Management and Employment Relations

The history of management is being traced with difficulties and it is only seen as a modern conceptualization. This difficulty contributes to its ideally possiveness nature. In premodern past context it is traceable back to Sumerian traders and builders of the pyramids of ancient Egypt. Full exploitation and motivation of slaves faced problems. Many pre-industrial enterprises in their small-scale nature were never compelled to face issues of management. With increased scale of commercial operations devoid of mechanized record keeping and recording, management functions were unavailable. Management as an act involves the process of directing and controlling a group of people for purposes of achieving coordination and harmony of the group towards attaining a goal, which is far beyond the scope of individual efforts. Potential human resources, financial resources, technological resources and natural resources are deployed and manipulated through management[1]. The possibility of personifying the act of management also exists whereby the person or a team of persons performing this act is or are referred to as management and has to do with power by its nature and position. Functionally, management entails the art of getting things done through people: action of weighing a quantity on regular basis and adjusting the initial plan and the action taken to reach the overall intended goal. The functions and roles of management therefore entail planning, organizing, leading or motivating and controlling or coordinating all resources in the working place[2]. Management falls under the following categories: human resource management, operations or production management, strategic management, financial management and information technology management.   Human resource management carries the grater weight in employment relations. Its importance is seen in understanding and developing its context concept, to assess and explain its impact on organizational performance and employment well being and to contribute to the dissemination of good practice. The role of management in employment relations can be explained by the context of communication in the work place. Employees must be treated with applicable laws and regulations of the countries and regions in which it operates. Communications between management and employees is essential in conveying management policies to employees and encouraging employees to voice their options[3]. This impacts the active rather than passive agency role of the management being the representative of the employer. These concepts are of vital importance in employment cycle. Employment in this context refers to the contract between two parties one being the employer and the other one the employee. The employee refers to a person in the service of another. Under any contract of hirer express or applied, oral or written where the employer has the power or right to control and direct the employee in the material details of how the work is to be performed[4]. In a profit oriented setting the aim of the employer is creation of valued produces at reasonable cost, and providing rewarding employment opportunities for employees. In unprofit setting the ultimate goal is to keep faith of the donors. Other areas of employment include the public and household sectors. It is in view of this harmony that the active role of the management should be felt in any working environment. Communication between management as the employers’ representative and employees should show shared responsibilities called co-determinations. There are specific areas of concern and address during the discussion between the two parties they include; pay of wages, bonuses, the work environment, disputes, work schedules, grievances, health and safety, working hours and production targets. The aim of these discussions is an achievement of a more harmonious working relationship sometimes-major employment relations dispute may arise. Whenever problems start to arise in a company a successful management-employment relations involve striking a balance in nearly all situations. The employer has the right to manage that is the ability to plan for the future so that the company can continue moving to make profits and to keep employees motivated. Form the employees’ viewpoint best possible conditions must be secured and good living standards made not a dream. High labour turnover, bad time keeping, high levels of absenteeism, slackness of individuals, poor working, deliberate time working in similar practices are evident in situations where employees are unhappy with the working conditions[5]. Other evidences of discontent will be revealed in complain, friction, ignoring rules and apathy for unappropriate management system to gain the intended meaning must strive to attain the following qualifications: attraction of the most qualified employees and matching them to the jobs for which there are best suited since this is significant for the success of any organization[6]. However, there arises some technical problems in many large enterprises due to their size this aspect of too large size of an enterprise deter possible close contact between top management and employees this connection is otherwise provided for by human resource managers training managers and labour relations managers. In an effort to enhance immorality and productivity while limiting job turnover, helping organization increase performance and improve business results they are of vital help to the organization they also help the firms effectively in using employees skills, provide training and development opportunities, improve those skills and improve employees satisfaction with their jobs and working conditions. Dealing with people through physical interaction is an important part of the job although some jobs in the human resources field require only limited contact between the people outside the office. The importance of management in employment relations on an active capacity is further highlighted through creation of labour unions and its incorporation in the constitution in the name of labour laws. This has been evident in all regions countries and states all over the world for the purpose of improving the quality of working life for individuals and creates condition for business success. Employers, employees and unions must deal with one another in an honest and open atmosphere. This in essence bears results such as follows: promotion of good employment relation and cultivations of mutual respect and confidence between employers, employees and unions. It also sets the environment for individual and collective employment relationships. It also sets out requirements for the negotiation and content of collective and individual employment agreements. It also provides prompt and flexible options for resolving problems in employment relations. There are a number of undiresable trade union action such as withdrawal of good will, go slow, working strictly to the rules set out in work rule books and sticking rigidly to only doing tasks set out clearly in a job description, refusing to work overtime, going on a strike and many others[7]. All this actions reduce companies’ profitability and its ability and fulfill orders, they harm employment prospects, reduce wages of employees they lead to festering discontent and cause problems for customers and economy as a whole. This is a practical scenario in the current working places and it reflects negative picture of interaction in the working places. It is therefore, very important to create a harmonious working environment for the benefit all the concerned. Good practices and models of a harmonious working practice should be exhibited in a true structure of employment relation. In an effort in building trust as a manager it is paramount to display the following characteristics: keeping promises, have ethics, telling people the truth, being fair and honest, treating employees as adults while showing appreciation for their ideas and for the work they do, involve employees in planning and problems solving, give employees important work and support them to implement. In an effort to achieve a successful structure of management – employment relations’ labour or employment laws have been enacted. Labour laws Labors laws also known as employment laws refers elaborately to a body of administrative ruling and prescient which focuses to address the legal rights and restriction on the working people and their organizations and as such it mediates may aspects of the relationships between trade unions, employers and employees. They are in some countries restricted to ununionized work places, as is the case in Canada. But in most other countries no such restrictions is made. Two broad categories of labour laws exist; collective labour law which relates to tripartite relationship between employee employer and union. Individual labour law concerns employees’ rights at work and through the contract for work[8]. Employment laws include all areas of the employer employee relationship except the negotiation process covered by labour law and collective bargaining. It consists thousands of federal and state statues, administration regulation and judicial decision.   Most of these laws such as minimum wage regulation were enacted as protective labour legislation. The functioning and origins of labour laws is oriented towards strikes, pickets, boycotts, unofficial industrial action Labour laws in Australia The federal parliament in Australia is empowered by the constitution to make laws concerning conciliation and arbitration for the settlement and prevention of industrial disputes extending beyond the limit of any one state. The laws made with respect to trading and financial corporations fall within the limits of the commonwealth and foreign corporations. Industrial relations systems and wages setting have been enhanced by this system also known as work choice, which came into operation in 2006[9]. Work choices legislation act in Australia The most comprehensive shakeups of industrial relations since federation were the results of the successful introduction and passing of work choices legislation in Australia in December 2005[10]. The industrial and employment circulars underwent permanent and long-term changes. These changes are explained in the following dimension: federal systems of industrial relations were successful and completely replaced with the unitary system of industrial relations: an emphasis on Australian economy away from the wages and conditions; transitional arrangement and changes to Awards and Agreements; awards were reduced drastically, Australia Fair Pay Commission was set up with the main aim of determination of minimum wages and conditions of employees, the powers of Australian Industrial Relation Commission were greatly reduced to an extent of being rendered redundant, flexible work practices were introduced and the ability to cash out some benefits such as annual leave[11]. The consequences were some problems with work place health and safety application; new dismissal provision which were less straightforward as they may have been trumpeted. New transmission of business rules that is buying and selling business plus all the people incorporated in the business. Union restriction and the scrapping the no disadvantage test. All these changes brought about complexity and consequently bearing some effects on businesses along the following orientations. Small business holders were subjected to the understanding of the broader concepts of employer obligations to the employees applicable to their unique business situation.   The employers take great care before taking a step towards termination of an employee’s service. Great care, advice and consultation became a prerequisite since the work place legislations empowered the employees to claim compensation against unlawful dismissal and discrimination. These laws applied to the especially small business with as less as a hundred employees and therefore constitute the retail in Australia. The workforce legislation in Australia further favoured these minority employees in the retail industry in a sense that the cost of defending discrimination and dismissal claim by the employer is dramatically higher than the unfair dismissal itself. In conclusion; the changing of the awards and agreements provided for by the work choice legislation added a layer of complexity to the businesses which extended upto the end of the transitional face which extended up to five years. An investor intending to buy a business was supposed to be ready for the transmission of business changes and the business owner had to grapple to the new layer of complexity. References Catanzariti, J. & Baragwanath, M. 1997. Workplace Relations Act: A User-friendly Guide. Manly, NSW, Newsletter Information Services. Cranny, C., Smith, P. & Stone, E. 1992. Job Satisfaction. New York: Lexington. Creighton, B. & Stewart, A. 1994. Labour Law – An Introduction. 2nd Ed. Leichhardt, NSW. Federation Press. Guite, T. 1999. Strategic Human Resource Management. 3rd Ed. McMillan Publishers. London. Lee, M. & Sheldon, P. (eds.). 1997. Workplace Relations, Workplace Law & Employment Relations. Sidney. Botterworths. Mullins, L. 2005. Management and Organizational Behaviour. 7th Ed. Harlow. Prentice-Hall. Nilson, C. 2003. How to Manage Training: A Guide to Design and Delivery for High Performance. 3rd Ed. New York. Amacom. Pocock, Barbara & Masterman-Smith, Helen. 2005. Work Choices and Women Workers. Journal of Australian Political Economy No.56. Teicher, J., Lambert, R. & O’Rourke, A. (eds.). 2006. Work Choices: The New Industrial Relations Agenda. Sidney, NSW: Pearson Education Australia. Walter, J. 2006. Strategic Management. Theory: An Integrated Approach. McMillan Publishing Ltd.          [1] Walter, J. 2006. Strategic Management. Theory: An Integrated Approach. McMillan Publishing Ltd. PP.70-73. [2] Nilson, C. 2003. How to Manage Training: A Guide to Design and Delivery for High Performance. 3rd Ed. New York. Amacom. PP.103. [3] Mullins, L. 2005. Management and Organizational Behaviour. 7th Ed. Harlow. Prentice-Hall. PP.51-58. [4] Catanzariti, J. & Baragwanath, M. 1997. Workplace Relations Act: A User-friendly Guide. Manly, NSW, Newsletter Information Services. PP.17. [5] Guite, T. 1999. Strategic Human Resource Management. 3rd Ed. McMillan Publishers. London. PP.41-43. [6] Cranny, C., Smith, P. & Stone, E. 1992. Job Satisfaction. New York: Lexington. PP.31-34. [7] Lee, M. & Sheldon, P. (eds.). 1997. Workplace Relations, Workplace Law & Employment Relations. Sidney. Botterworths. PP.27-37. [8] Creighton, B. & Stewart, A. 1994. Labour Law – An Introduction. 2nd Ed. Leichhardt, NSW. Federation Press. PP.9-16. [9] Teicher, J., Lambert, R. & O’Rourke, A. (e ds.). 2006. Work Choices: The New Industrial Relations Agenda. Sidney, NSW: Pearson Education Australia. PP.103-125. [10] Pocock, Barbara & Masterman-Smith, Helen. 2005. Work Choices and Women Workers. Journal of Australian Political Economy No.56. PP.124-143. [11] Teicher, J., Lambert, R. & O’Rourke, A. (eds.). 2006. Work Choices: The New Industrial Relations Agenda. Sidney, NSW: Pearson Education Australia. PP.103-125.   

Critically discuss to what extent Porter’s Diamond Essay

Critically discuss to what extent Porter’s Diamond is a useful concept in explaining home and host location strategies of international business? Illustrate your answer with reference to at least two case companies. The main aim of International business is to build and sustain competitiveness for economic value creation in both domestic and overseas markets (Besanko et al. 2007). Internalization business theory however has a variety of models that can identify the environmental analysis of specific countries. These models are used for companies to internationalize and find the right location(s) overseas by taking; institutional, cultural fit and success opportunities into consideration. These models also give in-depth information on locations that the companies have chosen. A very well-known framework is the Porter’s Diamond which was found by Michael Porter in 1990. This report will discuss the advantages and disadvantages to determine a company’s home and host location decision by analyzing two high street retailers – French E.Leclerc and UK’s Sainsbury’s. Porter’s Diamond Model (1990: 73 ) states that nation’s competiveness depends on the capa city of its industry to innovate and upgrade this however depends on the productivity level of the nation. From a company’s point of view a national competitive advantage means that it would have to depend on the nation to implement a home base to improve their existing products and services such as; technology, features, quality as well as being able to compete with international industries. Therefore, the advantage of this model is that it identifies the four factors that develop the essential national environment where companies are born, grow and as mentioned above sustain competitive advantage (Porter, 1990:78). The idea of this model is useful because it allows organizations to carry out the necessary research and identify which countries would be good enough to internationalize. As you can see from the Porters Diamond diagram the first factor is the factor condition, this factor is about production such as land, raw materials, capital infrastructure etc. these are not inherited, but developed and improved by a nation for instance skilled labor (Porter, 1990:79). In order to sustain competitive advantage it will depend on the factor creation ability. For instance, E. Leclerc started as a small rented warehouse â€Å"Leclerc established a chain of outlets across the country, single-handedly changing  the landscape of shopping in France†(www.independent.co.uk) â€Å"Critical evaluation of development and role of Balanced Scorecard in production and service organizations† Excerpts from HBR-1 (1992): â€Å"The Balanced Scorecard – Measures That Drive Performance,† Robert S. Kaplan and David P. Norton, Harvard Business Review, January-February 1992, pg 71-79. Page 76-77: †¦ Analog Devices, a Massachusetts-based manufacturer of specialized semiconductors, expects managers to improve their customer and internal business process performance continuously. The company estimates specific rates of improvement for on-time delivery, cycle time, defect rate, and yield. †¦ †¦Over the three-year period between 1987 and 1990, a NYSE electronics company made an order-of-magnitude improvement in quality and on-time delivery performance. Outgoing defect rate dropped from 500 parts per million to 50, on-time delivery improved from 70% to 96%, and yield jumped from 26% to 51 %. Did these breakthrough improvements in quality, productivity, and customer service provide substantial benefits to the company? Unfortunately not. During the same three-year period, the company’s financial results showed little improvement, and its stock price plummeted to one-third of its July 1987 value. The considerable improvements in manufacturing capabilities had not been translated into increased profitability. Slow releases of new products and a failure to expand marketing to new and perhaps more demanding customers prevented the company from realizing the benefits of its manufacturing achievements. The operational achievements were real, but the company had failed to capitalize on them. †¦ Excerpts from HBR-2 (1993): â€Å"Putting the Balanced Scorecard to Work,† Robert S. Kaplan and David P. Norton, Harvard Business Review, September-October, 1993, pg 134-147. Page 142: †¦ Analog Devices, a semiconductor company, served as the prototype for the balanced scorecard and now uses it each year to update the targets and goals for division managers. Jerry Fishman, president of Analog, said, â€Å"At the  beginning, the scorecard drove significant and considerable change. It still does when we focus attention on particular areas, such as the gross margins on new products. But its main impact today is to help sustain programs that our people have been working on for years.† Recently, the company has been attempting to integrate the scorecard metrics with hoshin planning, a procedure that concentrates an entire company on achieving one or two key objectives each year. Analog’s hoshin objectives have included customer service and new product development, for which measures already exist on the company’s scorecard. †¦ Excerpted from JMAR (1998): Innovation Action Research: Creating New Management Theory and Practice, Robert S. Kaplan, Journal of Management Accounting Research, Vol. 10, 1998, pg. 89-118. Page 99-101 â€Å"†¦For the balanced scorecard, the initial idea also came somewhat serendipitously, but also not completely by accident. The need for improved performance measurement systems had been widely recognized during the 1980s. Many articles, books and conferences documented the limita ­tions of relying solely on financial signals for improving business perform ­ance. The adoption of total quality management, just‑in‑time production systems and synchronous manufacturing all created a demand for im ­proved performance measures that would support companies’ continuous improvement initiatives. Therefore, much work had already occurred by 1990, the time when the balanced scorecard concept initially emerged (Berliner and Brimson 1987; Howell et al. 1987; Kaplan 1990b). Much of the need for improved operational performance measurements had been satisfied by measures such as part‑per‑million defect rates, yields, cost of nonconformance, process cy cle times, manufacturing cycle effectiveness, throughput times, customer satisfaction, customer complaints and em ­ployee satisfaction. What remained missing was a theory for how the myr ­iad of nonfinancial performance measures now being used on the factory floor could be reconciled with and achieve comparable status to the finan ­cial measures that still dominated the agenda of senior company executives. Fortunately (again), a skilled practitioner, Arthur Schneiderman of Analog Devices, contacted me to assist his company with launching an activity-based costing project. In our initial  conversation, I learned that he had developed an innovative approach, the half-life system, to measure the rate of improvement of his company’s TQM program. As part of my research agenda (see step 1 in exhibit 1), I asked for and received approval to visit Analog Devices and write a case about their initiatives. During my visit, I learned that Schneiderman had also developed and implemented a corporate scorecard that senior executives were using to evaluate the company’s overall performance and rate-of-improvement . The corporate scorecard included, in addition to several traditional financial measures, some metrics on customer performance (principally operational measures related to lead times and on time delivery), internal processes (yield, quality and cost) and new product development (innovation). This corporate scorecard, evolved, as we shall see, into what came to be called the balanced scorecard. †¦ †¦ by teaching the Analog Devices case to executives, I learned quickly that Analog’s corporate scorecard was of much more interest to them than the half-life method, the original focus of the case. †¦ †¦ even more initial learning came from testing the ideas directly with a set of companies that participated in a yearlong project on performance measurement with the Nolan, Norton & Co. The project attracted senior financial and planning executives from a dozen companies who met on a bi-monthly basis throughout 1990. Analog’s corporate scorecard captured the interest of the participants. Throughout the year, they experimented with it in their organizations and reported back to us on the results. The concept proved successful in many of the pilot sites and turned out to be the prime output from the year-long research project. In the process, the original corporate scorecard, which focused mostly on operational improvements (on lead times, delivery performance, manufacturing quality and cycle times) had become transformed into a much more strategic organizational performance measurement system, characterized by four identifiable perspectives (financial, customer, internal business process and innovation and growth). †¦ Page 109: †¦ The balanced scorecard implementations being done at the end of 1995, as integrated strategic management systems, were far more advanced than the initial formulation, as a complementary nonfinancial measurement system, at Analog Devices or the companies described in our initial article (Kaplan and  Norton 1992). In six years (1990-1995), Norton and I had made three cycles around the knowledge creation cycle. The half-life of improvement of the balanced scorecard knowledge base was much shorter than for activity-based costing. †¦

Pieter Brueghel essays

Pieter Brueghel essays If someone were to think of one of the great Flemish painters, Pieter Brueghel might come to mind. Often referred to as Pieter Brueghel the Elder, he was the most important member of his family and a great painter in the 16th century. Pieter was born around 1525 in what is thought to be the town of Breda, which is now in The Netherlands. He went on to later be an apprentice to a leading Antwerp artist named Coecke van Aelst in 1551. Brueghel then traveled to Italy, and later lived in Antwerp for about 10 years before permanently settling down in Brussels. In 1563 he went on to marry Mayken, Coecke van Aelsts daughter. This relationship with the van Aelst family drew him to the peasant and allegorical themes that he painted. The scenes of landscapes and peasant life in Brueghels paintings are full of great detail and convey the stress and absurd kinds of lifestyles during this period of the 1500s. His paintings also portray the many weaknesses found in humans. Brueghel created his own style that holds special meaning. He painted many different subjects such as Biblical scenes, mythological portrayals, and social satires. Although he painted many different themes, it all falls under the school of Flemish Renaissance. Renaissance paintings are very realistic with figures in natural settings using precise detail. The renaissance style is represented in some of Brueghels very famous paintings. These include The Peasant Dance, The Wedding Feast, and The Landscape with the Fall of Iracus. In addition to his paintings Brueghel became known for the engravings that were made from his original paintings. ...

Free Essays on Religious Laws Are Ideal

â€Å"I believe the First Amendment, as it is presently written, permits the American people to do what they need to.† (Clinton, Bill) -President Clinton The battle for religious freedom in public schools has recently been a major topic. Some fight for religious rights to be furthered, arguing that too much of God has been taken from the public school system. Others argue that religious freedoms are much too loose in public schools and that religion should be totally left behind when entering government property. The U.S. Supreme Court has ruled for and against both sides of the debate on many issues, but there is truly no longer a problem. The law, as it is, currently supplements all religious needs of all parties within the public school. In 1962, in the case of Engel v. Vatale, the U.S. Supreme Court ordered that all government sponsored religious activities be removed from public schools.(Kussrow) Prior to that ruling there were massive amounts of protest, but the Supreme Court held fast to its decision that government sponsored religious activity was in violation of the Constitution. Despite protests the Supreme Court strengthened its constraint in subsequent years through further restrictions in 1963, 1980, 1985, 1989. (Risinger) In April, 1995, a breakthrough was made in terms of what was and wasn’t Pg.2 HJFL allowed religiously in public schools. Over thirty-five different religious organizations and experts collaborated to for â€Å"A Joint Statement of Current Law†. In this statement, which was approved of by United States Secretary of Education Richard W. Riley, nearly every aspect debatable is discussed and presented with its legalities. (Riley)/(Religion) There are many singularly debatable issues contained under the collected banner of religion in public schools. Each one of these issues has two sides arguing to further or lessen religious integration within that issue. When closely inspected, nearly e... Free Essays on Religious Laws Are Ideal Free Essays on Religious Laws Are Ideal â€Å"I believe the First Amendment, as it is presently written, permits the American people to do what they need to.† (Clinton, Bill) -President Clinton The battle for religious freedom in public schools has recently been a major topic. Some fight for religious rights to be furthered, arguing that too much of God has been taken from the public school system. Others argue that religious freedoms are much too loose in public schools and that religion should be totally left behind when entering government property. The U.S. Supreme Court has ruled for and against both sides of the debate on many issues, but there is truly no longer a problem. The law, as it is, currently supplements all religious needs of all parties within the public school. In 1962, in the case of Engel v. Vatale, the U.S. Supreme Court ordered that all government sponsored religious activities be removed from public schools.(Kussrow) Prior to that ruling there were massive amounts of protest, but the Supreme Court held fast to its decision that government sponsored religious activity was in violation of the Constitution. Despite protests the Supreme Court strengthened its constraint in subsequent years through further restrictions in 1963, 1980, 1985, 1989. (Risinger) In April, 1995, a breakthrough was made in terms of what was and wasn’t Pg.2 HJFL allowed religiously in public schools. Over thirty-five different religious organizations and experts collaborated to for â€Å"A Joint Statement of Current Law†. In this statement, which was approved of by United States Secretary of Education Richard W. Riley, nearly every aspect debatable is discussed and presented with its legalities. (Riley)/(Religion) There are many singularly debatable issues contained under the collected banner of religion in public schools. Each one of these issues has two sides arguing to further or lessen religious integration within that issue. When closely inspected, nearly e...

Affirmative Action Affirmative Action Essays

Affirmative Action Affirmative Action Essays The lawsuit sent shockwaves across the nation. Though the case centered on college admission practices, affirmative action plays a role in many everyday matters, especially towards procedures regarding employment. Before delving into discourse and opinions, the background and history of affirmative action should be discussed.   Ã‚  Ã‚  Ã‚  Ã‚  According to writer Stephen Cahn, affirmative action’s origins stem from an executive order that John F. Kennedy wrote in regards to the hiring practices of employers. Cahn writes that the President’s Committee on Equal Opportunity Employment stated federal contractors â€Å"...will not discriminate against any employee or applicant for employment because of race, creed, color, or national origin. The Contractor will take affirmative action, to ensure that applicants are employed, and that employees are treated during employment, without regard to their race, creed, color, or national origin." The principle of this order from President Kennedy was more developed with the Civil Rights Act of 1964, which in part stated that "No person in the United States shall, on the grounds of race, color or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving federa l financial assistance." About one year later, President Lyndon B. Johnson defined the concept of affirmative action emphasizing that civil rights laws alone were not enough to resolve discrimination. Just months later, President Johnson issued an order to enforce affirmative action toward prospective minority employees in all aspects of hiring and employment. Employers must take specific measures to ensure equality in hiring and must document these efforts.

Project Management (Palm Jumeirah Island) Case Study

Project Management (Palm Jumeirah Island) - Case Study Example We will also provide an in-depth analysis using management theories of the case of Palm Jumeirah Island project, debating on the ways in which the project was implemented and planned, how it was created, the problems it faced that led to its downfall and the upcoming consequences of it. Before going further into the discussion, let us look at Dubai and the importance of Jumeirah Palm being located there. The strategies employed in the creation of this project in Dubai have been embraced to expand the economy, especially the urban economy, striving for international city status and promoting the development of large scale projects. The formation of mega global projects afforded Dubai international status and attention as a country which attracts foreign visitors from different parts around the world (Azzam, 2002). The city in doing this, started to construct huge national real estate companies, embracing mega projects policy focusing on finance from the government, global and GCC investors (Taher & Hajjar, 2013). This led to the development of large transformation in the Dubai economy and population. The Dubai coastline is considered one of the man-made features in the world to be visible from space, making it ‘the eighth wonder of the world’ (Boermeester, 2015). The creation of Jumeirah Palm Island remains one of largest urban operations that have been carried out in the last years in the world. Although the Jumeirah Palm Island has received praise from all over the world, its downfall has been evident with management including planning, designing and implementation theories. According to Malkin (2001), there have been plumbing issues at Jumeirah Palm Island and residents have been forced to visit lavatories in a mall and wash in the sea after a pipe in one of the apartments ruptured. There have been other issues with Jumeirah Palm Island that have caused its downfall ranging from poor

Rural Poverty Alleviation Essay Example | Topics and Well Written Essays - 1000 words

Rural Poverty Alleviation - Essay Example In a large and diverse country like India, it is not surprising to experience the kind of hardships and obstacles that appear to hinder every attempt at large scale alleviation of poverty in general and rural poverty in particular. India is a vast democracy of myriad tradition and culture. She is also multi-lingual and in the grip of traditional customs and religious beliefs. Influential politicians, religious leaders, film stars and iconic sportsmen don the mantle of role models and guides. The television perfectly and effectively keeps everyone pre-occupied with live performances and programs, leaving the common man and woman, boy and girl with little time for serious issues of life and responsibilities. Lest I am branded as pessimist, let me hasten to add that India has achieved the targets of rural poverty alleviation to an appreciable extent in the six decades after independence. By and large, there is more prosperity in villages now than before. Government schemes like Jawahar Rojgar Yojana, Drought Prone Area Programs (DPAP), Panchayati Raj, land reforms, etc. have been designed with the common man in the rural backyard in mind. The rural folk enjoy a better transport and communication system, they are politically, economically and academically more aware, and successive five-year plans, especially from the sixth five-year plan onwards, have bestowed more privileges and benefits on them. (8th Five Year Plan) Statistics of the National... Government schemes like Jawahar Rojgar Yojana, Drought Prone Area Programs (DPAP), Panchayati Raj, land reforms, etc. have been designed with the common man in the rural backyard in mind. The rural folk enjoy a better transport and communication system, they are politically, economically and academically more aware, and successive five-year plans, especially from the sixth five-year plan onwards, have bestowed more privileges and benefits on them. (8th Five Year Plan) Conversely, however, the sheen in these progressive schemes and undertakings lost their shine with corruption at every level, powerful hold by vested interests, political compulsions and exploitation. Statistics of the National Rural Employment Program and Rural Landless Employment Guarantee Program (RLEGP), showing the extent of finance involved in rural employment programs in the Seventh Five Year Plan, are reproduced below: Performance of NREP in the Seventh Five Year Plan Year Resource availability (Rs. crores) Expenditure: (Rs. crores) Employment Generation (in million mandays) Manday Cost(Rs.) Wage-Non- Wage Ratio 1985-86 593.08 531.95 316.41 16.81 60:40 1986-87 765.13 717.77 395.39 18.15 60-40 1987-88 888.21 788.31 370.77 21.26 59:41 1988-89 845.68 901.84 394.96 22.83 57:43 Performance of RLEGP in the Seventh Plan Year Resource availability (Rs. crores) Expenditure (Rs. crores) Employment Generation (in million mandays) Manday Cost (Rs.) Wage/Non- Wage Ratio 1985-86 580.35 453.17 2.47.58 18.30 57:43 1986-87 649.96 635.91 306.14 20.77 57:43 1987-88 648.41 653.53 304.11 21.49 58:42 1988-89 761.55 669.37 296.56 22.57 58:42 (Source: 8th Five Year Plan) Disillusionment with Rural Life Mass migration of people from hinterland and rural areas into cities and, to a lesser extent, towns and