Compare the function of IGOS and INGOS Essay Example | Topics and Well Written Essays - 3750 words

Compare the function of IGOS and INGOS - Essay Example However, in the modern culture, these organizations are playing an important role in the world politics by influencing the global security and peace through their global collaborative function and working for the social and economical development of the member states. These organizations perform their functions according to the rules and regulations of intergovernmentalism, which means that a complete harmony is required. Whereas, Non-Government Organizations (NGO) are developed by some private personnel for the welfare of the society, which can also be international in their scope. These organizations do not posses any sort of government accreditation and established merely on the basis of mutual agreements among different personnel to raise funds through donations and grants from different philanthropists and international humanitarian organizations. However, they are recognized by the UN and many other international organizations as important political and welfare institutions. Th ese organizations are termed as international organizations due to the scope of their functionality, whereas in the real sense these organizations are not purely international organizations because they are not developed to coordinate the functions and efforts of the members for their mutual gains. The following table shows a compression between the objectives and functions of these two organizations. We will also evaluate that which organization better serves the humanity and promote the human rights in the world.

Govenance,Reporting and Ethics Essay Example | Topics and Well Written Essays - 1500 words

Govenance,Reporting and Ethics - Essay Example However, a company should not pay more than required for this case but the remunerations should commensurate with individual performance (Bebchuk & Roe, 1999). The committee for remuneration should also judge where to place their Company in relation to other companies. However, these comparisons should be made wisely such that remuneration levels correspond with performance improvement. According to the Combined Code address on accountability and auditing, the company's board should be able to show a balanced as well as an assessment that can be understood in order to determine the position and prospects of the company. This can simply be termed as financial reporting. The code provides that the directors in an annual report should explain their responsibility of Code Provisions The directors should explain in the annual report their responsibilities for account preparation and there should also be auditor's statements concerning their reporting responsibilities. The main roles and responsibilities of the committee for auditing include: It also recommends that, all directors including the non-executive directors should be re-elected at regular intervals by the shareholders. This contributes to continued improved and satisfactory performance. Th The code requires that a company should produce disclosure statements and also report on how they apply the principle of management and governance (La Porta et al. 2000). Companies should be free to explain the governance policies that they as well as any circumstances that have led them to employing a particular approach. The company has also to confirm that it adheres to the provisions of the Combined Code and if it does not, then it is liable to giving an explanation as to why it cannot comply. This is referred to as "comply or explain" approach and has been in existence for long whereby it is widely accepted by the investors as well as company boards. The people who are concerned with governance evaluation should do this with an aim of promoting partnership as well as trust in the company. They should consider company's nature of risks as well as the challenges that it faces. They should also consider the size as well as the complexity of the company. ISSUE 1. Non-executive directors and Independence. Non-executive directors play a very key role and are believed to be very effective in the building of good corporate governance structures. The chairman has the capability of holding meetings with non-executive directors even in the absence of executives. The non-executive directors also meet annually under the leadership of the senior independent director but in the absence of the chairman to give an appraisal on the performance of the chairman.The non-executive directors are usually provided with professional advice at the expense of the company whereby they consider it important to discharge

Personal Knowledge Management Journey Assignment

Personal Knowledge Management Journey - Assignment Example through experience or association (2) acquaintance with or understanding of a science, art, or technique (3) the fact or condition of being aware of something or, (4) the range of ones information or understanding the fact or condition of having information or of being learned†. Scholar Barry Allen (1999) clarifies, having knowledge â€Å"is to have the privilege of making a statement pass among others as known or true†¦speech acts are dialogical, intersubjective exchanges with reciprocal effects on many speakers. Knowledge has its object (what is known) and its â€Å"other,† the person whom it is offered and received as knowledge, passing over the other as â€Å"truth† (Allen, 1999, p. 71). So it seems that knowledge generation goes through a process. A person engages in certain habits of thinking when faced with a certain problem. Costa & Kallick (2007) define a problem as any stimulus, question, task, phenomenon or discrepancy for which an explanation is not known immediately. That means, a certain amount of knowledge should be on hand to help him out or else, such knowledge must be available to him soon so as to be able to solve his problem. Costa and Kallick term certain behaviors or dispositions for such problem-solving as â€Å"habits of mind†. They qualify that a habit of mind is having the appropriate disposition toward behaving intelligently when confronted with problems which do not have answers as of yet, at least for the person concerned. When a person draws on his own habits of mind, he gains results which are more powerful, of higher quality and greater significance that if he does not use such habits. In my personal journey seeking for knowledge, I do get to engage in certain habits of mind as I go through the four dimensions of knowledge management, namely: the analytical, information, social and learning dimensions. In each dimension, I shall share what I have learned from others about each as well as how I go through each dimension, from

Govenance,Reporting and Ethics Essay Example | Topics and Well Written Essays - 1500 words

Govenance,Reporting and Ethics - Essay Example However, a company should not pay more than required for this case but the remunerations should commensurate with individual performance (Bebchuk & Roe, 1999). The committee for remuneration should also judge where to place their Company in relation to other companies. However, these comparisons should be made wisely such that remuneration levels correspond with performance improvement. According to the Combined Code address on accountability and auditing, the company's board should be able to show a balanced as well as an assessment that can be understood in order to determine the position and prospects of the company. This can simply be termed as financial reporting. The code provides that the directors in an annual report should explain their responsibility of Code Provisions The directors should explain in the annual report their responsibilities for account preparation and there should also be auditor's statements concerning their reporting responsibilities. The main roles and responsibilities of the committee for auditing include: It also recommends that, all directors including the non-executive directors should be re-elected at regular intervals by the shareholders. This contributes to continued improved and satisfactory performance. Th The code requires that a company should produce disclosure statements and also report on how they apply the principle of management and governance (La Porta et al. 2000). Companies should be free to explain the governance policies that they as well as any circumstances that have led them to employing a particular approach. The company has also to confirm that it adheres to the provisions of the Combined Code and if it does not, then it is liable to giving an explanation as to why it cannot comply. This is referred to as "comply or explain" approach and has been in existence for long whereby it is widely accepted by the investors as well as company boards. The people who are concerned with governance evaluation should do this with an aim of promoting partnership as well as trust in the company. They should consider company's nature of risks as well as the challenges that it faces. They should also consider the size as well as the complexity of the company. ISSUE 1. Non-executive directors and Independence. Non-executive directors play a very key role and are believed to be very effective in the building of good corporate governance structures. The chairman has the capability of holding meetings with non-executive directors even in the absence of executives. The non-executive directors also meet annually under the leadership of the senior independent director but in the absence of the chairman to give an appraisal on the performance of the chairman.The non-executive directors are usually provided with professional advice at the expense of the company whereby they consider it important to discharge

Law Of International Insurance contracts Essay Example | Topics and Well Written Essays - 2500 words - 1

Law Of International Insurance contracts - Essay Example The Convention recognized the inherent risks of the aviation industry, thus, it seek to protect the airline companies by putting limitations on its liabilities towards it passengers and cargo. To strike a balance between protecting the interest of the airline companies and protecting the welfare of the passengers, the framers of the Warsaw Convention 1929 instituted provisions that define the certain terms. Section 17 of the Warsaw convention specifically said that, â€Å"The carrier is liable for damage sustained in the event of the death or wounding of a passenger or any other bodily injury suffered by a passenger, if the accident which caused the damage so sustained took place on board the aircraft or in the course of any of the operations of embarking or disembarking. â€Å" The definition of â€Å"accident† according to the Warsaw Convention has been the subject of many debates and arguments in and outside of the courts for several years. In settling arguments, the courts have defined the word â€Å"accident† in many decided cases both in the United States and the in the United Kingdom. To get a clearer picture of how the courts define the word â€Å"accident† and how this definition has affected the insurable interests of aircrafts and their passengers, let us take a closer look at the leading cases decided by the Courts. The definition of the word â€Å"accident† in the airline industry is the same in both the United States and the United Kingdom. Note that the Warsaw Convention was meant to establish a uniform liability of airline companies towards their passengers thus, the courts, in defining the word â€Å"accident† according to Article 17 of the convention, adopt a more or less interpretation. According to the provisions of the Warsaw Convention, it is not enough that the carrier failed to convince the court that it took all necessary

Kishwar Naheed Essay Example for Free

Kishwar Naheed Essay She conveys that women were unwanted and were not cared for. In particular female infants were seen as a financial burden to an Indian family as they were discriminated from working and were not allowed to have an education. Naheed emphasises that she felt as if she was in the family for no purpose. Male infants were seen as the family gaining prosperity, they were celebrated and it was a gift to be proud of. The opening of the stanza Brash with glass immediately tells the reader that this is a luxurious place or arrogant. The word Brash is ironic as it can mean white faced. The harsh vowel of the assonance helps the reader to suggest the poets anger. The simile and alliteration of the phrase flaring like a flag conveys the idea that the restaurant asserts itself, even in its name. The word flag suggests that the people who set up a flag, have conquered someone elses land. This highlights the idea of when the whites stole the land of South Africa. Flaring suggests that the whites are bragging to the masses (blacks) about their superior lifestyle and it conveys Afrikas anger as this links to the image of heat used earlier in stanza two anger of my eyes. The simile guard at the gatepost suggest that the restaurant is reserved exclusively for white people. The guards are threatening the masses (blacks. ) He explains that even though there is No sign displayed outside the whites only inn and Apartheid was supposed to be put to an end. The guard is replaced instead of the sign as they block the masses (blacks) from entering the haute cuisine. Therefore, Afrika gives a clear image to the reader that Apartheid still exists. In I am not that woman Kishawar Naheed attempts to redefine the man-woman relationship; and address the situation she faces in her everyday life of exploitation and oppression. It is illustrated in the words Now it is time for me to flower free. The alliteration gives the impression that she wants to fight back and does not want to live restricted anymore. The words Now and free shows when she wants to redefine the man-woman relationship. Moreover, she explains how she wants to live like. Naheed wants a life with no restrictions and for men and women to be treated equally. The message in the poem is that men and women are not always treated equally; and how there is still sexism and discrimination. In particular, women are not dominated by men and men are treated with prestige and power. The poem helps her express her thoughts and feelings. Afrikas words are ambiguous we know where we belong. This perhaps emphasises that the masses (blacks) know that they are discriminated from entering the inn as there is a guard at the gate post. The use of the pronoun we emphasises that he believes that his identity belongs with the masses (blacks.) The single rose on each table contrast with the working mans cafe. As a single rose symbolises high quality lifestyle or perfection. It could also mean the arrogant wealth that was amongst the mass poverty at the time. In the words My motherhood Naheed conveys that women were born to nurture and care. On the other hand, the men in her society have stolen this substantial and amazing gift from them. Instead women are forced to be voiceless, obedient and were unfairly treated as servants due to the male dominance. My loyalty suggests that her husband and her father took away her loyalty and treated her unfairly. Naheed is aware that she has the right to achieve her loyalty again. In the fifth stanza the poet uses the words bunny chows to convey the masses (blacks) poor lifestyle in the working mans cafe. Bunny chows was cheap at the time and a common local snack of a poor mans hamburger; it is a stark contrast with haute cuisine. In the restaurant there are plastic tables top, this suggests the poor lifestyle the masses had. The plastic tables top suggests that there is no tablecloth and they felt incomplete, empty and it must have been uncomfortable to eat on. Wipe your fingers on your jeans gives the impression that there is nowhere to wash ones hands after eating or a tissue to wipe hands. Afrika uses direct imagery to show the life of the masses (blacks. ) Kishwar suggests that women do not have self respect. This is evident in The woman on the poster half naked. Naheed is commenting on how men view women as objects or for sexual pleasure. She wants this view to change. The tone No, no I am not that woman! emphasises that Naheed is not a woman who is obedient, subservient and does not want to avoid any arguments or disagreements with anything the men verbalize. The repetition of no shows that she is certain on her actions and strongly disagrees with how many women in the Asian culture are living. Afrika uses the words boy again to show that the appearance of District six brings back memories of his childhood when the Apartheid system existed. He does not feel independent as he feels like a boy and believes he is following the whites like how a child is with their parents. Hands burn emphasises his anger against the system and his urge to destroy the symbol of segregation. Afrika repeats the title Nothings changed at the ending of the poem. He conveys that even though Apartheid has been Abolished, the masses (blacks) are still treated inferior. The final stanza shows his anger and disappointment of the economic division between the whites and the masses (blacks) and conveys that the society has not changed at all. The layout of Nothings changed is set out in eight short lines in each of the six stanzas. The layout creates a sense of control as he is clear on what he is feeling and no sudden rage is introduced at any point in the poem. His anger increases gradually within each line. The poet makes his argument straight forward by emphasising his feelings in a calm manner. In the first stanza the use of imagery makes the reader feel as if they are in the poets shoes. This makes it clear and easy to imagine how life was like for Tatumkhulu Afrika. This is illustrated in the words Small round hard stones click under my heels. It makes it easy to imagine the masses (blacks) unpleasant and unfortunate lifestyle. The structure of I am not that woman is informal. The layout of the stanzas do not fit in a regular pattern and none of the words rhyme with each other. The free flowing structure shows how determined Naheed is about her argument. This conveys that nothing can change the way she is and nothing will hold her back. Even by the simple rules of poetry. It emphasises how infatuated she is towards emancipation. Furthermore, she is protesting about women having access to equal opportunities and rights as men; and women should not be treated as if they are worthless or disempowered. It is seen in the words my loyalty. The tones between Nothings changed and I am not that woman are very different. Kishwar Naheeds tone in I am not that woman is very calm, but firm. Her steady tone conveys that she has control over what is being said by repeatedly claiming I not that woman. Tatumkhulu Afrikas tone contrasts compared to Naheeds. In Nothings changed the poet seems to be increasing his rage within each line as he sees more things that have not changed even though Apartheid was abolished. Moreover, he is feeling angry because he had not been to District six for many years. In-conclusion, I believe that Kishwar Naheed in I am not that woman argument is stronger as the poem relates more to her lifestyle, cultural beliefs and traditional values about what she has experienced as a woman herself. Naheed clearly explains that wants equality between men and women. Moreover, she does not want to live a typical lifestyle of an asian; and leaves the reader in hope that there is a chance of change. However I believe that Tatumkhulu Afrika argument in Nothings changed. Is not as strong as Naheeds as he leaves the reader feeling helpless and has not attempted to change his lifestyle as much as Naheed has in nothings changed. Afrika has allowed the whites to treat the masses (blacks) unfairly; because he was not as determined or eager as Naheed. He mainly just agreed how nothings changed however, Naheed believes that no one can stop or change her views. This is why I strongly believe Naheedss argument is more effective. I believe that Naheeds argument will become more powerful if the majority of women did not accept the cultural beliefs of a submissive Asian housewife and they were all determined to fight for equality. By women taking action as a group by giving their views and speaking; the men may realise that women are treated unfairly, and their lifestyle may change once they have taken action.

Forming Strategic Alliances Business Essay

Forming Strategic Alliances Business Essay During the globalization, managers are confronted with a rapid changing competitive landscape. In order to overcome this difficulty, firms try to make alliances. Making strategic alliances is the relevant choice for managers to search for ways for how to compete effectively and create the successful future. Recently, collaboration between companies became fashionable .Strategic alliances is a cooperative agreements between companies. It involves all kinds of companies such as large, medium and small. In strategic alliances, partner companies join forces for common goals without losing their strategic autonomy. Representation of an alliance: Goals and interests Goals and interests specific to A specific to B Source: Dussauge and Bern (1999), Cooperative Strategy, ch.1, p. 3 The Advantages of Strategic Alliances There are several advantages of forming alliances: It may facilitate entry into a foreign market Many firms who want to enter foreign market, they need local partner who will understand business conditions and who has good relations with local government and organizations. For example, in 2004 Warner Brothers entered into a joint venture with two Chinese partners to produce and distribute films in China. Through the partnership with local firms, Warner Brothers succeeded to distribute any films it produces It allows firms to share cost and risks for developing new products or process For example, an alliance between Boeing and Mitsubishi share 8billion U.S Dollar among the partners for building a new aircraft such as 7E7. It stimulates to develop skills and assets which are difficult to do alone For example, in 2003 Microsoft and Toshiba established an alliance for developing a new microprocessor for entertainment for automobiles. Microsoft brought its software engineering skills and Toshiba its hardware engineering skills. It helps companies to establish technological standards For example, in 1999 Palm Computer formed an alliance with Sony under which Sony agreed to license and use Palms operating system in Sony PDAs. The motivation was to establish Palms operating system as the industry standard for PDAs against Windows-based operating system from Microsoft. The Disadvantages of Strategic Alliances Establishing alliances can be risky. Unless a firm is careful, it can give away more than it receives. It means that, if the partner reckless of managing its know-how, it can be leaked to other partner. Main drivers of formation of alliances: The recent and rapid growth in the number of strategic alliances can be explained by various changes in the international business environment. Globalization of trade and acceleration of technological progress seem to be major driving forces that have led firms to enter into significant numbers of cooperative agreements. Strategic Alliance drivers: Globalization Technical changeDisenchantment with M A Source: Tayeb, M. H. (2001), International Business Partnership, ch.2, p.35. Globalization The Globalization is the process which includes the objectives relating to the need to establish a large global presence, to gain knowledge and size, ensure competitive defence and deal with regulatory and political barriers to new market entry. One of the main drivers of globalization is the fact that customer needs and preferences throughout the world are rapidly converging. This makes firms to produce so-called global products suited to all consumers, irrespective of their nationality. International alliances can offer an effective way to globalize more rapidly and therefore enhance a companys competitiveness. While making international acquisitions is both costly and risky; setting up a network of wholly foreign subsidiaries is long, expensive and hazardous; licensing gives little control. Global alliances can allow the partner companies to pool resources produce global product and distribute it worldwide: British Telecom, MCI and ATT for World Partners; Alliance of Sambuca and Nemiroff; Alliance of Philips and Whirlpool. Technical Change: The cost and complexity of new technology are increasing extremely rapidly. Between 1970 and 1990, RD expenditures rose three times as fast as spending on fixed assets (Collins and Doorley, 1991). With the increase in the diversity and complexity of technology know-how, the range of possible innovations based on this expertise is growing wider. While the range of possibilities offered by new research has been increasing tremendously, individual RD programs are growing ever more expensive and the chance of achieving technically successful and commercially profitable results have become more and more uncertain. This is why cooperation is viewed as unavoidable in many high-tech industries: by dividing up the RD work between the partner firms, it enables them to share costs, pool their expertise, and explore a greater number of avenues (Dussauge, Hart and Ramanantsoa, 1992). For example: The Peugeot/Renault JV, Alliance of PRV V6 Engine Disenchantment with MA The disenchantment that has followed many mergers and acquisitions seems to be one of the reasons behind the recent development of strategic alliances. Alliances make it possible to avoid the culture and organizational shock coming in the wake of a merger by proceeding step by step, and by gradually adapting the content and structure of the agreement. Formation of Strategic Alliances Formation process: Source: Schaan, J (2007), Cases in Alliance Management, ch. 1, p. 7 Strategy development The rationale for a strategic alliance needs to be firmly in a clear strategic understanding of a companys current capabilities and those it will need to be successful in the future. First of all, managers need to establish the strategic goals of their companys and then evaluate their resources and capabilities to see if they are capable of executing on their own. The process starts by developing a realistic appraisal of what resources are required to meet a companys long-term strategic objectives. The objectives are for increasing competitive advantage. The manager must state that what capabilities the firm has and searching for. With this undertaking, managers begin to establish their criteria for rating partnership opportunities if this is an option they choose. Before making the mind to go for the alliance, the potential costs involved need to be considered such as technology transfer, coordination and management costs, which is high indeed. (Tayeb, H. M 2001). Managers need to take into account of, if the firm has an experience on building alliance. If this is first alliance, a company should look carefully at its internal policies and practices and evaluate to what degree they will help or hinder an alliance. For example, if a company has difficulties on managing its internal communication, then there will be strain on the alliance relationship. It is best to modify internal practices as necessary before introducing a third party. The process of strategy development is as following: Strategy Development: Source: Schaan, J (2007), Cases in Alliance Management, ch. 1, p. 7 Selecting the right partner It should come as no surprise that choosing the right partner is a major determinant of how successful an alliance will ultimately be. Inexperienced companies should not hurry up to do a deal-choosing partner. Poor partner selection ranks high among the reasons for alliance failure. It invariably takes longer than anticipated to find the right partner. Managers should spend time and resources to thoroughly analyze the potential opportunity. Depending on the scope and complexity of the alliance, it takes from several months to a couple of years to find the right partner. Small companies looking for alliance partners are often tempted to look for shortcuts as they find themselves facing time and financial pressures. They may succumb to the temptation to partner with any company, whether or not it meets their strategic needs. This is the mistake that companies make, because a partner must fit a companys strategic needs. Small companies mostly keen on forming partnership with large companies. The reputation and image of the large company can often cause the small firm to ignore its own strategic objectives. After the strategic objectives were defined, managers should decide how many partners to approach. The search process starts by formalizing partner profile screening criteria, developing a list of prospects, ranking the list against the criteria and then focusing on a manageable number of the best prospects. Complementary assets and capabilities is the core characteristic of partners for evaluation the strategic fit. Having identical strategic assets is not a good basis for a partnership because the possibility of competitive conflict can be high over the long term. It is necessary to evaluate partners according to their strategic, cultural and operational fit. Concerning to strategic fit, managers should take into the balance of need between the partners. If the needs of other partner are to get more profit, then this will not be long-term alliances. The nature and durability of the strategic fit is also a critical consideration. It is important that the long-term objectives of the partner are not in conflict and that the intended benefits can be sustained. During analyzing strategic fit, firms need to choose a partner who has a potential strategic network. In high-tech industries, most of the firms have cooperative network with each other. As it said above, building an alliance with large firms is risky. Companies should choose a partner who is almost the same size. Research indicates that choosing substantial size of partner can decrease successful collaborative activity. It can lead Merger and Acquisition. Cultural fit is core of choosing partner. It can affect business logic, competitive behaviour, time orientation, and decision making. It directly impacts the ability of partners to work together to meet their common objectives. Research of KPMG shows that, the reason of 70 % of strategic alliances failure is cultural contradiction among the partners. Culture of companies has profound effect on organizations operational practices such as management and organizational structure, decision-making practices and employment policies. Negotiation The major part of long-term collaboration is established at the negotiation stage. Negotiation should be as first and foremost as a means of building the linkages that will support effective collaboration between the partner companies. The negotiation process is perfect way for developing some unique insights into how the other party does business. In negotiation process, several areas require particular attention such as: collecting negotiation team, negotiation preparations, the process of negotiation itself and forming a negotiation agreement. Negotiation can be stressful and managers need to be sure that his team members can have contribution. Besides, legal and tax professionals have a very important role to play in putting a partnership together, but during the negotiation it is best to avoid them to attend the process. Well preparation can make the negotiation process easy and smooth. Advanced preparation should also help assess bargaining power, understand the concessions to be made and forecast issues that might arise. Good negotiations are characterized by honesty and an open flow of information between the partners. The agreement should be well written and set out the purpose, term, duration, warranties, obligations. Implementation Making the right decision about strategy, partner and structure is only the beginning. The real work starts when companies implement their alliance. While the chosen structure and scope of an alliance will significantly influence the kind of implementation required, the material covered in this section presents principles for creating winning conditions that are applicable to all. The main problems of forming strategic alliances There are different problems of forming strategic alliances. As it is obvious that strategic alliances in most cases are managed by two or more parents makes them inherently risky. The problems in forming alliances stem from one cause: there is more than one parent. The owners of parent firms are powerful. They can and will disagree on just about nothing (Killing, 1982). Such as Queensland Minerals alliance, owners of both parts parent companies were disagree. Amcon Corporation wanted to expand to Queensland, but the CEO of Victoria Heavy Industries did not want to. As a result Amcon renegotiated the alliance agreement. Organizational culture, a companys ways of doing things, refers to basic assumptions and beliefs that are share by members of an organization. These operate unconsciously and define an organizations view and its environment. Organizational culture can cause problems where companies with distinctive cultures merge or form a strategic alliance. Employees from the parent firms tend to use their home-company culture. In this connection, Datta and Rasheed (1993) mentioned that, a lack of cultural sensitivity can easily lead to misunderstandings in strategic alliances. Main Problems of Forming Strategic Alliances Unsuccessful rate of alliances are high. The success of an alliance seems to be a function of three main factors: Partner selection Alliance structure Managing alliances