the same standards and rules you create. * Be respectful of others. * Do not hesitate to introduce necessary changes.| The latest one that has just been added by Geert itself is Indulgence versus restraint (IVR): The extent to which member in society tries to control their desires and impulses. Whereas indulgent societies have a tendency to allow relatively free gratification of basic and natural human desires related to enjoying life and having fun, restrained societies have a conviction that such gratification needs to be curbed and regulated by strict norms. II. Implication After the publications of the theory I especially directly know the evidence that organization or family are different from each other, we used to believe that deep inside all people everywhere anytime are the same. In fact, as we are generally not aware of other countries’ cultures, we tend to minimize cultural differences. This leads to misunderstandings and misinterpretation between people from different countries. Instead of the convergence phenomena, cultural differences are still significant today and diversity tends to increase. The in order to be able to have respectful cross-cultural relations, we have to be aware of these cultural differences. So here I would like to analyze of those 5-dimension theory of Geert Hofstede and also the spirit of leadership in the application of my community, organization, and family. First, regarding  to the power or hierarchy, I can see that the organization even family I had now is got very high score of power or hierarchy. Asian co untry especially south East Asia country included Indonesia widely known as the east part of the world has very long hierarchy process in organization. It needs to follow so much unbiased rules and regulation that never existed in western country. Another thing in my organization or family is centralized meaning the leader is everything; the leader in a group or family (parents, father especially) can do what they want. They take control of every single thing and execute all of things that they think it is right to be executed. The leader power here is also get tons of acknowledgements of power also compensation, authority, and respect in the way they behave in the community. And not many things you can really do over there unless you have top Harvard quality student of opinion or sight. Second, it is regarding to the individualism. This individualism model can be positive or negative. Its position is more in the between good and bad, depends on the condition that an individual face. Widely known in Indonesia that it has relatively low score. Indonesia as part of the Eastern country world is very low on facing the condition of being individual. It also here in my organization and family where the entire member included leader and sub ordinaries are not really independent in terms of individual people’s eye. They here one hundred percent have totality in suppress feelings and emotions to work in harmony Besides that tradition are the main habit of my community to be respected even it cost slow changes. This thing is also inter-related with showing respect for age and wisdom. Another good thing about having low individualism is the willing of my mates in emphasizing on building skills and becoming master or pro of a specific skill on something detail. They also have very high appreciation of intrinsic rewards. Lastly what I have been seeing in the community I have been involved in that they really support the creation of harmony in the community even it needs to scarify the honesty. Third thing is masculinity. Once again as the historical and geographical background of most Indonesian majority is Islamic people which really praise the superiority of men. Same also with the minority, Chinese people of Indonesian really put more eyes on men compared to women. Men in Indonesia  can be said has higher status than the women. They are different from each other. Both men and women is really distinguish and well defined in work, job, attitude, and behavior in the neighborhood. Some people really praise this condition so they really have high expectation on putting men over women which men advised is really being a high terminology on discussing emotion or making emotionally based argument even decision. Fourth, regarding to the uncertainty method, what I face in my organization or family is really in between. I really mean that it is in the middle, not really high not even low. But somehow if it is calculated deeply I can conclude it is more on the low side with the c omparison of 60:40 for low uncertainty. I can say it is low because there is some informal business attitude in executing the activities in family even organization. They act not really formal like in army but it is more enjoyable and fun but still serious. Then another why I say it is informal that mostly the organization mates do not really impose rules or structure unnecessarily. Besides that also can be seen there is minimization in controlling emotional response by being calm and contemplating situations before speaking. Las thing is people do not really afraid of expressing curiosity when some differences or irrelevant concept found. Another supporting condition but not I found which also make the 40 percent disagreement are there are more concern with long term strategy than what is happening on a daily basis and also accepting of change and risk. Both thing are hardly founded in my organization, they prefer to be stick on what have drawn before. Fifth is regarding to the long-term orientation that has been just added by Geert. This condition is 100 percent high. Easily founded everywhere not only in my organization and family that family, family, and family is based on everything in the society. It should be on the top of priority compared to another element in the society. In the family itself parents especially has absolute power and authority compared another member which also another member without demanded give respect for tradition terms. Another thing that the terms of an individual displaying extravagance or acting frivolously is reaching zero percent in behavior action that has high reward perseverance, loyal, and total commitment. This condition exactly leads to strong work ethic and high valued placed on the training and education. Last method is just recently developed can be said not really playing important role but worth slightly  to be discussed which is indulgence versus restraint. This is quite high in Indonesia that everyone needs to control desire and also impulses of what there flesh demand. In other word in organization, family, group, and also community that I have been involved in in Indonesia are being super strict to many traditional views of law and norm that exist in neighborhood which also the inheritance of the ancestor created and did. So being totally freedom as in the heaven is hardly found. III. Conclusion The creation of this theory really become valuable for everyone as there is differences between culture in family and also organization from one and other. Thus people can prepare for it. Another thing of this creation model theory can provide us the chance of demonstrating management competencies such as personal motivation, time management, organization and communication. The knowledge we get also important to evaluate and compare community, organization, management, nation, continent, and an era. Furthermore it is hoped that the skill and ability gained from this paper can be added to rich our multi cultural point of view and be useful from high value consulting standpoint.

Multi-state E.coli Outbreak

A person having diarrhea with loose stools greater than 3 bowel movements in a day with or without abdominal cramps, who is a resident of Michigan, having onset of symptoms between the 15th of June and 15th of July and the   stool cultures yielding E.coli 157:H7. (Lautenbach, E., 2008).   (Multistate Outbreak of E.coli O157:H7 Infection, 2008)It is an infection leading to severe abdominal cramps and bloody diarrhea. Non bloody diarrhea can also occur, or it may also be that the patient will have no symptomatic complaints. The causative organism is E.coli O157:H7 which has an incubation period of 3 to 8 days with a median of 3-4 days. (Lautenbach, E. 2008).   . In people in extremes of age groups I.e. elderly and children under 5 years of age, the infection can also lead to complications like Hemolytic uremic syndrome.AdvantagesBy including a lab test as criteria for case confirmation, the specificity of the case definition increases hence the power of the test increases and so do the chances to detect the source.DisadvantagesInvestigation: by making lab investigations like stool cultures and PFGE a criterion, people who had the symptoms but were not able to visit the doctor were not counted as having the disease, hence the sensitivity of the definition decreased.By only taking residents of Michigan into consideration, people who were visitors and might have got infected were excluded from the count.Slight alterations could be made to the case definition.Proposed Case DefinitionA person having diarrhea with loose stools greater than 3 bowel movements in a day with or without abdominal cramps. The person may be a resident or may have visited Michigan a week prior to having onset of symptoms between the 15th of June and 15th of July. A person with clinically compatible picture who is epidemiologically linked with a confirmed case of E.coli infection. The stool cultures yielding E.coli 157:H7.The lab testing requirement still has to remains, to ensure specifi city and power of the definition.Comparison between age groups:In the Michigan outbreak, it was noted that more than twice as many females were infected as were males. People in age groups of 20-39 and 40-59 were reported most frequent cases in the Michigan outbreak. Food net on the other hand reported nation wide distribution of cases almost equally in males and females, i.e. 162 to 178 respectively. They also documented that largest segmented of population infected in 1997 was in the age group of 1-9 years.This pattern shows that in the Michigan outbreak, the source most probably started with some sort of interaction between source and the adult females of age between 20-59years.  Inquiry about diseaseE.coli infection is mainly an oral-fecal transmission pathway. Hence poorly chlorinated water, unpasteurized milk are common fluid sources. Uncooked or improperly cooked beef another forms of meat are another likely source of transmission. Vegetables directly from farms or stores, which are not properly washed, like lettuce, spinach alfalfa etc are another source of infection. (Escherichia coli O157:H7, 2005).   Exposure to farm animals, or contact with infected people are also risk factors. In the United States infected children in daycare centers also a major source of spread. So questions pertaining to contact and handling of the above stated risk factors should be asked.Source of the outbreak according to the currently present evidence is alfalfa sprouts. Contaminated alfalfa seeds initially caused the outbreak and then the infection easily spread through person to person transfer. The leading hypothesis is that contaminated alfalfa sprouts or seeds of alfalfa sprouts were the initial cause of the outbreak.People who consumed these foods in the area of Michigan got infected with E.coli O157:H7 and then the infection were further transferred to other people with whom they came into contact.REFFERENCES:Escherichia coli O157:H7 (2005). Division of Bacteria l and Mycotic Diseases, Center for Disease Control and Prevention. Retrieved March 6, 2008, from http://www.cdc.gov/ncidod/dbmd/diseaseinfo/escherichiacoli_t.htmLautenbach, E. (2008).   Outbreak Investigation: Discussion Group. Pennsylvania department of health. Retrieved March 6, 2008, from http://www.dsf.health.state.pa.us/health/lib/health/Outbreak_Investigation.ppt.Multistate Outbreak of E.coli O157:H7 Infection, (2008). Foodsafety.net  Retrieved March 6, 2008, from http://www.foodsafetynet.info/NEHA/EpiSlides/Ecoli_122803.ppt.   

American Fashion Industry in 21st Century

American Fashion in 21st Century ‘Fashion’ is the need to adapt to ever changing styles; to dress in distinctive and current trends and a means for one to express their individuality. Fashion refers to keeping every aspect of one’s body up-to-date for varying reasons. Some people prefer a simple life style with modest attire whereas most passionately follow the fashion industry and rapidly change accordingly. This increase in demand for individually tailored items including everything from clothing and footwear to makeup and body piercings is what gave birth to the fashion industry.The roots of this business can be traced to America in the nineteenth century where it grew rapidly and spread across the globe to become the highly integrated industry that exists today. The fashion industry has created thousands of jobs, increased national output and has made significant contributing to increases in GDP (Gross Domestic Product) but is also accompanied by exploitation of labor, eating disorder particularly in models and also the growth of counterfeit products.The international fashion industry portrays an ideal body type commonly known as the ‘size zero’ which women often attempt to attain. This leads them down the road of low self-esteem, starvation and even self-mutilation often resulting in eating disorders, health issues and even suicide. Models between the age of 18 and 24 practically give up eating and also resort to using drugs and alcohol to combat the ensuing depression and irritability which eventually leads to some of them dying young, all just to gain entry into the fashion industry.Natasha Duncan was one such prominent American model who committed suicide at the age of 21(Rose 1). The global fashion industry projects the image of thin and beautiful people that have been airbrushed to perfection thus creating an ideal image of how ‘fashionable’ people should look. Common women get conscious about their own lo oks and then try to attain this level of perfection, the road to which often go through eating disorders such as anorexia nervosa and bulimia.In fact, it is estimated that 8 million Americans suffer from an eating disorder – seven million women and one million men( Fashion 1). Nevertheless it is argued that the American fashion industry has made vital contributions to its in terms of creating employment opportunities and boosting GDP. As a matter of fact, despite the severe recession, the fashion industry is one of the most stable and high-growth industries in the economy.This is because, irrespective of inflation and wages, people still need to buy clothes, footwear and makeup and the fashion industry is one that can rapidly adapt to provide them. In 2010 American households spent, on average, $1,700 on apparel, footwear, and related products and services which is why it generates over $20 billion in revenue is annually (Fashion 1). Moreover the fashion industry played an im portant part in giving jobs when other industries were firing people.Currently it employs over 4 million people under the following areas: design, manufacturing, distribution, marketing, retailing, advertising, communication, publishing and consulting (Fashion 1). Beside creating jobs and increasing GDP, the fashion industry has promoted the freedom of expression by allowing individuals to express themselves through their attire. Fashion designers rapidly come up with innovative and creative ideas thus essentially enriching the lives of people and making them more interesting.This is precisely why fashion shows are held: they give models a chance to flaunt their talents and also an opportunity for them to interact with models from other countries, communities and ethnicities which allows them to express themselves and their unique identities. When people are well dressed according to what is in fashion, this would reflect the culture and thinking of the society. Nevertheless, it mus t be noted that fashion leads to competition amongst people to look better than others which manifests itself through jealousy, resentment and even sabotage.What is more, this completion extends to designers as well since they strive to differentiate their products introduce innovative styles which can result in an inefficient use of resources and illegal business practices. This need for cost minimization is one of the reasons as to why the fashion industry exploits cheap foreign labor. The glamor, the runways and the exhibitions are just the front of a dark background. This industry works on the basis of subcontracting, where designers place orders with manufacturers who then hire sub-contractor to complete their orders.Since this industry is highly competitive subcontractor are given only take or leave option with often less payment compared to amount of work which forces them to resort to employing cheap labor in their own workshops which often end up resembling sweat shops. Eve n if this is not the case, designer brands have their own units to produce their goods. Recently many of the fashion retailers have been accused of underpaying their workers and violating international labor laws by running sweatshop. These involve extremely low wages, long working hours and poor working conditions.Earlier this month, factories in Cambodia were investigated for possible violation labor laws. These factories produced clothing for the fast fashion retailer H&M which was found to be paying their workers a measly wage of $61 a month by a Swedish TV program called ‘Kalla Fakta’(Keilla 1). Since America is powerful country, it negotiates trade agreements with developing countries on the basis of free trade agreements. Famous brands then shift their production units to such countries where exploitation is very common. According to a U. S. ommerce department report, the basic wage for garment workers in Honduras is $0. 473 per hour, or $3. 47 per day. After ded ucting costs for transportation to and from work, breakfast and lunch costs of $2. 59 that leaves $0. 80 a day for families and other basic needs ( the Ethics pg 345). This is considered to be completely unfair when workers are hardly making their ends meet but on the other hand fashion houses are making handsome profits. In addition to these the fashion industry has a negative social impact through the creation of counterfeit products.These are replicas of original products which are sold at substantially lower prices in black markets all over the world. It is argued that this practice is unfair since some consumers are paying more than other for the same good. In America such problems are even more complex because their legal system only protects functionality and not design or style. Since fashion houses have globalized their production and distribution process, it becomes easier to produce counterfeit goods. This is represented by the fact that the U. S. customs made 6500 seizur es in 2003 worth over $94 billion (the Ethics pg 346) .High demand for fashion goods gives other business the incentive to make fake copies of original goods and sell in the market. This not only causes a loss in the sale for fashion businesses but also increases the probability of customers mistakenly purchasing fake items. In its annual ‘’special 301† review, the office of the U. S. Trade Representative (USTR) identified more than 30 countries as centers for counterfeiting and piracy and estimated that American industries lose$200 Billion- $250 billion a year to counterfeiting (the Ethics pg 347).The international fashion industry has significantly transformed from what it started out in the nineteenth century to impact a number of aspects of one’s life as the arguments above have demonstrated. That being said, these changes are not constant and continue to grow and evolve due to a number of factors thus making it difficult for economists, industrialists and policy makers alike to objectively weigh the fashion industries benefits and disadvantages.What can be said for certain though is disadvantages such as exploitation of labor, eating disorder and coping of thought and ideas causes more harm to the society as compare to its advantages such as creating more jobs and increasing globalization. Work Cited Al-Azzawi, Ali Malik. â€Å"Fashion Industry and Media Today: The Negative Impact on Society. † (n. d. ): 109. Print. Fashion Industry Stats / Fashion Industry Statistics.  © Copyright SiteRapture, Inc. 2012, 26 Mar. 2013. Web. 26 Mar. 2013. . Is Fashion Harmful to Society? †Ã‚  Debate. org. Copyright  © 2012 Debate. org, 25 Mar. 2013. Web. 25 Mar. 2013. . Keilla. â€Å"Fashionably Informed: Exploitation of Labor & Popular Clothing Retailers – College Fashion. †Ã‚  College Fashion. Copyright  © 2007-2013 College Fashion LLC, 25 Mar. 2013. Web. 25 Mar. 2013. . Rose, Derek, and Alice Mcquillan. â€Å"W ILHELMINA MODEL KILLED SELF, COPS SAY.   NY Daily News. N. p. , 23 July 2001. Web. 25 Mar. 2013. . â€Å"Sweatshops. †Ã‚  Sweatshops. Fashion Crimes, 25 Mar. 2013. Web. 25 Mar. 2013. . The Ethics of Counterfeiting in the Fashion Industry: Quality, Credence and Profit Issues Brian Hilton, Chong Ju Choi and Stephen Chen, Journal of Business Ethics  , Vol. 55, No. 4 (Dec. , 2004), pp. 345-354

Dworkin Essay Example | Topics and Well Written Essays - 250 words

Dworkin - Essay Example In the Riggs versus Palmer case, a New York court had a difficult time coming to a decision that regarded a grandson who had brutally killed his grandfather and an inheritance claim (Sara 69). The court ruled that he could not accede to the property as stated in the will of the grandfather. This was a contrasting decision as they are no written statuses that support the ruling made by the judge. Rather, they decided to employ moral reasoning and felt that one is not supposed to benefit from their own mistakes and wrongdoings. In the context of Dworkin, this was an unfair and biased decision and he continues to add that the court does not possess any form of discretion and this makes it even more complex (Sara 57). The will clearly stated that the grandson was the sole beneficiary to all the property in the possession of the grandfather at the time of his demise although the grandson put him to death. Dworkin believes that it would make sense to allow him access to the property, but a lso make him pay the price for the greed that led to the death of the grandfather and imprison him for such a long time that he does not get the pleasure to enjoy the good

The Role of Cultural Development in the Early Years Foundation Stage Essay

The Role of Cultural Development in the Early Years Foundation Stage Curriculum - Essay Example Education for citizenship has been one of the major goals of education, and for a child to be developed as a responsible and socially committed citizen the curriculum at the EYFS need to be designed so carefully with far fetched visions. Such a curriculum should both be short and long term goal oriented and should have its foundations in strong cultural and moral values. There should be provisions in the EYFS curriculum to accommodate all the sorts of SMSC development, and schools and teachers need to pay special attention in bringing about desirable changes in the lives of learners through the effective implementation of the set policies and strategies with regard to EYFS education. The early education stage is the most productive formative stage in the educational life of each learner and therefore this paper analyses the EYFS curriculum of the nation with special reference to the provision for SMSC development in it. One needs to have a thorough understanding of the four underlying principles based on which the EYFS curriculum are framed. They are: â€Å"Every child is a competent learner from birth, who can be resilient, capable, confident and self-assured†, â€Å"children learn to be strong and independent from a base of loving and secure relationships with parents and/or a key person†; â€Å"the environment plays a key role in supporting and extending children’s development and learning† and â€Å"children develop and learn in different ways and at different rates and all areas of learning and development are equally important and inter-connected† (The EYFS principles: a breakdown). Practitioners and teachers who serve at the early foundation stage of learners should be aware of these underlying principles and in designing class room activities and learning experiences for the children all these key aspects of EYFS need to be given priority. The professional competency and knowledge

Reducing Juvenile Delinquency Essay Example | Topics and Well Written Essays - 1000 words

Reducing Juvenile Delinquency - Essay Example There is a great variation in the manifestation of delinquency and the underlying factors behind them. Peer pressure, poor parenting, the media influence, and other societal factors are cited as some of the causes of juvenile delinquency. Addressing the matter would require multiple approaches that incorporate the input from different sectors of the society. This paper seeks to illustrate various aspects associated with juvenile delinquency and measures taken to lower the prevalence rates. Juvenile delinquency refers to the violation of law committed by a person under the legal age, and one that defies parental control, which makes him or her subject to legal action. Alternatively, a juvenile delinquent could be defined as an under aged person who has been found guilty of a crime but is protected by the law as a minor, which absolves them from full criminal responsibility (Snyder & Sickmund, 2006). Normally, such violations fall outside the strict understanding of the law in the same way that it may apply to an adult offender. This implies that the violations may not be punishable by death or life imprisonment. The main objective of interventions is the rehabilitation of the underage offenders in order to convert them into law-abiding citizens. Institutions such as juvenile detention centers and courts assist in the dispensation of legal interventions based on specified procedures in the legal system. The age of criminal responsibility may be lowered in accordance with the nature and seriousness of the crime. This would imply that the individual could be tried as an adult in some specific cases. However, it is usually considered that the age factor of a juvenile delinquent makes them incompetent to stand trial. The assumption is that under age offenders lack mature judgment and cannot be held fully responsible for their actions. Children and young adults may be influenced to engage in certain activities that go against norms, laws, and expectations of the socie ty. Such actions may develop into consistent patterns of behavior that render the children into juvenile delinquents. On a wider scale, juvenile delinquency may yield significant social disorder. Past and recent surveys have indicated that a high percentage of children and adolescents engage in activities that are in violation of the law. The reality of the situation is illustrated in the drop in the average age of first arrests made among young people. This can be attributed to the common notion that juvenile offences are normative adolescent behaviors. However, repeated or chronic offenders are most likely to carry on with the trend away from adolescence and turn into criminal elements or outlaws. At a tender age, delinquent behavior involves minor theft, but can evolve to violent acts involving the use of weapons as the individual nears the statutory age. Other delinquent behaviors include bullying, truancy, vandalism, assault, gangs, and sexual offences. It is for this reason th at persons under the statutory age can be charged as adults depending on the severity of the crime. National statistics indicate an increase in the number of juvenile delinquency cases owing to numerous social factors within the society. Juvenile delinquency has its impacts on the victims as well as the society. Damages incurred by the victim may be in the form of injury or loss of property. Such an eventuality could be construed as a loss in productivity during that period. The victim may also

The Snow Storm Lawsuit Research Paper Example | Topics and Well Written Essays - 1000 words

The Snow Storm Lawsuit - Research Paper Example In the given case study, because of heavy snow storm, many hospital staffs who were working for a no-profit community hospital providing patient care called out from work on the 3-11 and 11-7 shifts which resulted in damages including loss of life to patients due to lack of nursing staff available during that period. The families of these patients sued the hospital on behalf of their deceased relatives. This paper briefly analyses legal, ethical, professional and business considerations involved in this case. The first legal consideration involved in this case is that the hospital management failed to provide necessary protection to the patients admitted in the hospital. It is the duty of the hospital management to ensure adequate medical care to all the patients admitted in the hospital at any cost. By calling out the nursing staff, the management sacrificed the interests of the patients. The hospital should have taken adequate precautionary measures to counter the problems associated with snow storm as snow storm was not a new thing to them. The patients who were not able to move out of hospital left unnoticed in the hospital till the snow storm ends which is definitely illegal. The hospital management played with the lives of patients and definitely they were guilty of neglecting the interests of the patients. The second legal consideration in this case is that whether the hospital staff could be forced to work in such drastic conditions. Life is precious to all whether it belongs to the patients or to the hospital staffs. Under such circumstances, can the hospital authorities pressurise the hospital staff to work? The third legal consideration in this case is that one patient lost his life because of incorrect medication. Only one nurse was agreed to work during this disaster period and she should have heavy workload during this period because of lack of other medical staffs available at that time in that hospital. It is quiet possible that she might have

How World War One Led to the Creation of the Modern Middle East Essay

How World War One Led to the Creation of the Modern Middle East - Essay Example This essay declares that Britain took the central part in the War against the Middle Easterners with the aim of capturing the empty Otto Man Empire. In order to succeed, it had to involve the Indians forces in the war. It also underwent changes in the troops including the officials. A more social soldier, General Sir Edmund who managed to create bonds with his soldiers, making it easy to wage war against the Mesopotamians, replaced Murray. The Ottoman had combined forces with the Turkish soldiers. The following essay will succinctly describe the aftermath of the war on some of the Middle Eastern nations. Outlining and description of the today’s Middle East economic, political, and social situations will be done. As the paper explores the Ottoman/Turkish army was one of the armies’ of unstated quality. However, with Germany as an ally, the empire became a real threat to the British Empire; and in a quick rejoinder, London hurriedly landed an Anglo-Indian influence at Basra that situated between the Euphrates and Tigris rivers. This was mainly done to safeguard the rich Anglo-Persian oil pipeline that was very crucial to the British Army, and to show the Union Jack this purposefully significant area near the Persian Gulf. During the conflict, the cluttered reasoning resulted to this crusade that proceeded during the moment of recovering from conflict, and principally British force major losses and these sick and wounded soldiers had to withdrawn from the area of the conflict. The Ottoman/ Turkish Fifth Army, who were well equipped with military weapons and had strong defense positions and strategies, had proved to be much stronger than there allies. When the Gallipoli conflict subsided, an Anglo-Indian influence was cut-off and was encircled at Kut-el-Amara, a city that was situated approximately 100 miles south of the town of Baghdad (Woodward, 2011). The restricted, protective stance at Basra had emerged into a distant and uncertain development up the Tigris towards Baghdad, and this eventually was the outcome. During this period, the Anglo-Indian influence lacked enough reserves and logistical structures to maintain and sustain the city of Baghdad, although they had recaptured it. In addition, a well-built British forces was present in Mesopotamia, but had no link to conquer Britain’s principle approach on the rival, Germany. However, the government of India was more worried that the holy war may spread to Persia and Afghanistan, hence intimidating the stability in India. The Indians needed the British reputation upheld in the Islamic community to avoid such a war. In the process of the war the troops were

Which equation is correct Essay Example | Topics and Well Written Essays - 750 words

Which equation is correct - Essay Example Because, copper has two oxides Copper (I) oxide Cu2O and Copper (II) oxide CuO; therefore, there can be following two possible equations for thermal decomposition of Copper (II) carbonate: It is to be determined as which of the two equations is the correct equation. Looking at the right side of equation, we find the clue for designing an experiment to determine the correct equation of the thermal decomposition. There are two clues – 1. Mass of the black residue and 2. Volume of the gas liberated. If one starts the thermal decomposition experiment with two moles i.e. 247 grams (2x123.5 grams) of copper carbonate and mass of the black residue is 143 gram, then Equation 1 is correct; on the other hand the mass of black residue being 159 grams implies Equation two being correct. One can measure the volume of the gas released as well. In case of Equation 1 being correct, two moles of copper carbonate will give two and a half moles of carbon dioxide gas, which is 2.5x22.4 liters = 56 liters at STP (Standard Temperature and Pressure, which is 273.16 K and 1 Atmosphere). In case of Equation 2 being correct, two moles of copper carbonate will give only two moles of gases, which will occupy 44.8 liters at STP. Based on these clues, we design the following experiment to determine the correct equation for thermal decomposition of copper carbonate. Pneumatic trough, test tube (13 x 100 mm), one hole stopper to fit test tube, plastic tube (from pulled Beral), graduated cylinder (100 mL), thermometer, laboratory burner, test tube clamp, CuCO3 (solid), balance 5. Bubbles started getting into the graduated cylinder. Towards the end of the decomposition reaction the rate of CO2 release slowed down. When the bubbling stopped, the burner and the delivery tube were removed. Because 2.5x10-3 moles of copper nitrate gives 2.5x10-3 moles of carbon dioxide gas, therefore, Equation 2 is the correct equation for decomposition of the copper carbonate.

Microsoft’s Lost Decade Essay Example for Free

Microsoft’s Lost Decade Essay Introduction Microsoft’s story serves as a prime example of the pitfalls of success. In this case we can analyze, critique, and make recommendations to avoid a similar disaster in the future. While they were really the sole company to open the window into computer technology for the everyday user, but over the last decade appears to have been a victim of its own success. Once so dominant in the industry which is basically created on its own, today cannot be described as â€Å"cutting edge†. The name no longer resonates with younger generations. Evidence of this struggling success can be seen in its stock prices which have completely plateaued and even began to drop recently. What happened? Why are they no longer creating wonderful technological advances for its consumers? In order to compete in the technology industry, a company needs to continuously be innovation for its customers; Microsoft was not doing that. Despite facing a challenge in IBM in the beginning when Microsoft first entered the industry, who was also getting overly confident and comfortable with its position in the industry. It actually appears as though Microsoft has reenacted the problems of their former nemesis. Clearly not focused on development or bringing out a new product, and their new philosophy as expressed by the most recent CEO Steve Balmer about a decade ago was we won’t be first to cool but we will be first to profit. In other words, they don’t care about coming out with some cool new technology, they will wait for somebody else to do that, and then buy their way into that market. Obviously the major problem with that is if somebody else is coming into that product first, that company will most likely lock up the market. It is possible that Microsoft has its hands in too many things. There is no focus. Microsoft doesn’t know what kind of company it wants to be. This is evident by the competition microsft is facing. One division is competing with SONY, while another group is battling apple, while even other teams are competing with Google for example. It’s possibl e that what the company really needs is a fresh start; New atmosphere, new leadership, new goals. Microsoft has great products in Xbox and connect, but inside the massive† machine† that it has become they are just small underdeveloped projects. So again, it is obvious that there are issues to be looked at here, but somebody in charge missed the signals and let this happen. The most telling story from the case is that Microsoft in fact had ideas about the first e-reader, the very technology that is today very popular in the Kindle and iPad, as early as the late 1990s. Unfortunately for the company, the story tells of a meeting in which Bill Gates gave this new technology the â€Å"thumbs down† because the screen didn’t look like windows. Do the customers care about that? No. So that was a huge missed opportunity. The leadership was blind to that element, which dictates that for the customers’ needs to be addressed first and foremost. As a technology company the goal should be to â€Å"create† what is needed. Microsoft started doing things th e other way around. Windows started getting so complicated because they overloaded the engineering aspect to create things that will look good, not perform well. What it has come to at this point it seem is there is no way for Microsoft to compete at this stage. Everything within the company, including the employees appear to be almost â€Å"weighed down† by what can almost be describes as a massive bureaucracy with far too many meetings and memos. Microsoft’s â€Å"law of large numbers† is failing. In order to fix the causes of their problems, we must follow the symptoms back to the root causes and make changes there. On the surface, it appears their issues are due to bad management style, poor organizational structure and a generally counter-productive culture that strained relationships between the â€Å"old guard† and the â€Å"new blood† of the company. To get a better look at the cause of these symptoms, I will follow the eight operations management principals. Part 1: Critique Unity of Purpose Unity of purpose within an organization is definitely not something that a manager can ignore when running a business with goals. It is imperative to remember that to function as a goal oriented team, all parts of the various positions must be working together as one. This is where I will begin our observation of the Microsoft empire and the decade of struggle that diverted it from the success that it once enjoyed. When looking at how Microsoft was handled by Bill Gates, there are undoubtedly some moments that suggest that the unity of purpose was not clearly defined and never adequately addressed to the degree that it needed. We can start at the root of the problem to learn the origins of what Microsoft ultimately faced: namely discord and disharmony in the work place. Looking at the early success of the business, we notice that Microsoft created an innovative and personalized approach to the computer that made it significantly more user-friendly. The initial public reactions were almost unanimously positive due to the fact that the product was revolutionary and had changed the personal technology landscape for the better. Interestingly, Microsoft began this venture in the shadow of IBM, who was also getting overly confident and comfortable with its position in the industry at the time. It actually appears as though Microsoft has reenacted the problems of their former nemesis over the past decade. As time progressed for Microsoft, however, there came to be a noticeable drop off in success of the company. Steve Jobs and his exciting, strong and, most importantly, new Apple brand seemingly booted Microsoft to the curb, out of the public’s eye. It is easy to assume that Microsoft was simply outmanned by Apple, that the latter company came into the picture and took the market share away from Gates and his supposed dynasty. This, however, does not describe the true cause of the downfall suffered by Microsoft. The real cause that sent this company on the track to irrelevance was due in large part to the lack of unity in the business purpose. Microsoft was clearly not focused on development or bringing out a new product, and their new philosophy, as expressed by the most recent CEO Steve Balmer about a decade ago, was â€Å"we won’t be first to cool but we will be first to profit†. In other words, they don’t care about coming out with some cool new technology, they will wait for somebody else to do that, and then buy their way into that market. Obviously the first problem with that is if somebody else is coming into that product first, those companies will most likely lock up the market. Additionally this completely throws off the company’s purpose of unity! What is a technology company if it isn’t researching, developing, and creating for its customers a new technology? The answer is very simple: Microsoft was not united around a general value or principal. As I mentioned earlier, it is possible that Microsoft has its hands in too many things. There is no focus. Microsoft doesn’t know what kind of company it wants to be. This is evident by the competition microsoft is facing. One division is competing with SONY, while another group is battling apple, while even other teams are competing with Google for example. It’s possible that what the company really needs is a fresh start; New atmosphere, new leadership, new goals. Microsoft has great products in Xbox and connect, but inside the massive† machine† that it has become they are just small underdeveloped projects. Once upon a time, Bill gates had a vision. Gates wrote an operating program using the computer language called BASIC which proved to be a wonderful innovation. Driven by his new product, and with that his new purpose, his company took off and left everybody else in the dust. Gates was relentless and demanded the same intense commitment from everyone he hired. Back then they were united each member of the group was invest for the right rea son, which was creating a new product that people wanted before anybody else created it. Neither Gates nor Allen had management skills and business savvy that were needed to help the booming company in its infant days. Once the company started doubling and tripling in size year after year, the company could not keep focus on one particular goal or direction. Unity happens when leaders are committed to and engaged in the process of building a united, winning team. It requires focus, time, and energy. Unfortunately as we’ll discuss a little later on, focus may have been another contributing factor that hindered Microsoft from being the company Gates idealized in his head. Unity occurs when team members care more about the vision, purpose and health of the organization than they do their own personal agenda. Changing the mindset is essential. Unity happens when each person in the company can clearly see how their personal vision and effort contributes to the overall vision and success of the team. This involves meaningful conversations between the levels of management as well as between engineers and sales people. Unity of Purpose results when you weed out the negativity that sabotages far too many organizations. All of these things were issues at Microsoft that hindered it from having one united goal as a company. Having the right people in charge of making decisions can make a world of difference when trying to unite the group behind a cause, which will lead me to the next principle of Operations Management, Human Resources. Invest in Human Resources Microsoft needed to invest in human resources to implement and maintain plans and policies. Strategically placed investments in human resources will develop a more skilled, innovative, productive and loyal workforce thus providing an organization with a competitive advantage over a less progressive competitor. Investment in human capital offers both short and long term gains that help produce not only skilled, productive employees, but those that are both loyal and ethical. Microsoft’s goal should have been to increase the ownership of employees work by providing the right incentives. Already we see evidence that the company will fall prey to the same arrogance that dethroned IBM. There were signs but Microsoft didn’t see them until it was too late. When it comes to your employees, long-term thinking guides an organization. That’s where Microsoft missed the mark by a long shot. Microsoft was focused on too many short term goals. Employees at Microsoft had an obsession with revenue and growth, and it’s no surprise why! Almost every employee received a stake in the company through stock options. When the share price went up, everyone got richer. When it went down, everyone suffered. Everyone ran full speed in hopes of pushing up the stock price a little bit more. Internal competition became a huge issue with Microsoft’s employees as well. The perception of stability within the workforce is especially beneficial during periods of economic decline and or organizational restructuring. The perceptions of stability as offered by organizational culture will often help retain employees during recessionary periods and motivate everyone during stable times as well. This was potentially the biggest issue in house for Microsoft. The days of shoulder to should teams innovating and thriving within the company were gone. A â€Å"financial fissure† penetrated the already strained relationships between th e â€Å"old guard† and the â€Å"new blood†. People were becoming destructively competitive. Its was a sink or swim environment and drowning someone else in order to survive was the name of the game at Microsoft. Something had to be done. Companies can obtain a competitive advantage if they utilize strategic human resources investment practices. If the operation is a primary manufacturing facility investments such as group bonus pay-outs based on overall group performance or attendance for example, could provide an initial increase in output. Furthermore, empowerment of the team by allowing aspects of total quality management to take place will help build confidence and a feeling of responsibility within the group. If the operation is research and development oriented then the culture should be based on rewards focused on those who develop and produce. In either case whether the culture is based on group or individual performance, the overall goals must be focused on the retention, growth of, and maximum utilization of talent. Microsolf is a company with all departments and people with both typed of jobs. The organizations that are best able to manipulate the corporate culture into one of maximum benefit will become significantly more competitive than those who do not, and Microsoft did not. At Microsoft it got so bad that one employee was quoted saying â€Å"We couldn’t be focused anymore on developing technology that was effective for consumers†. It had become all about, â€Å"how am I going to make money†. HR should have used training and development to invest in their employees. Make them feel valued, offer appropriate promotions as incentives for great work and loyalty, and place a greater emphasis on teamwork. The cut-throat atmosphere does not generate positive results, and Microsoft’s organizational structure was such that executives and engineers were from a different generation with cutthroat mentalities. This only results in self immolating chaos. The real villain here was the wrongly implemented Stack ranking system. Managers had a rest and vest mentality which bread ill feelings and jealousy all around. These factors were naturally at variance with team work and innovation. A better reward systems should focus on facilitating cooperation, enhancing long term thinking, tolerating mistakes because they are learning tools, and not letting egos get involved. Whatever Microsoft determines it’s goals and purpose is going to be, it is important for the companies directors to remember that investing in the appropriate human resources is much more than making sure the new employees don’t impact your current paychecks and health insurance. It is the definition of the company, its culture, and its employees performance. With the right culture instilled in the company, employees might have a chance to work on focus for an-unmotivated Microsoft. Focus Microsoft was lacking, and desperately needed focus. Sustainable growth is important. Such a pattern emerges in organizations that are superior in executing their business plan and can maintain a compounding positive trajectory in their revenue development. Organizations that are so oriented build success patterns that breed a culture of confidence and a competitive advantage. This is how growth becomes sustainable. Such a pattern is of primary importance to any focus-oriented company. Sustained growth in a business comes about primarily because key employees are focused on performance factors they can impact and they feel motivated to do so. That focus leads to execution. When sustained, that pattern brings about the results and success the business plan calls for. This being said, Microsoft was committing all the wrong crimes against successful business focus. Vague accountability on the part of higher management made it impossible for the rest of the employees to envision goals a nd work with a purpose. A major contributor to this at Microsoft was the fact that they held too many meetings. Meetings in turn slows new product development and staggers innovation. Just as with e-books, opportunities for major product developments slipped away from Microsoft. Windows CE, an operating system distinct from Windows that was originally used for pocket devices like personal digital assistants, would ultimately be the foundation of the mobile operating system that would power Microsoft’s first smartphones. But despite the fact that Microsoft had the jump on its competitors with Windows CE, it still lost the race for the wildly successful smartphones. In addition to too many meetings, Microsoft had too many managers. Current and former executives said, each year the intensity and destructiveness of the game playing grew worse as employees struggled to beat out their co-workers for promotions, bonuses, or just survival. Microsoft’s managers pumped up the volume on the viciousness around each other and to their subordinates. What resulted, when combined with the bitterness about financial disparities among employees that already existed, the slow pace of development, and the power of the Windows and Office divisions to kill innovation. All in all, it was a toxic stew of internal antagonism and warfare fueled by the generation gap between the old, established managers and the young, aspiring engineers. That â€Å"warfare atmosphere† was only the beginning of the distraction. At Microsoft every employee had a smiley face icon to monitor stock prices at every moment of the day. When shares increased, the face smiled, but when they fell it frowned. This placed way too much focus on shareholders, profits, and employees job security. There was simply not enough emphasis on the customer, and nothing was focused on the company’s future. Futher issues at Microsoft included obsession to capitalize on every opportunity to gather new revenue, teams of people fighting shoulder-to-shoulder had been replaced with backstabbing and selfish goals. Microsoft even went as far to save money, the company no longer helped with towels in showers at work. Why is that a focus at all!? That’s such a pathetic problem to have at an industry-leading technology company. To achieve quality, you have to define it. Focus is a definition and you have to make sure that definition is disseminated throughout the rank and file. Its the job of any company to be clear about the nonnegotiable core values. A lack of focus creates estuaries and cloudy waters that are confusing to navigate and surely hinder innovation. Visibility Management The lack of focus we attribute to the poor leadership transitions us to our next issue with Microsoft, that there is not a fair, balanced model in the company with solid visibility management. Natural self-promoters, like many of the managers and executives at Microsoft, instinctively exploit opportunities to make themselves visible. In today’s competitive corporate environment, being good at what you do isn’t enough to earn your keep or what you’re worth. You have to practice â€Å"visibility management,† letting people know who you are and what you do well. Managing visibility is an integral component of modern success and career management. Microsoft had extremely poor visibility management for a number of key reasons. For starters Microsoft did not recognize or enforce fairness throughout its organizational structure of employees. The organizational structure followed a stack ranking system, like a forced bell curve model, that puts individual goals at complete variance with teamwork. The managers who were supposed to be making decisions and conveying them to their sales and engineer teams were in constant meetings instead of making information available regarding any management decisions. Microsoft was lacking â€Å"new blood† in its management. The divisions between the old timers and the young innovators had grown wildly out of control. Corporate culture is built from the combined experiences of the members of the organization working in harmony with clear visibility. This effects the results of the organization’s efforts, and helps the psychological tone set by top management and every level of management beneath it. All of these factors are expressed in, and some are caused by, visibility management, and poor management behavior will always affect the culture negatively. Organizational culture is built on the behaviors of the members of the culture, and poor management visibility and behavior at any level naturally affects the levels subordinate to it. An abusive or clueless top or middle manager can create a culture of negativism and poor performance that extends beneath them all the way to the bottom of the organizational pyramid, and even to supplier organizations. Anyone who has worked in more than a couple of bureaucracies has most likely experienced or witnessed this syndrome. At Microsoft one employee was quoted saying â€Å"If you just add up the time people spent sending angry e-mails about the towels disappearing †¦ I expect they lost a lot more money than the cost savings from the towels.† Even once the towels returned, the bitterness about cost-cutting didn’t end. What was management’s plan? Nobody seemed to know; there was no communication or visibility within the company. Even after that Microsoft abandoned its gold-plated health-insurance plan. That was the enticement that had brought some employees there in the first place. Whiteboards grew scarcer. It even became harder to find office supplies. Many of the problems from bureaucracy came down to a simple reality: The young hotshots from the 1980s, techies who had joined the company in their 20s and 30s, had become middle-aged managers in their 40s and 50s. And, some younger engineers said a good number of the bosses just didn’t understand the burgeoning class of computer users who had been children when Microsoft opened its doors. When younger employees tried to point out emerging trends among their friends, supervisors sometimes just waved them away. None of management’s procedures or systems seemed to make any sense to the rest of the subordinate company. Corporate policy at Microsoft gave some select few millions, while others got bare minimum pay. Too many employees were seeking management spots for the wrong reasons. Management should have been more humble, transparent, and outward gazing. Visibility management works with facts, not ego and corporate politics. Fix Causes Corporate politics lead to nothing else if not fear and prejudice within the organization. Current and former executives said that each year the intensity and destructiveness of the game playing grew worse as employees struggled to beat out their co-workers for promotions, bonuses, or just survival. Microsoft had, in an effort to motivate by competition, created a back-stabbing environment of brutal proportions in the corporate world. Management is supposed to be courageous and inspiring, â€Å"not pumped up the volume on the viciousness† as was the case at Microsoft. It is usually the leader with the most power who provokes the most fear. With leaders worried about outbursts and other nasty behavior from those with even more power than they have, imagine the toll the fear factor must take on the people who wield substantially less authority. At a place like Microsoft, those people make up the vast majority. Although Ballamer would espouse that they challenge their people, man y employees would argue those challenges feel threatening. The truth is most likely employees blossom when challenged and wither when threatened. There is no data showing that anxious, fearful employees are more creative and productive, but there is data proving that employees in a threatening environment are less engaged, less loyal and for the most part miserable. Civility is not a term we typically associate with corporate life or use to describe the everyday world in workplaces around the globe. But consider the potential impact on corporate culture, and society as a whole, if civility were not just expected, but championed by senior leadership. Microsoft had a forced bell curve of talent that doesn’t actually represent the production and innovation capabilities of the company. This creates achingly slow progress and in an atmosphere that has every unit declare a certain percentage of employees as top performers, then good performers, then average, then below average, then poor, employees were focusing on competing with each other rather than competing with other companies. Management needs to listen to the ideas of the young generation and implement a better system. An example of when this would have done Microsoft well was in 1997, when AOL introduced its instant-messenger program, called AIM, a precursor to the texting functions on cell phones. Two years later, Microsoft followed with a similar program, called MSN Messenger. In 2003, a young developer noticed that friends in college signed up for AIM exclusively and left it running most of the time. The developer concluded that no young person would switch from AIM to MSN Messenger, which did not have the short-message feature. He spoke about the problem to his boss, a middle-aged man. The supervisor dismissed the developer’s concerns as silly. Why would young people care about putting up a few words? Anyone who wanted to tell friends what they were doing could write it on their profile page, he said. Meaning users would have to open the profile pages, one friend at a time, and search for a status message, if it was there at all. Unfortunately because his manager didn’t know or didn’t believe how young people were using messenger programs, nothing was done. Management was instilling fear instead of developing for the long term and listing to employees about what customers really want. Know Your Customers As we have discussed, the culture at Microsoft was complacent. Managers were closed to criticism, arrogant about their roles of leadership, and obsessed with stock prices and short term goals. The very purpose for Microsoft’s existence was to provide new and wonderful technology to people; those people being the customers. Those people dictate the needs, not managers, and Microsoft lost touch with who they were serving. It’s something critical to ANY and EVERY business: knowing your customers and the products they want. You can learn a great deal about your customers by talking to them. Asking them why theyre buying or not buying, what they may want to buy in the future and asking what other needs they have can give a valuable picture of whats important to them. Despite a multi-year head start, the big profits on innovative new technologies would eventually go to Amazon and Apple. Why? Because they gave the customers the next new thing in technology. For example, Bill G ates gave the E-reader the thumbs down because he was focused on what the product did and looked like, not how his consumers would love it. Apparently â€Å"he didn’t like the interface because it didn’t look like windows.† The point on this invention was to have the book, alone, appear on the full screen. Putting it into an electronic book, Gates suggested, would do nothing but undermine the customers experience. Unfortunately what gates didn’t understand is that it’s not undermining them if that’s what they want! The death of the e-book effort was not simply the consequence of a desire for immediate profits, but also all kinds of personal prejudices at work. Management missed the beat repeatedly while â€Å"meeting† to pursue the next thing it would release. Microsoft was only hurting itself. As discussed earlier they were far too obsessed with revenues and stock prices of old products. Steve Stone, a founder of the technology group, said about Microsoft’s attention to customer wants: â€Å"We couldn’t be focused anymore on developing technology that was effective for consumers. Instead, all of a sudden we had to look at this and say, ‘How are we going to use this to make money?’ And it was impossible.† Indeed, executives said, Microsoft failed repeatedly to jump on emerging technologies because of the company’s fealty to Windows and Office. â€Å"Windows was the god—everything had to work with Windows,† said Stone. â€Å"Ideas about mobile computing with a user experience that was cleaner than with a P.C. were deemed unimportant by a few powerful people in that division, and they managed to kill the effort.† Indeed, executives said, Microsoft failed repeatedly to jump on emerging technologies because of the company’s fealty to Windows and Office. There was a feeling that â€Å"Windows was the god—everything had to work with Windows,† despite what the customer wanted. While Apple continues to gain market share in many products, Microsoft has lost share in Web browsers, high-end laptops and smartphones. Despite billions in investment, its Xbox line is still at best an equal contender in the game console business. It first ignored and then stumbled in personal music players until that business was locked up by Apple. Another problem with Microsoft delivering to the customer’s needs is whenever Microsoft spies yet another potential market which it thinks is ripe for taking over it generally announces its intention to move aggressively into that market. Microsoft frequently announces new products for these markets that they will ship soon regardless of whether or not they have any genuine interest in actually shipping said products. What this frequently leads to is that people stop buying software in this market because they want to wait for the Microsoft version. Unfortunately if Microsoft sees the market drying up they usually just walk away and never deliver their promised products. The end result is that the small software companies in these markets take a very big hit and frequently go under while consumers end up without their promised product. In the past, Microsoft has fueled amazing growth by leveraging its way into new markets in order to acquire new customers. The problem that Microsoft has been facing recently is that they tried to dominate so many different markets that there are not enough markets left that can be captured for the purpose of sustaining the growth that their shareholders require. Microsoft has turned its sights back on its existing customers. Microsoft is finding creative ways to draw more money out of its existing customers, often times with hostile results. One example of Microsofts hostility to its existing customers came in September, 2000. Microsoft demanded that the Virginia Beach government account for all copies of Microsoft software that were in use within the government and provide proof of purchase for each product. The reason? Nick Psyhogeos, a Washington, D.C.-based attorney for Microsoft, said the firm has found that government agencies sometimes inadvertently acquire counterfeit software. There was no mention of a reason why this particular city government was singled out they were not investigated because of something which they did to arouse suspicion, but simply because they were a large organization that Microsoft hoped they could frighten more money out of. The city was presumed guilty until proven innocent and this cost the tax payers a great deal of money as the city reassigned 25 percent of its technical work force to work specifically on the task of generating the information demanded by Microsoft. Microsoft is hunting down it’s customers, not providing for them. Know Your Competition In the competitive corporate world it is imperative that a company knows it’s competition so that you don’t get blindsided. It is crucial to know who they are and what their strengths/weaknesses are. It would also be smart to know what their primary products are that compete with yours and how they access talent that you might want as well. Recently Microsoft’s strategy has just been killing off competitors by either buying them or their technologies. Once again, a good example of this is shown with Microsofts jump into the web browser market. Microsoft was late to catch on to the fact that the web was going to revolutionize the way people used computers and once they finally woke up they were dangerously close to having their Windows monopoly destroyed by the greatly reduced importance of operating systems that a web based paradigm would produce. They needed to do something fast. They allegedly tried to carve up the market with Netscape by getting Netscape to ag ree to stop making Windows web browsers while Microsoft would only make Windows web browsers. Fortunately for consumers, Netscape did not agree to the deal and the web was saved from becoming a Microsoft only technology as surely would have happened. This made it even more urgent for Microsoft to lock up this new market right away while it was still time. Lacking any decent technology of their own, Microsoft licensed the Mosaic web browser from Spyglass which they turned into Internet Explorer. The weapon that Microsoft fashioned in their attempt to defeat Netscape wasnt even their own, but technology they bought from someone else. This was not a one time thing either. What this meant for Microsoft was that they got to keep their monopoly for a little bit longer, but it had much more dire consequences for consumers. It meant that consumers were now stuck with a very buggy browser and file system viewer because Internet Explorer wasn’t prepared to compete with competition. Who are Microsoft’s main competitors right now? According to CEO Steve Ballmer Google, Apple, and Oracle and the front runners. Google is a serious threat because not only does it have its hand in multiple markets, it has the ability to jump in and quickly grab significant market share. Gmail went public only about three years ago, but already it’s the third-largest webmail service behind Hotmail and Yahoo. Google Apps is up-and-coming, having won a few key contracts in the enterprise market. Microsoft’s release of Office Web Apps shows the company is worried about Google, which is touting apps as an easy-to-use-from-anywhere service with an easier and less expensive business model. Android has accomplished a heckuva feat, jumping from nearly no market share a year ago to being the platform of choice for about 10 percent of new smart phones sold. Chrome has been consistently eating away at Internet Explorer since its launch nearly two years ago. And with App Engine, Google has been making a push in the cloud-platform space to which Microsoft, with Windows Azure, just showed up this winter. And then there’s Chrome OS, the browser-based operating system that Google is expected to launch by late autumn. It’s unknown how successful the novel idea will be, especially with the incoming tablet market, but considering Google’s success in other sectors it could very well grab netbooks away from Windows. Apple was nearly dead 10 years ago and has surged back to pass up Microsoft in market capitalization, and Apple did it with consumers. When you’re talking competition between Microsoft and Apple, you’re mainly talking about hand-held devices. Windows is still on more than 90 percent of computers and Safari, Apple’s Web browser, essentially has the same market share as Macintosh computers. Apple is leading the charge for mobile computing. And as Google can attest, there’s plenty of room in the market to capitalize. Microsoft, for its part, has not been able to do that lately. As Apple and Android surge in popularity, Windows Mobile hemorrhages market share. Microsoft must deliver a knock-out hit with Windows Phone 7 this holiday season. Then there’s the iPad. Apple has succeeded where others, namely Microsoft, failed to recognize the need 10 years ago. Apple has opened the door for a potentially huge new market. What really agitates Microsoft is that PCs are no longer the only incarnation of personal computing. In the MicroNokia deal, Microsoft sees an opportunity to be a player in the new personal computing incarnation, a willful answer to its competition. Microsoft tried to ignore tablets and a â€Å"fad† but will soon need to recognize the potential and get on top of that if it wishes to once again dominate the industry. Total Quality Management It is absolutely necessary for Microsoft to base quality decisions on facts, not the ego’s and ideas of executives. The outputs that they wish to hold important must be measurable. Microsoft would also do well to empower its employees on the customer interaction level. These are the employees closest to the customer and will provide the most effective feedback for future innovation. These future innovations must also be of the highest quality as that is one of the key component to total quality control. The reason quality has gained such prominence is that organizations have gained an understanding of the high cost of poor quality. Quality affects all aspects of the organization and has dramatic cost implications. The most obvious consequence occurs when poor quality creates dissatisï ¬ ed customers and eventually leads to loss of business. However, quality has many other costs, which can be divided into two categories. The ï ¬ rst category consists of costs necessary for achieving high quality, which are called quality control costs. These are of two types: prevention costs and appraisal costs. The second category consists of the cost consequences of poor quality, which are called quality failure costs. Companies that consider quality important invest heavily in prevention and appraisal costs in order to prevent internal and external failure costs. The earlier defects are found, the less costly they are to correct. Another massively important factor of Total Quality Control is the quality and happiness of the employees. A good way to ensure that is to be encouraging to your employees and offer praise when appropriate. Thank employees for doing a good job and let them know that you value them. Should something go wrong or someone makes a mistake, don’t â€Å"punish† the person. That was a big fear at Microsoft that went on too long. Punishing people only makes things worse in that the employee may become angry and bitter and may want to sabotage their work to get back at the company, or leave to work for the competition. Too many meetings at Microsoft and the fear of a declining stock price did not create an atmosphere that created â€Å"quality†. Management needed to tolerate mistakes and be more outward gazing for innovations, customer needs, and new business models. Part 2: Recommendations Bad corporate culture happens, but it can be corrected. While it is natural for bad organizational culture to develop, this tendency can be countered and a more positive and productive organizational culture can be produced, though it requires savvy and introspective management. It is within the power of each of us to do the introspective work and be more savvy, as managers or regular employees. In doing so you will improve everyone, and give each individual increased capacity to influence the organizational culture in a more positive direction. The greatest threat to an organization’s success is not always the competition. Often, it is what a company does to itself. Because of fear, companies become plagued with barriers and bureaucracy that limit success, crush employees, and infuse frustration and a sense of futility across the enterprise. It starts with a narrowing of focus, which leads to the first level of bureaucracy: parochialism. Parochialism exists when managers and departments begin to view the world through the filter of their own little silo, and build walls make of rules and policies to protect their turf. This was definitely the case at Microsoft with the Stack ranking system. When looking at how Microsoft was handled by Bill Gates, there are undoubtedly some moments that suggest that the unity of purpose was not clearly defined and never adequately addressed to the degree that it needed. As I mentioned earlier, it is possible that Microsoft has its hands in too many things. There is no focus. Microsoft doesn’t know what kind of company it wants to be. This is evident by the competition Microsoft is facing. Unity happens when leaders are committed to and engaged in the process of building a united, winning team. It requires focus, time, and energy. Unfortunately as we’ll discuss a little later on, focus may have been another contributing factor that hindered Microsoft from being the company Gates idealized in his head. Unity occurs when team members care more about the vision, purpose and health of the organization than they do their own personal agenda. Changing the mindset is essential. Unity happens when each person in the company can clearly see how their personal vision and effort contributes to the overall vision and success of the team. This involves meaningful conversations between the levels of management as well as between engineers and sales people. Unity of Purpose results when you weed out the negativity that sabotages far too many organizations. All of these things were issues at Microsoft that hindered it from having one united goal as a company. Having the right people in charge of making decisions can make a world of difference when trying to unite the group behind a cause, especially a business cause. Microsoft needs to invest in human resources to implement and maintain plans and policies. Strategically placed investments in human resources will develop a more skilled, innovative, productive and loyal workforce thus providing an organization with a competitive advantage over a less progressive competitor. Investmen t in human capital will offer Microsoft both short and long term gains to help produce not only skilled, productive employees, but also loyal and ethical employees for the long-term. Microsoft’s goal must now be to increase the ownership of employees work by providing the right incentives through HR. Especially when it comes to your employees, long-term thinking guides an organization. That’s where Microsoft missed the mark in the past and needs to focus now. Microsoft was focused on too many short term goals in the past. The vicious internal competitions need to be eliminated from Microsoft if they want to create a productive work environment. This was potentially the biggest issue in house for Microsoft. Companies can obtain a competitive advantage if they utilize strategic human resources investment practices. The real villain here was the wrongly implemented stack ranking system. Managers had a rest and vest mentality which bread ill feelings and jealousy all around. These factors were naturally at variance with team work and innovation. I recommend a better reward system that will focus on facilitating cooperation, enhancing long term thinking, tolerating mistakes because they are learning tools, and not let egos get involved. Whatever Microsoft determines it’s goals and purpose is going to be, it is important for the companies directors to remember that investing in the appropriate human resources is much more than making sure the new employees don’t impact your current paychecks and health insurance. Microsoft needs a better focus on what they are about and their position in the technology industry. These will come with a well taken care of their employee base first. I recommend they invest into a few basic human needs to help their organization stay productive, engaged and, happy during times of angst and uncertainty which inevitably come in the corporate world of today. The first focus with is to make a connection with the employees. Talking about emotions in the workplace can cause executives to get uneasy. Have you ever noticed that you never hear managers saying, Please dont get so excited or Please quit being so happy? The reality is that emotions are at the center of everything we do. The leadership challenge is not to avoid them, but instead to ignite the positive ones. The secret of getting people more engaged in their work is for their leaders to become more engaged with them. That means being willing to show up emotionally as well as intellectually. Human connection isnt a nice thing to have; its a must-have. Meaningful connections provide people with the internal fortitude they need to stay productive during tough times. Microsoft needs to be more connected to its people, and they also want them to be connected to one another. The way to do that is by talking, with real spoken words, not e-mail edicts, asking people how theyre doing and actually listening to their answers, and by providing them with opportunities to interact with one another. Corporate parties, public promotions etc will go a long was for the morale at Microsoft. Providing context and meaning to the tasks at hand will do a lot for the employees at Microsoft as well. Everyone wants to know that they make a difference in the world. When you put someones work into a meaningful context, you tap into the deepest yearning of his or her soul. The challenge for Microsoft is that most peoples days are so hectic and their jobs so compartmentalized that they often miss the larger story of how their work touches the work of others in the company, and the customers around the world. Leaders who reframe daily tasks by providing personal context quell the angst of uncertainty by giving their employees something more meaningful to think about. The best thing for Microsoft to do is to offer professional employees an incentive package that includes a bonus based on the firms gross revenue. When you bring in more, everyone gets rewarded. But dont make the mistake of tying bonus comp to practice profitability. Profit sharing seems like a good idea but it often c reates resentment by employees who dont have any control over profits. Every time an executive takes a vacation as a business trip or buys a new computer they dont really need, Microsoft employees will resent it. Bonuses based on revenues create a team environment where everyone gets rewarded for their contributions to growth. This is the ultimate motivator for many professional planner, young and old, regardless of business level. As businesses grow and become more complex, a second level of bureaucracy is reached: territorialism. While parochialism is about protecting a department from outsiders, territorialism is about controlling those inside the silo. The third and final level of bureaucracy is empire building, which is a response to perceived threats to a department’s ability to be self-sufficient. These barriers cost organizations a fortune in inefficiency, turnover, waste, and demoralization, and Microsoft is guilty of these on the highest level! Tearing down these barriers is difficult, but it can be done. I recommend resetting rules and policies, and refocusing on the ultimate mission of the organization. Territorialism can be eliminated by creating true empowerment, along with appropriate levels of accountability. Microsoft must also create a culture of courage, to enable employees to take advantage of these new freedoms and accountabilities. In the past managers definitely took advantage of their powers, and didn’t communicate to their employees appropriately. Leadership must refocus on mission success rather than just checking off their part of the process, manage reference points, and engage employees. I am confident that by doing all of these things, Microsoft can begin to become fearless, and unstoppable. Microsoft messed up internally, but also missed a number of opportunities. While Microsoft dreams of Apple-style successes with consumers, the truth is, with only one exception, consumers dont care about Microsoft in the slightest. Microsoft does, of course, make one successful consumer product, at least from a perception standpoint, and thats the Xbox 360. Today, Microsoft is being chipped away by competitors from all sides, like a mighty shark being taken down by a pack of hungry piranhas. Microsoft is just letting this happen because the company simply moves too slowly, whether its entering new markets, updating existing products, or something internal. I have read a number of recommendations in articles and online about Microsoft, and I happen to agree that Microsoft is so big that the very notion of there being a Microsoft is absurdly simplistic. This is instead a collection of often massive warring fiefdoms that dont just ignore each other but in some notable cases actually actively work against each other. Even more problematic, perhaps, Microsofts businesses are so diverse that many have nothing to do with each other. So my advice is to split up this company into two or three baby Microsofts, perhaps al ong consumer, business, and developer lines. None of these brands should have any influence from Steve Ballmer as well. Replacing Ballmer is no easy task, and while its not the epic problem that the software giant confronted when Bill Gates left, Microsofts need for new leadership will require a team, not an individual. It’s possible Microsoft doesnt need a business guy at the top, and I would recommend it needs another guy who understands technology. That way Microsoft’s managers will stop smothering good ideas. Microsoft needs to say â€Å"Yes† to good ideas more frequently. This can only happen within an organization that actually listens and rewards the forward thinkers, places like Apple and Google, who happen to be doing very well in the market right now. â€Å"Microsoft is now in the ironic position to brand itself as David to Apples Goliath, the counterculture to Apples mainstream†. I want Microsoft to turn the tables on the very upstart company that used to think different,† and I recommend Microsoft turn the page and begin this decade anew, learning from its own mistakes. Bibliography and Reference Links * Greer, Charles S. An Investment Perspective of Human Resources, Strategic Human Resources Management, (2001): 1. * Greer, Charles S. An Investment Perspective of Human Resources, Strategic HumanResources Management, (2001): 5 * http://news.cnet.com/8301-10805_3-57471170-75/microsofts-ballmer-challenges-vanity-fairs-lost-decade-claim/ * http://oneffectivemanagement.wordpress.com/2008/08/19/where-does-bad-corporate-culture-come-from-and-can-it-be-corrected/ * Civility: http://www.huffingtonpost.com/mary-prefontaine/corporate-leaders-must-re_1_b_1437445.html * Not shipping said product: http://www.kmfms.com/whatsbad.html * Competiton: http://blog.seattlepi.com/microsoft/2010/06/03/ballmer-and-microsofts-main-competitors-are/ * David to Apple Goliath: http://www.cnn.com/2012/09/24/tech/innovation/fixing-microsoft/index.html

Important Challenges And Opportunities For The Police Criminology Essay

Important Challenges And Opportunities For The Police Criminology Essay Policing is an important practice which has been around for many eras. In England a system of sheriffs, reeves, and investigative juries had developed under the Anglo-Saxons to provide basic security and law enforcement. In 1829, the Metropolitan Police Act had been passed by Parliament, This promoted the preventive role of police as a deterrent to urban crime and disorder. Since then policing has become a vital part in society. As it is now the 21st century, the Police is faced with new important challenges and opportunities. This essay is going to look at what the most important challenges and opportunities of the police in the 21st century are. The main topics which will be focused on will be public perceptions and community relations of the police, police equality and diversity, the growth of technological surveillance, the impact of globalisation and the war on terror. These are the most important challenges and opportunities faced by the police and it is essential to see why they are important and this essay will seek to explore this. One of the most important challenges and opportunities for the police in the 21st century is the public perception of the police. It has been seen as a concern by Metropolitan Police Commissioner Sir Ian Blair who has voiced his concerns about the publics perception of the role of the police in todays society (Source: No Author, 2008 bbc.co.uk) The media plays a huge part in community relations as they have the power to enforce ideas in people through all types of media, e.g. films, news and TV programmes. The medias portrayal of policing is juxtaposed with both positive and negative representations. A complex relationship exists between media consumption and public attitudes towards the police. Police on routine foot patrol have been put in place so that it makes the public feel safe knowing that there are some authority to keep things in order should the need arise, and also allows the police an opportunity to be able to engage with the public by regaining trust from them. An experiment was conducted The Newark Foot Patrol Experiment and the results had shown that while foot patrol may not have reduced a huge number of crimes, however it did reduce citizens fear of crime, the residents felt safer and felt like it was a better place to live and were satisfied with police services. (Source: policefoundation.org) A hand-picked team from CO19, the Metropolitan Polices elite firearms unit, will walk in gun crime hotspots where armed gangs have turned entire estates into no go zones, this being a huge challenge for the police in order to cut down gang crime etc they have been placed there for routine foot patrol this being an important opportunity for the police to tackle this i ssue of gang crime and any other crimes on the streets in the 21st century. (Source: Moore M, 2009. www.telegraph.co.uk) As the public perception is vital and is an important challenge to tackle, it has been seen however, in 2009 a Policing Pledge was introduced by every police force. The Pledge is a set of promises made by the police where they reflect on what the public have said they most want from their policing services, a set of requests, for example this scheme has promised that emergency 999 calls will be answered within  ten seconds, and that help will be sent immediately (Source: homeoffice.gov.uk 2009). Also an independent Police Complaints Commission Police Reform Act 2002 had been put in place in case of police having done something which the public are not entirely satisfied with. The Home office states that Diversity is defined as difference, everyone is different in terms of race, gender, disability, sexual orientation, faith and age, people have varied and equally valuable skills, knowledge and experience to put forward. Gender and race have been a challenge for the police in the 21st century, not only in terms of crime but also within the policing institute for example employment for the police. After the uproar of Stephen Lawrences injustice in 1993, police have found themselves with many opportunities to rectify their mistakes by tackling Racism as one of the police forces main priority. Quite a few members of the general public have lost all faith in the police, the police are challenged to change this and have the opportunity to help people when dealing with racist crimes. The human rights commission report highlighted that there was a disproportionate number of Black people and Asian people being stopped and searched. Figures in 2007/08 shows 1,035,43 8 stop and searches were carried out by the police and of the people that had been stopped and searched, figures indicate that 13% were Black, 8% were Asian and 3% mixed ethnicity. (Source: Statistics on Race and the Criminal Justice System 2007/8) Gender and racism within the policing institution are major challenges for the police as there is quite a difference between male and female police officers and also between white and ethnic minority police officers. One of the concerns that had been highlighted in the Equality and Human Rights Commission report showed high resignation rates and dismissals within ethnic minority individuals than white officers within the first 6 months of service, showing that there is an inequality here. 36,187 of the 144,274 officers in England and Wales were female, representing 25.1 per cent of the total, compared with 24.2 per cent in March 2008. Compared to male officers this is a small figure. The proportion of women in the more senior ranks of Chief Inspector and above was 13.0 per cent. As at 31 March 2009, there were 6,310 minority ethnic police officers in England and Wales, accounting for 4.4 per cent of all officers compared with 4.1 per cent in March 2008. (Source: Mulchandani Sigurdss on 2009 Pg. 5). Theres a sense of a canteen culture amongst the police force, this is where there are negative perceptions on the part of police against women and minorities, This term is generally applied to describe the attitudes of some of the lower ranks of the British police force who resist change and are comfortable with what the inquiry into the murder of Stephen Lawrence called the Metropolitan Polices institutional racism. As it is now the 21st century, the police have been trying to tackle this challenge. A huge recruitment campaign was carried out by the police to increase the diversity of the police force. There has been an increase on recruitment with ethnic minorities wanting to be recruited to the forces figure had risen to 12.3 Percent in 2007/08 compared to the 8.4 Percent in 2003/04. (Source: Police and Racism Report Pg 13) Globalisation has become an important challenge and also has made a huge impact for policing, The majority of police functions and practices pertain to local and regionally specific matters of crime and order, However a large number of globalisation developments have crossed the boundaries of national borders. As the nature of crime has become wide, it shows that crime has no limitations and the September 11th 2001 terrorist attack in the United States is a good example of this. September 11th attacks isnt simply the main occurrence to the globalisation of policing, it was well underway due to many other forces which had occurred before. However since the September 11th attacks, the globalisation of policing did change. Although these attacks happened in the United States it shocked the whole world making the United Kingdom also a prime target (Ritzer, G Pg 380). This fear further emerged even more so after the July 7th 2005 bombings in London. This didnt become just an issue for ind ividual nations but it became a Global issue. The policing agencies are facing these challenges with the criminal justice and policing systems which are made to police the citizens in a national context. Police institutions are legitimated in the national states context. As a result, there is a persistence of nationality in international policing in at least three ways. Police institutions rather engage unilaterally in international activities without assistance from police of other nations. The 20th century mostly focused on fugitives from justice who had committed violent and property crimes. Other periods later saw the important shift towards the policing of drugs crimes and the control of illegal immigration. From 21st century and with extreme force since the events of September 11, 2001, international terrorism and technologically advanced crimes, such as cyber crimes and international money laundering schemes, have become the leading focus in international policing. (Source: Deflem, M Pg 972) The need to deal with the global issues relating to terrorism has come into conflict with keeping open borders to facilitate international economic transactions. The national approach to t hese challenges faced in the UK had revolved around security services in policing, expanded the use of covert policing activities, setting up agreements like bi-lateral and international teams with the UK and USA. The challenge faced by the police would be assuring that international laws are abided to and being able to apply new laws that could help deal with other countries. The Home Office are responsive to the challenges the police have to meet in the 21st century and want to build our ability to fight global threats such as drugs, trafficking, illegal immigration and the growth of globalisation of crime and terrorism which produced a real security threat to its growth. Global crime control is improving to an extent in various ways, however one challenge that the police face is that there is a great fear of threats to civil and human rights posed by these policing methods such as more intrusive surveillance technologies. (Source: Ritzer, G Pg 380). Due to the growth of technological surveillance it has given the police an opportunity to combat crime and this has aided them to achieve this. Surveillance is the monitoring of the behaviour, activities, or other changing information. Its an observation of individuals or groups by government organizations. Closed-Circuit Television (CCTV) is an example of this. CCTV is seen as a vital part of the policing toolkit. Its preventative power, allowing officers to pre-empt trouble, its use as an extra pair of eyes or for intelligence gathering and the deterrent effect were all seen as benefits by the police. Many officers spoke about the time-saving power of CCTV. The reported high number of arrests in CCTV-related incidents points to the efficiency in the use of CCTV, if police are able to make arrests quickly this saves time in investigating an incident. (Source: Levesley T Martin A 2005 Pg. 11) One of the challenges faced by the police is that CCTV cameras are a controversial issue, and that people feel as though they have no privacy as they are being constantly watched like big brother. The growth of technological surveillance is an important opportunity for the police in the 21st century as it has given them the chance to develop new ways to combat crime, for example terrorism, it is to help members of the public feel safer. CCTV isnt the only form of technological surveillance which has helped the police in combating crime. There are also audio surveillance technologies, these are used to monitor a room, an individual person, or a telephone conversation. Electronic eavesdropping may be defined as intercepting conversations without the knowledge or consent of the participants. The most commonly used form is wiretapping, the interception of telephone or telegraph messages this is a new form of surveillance technology used a lot in the 21st century which is a important opportunity for the police, audio surveillance technologies in 21st century are mainly used as a tool for counter terrorism. The War on Terror is the campaign that was launched by the United States of America, and was supported by United Kingdom, NATO and other countries. The campaign had started in reaction to the September 11th, 2001 attacks and had stated that the main objective was to abolish international terrorism. (Source: Deflem, M Pg 972). The war on terror is probably the most important challenge that the police have faced in the 21st century so far, especially after September 11th attacks and the July 7th bombings in London. These attacks shocked the nation by the significant number of controls, checks and regulations that were put in place. Terrorist activity can come from a range of sources and counter terrorist policing has been a huge priority. Terrorism involves extraordinary violence. It is intentional and it is to create massive fear which involves a planned attack for a purpose. That is why terrorism is one of the most important challenges for police as like September 11th which 2,973 victims and the 19 hijackers died as a result of the attacks. Also the July 7th bombing in London has made a huge priority for the police to ensure that people in the U.K are safe and to prevent such destruction from occurring again a counter terrorism strategy has been put in place. The globalisation of crime and terrorism has produced a growing threat. In order to respond to these threats, the UK came up with a Counter terrorism strategy known as CONTEST. CONTEST main focus over the next 5 years is about reducing all threats and vulnerability in the UK. What Global terrorism has demonstrated in the past few years is that it is unlikely to consider that all security efforts will deny every attack every time. Thus the most practical approach is to protect cities as far as possible in doing so by reducing safety and security threats, risks and vulnerabilities. If an incident were to occur, then the mission is to react effectively, this being a huge challenge for the police in 21st century. (Source: security.homeoffice.gov.uk) One of the future challenges the police will have to face is the 2012 Olympic Paralympic Games in London. Its a challenge of security whereby they need to protect London and its guests over the 90 or so days of the Games from all types of threats including potential terrorist attacks. To conclude it is clear to see that the police face many important challenges and opportunities in the 21st century. One of the prime aspects being the topic of terrorism and this is because it is a huge threat and has the ability to cause major destruction. It is a new challenge which has emerged in the 21st century for the police whereas the other factors mentioned in this essay have existed as challenges for the police industry before the 21st Century. From this essay it is evident to see that there is a growth of technological surveillance which has been put into practice in order to control threats like terrorism. Having said this, all the challenges and opportunities mentioned in this essay are important for the police in the 21st century and should be seen as opportunities in which to regain public favour and trust.