Managing Energy Sources Essay Example for Free

Managing Energy Sources Essay In today’s world were the rate of world’s possessions is deteriorating quickly. There is far added pressure on the factory managers to construct merchandise in a technique that supply greatest management of energy. I would like to choose Motkamills for my module project, which happens to be a paper mill which specialises in producing laminating paper. I have chosen this particular industry because of the fact, pulp for making paper is extracted from the trees and this is one of the industries that need high monitoring to be energy efficient. Moreover they need to be environment friendly as eco-system needs to be in perfect balance for survival of humans. The use of energy monitoring and regulating process control systems can play a vital role in energy management and in reducing the demand of energy by this factory. These systems may include process such as sub-metering, monitoring, and control systems. They can drastically reduce the time required to perform complex tasks, often result in improved product quality and consistency of any particular and can optimize process operations. Figure adapted by an ISO publication. â€Å"Typically, energy and cost savings are around 5% or more for many industrial applications of process control systems. These savings apply to plants without updated process control systems; many pulp and paper mills may already have modern process control systems in place to improve energy efficiency† (Kramer, october 2009) . According to (Kramer, october 2009) increase energy savings further could be monetized by active energy monitoring teams and a through internal audit should be conducted by these teams. Specific energy savings and payback periods for overall adoption of energy monitoring and control systems vary greatly from plant to plant and company to company . A variety of process control systems are available for all kinds of industrial processes. Although energy management systems ideas are already widely spread in various industrial sectors, the performance of the systems can still be improved, which will help reduce costs. The energy saving process for 50 GPM of reclaimed water would roughly require about 100 to 200 square feet of common production space. Utility requirements would be compressed air. The estimate for total connected horsepower for the entire process would range from 15 to 20 HP. The operating and maintenance costs for this process would consist of electric power costs along with chemical purchases and maintenance costs. The water recycle process would have to be connected with and electrical load in the range of 15 to 20 horsepower. Based upon the number of times water recycled associated power requirements an annual cost of $7,500 would be incurred according to (O’Connor, October2006). The chemical consumption rates estimated from the test run of this process were found to be very repetitive. The annual cost for chemicals is based upon the experimental operation expenses extrapolated to an annual consumption rate. These costs are based upon the specific coagulant and flocculants needed for the pilot testing. The annual cost is approximated at $16,000. If the fibre is recovered or dewatered further for disposal and the chemical treatment costs may be discounted as they are approximately same as to the chemical requirements for the treatment of the fibre and fillers needed for the waste treatment plant or the recovery of fibre through alternate technologies. According to (O’Connor, October2006) the maintenance costs for the equipment are very hard to estimate. Other miscellaneous repairs would be required for parts such as pumps, valves and instruments. For simplicity these cost are assumed to be annual maintenance cost of 2.5% of the capital equipment cost. This cost would be about $5,000. The process is designed to be fully automated. Daily tested by the mill’s lab staff to ensure proper operation. The chemical and operating cost should be lower as well. There should be a benefit in recovering the thickened stock from this stream for reusing in the mill and its value should clearly offset the reduction on thermal savings of the factory due to the implementation of water recycling process. â€Å"The most important raw materials used in a paper mill are pulp fibre, water, and thermal and electrical energy. Reduction in the use of any or all of  these raw materials can have a significant, positive impact on the economics of paper production and a mill’s bottom line profitability. Numerous commercially available technologies are currently used throughout the paper industry for the recovery of fibre and clarified water from mill white water.† (Romaro, september 2006). Heat recovery systems could also be utilized for minimizing thermal and electrical energy use. Nevertheless, all of these technologies are subject to a number of things such as performance, energy, efficiency, and reliability inadequacies. It is considered impossible to produce economical high clarity, â€Å" thermally rich water that may be substituted for fresh make-up water that typically requires heating to process-operating temperature† (Romaro, september 2006) this means that you would have to incur additional cost to recycle water which in turn will make you economically inefficient . As a result, with these present technologies, paper mills waste large quantities of thermal and electrical energy and often lose their productivity due to lower than desired process operating temperatures, which they are unable to recover from significant portions of their process water, wastewater, and pulp fibre. Companies all over the world are extremely conscious of their carbon footprints. More over European Union has aimed to stick to the Kyoto protocol. â€Å"According to the burden-sharing agreement between EU Member States, Finland is committed under the Kyoto Protocol to bringing national average annual emissions down to their 1990 level in the 2008–2012 periods.† (Ojala, 4 feburay 2011). Currently Motkamills has three production unit in Finland, for this to take place they need to be energy efficient as we know that fuel costs make up a larger proportion of the costs in any given factories, being energy efficient will not only bring down the operating costs for the year of the factory but also provide room for sustainable development. Bibliography Kramer, M. a. X., october 2009. Energy Efficiency Improvement and cost saving Opportunities for the pulp and the paper industry, s.l.: BERKELEY NATIONAL LABORATORY . O’Connor, K., October2006. ENERGY EFFICIENT PAPER MILL PROCESS WATER AND WASTED PROCESS WATER FILTRATION FOR HIGH CLARITY WATER FOR REUSE AND FIBER RECOVERY, s.l.: The New York State Energy Research and Development Authority (NYSERDA). Ojala, J. a. C., 4 feburay 2011. Finland is implementing, s.l.: Ministry of the Environment, Finland. Romaro, B., september 2006. PROCESS WATER FILTRATION FOR HIGH CLARITY WATER, s.l.: NEW YORK STATE ENERGY RESEARCH AND DEVELOPMENT AUTHORITY .

Eyesenck’s Personality Theory Model: Sanguine Personality

Eyesenck’s Personality Theory Model: Sanguine Personality Introduction Eysenck’s Personality Theory Model Eysencks personality of theory divided into two categories which are extraversion and introversion personality types. Extraversion type of personality person is usually relax and confident on their own while introversion type of personality person is often a quite person; focus on inner feelings and their emotional will be more negative and not stable as compared to extraversion type of person. Extrovert people are more likely to be out-going person, they like to social and attend event to meet with new people and make new friends. In contrast, introvert people keep things to their own and seldom share to people, they also less likely towards social things because of their shy personality. In this world, different types of people having different own personality, by understanding people’s personality is a key to unlock elusive human qualities. All humans are different, everyone has their own value, principles, special strengths, weakness and qualities in handling things in their life; different types of people will think and action in different ways. For instance, Eysenck’s categorize people into 4 types of human personality, which are choleric, melancholic, sanguine and phlegmatic. However, choleric and sanguine personality were fall under extraversion category while melancholic and phlegmatic were fall under introversion category. Features of Sanguine Personality Referred to Eyesenck’s Personality Theory Model, sanguine personality is playing a role as the extrovert, talker and optimist. They are emotionally stable compared to people who have melancholic and choleric personality. The characteristics of sanguine personality are sociable, outgoing, lively, easygoing, talkative, responsive, leadership and carefree. Sociable People who have sanguine personality are sociablen; they are supportive in engaging themselves in outside activities and talk to others. Sanguine people have a lot of friends and also have wide social relationship which may have friends that are from different fields or places. Besides, they can make new friends easily and adapt to the situation even in a new environment or with strangers. Outgoing People who having sanguine personality is an outgoing person; they are active in joining or participating outside activities. Sanguine people don’t like to stay at home and things that are boring. They like to join or see thing that are challenges and new and they are type of person who enjoy going out or hang out with friends and comfortable in social situation. Lively People who having sanguine personality is a lively person; they are active at most of the time and having positive energy in whatever things that they do. Besides, they bring fun and joy to people surrounded them and people will feeling comfortable and relax when with sanguine people as they less likely having negative thought compared to melancholic personality. This may one of the features of sanguine that attracted people to talk and make friends with them. Easygoing People who having sanguine personality is an easygoing person; they forgive and forgot mistake or bad thing that people done on them. They don’t hold grudges and usually behave in a relaxed and tolerate approach or manner. They have even-tempered and able to control their own emotional compared to melancholic and choleric personality. They seldom mad at people and don’t like to make things become complicated. For instance, if sanguine people commit a mistake they will readily apologize to the person. Talkative Sanguine playing roles as the talker and storyteller, they are talkative and like to repeat stories to their friends. They can talk anything with their friends; such as gossip or discuss things that from general problems until privacy with their friends without feeling tired or bored. They eager to express their own opinion or idea, wish people paid attention on them. Sometimes, due to the talkative personality they are likely to dominate the whole conversation when in a group activities. Responsive Sanguine people are responsive; they give quick and readily response to people. They are open to suggestions; accept people comment and improvement themselves from it. Besides, sanguine people usually are the type of active students in the class; they like to ask and also give response to their teacher questions. If sanguine friends are facing problems, they will response to it and always be there to listen and to give opinion or advice to their friends. Leadership Sanguine people tend to have strong leadership; they have the ability to guide a group of people and give direction to the members about actions that should taken in order to achieve a certain task. Sanguine people like to express their own opinion and ideas in group activities and sometimes they will be the dominant person throughout the whole conversation with their friends or activities. In a group, sanguine will act as opinion leader and they have the power to influence or swing people’s perception and action. Carefree People who having sanguine personality is a carefree person, they are relaxed and less worried. For instance, sanguine people behaving in a happy-go-lucky attitude, when everyone was stressing and rushing for group assignment, sanguine may be one of the most relaxed people among the group members. They are less likely to take thing seriously, free from care and they always enjoy their time in a happy and joy mood. Communication Style The communication style of sanguine personality is talkative. People who having sanguine personality are like to talk, they can talk anything from general problems until privacy without feeling tired or bored. Sanguine people talk in confident and relaxed manners; they talk things in more casual way and always share a lot of things with their friends. They like to repeat stories, always response to people questions and give comment or opinion. Their communication style will attract people attention and people will feel comfortable when communicate and interact with sanguine people. However, due to the talkative personality, sanguine people always talk and rush for conclusion. Sometimes, they didn’t give opportunity for others people to speak or express their opinion. Responsive: â€Å"My friend, I am here listening to your problems.† Carefree: â€Å"It is okay, don’t worry so much and everything will be alright.† Each personality has their pros and cons. The strengths of sanguine personality are they are an easygoing and sociable person. In contrast, the weaknesses of sanguine personality are they have a strong leadership and talkative. Strengths: Sanguine is an easygoing person, they do not hold grudges. They forgive and forgot people mistake. They have even-temper and able to control their emotion, which make people like to make friends with them. It is because sanguine people will not mad at people easily or for a long time. People will feel relax and comfortable when with sanguine people because of their easygoing personality. For instance, even thought if a person has done something bad to sanguine people, sanguine people will readily forgive the person if they apologize or admit the fault. Besides, sanguine people do not mind share their things to their friends such as foods or ideas. They are also open in accepting people judgement, if people commented something bad about them they will not keep it in heart for a long time but will takes it as opportunity for self-improvement. Sanguine is a sociable person, by having this characteristic it will help them easy to get along with others and also help to encourage effective relationship with outsider. Sanguine people will be having a lot of advantages in their life by having sociable personality such as in workplace, school and others. Sanguine person is likely to engage themselves in outside activities, they are active in joining any events which can helps them to extend their social relationship and make new friends. When they go out and know more friends, they actually can learn extra knowledge from other persons and also enhance interaction with other people. This could be a good opportunity for their education or business to go further, the chances that they get might be a good turning point for their life. For example, sanguine person looking for a job after graduation, they might will get job more easily than their friends as they have knew different friends that worked in different fields, it is way ea sier to approach someone when good relationship is established. Weaknesses: By having strong leadership personality it might be one of the weaknesses of sanguine people. People who are having strong leadership is usually self-centred, they want people to paid attention on them and wish to be dominant in group activities. They are eager to express their ideas and opinion, they hope whatever they said can be heard or followed by members. However, this personality will cause distancing between sanguine people and their friends. It is because to some extend leader having the power to instruct members to do something, for those people who are not obedience they will surely don’t like these type of person. Sometimes, sanguine person are assertive, they might over confident on their own and like to showing off and self-promoting. They are likely to take the full responsibilities as a leader when there is any job distributed among the members, due to the strong leadership personality Another weakness of sanguine personality is talkative. Sanguine people are likely to repeat or talk about the same things to their friends without feeling bored or tired. Due to talkative personality, sometimes people that friend with sanguine people may feel they are annoying For example, when sanguine people found that they are not satisfy with what they had they will keep asking and finding until they found out the satisfy answer or result. They need response and attention from others. They talk in a casual or fun way people will think that they are not taking things seriously. Due to the talkative personality, people will feel that they are exaggerating as sanguine people will give excessive information or overselling ideas when communicating to other people. Recommendations There are several ways to overcome the weaknesses of sanguine personality. First, sanguine person should learn to listen to others people words before they speak or express their view or ideas. In doing this, they can give opportunities for other people to express their ideas and sometimes the ideas given by people may be useful in their group activities instead of dominate the whole conversation. Second, they should learn to self-effacing which is to tone down their strong approach, avoid exaggerating and overselling own idea as it may help to gain more trust from friends toward them. Third, in whatever thing that sanguine people do they should always put themselves in other people shoes, should consider about other people interest and care more about other people feeling. Besides, it is always important to consider the seriousness of the situation first but not behaving in a carefree attitude at all the time. References Coon, D Mitterner, J.O. (2010). Introduction to psychology: Gateway to mind and behaviour, 12th ed. California: Thomas Wadsworth. Pastorino, E.E. Portillo, S.M.D. (2012). What is psychology. 2nd ed. Belmont: Thomson Wadsworth. Delamater, J.D. Myers, D.J. (2010). Social psychology. 7th ed. CA: Thomson Wadsworth.

Are Canadian Political Values Becoming Americanized?

Are Canadian Political Values Becoming Americanized? Canada and the United States may be the most extreme case of the small nation, big neighbor syndrome but when asked to point the main differences between the two countries, more than 70 people from both the sides said that Canada is just like a shadow of America. But what makes them make this confound argument? On what basis have they decided that they are the same? And on the other hand why does the rest of the 30% think that they are different? Going against all the odds, I would like to oppose the fact that Canadian Values are becoming Americanized by evaluating healthcare, the global culture and the free trade agreement between the two countries. Since the early 90s, the US has been successful in making a security system for the elder people, a medical help for the welfare recipients which can be called disorganized as there was no public funding in the health care center for the rest of the population. Canada on the other hand relied on a constitutionally entrenched system of equalization transfers from have to have-not provinces to balance roughly welfare state provisions, while the US adopted no such approach. . When needed, it is easy for Citizens of Canada to get healthcare or needs some assistance from welfare then it is easily available. The United States have said that they desire to have the same. Along with universal health care, Canadas welfare system is distinct from the United States. As Bashevkin pointed out, Canadas remain even while the United States remain uneven. Canada is portrayed as an executive political system with different languages and various significant regional bonds, where legislative, executive and judicial power and control lies largely in the hands of the prime minister. This horizontally centralized control system allows Canadian political elites in a majority government to impose their preferences more readily than executives in a horizontally decentralized case like the US, where a constitutional separation of powers creates multiple veto points across the three branches of government. In a more racially divided society with a diffuse congressional regime, American presidents are generally unable to command the concentrated institutional levers available to their Canadian counterparts. My next argument will state about the free trade argument between the two countries and its evaluation. Since before Confederation, Canadas national identity has been defined in part by its relation- ship to the United States. In Canada, this relationship has been characterized by divisive tensions between believers in the economic benefits of closer commercial relations with the US and those who have feared that free trade would Americanize Canada, either literally in the form of joining the union or figuratively in terms of values and culture. These conflicts have been particularly evident over the past 15 years, as Canada entered into the Canada-US Free Trade Agreement in 1988, which was expanded six years later to include Mexico in the North American Free Trade Agreement (NAFTA). Opponents of these agreements argued that they would cause jobs to be lost, wages to decline, inequality to increase, Canadas national identity to be undermined, and the capacity to forge distinctive policies to be vitiated. Proponents of free trade claimed that it would foster tremendous economic benefits and vehemently denied that it would lead to the Americanization of Canada. For Canada, globalization is effectively 80 percent Americanization. That figure represents the percentage of Canadian exports that go to the United States. Clearly, it is too simplistic to reduce the complex nature of US influence to trade relations. Nonetheless, that percentage is an effective representation of the importance of the United States in Canadas external relations with the world. Indeed, when one considers the cultural content of the media to which Canadians are exposed, the 80 percent figure is probably conservative. The main theme of the North American integration research for the Project on Trends is that the consequences of continental integration have not been as formidable as widely believed. Despite a sharp rise in trade dependence as a result of the Free Trade Agreement and growing American dominance of global media, the border between the two countries still matters. Admittedly, some policy instruments have been surrendered in exchange for access to larger mark ets. In addition, pressures for harmonization do exist, and have probably in- creased. But Canada still retains significant room to manoeuvre even in the areas of policy most affected by growing economic integration. (Hoberg, G. 350) The next argument is related to Globalization and Culture. With its awe-inspiring characteristics like limited government, an open society and Internationalism, Canada holds a position somewhere between France and United States when it comes to Cultural Politics. Just like India and Nepal, Canada and United States practice International Culture co-operation by engaging themselves in bipartite and multipartite activities. Like Kevin V. MULCAHY said that it represents an interesting case when countries like Canada-United States define statements like where you sit determines where you stand. For the United States, culture is judged generally to be a sidebar in the spectrum of politics among nations, as cultural expression is more often considered to be a commodity than a value of identity. For Canada, culture is a much more central concern in its bilateral relations with the United States given this asymmetrical relationship. The International trade agreement has really affected the cultural, political and economic relations between the two countries, to a limit that is very unusual but the artistic provisions of such a commitment, the work process of the cultural sector can clearly raise a debate on this political subject of Canadian Values becoming Americanized. Even though Canada is sensitive about its identification and coherence, there is awareness and the cultural practices ARE given a lot of importance. The counter arguments: Virtually, the cultural relations of these 2 peas in a pod may have their own identity in their own divergent and heterogeneous ways between power and smaller neighbor commonality, their adjoining population and keeping in mind the geographical condition of Canada. This may conclude for many others that Cultural, Rational and Political mix of Canadian Values and Culture stand more on the side of dependency of the United States. As is often the case, where a small nation has a big neighbor, geographic propinquity can create awkward, even difficult, cultural relations. (De la Garde, Gilsdorf, and Wechselmann, 1993) None of this is to suggest a loss of Canadian political sovereignty. Yet, Canada has had to grapple with a persistent stereotype of being the fifty-first American state. As such, colonialism (the cultural dominance of a stronger power over another) persists in its post-colonial era: moreover, there is a significant question about whether political sovereignty can be sustained without cultural independence and the concomitant value of individual identity. In sum, how can a distinct Canadian identity thrive in the face of a hegemonic American culture? Evidence- Canada does not have that unique point which acts as an advantage of differentiating them and giving them an edge over the other countries like the United States does. For example barely one percent of the movies that Americans watch are foreign (Mulcahy,2003). The attitude and their vast cultural diversities that American Industry has, galvanizes the fact about the Americanization of Canada. The US has clearly been dominating the Canada Free Trade agreement since the beginning of this new decade. The rivalry with the UK and US were preety much the same since the early 19th Century but after the Second World War there was a clear increase in trade with the US. The imports were measurable but the imports were much more from the US then it was from the UK. The world war had clearly left a major impact on the trade and the economic policies. The markets were devastated as 70% of the imports for Canada came from the US. In the wake of the Free Trade Agreement, there was a sharp (15 percentage point) increase in Canadas dependence on trade with the US. In 1998, total exports constituted a staggering 40 percent of GDP, with the US accounting for 84 percent of that total, Or 33 percent of GDP. Thus, while trade dependence was quite high previously, the current levels of trade dependence, globally and on the US in particular, are record setting. The Rebuttal Although small in population, Canada is home to two major linguistic societies and may be ideally positioned to mediate a global cultural perspective that is an alternative to the hegemony of American entertainment. A hybrid Canadian culture, which is post-colonial, bi-lingual and multi-cultural, could serve as a model for other nations that seek to retain their heritage and identity without retreating into autarchy or dependency. Like Kevin said Unlike Canada, the United States does not have such a distinct society, which Accounts for about 22% of its population. Accordingly, Canadian commitment to Multiculturalism has had to accommodate both individual rights and collective rights. In the U.S., everyone is legally equal to be American. In Canada, one is guaranteed the right to be Canadian, as well as the right to retain ones ascriptive identity. In this sense, Canada has had significant experience with policies that protect cultural diversity. Canadian culture does not rest as heavily on American principles of assimilation and homogenization; rather, there is accommodation and heterogeneity. As a broad generalization, Canada is a cultural mosaic in contrast to the American melting pot. Talking about the Free Trade Agreement, I agreed Canada has a few tough choices to make and the road ahead is not smooth but it is attainable. The Free Trade Area of the Americas is under negotiation, but the US Congress denied President Clinton the fast-track authority necessary to get Americans properly engaged. Nonetheless, the momentum still appears to be in the direction of increasing rather than decreasing international economic integration. Given the geography of trade, it seems unlikely that even if these agreements fail to go forward, the close integration of the Canadian and US economies is likely to change in any fundamental way. Conclusion: Being a part of North America and sitting right on the North of North America, it is not surprising that many might believe that Canada is slowly turning to be a sub-nation or is becoming Americanized but considering the facts like healthcare, welfare, the free trade agreement and other policies and various other elements of the political culture of this country would clearly define them to be different then the United States of America. Even the free trade agreement gives Canada quite an edge over the US. The imports might have been higher as compared to the exports in the early 2000 but ever since after that the imports have been similar to the exports i.e. 70%.. The culture of Canada is totally different as compared to the United States even though they celebrate the same festivals the way they celebrate is different and differences like these affect a lot and leave a major impact when differentiating the two countries. The culture has always been kind of similar but that does not mean that Canada is becoming Americanized. The government is totally different and the only part which I think is becoming Americanized is that Canada has more Starbucks now than it used to. Court Report Essay: Sexual Offences Court Report Essay: Sexual Offences Court Report Name of the Court: The Supreme Court of the Australian Capital Territory (ACT) (the Supreme Court) Location: 6 Knowles Place Canberra ACT 2600 Honourable Judge: Justice Hilary Ruth Penfold Court Room No: No.5 in Supreme Court building Name of the case: R v Michael John Stratford Case No.: (SCC250/2016) Defendant: Michael John Stratford (Grandfather) Date of hearing: 22.03.2017 Time of hearing of case: 12.30pm Legislation: Crimes Act 1900 (ACT) INTRODUCTION On 22 March 2017 at 12:30pm, I attended the criminal trial of R v Michael John Stratford (SCC250/2016) in Court Room 5 of the ACT Supreme Court located 6 Knowles Place Canberra ACT 2600 where Honable Justice Hilary Ruth Penfold heard the matter and sentence hand down to the accused/offender. Present in the court room was Crown Prosecutor, who was assisted by an instructing solicitor from the Director Public Prosecutions. Representation for the defendant included defence barrister and instructing by solicitor. Also present at the trial were court officers, members of the public and the family members of victim and accused. THE CHARGE the accused aged sixty-four-year-old was charged with the ten time sexual offences/indecency act with his 12-year-old granddaughter without her consent which carries minimum sentence of 12 year of imprisonment. However, s70(2) of Crimes Act[1] allows the jury to find alternative verdict for an act of indecency (s60(1))[2] instead, which carries a maximum penalty of 7 year of imprisonment[3]. FACTS OF THE CASE Mr. Statford was charged under the offence of indecency act with his granddaughter. He committed this crime in his own house while his son and daughter-in-law was going to New Zealand for business trip and left their daughter for babysitting into his real parents house. Accused was the real grandfather of victim. The age of the victim was 12-year-old and age of accused/offender was 64 year old at the time of sexual act of indecency. Accused did ten times act of indecency with his granddaughter. Accuseds wife who are also real grandmother of the victim was witness of that act when accused did that tenth time with victim and then she reported to the police. According to Mr. Statford, victim also involved with consent in that activity. He also stated that he always asked permission from victim before did that act. IS THIS A SUMMARY MATTER OR INDICTABLE MATTER? This is an indictable matter because these types of offenses are serious in nature and requires many hearing and take a longer time to resolve. Jury and Judge consider each aspect of this matter for conclusion and for final verdict. This matter was reported to police in July 2016 and today court hand down sentence to the offender/accused. PAST HISTORY AND CRIMINAL RECORD OF ACCUSED Honable judge read-out some previous life and criminal history of accused that Mr. Statford was a single parent child and abused by his mother also faced financial hardship. He has ten charge of theft in 1998 and 6 charge of dishonesty but not on his real name. He was also patient of two mental hospital one was Batsman-Bay Hospital and other was Goulbourn Mental Hospital. THE LAW Sexual Intercourse without Consent: Crimes Act 1900(ACT) Section 54 A person who engages in sexual intercourse with another person without the consent of that other person and who knows that that other person does not consent, or who is reckless as to whether that other person consents, to the sexual intercourse is guilty of an offence punishable, on conviction, by imprisonment for 12 years.[4] Indecent assaults/Acts of Indecency: Crimes Act 1900 (ACT) S60 Act of indecency without consent (1) A person who commits an act of indecency on, or in the presence of, another person without the consent of that person and who knows that that other person does not consent, or who is reckless as to whether that other person consents, to the committing of the act of indecency is guilty of an offence punishable, on conviction, by imprisonment for 7 years.[5] Crimes Act 1900 (NSW) S61L Indecent assault Any person who assaults another person and, at the time of, or immediately before or after, the assault, commits an act of indecency on or in the presence of the other person, is liable to imprisonment for 5 years.[6] Act of Indecency with consent or without consent: Indecency is an ordinary English word which means indecent behaviour. It is for the jury to decide that whether the facts of the case amount to indecency or not.[7] Generally, it has sexual meaning which followed by the ordinary meaning approach which connected with the areas of the body associated with the sexual activity.[8] Courts has also referred to what right-minded persons would consider in directing the jury: This case also recognized that some conduct might be considered inherently indecent, some might be vague. (This case Accused had spanked 12-year girl across the buttocks admitted to buttock fetish).[9] ELEMENT OF THE OFFENCE Physical element (Actus Res) of this case: In my observation while I was listening the sentencing order, actus res was present and the conduct of offender was voluntary during every time he touched the private parts of victims body and also did the indecency act while no body present at home and he repeated that act of indecency several times. Fault element (Mens Rea) of this case: Offenders intention towards victim was not good. Offender has knowledge about his act which he did with victim. He had malafide intention of sexual act towards victim. Mental Element of Indecent Assault: Under common law, accused intentionally or recklessly touched victims body or intentionally or recklessly threatened that unlawful force would be applied.[10] PURPOSE OF THIS OFFENCE In my opinion, there was two purpose of this offence; Accused/Offender had dark hidden fantasy about incest and fulfilled his dark fantasy. Accused/Offender had a psychiatric disorder named Pedophilia[11] in which a person has sexual attraction to prepubescent children, generally age 13 years or younger. JUSTICE PENFOLDS CONSIDERATION TOWARDS ACCUSED Prior to sentencing Mr Statford, Justice Penfold discussed the following observations of Mr Parkinsons circumstances: Criminal record of theft and dishonesty. An unhappy childhood, with an abusive mentally ill mother. Financial hardship. Employment history comprising mainly trade and labour jobs. Patient in two Mental hospital one was Goulbourn Hospital and other was Batsman bay hospital. Unsuccessful married life. Three time divorced. Two time tried to suicide due to his mental condition/ JUSTICE PENFOLDS CONSIDERATION TOWARDS VICTIM 12-year-old girl who never know what happed with her. Breach of trust towards trustworthy relations. Her short but strong statement, you have to kept this secret from everyone. TOTAL PENALTY/SENTENCE AWARDED BY COURT Generally maximum penalty of this offence is 7 years of imprisonment [12]but after all consideration and circumstances as well as observations of jury in this matter, Honable court awarded sentence 6 year and 6 month of imprisonment. CONCLUSION After attending a sentence hearing, now I understand that there is a lot of considerations to be taken while sentencing and sentencing is a really complicated and complex issue. In my opinion, accused did very serious offense which might affected the mental health of victim in future as well as worst impact on society because it is also a matter of trust between the close relations. To conclude this, I strongly agreed with the sentence handed out by the Honable judge. I also understand that a persons past history and relevant cases must be taken into consideration when assessing these types of issues. Finally, through sex offender programme in relation to child abuse should prevent the offender from committing the crimes again. Bibliography: A- Books David, Brown, David Farrier Sundra Egger Luke McNamara Alex steel Michael Grewcock and Donna spears, Criminal Laws materials and commentary on Criminal Law and Process of New South Wales (The Federation Press 6th ed, 2015) B- Legislation Crimes Act 1900 (NSW) Crimes Act 1900 (ACT) Criminal Code 1995 (Cth) [1] Crimes Act 1900 (ACT). [2] Ibid. [3] Ibid, s60. [4] Ibid. [5] Ibid. [6] Crimes Act 1900 (NSW). [7] R v Nazif [1987] 2 NZLR 122 at 127. [8] Harkin (1989) 38 A Crim R 296 at 301. [9] R v Court [1989] AC 28 at 42 per Lord Acker. [10] Drago v The Queen (1992) 8 WAR 488. [11] https://en.wikipedia.org/wiki/Pedophilia [12] Crimes Act 1900 (ACT) s60.

Bangladesh :: essays research papers

The area know as Bangladesh was a political backwater instead of being involve in any of India political or military events the area which is call Bangladesh now just sat back and watch. Bengal which is what Bangladesh use to be call historians believe that Dravidian speaking people move in the area around 1000 B.C. and they were give the name Bang. This Home land had various names which reflected tribal names like Vanga, Banga, Bangala, Bangal, and Bengal. The first great empire that spread over Bangladesh was the Mauryan Empire, and the ruler was Asoka westeren parts of Bengal achieved some importance during Mauryan period. Buddhism was brought to Bengal by Asoka son when he took over. When Mauryan Period was over in eastern Bengal it became know as the kingdom of Samatata; although politically independent, it was a tributary state of the Indian Gupta Empire. The third great empire was Harsha Empire which drew Samatata into loosely administered political structure. The disunity in this empire allowed a Buddhist chief name Gopala to seize power over Bengal, and he started the first pala dynasty. Him and his succersors provide Bengal with there first stable government. Islamization of Bengal, 1202-1757   Ã‚  Ã‚  Ã‚  Ã‚  The Turkish took over Bengal in the early thirteen century. The take over was a long thought out process that began in Afghanistan with military forays Mahmud of ghazni. Bengal had loosely associated with Delhi Sultanate which was established in 1206. In 1341 they became independent from delhi, and Dhaka and established there independent governors of independent Bengal. The turks ruled for about seven dedcades before the conquest of Dhaka by forces of the Mughal Emperor Akbar the great. Bengal was under Mughal until the decline in the early eighteenth century. Under Mughal power Bengal was one of the richest empires of there time, and also a lot of things were created like there first calendar and also they started collected money on people house, and also there land. The British had a lot influence on there economic in the twentieth century. The country was drained from keeping up Mughals army, and he really did not do anything to help out the people of the count ry because over 40,000 slaves were caught by pirates and use as slaves. The locals had to force him to appoint powerful generals as governors. Although they were not protected well they manage to keep up there Agricultue expanded trade was still encourage, and Dhaka became one of the best textile trade.

Gladiator - The Movie Essay example -- essays research papers

The main character of the movie ‘Gladiator’ is a poor teenager Tommy Railey. Tommy, a newcomer to a tough Chicago inner city high school, becomes a boxer to pay off his fathers gambling debts. At first he works in a dinner to earn money. Later he decides to fight for money so that he can pay off his father quickly. Although boxing is a dangerous sport, fighting helps keep him off the streets and out of violent gangs. It is also a way for Tommy to earn money, sublimate anger towards his absent father and numb the emotional pain of a broken home. Unluckily, Mr. Horn, a nefarious businessman exploiting hungry boxers like prize pigs for his illegal matches, controls Tommy. Consequently, enraged Tommy earns enough money and defeats Mr. Horn’ s standards by wining his freedom, and beating him in a fight. Tommy, a very gifted young man, adamantly takes the anger he has inside and uses it to achieve his goals.   Ã‚  Ã‚  Ã‚  Ã‚  On his first day at school, a gang of thugs confronts Tommy. Tommy later finds that the gang members are his classmates who push him around in class. Tommy’ s father was a gambler and hung around with people that were up to no good. Therefore Tommy focuses on school and aspires to attend college some day. On his first day at school he shows knowledge of meaning behind Mark Twain’s literature, leaving his classmate thugs shocked. The same day Tommy befriends a classmate. She appreciates his wisdom and hires him to wash dishes in her parent’s dinner. The dinner is located in the neighborhood, and is frequented by the thugs who rule the streets of the area. They fight the other students around the area on regular basis.   Ã‚  Ã‚  Ã‚  Ã‚  In another scene gang members surround Tommy on his way to work. Tommy fights back and punches two of them later to be stopped by an older man. The man tells off the thugs and follows Tommy inside the dinner. The man is a Mr. Horn’s recruiter and the gang member’s work for Mr. Horn. Mr. Horn is a former boxer turned businessman who organizes illegal boxing matches. At the dinner the man sits by Tommy and makes him an offer he cannot refuse. He explains that since the thugs he just beat up seem weaker then him, he could fight against them and earn quick cash. Aware of his father’s debt, Tommy hopes to pay it off as soon as possible so he takes on the job and commits to one fight that even... ... nothing else but boxing. Consequently, Tommy decides to tell Mr. Horn that he will not fight anymore. In spite of his decision Mr. Horn reminds Tommy that he owns him. Furthermore, Mr. Horn schedules a fight between Tommy and Lincoln that evening. At first Tommy refuses to fight his best friend, but accepts to do so only because Lincoln has to earn money to support his wife and child.   Ã‚  Ã‚  Ã‚  Ã‚  During the fight Tommy cannot hit his friend therefore the judges had stop the fight. Mr. Horn is very disappointed as he marched the platform and knocks out Lincoln to the ground. Tommy offers a fair fight with Mr. Horn in exchange for his freedom. Mr. Horn is an experienced Gladiator, a fighter without boxing gloves. If Tommy loses the fight Mr. Horn will still own him. That day Tommy beats up Mr. Horn without boxing gloves.   Ã‚  Ã‚  Ã‚  Ã‚  Tommy had built up anger over the years, because of his family situation. His attempt to settle his father’s debts was successful. He used his anger to defeat all the odds against him. He came to a Chicago ghetto a good boy and became a better and stronger man. This is a classic plot of a good man overcoming evil.

A Stakeholder View of Strategic Management in Chinese Firms

INTERNATIONAL JOURNAL OF BUSINESS STUDIES VOL 15, NO1, JUNE 2007: pages 1 of 13 A STAKEHOLDER VIEW OF STRATEGIC MANAGEMENT IN CHINESE FIRMS Dr Xueli Huang1 Dr Scott Gardner2 Despite the fact that China has emerged as a driving force of the world economy over the last decade, little research has been undertaken into how Chinese firms strategically manage their businesses. This paper develops a theoretical framework of strategic management in the Chinese firms through reviewing and synthesising five strategic perspectives that are relevant to the Chinese context: the Industry Structure View (ISV), Resources-Based View (RBV), Institutional View (IV), Relational View (RV), and Stakeholder View (SHV). We elaborate the relevance of the SHV in the Chinese context and its relationships with other strategic perspectives. Finally, we offer several managerial and research implications based on the theoretical framework developed. Key Words: strategic management, Chinese firms, stakeholder perspective I. INTRODUCTION One of the most significant developments in the global economy is the re-emergence of China as a major driving force of the world economy. Since the implementation of the open-door, market-oriented policies in 1979, China has quadrupled its GDP and sustained a significant average growth rate of over 9 per cent. The foreign direct investment (FDI) in China in 2004 amounted to US$ 60 billions, making China the biggest FDI destination country over three consecutive years from 2002. Chinese organisations now compete fiercely in domestic markets, and the international trade arena, with the value of China’s international trade accounting for over 70 percent of its GDP in 2004. The Chinese have also expanded their business operations to other countries as illustrated by the recent examples such as the Levono, China’s largest Personal Computer (PC) manufacturing company, acquiring IBM’s PC division, and the unsuccessful bid of China National Offshore Oil Corporation (CNOOC), China’s third largest oil company, for Unocal, the ninth largest oil company in the USA. Despite the important role played by the Chinese economy in general, and Chinese firms in particular, in the global economy, China has been considered as one of the most underresearched regions in the world (Tsui, Schoonhoven, Meyer, Lau, & Milkovich, 2004). Although interest from executives, academics and media on Chinese business matters has 1 Dr Xueli Huang is Senior Lecturer at the School of Management, Edith Cowan University. Email: x. [email  protected] edu. au 2 Dr Scott Gardner is Associate Professor at Murdoch University. Email: s. [email  protected] edu. au 1 A stakeholder view of strategic management in Chinese firms increased dramatically over the past several years, little research effort has been devoted to studying the strategic management of Chinese organisations. This paper investigates strategic management in Chinese organisations. In doing so, an attempt is made to integrate the current literature on strategic management, focusing on the two dominant perspectives of the past twenty years: the Industry Structure View (ISV) (Porter, 1979) and the Resource Based View (RBV) (Barney, 1997; Prahalad & Hamel, 1990; Wernerfelt, 1984). It also examines Post, Preston and Sachs’ (2002) conceptual schema of complementary perspectives for strategic analysis of 21st century corporate environments – the Stakeholder View (SHV). In attempting to make sense of increased strategic complexity and the central role of networks of human relationships in shaping economic activity in Eastern (notably Chinese) and Western markets, our analysis will call upon the ISV, RBV and SHV with additional reference to other contemporary strategic perspectives including the Relational View (RV)(Dyer & Singh, 1998), and the Institution-Based View (IBV) (Peng, 2002). By focusing these lenses on how business is conducted in the cultural context and commercial environment of China, this paper aims to: 1) enhance understanding of why and how the strategic behaviours of Chinese managers differ from those of Western managers? 2) explain why the SHV is relevant to Chinese management practice; and 3) develop an integrated theoretical framework that can be used for guiding future research into the unique characteristics of strategic management in Chinese organizations. II. LITERATURE REVIEW The Industry-Structure and Resource Based Views How firms behave and what determines a firm’s performance in international competition are two of four fundamental issues in strategic management (Rumelt, Schendel, & Teece, 1994). Searching for sources of competitive advantage has been a key theme for strategy researchers and business managers over the past five decades. Consequently, a number of strategic management views or thoughts have emerged that explain either sources of competitive advantage or how firms form strategy (Mintzberg, Ahlstrand, & Lampel, 1998). The ISV and RBV are two prominent views that have endured in the literature and in practice despite significant reconfiguration of global market boundaries and technologies over the decade to 2006. The fundamental assumption of ISV proposed by Porter (1979) is that a firm’s performance is primarily determined by the environment, including both macro environment and industry environment within which it operates. These two broad sets of environmental factors heavily influence the attractiveness of a position for a firm to occupy. As such, a firm uses its market power, or in Williamson’s (1991) terms, ‘ strategizing’, as a primary means to generating supernormal returns or achieving competitive advantage. The second prominent perspective of strategic management is the RBV proposed by Wernerfelt (1984) and subsequently developed by strategic scholars, most notably by Barney (1986; 1997), Rumelt (1984) and Teece and his colleagues (1997). The RBV 2 International Journal of Business Studies argues that a firm’s competitive advantage is primarily based on the heterogeneity of the key resources and capabilities it owns or controls, particularly those that are difficult to mobilise. It is the heterogeneity and immobility of these unique resources and core competence that earn a firm’s supernormal rents. In Williamston’s term, firms adopting this approach are ‘economizing’ (Williamson, 1991). Although the RBV has been widely used in strategic literature, its contribution to the theoretical development has been recently challenged (Priem & Butler, 2001). The Relational and Institution-Based Views Although these two schools of strategic management mentioned above have contributed significantly to understanding of the firms’ strategic management practices and behaviours, the quest continues. Recent effort devoted to this area has resulted in several promising and interesting developments over the past decade which are relevant to the study of strategic management in Chinese organisations, including the Complex Response Process View (CRPV), (Stacey, 2003), Relational View (RV) (Dyer & Singh, 1998), Institution-Based View (IBV) (Peng, 2002) and, more recently, the Stakeholder View (SHV) by Post, Preston and Sachs (2002b). There are considerable overlaps across these views that attempt to balance the long standing use of high level and rational industry analysis to explain firms’ strategic behaviours, within a defined marketplace, with a more dynamic, processual, and ultimately political view of strategy. This is focused on human motives and interactions within inter-connected, local, national and global networks or constituencies. The Relational View (RV) (Dyer & Singh, 1998) proposes that firms can achieve abovenormal returns through profiling and actively managing their network of relationships with other business organisations, particularly with suppliers and users. Dyer and Singh (1998) also outline four mechanisms through which these inter-organizational relationships can generate competitive advantage. They are: 1) investing in relationspecific assets to gain productivity in the value chain; 2) substantial knowledge exchange, or sharing between participating organisations to enhance inter–firm organisational learning; 3) leveraging the complementary resources and capability of alliance partners to develop new products and services; and 4) using effective governance to reduce transaction costs. As Dyer and Singh (1998) argue, one of the major benefits of this view is that it extends the unit of analysis for sustainable competitive advantage from a single firm (RBV) or single industry (ISV) to a network of inter-organizational relationships. The RV can be regarded as a middle range theory as it only focuses on a limited number of concepts (Neuman, 2003). Another recently developed view that is relevant to the studies of strategic management in Chinese organizations is the institution-based view (IBV) (North 1990; Peng, 2002). This view attempts to explain why the strategic decisions of apparently similar firms in different countries vary, and considers institutions as a new set of independent factors, besides a firm’s resources and its industry structure, that influence its strategic choices. According to North (1990), institutions are â€Å"the rules of the game in the society†. More specifically, Scott (1995) refers to institutions as â€Å"cognitive, normative, and regulative 3 A stakeholder view of strategic management in Chinese firms structures and activities that provide stability and meaning to social behaviour†. Thus, institutions help identify what strategic choices are acceptable and supportable, reduce uncertainty, and provide consistency to firms. Based on this view, therefore, institutional factors constrain the choices a firm can make, and are often considered in the strategy literature as part of the environment under which organisations operate. Organisations in different countries behave differently because the political and legal systems, social norms and values vary from one country to another, and these are important elements which influence strategic decisions. In other words, the institutional framework, as defined by Davis and North (1970) as â€Å"the set of fundamental political, social and legal ground rules†, in different countries influences firms’ strategy and consequently their performance. The IBV has shed much light on our understanding of strategic behaviour of firms in different countries, and could be good platform for developing new theoretical perspectives that are pertinent to the emerging business culture of China. (Peng, 2005). The Stakeholder View A more recent development in strategic thinking is the stakeholder-based view (SHV) (Post, Preston, & Sachs, 2002b). In line with the institution-based view, the SHV recognizes the important role played by political and social arenas shaping organisational decision making and performance. Post, Preston and Sachs (2002) build on this broad position, arguing that organisations, and particularly powerful multinational corporations, need to actively develop, maintain and manage relationships with their key stakeholders, including governments and communities. This proactive cultivation and long term management of strategic relationships contrast to the IBV, which suggests passive conformance to the rules. It is however quite consistent with management as understood and practiced in Chinese business networks. It therefore deserves more detailed discussion and elaboration in this paper. According to Post, Preston and Sachs (2002) the stakeholder view holds that â€Å"the capability of a business enterprise to generate sustainable wealth, and hence long-term value, is determined by its relationships with critical stakeholders† (p. 1). There are two primary, but implicit, assumptions on which the SHV is based. First, a firms’ sustainable and long-term value is determined by three broad types of factors: industry structure, resource base, and social and political setting. It combines the external and internal environments of the firm, and human relationships within its immediate sphere of operations and broader constituency as lo ci for analysis. Second, within this broad constituency there are critical stakeholders whose relationships with the focal firm influence its performance either positively or negatively, (See Figure 1). Thus, the authors (Post, Preston, & Sachs, 2002a) argue that the SHV both integrates the industrystructure view and RBV into a broader analytical framework for understanding strategic decisions and actions, and complements them through a broader understanding of how the industry position, resources and firm performance are affected by social and political factors. International Journal of Business Studies Figure 1 The stakeholder view of the corporation (Post, Preston, & Sachs, 2002, p. 55) The theoretical foundation of the SHV can be traced back to the stakeholder theory popularised by Freeman’s seminal work on stakeholder management and its ethical implications (Freeman, 1984). Since then, the stakeholder concept as a significant element in strategic management theory and practice has been widely used in varied settings, including the public sector and not-for-profit organizations in the USA and various European contexts. Following Freeman’s discussion of the purpose and ethical considerations of stakeholder management, Donaldson and Preston (1995) proposed three types of stakeholder theory: descriptive, instrumental and normative. Descriptive stakeholder theory attempts to describe and explain specific characteristics and behaviours of business organisations, instrumental theory is used to identify the connections between stakeholder management and organizational performance often where profit motive or advantage over rivals are dominant considerations, whilst normative theory focuses on the interpretation of corporate functioning, including moral and philosophical guidelines for operations and management (Donaldson & Preston, 1995). Based on this typology of stakeholder theory, instrumental motives and the quest for competitive advantage through stakeholder management appear to have dominated in the literature over the past fifteen years. However this has been offset to a certain extent in recent years by an increased focus in the literature on the role of stakeholders and stakeholder management in the practice and adoption of corporate social responsibility by US and European multinationals (Laszlo, 2003; Sirgy, 2002; Vogel, 2005). In common with other major US based stakeholder theorists, Post, Preston and Sachs (2002) widely disseminated notion of the SHV has been developed primarily from observations of the characteristic management behaviours within a small number of large US and European based multinational corporations, which they refer to as â€Å"large, complex enterprises† (p. 9), citing examples such as Motorola, Shell, and Cummins Engine Co. The reasons for adopting this particular case-based research method is that it 5 A stakeholder view of strategic management in Chinese firms equires an in-depth and comprehensive understanding of the organisations under study, and that the development of the relationships with its critical stakeholders is often evolutionary and path-dependent. Summarising the strategy perspectives discussed above, an integrative framework can be proposed as shown in Figure 2. Figure 2. An integrative model of strategic management in the Chinese organisation Is the SHV pers pective appropriate for understanding and explaining strategic management in Chinese organisations? Whilst the SHV ocuses on the relationships with key stakeholders and its impact on the long-term organisational wealth, many have observed that unique business relationships, or Guanxi, have been based on characteristic behaviour of Chinese managers. Thus, there is a coincidence between the SHV theory and Guanxi practice in China. Using the distinction provided by Argyris and Schon (1978) between theory and practice, one could wonder if the SHV is a theory espoused and consciously enacted by Western managers in recent years, but imbued in Chinese business practices for many centuries. As stated by Donaldson and Preston (1995), how stakeholder theory is understood varies from country to country, even in the highly developed market capitalist economies, of the USA, Europe, and Japan. The current Chinese context, in an economic, and more so, social and political sense, is vastly different from those of Western countries. Therefore, it is helpful at both a conceptual and practical level to examine how and why stakeholder management is practiced by Chinese firms. In the following section, we attempt to explain strategic behaviours of Chinese business practitioners, particularly the relationships between stakeholder management and other 6 International Journal of Business Studies dominant strategic views through examining the Chinese business settings and making use of the theoretical insights offered by the SHV. III. THE RELATIONSHIPS BETWEEN STAKEHOLDER MANAGEMENT AND OTHER STRATEGIC VIEWS IN THE CHINESE CONTEXT Although the five strategic views mentioned above have been largely developed independently, a close examination of these views reveals that overlaps exist between some of them. In the following subsections, we focus our discussion primarily on the relationship between the SHV and other views. Stakeholder management and resource-based view in the Chinese business setting Based on the RBV, an organisation can generate supernormal rents through the identification, acquisition, and use of its resources that are valuable, rare, difficult to imitate and non-substitutable (Barney, 1991). Although human resources have been considered as one of the four major categories of resources within the firm, RBV has not looked beyond the properties of these resources. The focus of this view is primarily internal with little attention who, outside the firm, can influence the processes of resource access, acquisition and use. The relationship between organisational performance and external resources has been convincingly elaborated by the resource-dependence theory developed by Pfeffer (1978). According to the resource-dependence theory, the organisation relies heavily on its external stakeholders for key resource inputs to survive and prosper. For Chinese organizations, there is considerable dependence on external stakeholders for resource acquisition and use. Typically these external bodies or parties would be partly those with authority for either allocating resources, such as governments and banks, or influencing resource acquisition and use, such as taxation departments, or Bureau’s of Industrial and Commercial Administration, which can exercise considerable discretion within the broader legal and regulatory framework impacting Chinese business contexts. One particular point in case is the role of the Chinese government. Historically Chinese governments have controlled much of the national wealth and resources, and been heavily involved in making economic decisions. For example, most of major investment decisions in the state-owned enterprises have been directly influenced by the Chinese governments. Moreover, anecdotal evidence, either from public media or the word of mouth conventional wisdom in China, suggests that cultivation of relationships with Chinese banks, other business entities and their employees, are important to support financing, timely information sharing and sourcing critical materials for business enterprises. Stakeholder management and the market-based view Establishing a strong market position in China is very difficult because Chinese markets, even market segments, are usually big due to its large regional population bases. The well-established, and usually large, state-owned enterprises also make it harder to operate competitively for new comers in the Chinese markets. Although many new business 7 A stakeholder view of strategic management in Chinese firms opportunities are continuously emerging, most of them are still heavily regulated by the Chinese governments. The governments can help and/or deter market position building through licensing (e. g. , taxi industry, iron ore importing), investment approvals (e. g. , steel mills), and issuing permits for key capital intensive activities such a commercial building and large scale infrastructure projects, whilst similar practices of these can also be observed in Western countries, the licensing and approval processes in China are often opaque and leave much room for discretion by government officials. Stakeholder management and institutional view As discussed above, the legal and political settings in China have profound influence on the strategies pursued by Chinese organisation. The legal systems in China have traditionally been loosely configured and left much room for interpretation. Chinese laws are usually not well codified and difficult to reinforce (Ahlstrorm & Bruton, 2001). Moreover jurisdictional boundaries between the governmental departments at the same level or governments at different levels often overlap. Therefore, favourable relationships with Chinese regulatory authorities can have a positive impact on the organisation’s performance. With regards to the political setting in China, the long history of feudalism in China from 221BC to 1912 has consistently shown a close link between political power and economic wealth. With the prevailing feudal system, political power was centrally controlled by the emperor and his royal family with business enterprises in China relying heavily on their government (emperor and royal families) for survival or prosperity. Coupled with the loose legal systems, favourable relationships with the Chinese government or royal family have traditionally been considered extremely important for business organisations to maintain their survival and growth. Modern Chinese history shows similar patterns of a close link between the government and business entities. Even after the Chinese communist party took over the power in 1949, the Chinese government controlled most of the country’s wealth. Many Chinese large enterprises are still state-owned. Therefore Chinese governments have been heavily involved in economic activities at both industry and firm levels over the past five decades. Developing a favourable relationship with various government departments and doing business under their authority or with their help, is still considered one of the most profitable courses for Chinese businesses to adopt in today’s global economy. It is good relationships with the government that help business organisations to grow and occupy a strong position in specific industries with provincial, national and international market penetration. This relational perspective on business and strategy has many historical and cultural precedents in China. Stakeholder management and relational view in the Chinese cultural setting Since the time of the Qin Dynasties Chinese culture has been dominated by Confucianism that stresses the importance of human relationships and harmony within a society. This requires that interpersonal relationships be appropriately arranged. The friendship (yi), which emphasized the mutually beneficial relationships between one and other, has been 8 International Journal of Business Studies egarded as one of the four characteristics of the fundamental tenet of Confucianism is humanity (ren). The central significance of these principles of friendship or egalitarianism has not waned in the Chinese recent history. In contrast, the Chinese Communist Party reinforced these ideas during the 1950s to 1960s, and more recently from the mid 1990’s to the present day, as a desirable social norm or virtue. At the business level, the Chinese governments have facilitated cooperation and collaboration among the state-owned enterprises in many business areas, such as new product development (Huang, Schroder, & Steffens, 1999). Frequent gatherings amongst businesses either through political meetings or economic activity among managers in China has also served to facilitate this collaboration and cooperation processes. Such institutional and cultural settings in China manifest in different behaviours including information sharing and informal governance, two of the four mechanisms suggested by Dyer and Singh (1998) which can be used by organisations to enhance their competitive advantage. It suggests that the strong cultural and institutional foundation that exists in Chinese business for developing reciprocal relationships. This can help improve organisation’s performance – a central principle for the Relational View. IV. THE STAKEHOLDER VIEW AND MANAGERIAL IMPLICATIONS FOR CHINESE MANAGERS AND RESEARCHERS This paper explored the relational basis on which the Chinese organisations compete in their domestic markets drawing comparisons with recent Western views of strategic behaviour. These were framed in a broader historical context of doing business in China. It is contended that the recent stakeholder view proposed by Post, Preston and Sachs (2002) provides much promise in terms of both theoretical and practical insights into how and why strategic management is practiced in Chinese organisations. However, clear differences in Chinese and Western social and political systems, and the stage of capitalist evolution need to be considered in applying the SHV to the Chinese settings. As stated by Donaldson and Preston (2005), how stakeholder theory is understood varies even in the market capitalist economies. This is more evident in the contemporary Chinese context, where social and political settings are vastly different from those of Western countries. A number of managerial and research implications are proposed from this paper. First, we have presented an integrated framework of strategic management that indicates the mechanisms linking relationships with key stakeholders and organisational performance. It is proposed that whilst developing and maintaining these relationships has been traditionally valued by Chinese as part of their culture, contemporary Western strategic management thinking would seek to equate effort spent on this area with measurable performance outcomes and long term competitive advantage. With this in view, the integrated framework presented could be used to provide Chinese managers with a more holistic and formalised view of strategic management to support the development clearly articulated objectives and productive long term interactions with key stakeholders. A stakeholder view of strategic management in Chinese firms Secondly, it is clear from the framework presented that the stakeholder view is only one of the approaches for creating organisational wealth. Several types of organisations are competing in the Chinese markets and each could be competing on different basis. Multinational corporations compete on their market position and resources, whilst stat eowned enterprises compete on the basis of being institutionalised within political and cultural settings, providing strong market influence and ready access to resources. Most local private firms may compete on the cultural settings, flexibility and speed of decisionmaking. As the Chinese governments gradually level the playing field for all business players, the political settings in China will be changed. Therefore, managers of Chinese organisations, particularly state-owned enterprises, need to develop relationships with other types of new era capitalist stakeholders who can help build strong market position and/or gain access to key resources. Thirdly, relationships with the stakeholders need to be considered as strategic (intangible) assets for business organisations in Western markets and as a powerful means to compete in China. As in the West, these relationships are located within a broader social and transactional knowledge networks (Kaplan & Norton, 2004; Nahapiet & Ghoshal, 1998), containing untapped strategic value for Chinese companies operating locally, regionally, and globally. Currently many Chinese managers spend much effort practicing a stakeholder theory in a fragmented way at a one – on – one, individual level. Whilst the compounding effect of the aggregation of these individual relationships is not clear, there is an argument with respect to the SHV to support a more strategically aligned, and systematic integration of these routinised interactions at the organisational level. This is one of the most challenging issues in implementing stakeholder theory in the Chinese organisations, as most of the relationships with key stakeholders are based on the trust between individuals, rather than between organizations. Looking to the future merging of Chinese and Western business practices organisational structure also needs to be redesigned to manage the relationships with key stakeholders. This is crucial. Although stakeholder orientation can be built into organisational culture, people need to be assigned to facilitate the ongoing integration and implementation of stakeholder management. There is no doubt that stakeholder management is both a science and an art. It requires intuition and human skills – more art than a science. However, it also requires systematic, rational, and analytical techniques. A number of stakeholder management techniques have been developed over the past decade, which may support the integration of stakeholder management into mainstream in to the strategy processes of Chinese businesses- most notably stakeholder mapping (Johnson, Scholes, & Whittington, 2005), and cognitive mapping (Eden & Ackermann, 1998) which help to tap into the social capital and relationships embedded in broader business networks. Finally, from a methodological point of view, the SHV points out the importance of a more holistic and integrated approach in understanding strategic management in Chinese organisations. So far, most of studies on Chinese management have used existing Western management theories to explain the Chinese business phenomena. In other 10 International Journal of Business Studies words, they exploit the existing theories, rather than exploring the Chinese management practice or behaviours to develop new theories from a Chinese perspective. Veteran researchers have called for a better balance between exploration and exploitation in conducting business research in China (Tsui et al. , 2004). Given that the stakeholder view is still in the developmental stage in the US and European corporate domain, empirical studies, including rigorously researched case studies, are urgently needed to empirically test the approach, and by extension, its potential application to strategic management theory building and practice in a Chinese context. REFERENCES Ahlstrorm, D. , & Bruton, G. D. (2001). Learning from successful local private firms in China: Establishing legitimacy. The Academy of Management Executive, 15(4), 72-83. Argyris, C. , & Schon, D. A. (1978). Organizational learning: A theory of action perspective. 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The British Politics

Structural-Functionalism in politics states that the political system is composed of different institutions which includes interest groups, political parties, government bodies and a bureaucratic machinery. In nature, this political model is conservative as it is not responsive to political changes. It’s first objective is to ensure its own survival (London). In British politics, its root for survival had been visible over time.Its parliamentary development over the centuries, and the emergence of the two-house parliament is a way of coping to the changing political calls intended for survival. Interest articulation and aggregation in this light has been effective because the citizens of the country and the parliament as well is anchored on the basis of their â€Å"shared sense of justice†. One which is believed that they are accountable for the laws that are being enacted. The parliament system has gone through many changes over time.A strength in the system can be att ributed to the fact that since it has gone through many eras, changes has occurred and in a way, those changes have improved the system as a whole. The system is now well-established and it since leadership in the higher level goes from generation to generation, it is stable and the government form and leaders will not change as often as other political systems do. However, its weaknesses lie on the same thing that its governance is being inherited.It may be the case that the next heir for the position will not suit perfectly to become a leader. Or that the leaders shall use their powers and family prestige in pursuit of their own interest. Thus it is inevitable that future leaders may make a mistake due to incapacity or selfishness that the hereditary process of leadership entails. Works Cited A Parliament for England. October 9, 2007 London, Scott. On Structural Functionalism. October 9, 2007