Success Story of Lim Goh Tong

Tan Sri Dato Seri (Dr. ) Lim Goh Tong was a prominent wealthy Malaysian Chinese businessman. He was renowned for his vision and courage in transforming Genting Highlands from an unexplored hilltop into one of the world’s most successful casino resorts.

He was once the richest man in Malaysia, Asia with net worth US$4. 2billion. He was born in 1918 in Anxi, a mountainous county in South Eastern Fujian province China, Lim Goh Tong was the fifth child in his family. His father was Lim Shi Quan and his mother Goh Ban. He has an elder brother, three elder sisters, a younger sister and a younger brother.

Lim was born into a rustic environment in a village, during that time, China was in a period of turmoil and unrest after the Xinhai Revolution, but life was relatively sheltered for Lim in the village. He grew up peacefully and had the opportunity of studying in school.

However, disaster struck and his father died when he was 16. Lim was forced to leave school and him and his elder brother had to take over the heavy burden of feeding his family. 

As China’s situation was becoming worse, Lim Goh Tong decided to take the plunge in venturing out to Malaysia or known as Malaya at that time following his cousin, Lim Kheng Chong’s footstep. He left China through Xiamen in early February 1937 at the age of 19. He worked for his uncle as a carpenter in the first two years, learning the Malay language in the meantime.

After gaining experience he went on to become a building sub-contractor and complete his first job of building a two-storey school. He returned to Anxi in 1940, but went back to Malaya the next year amidst a deteriorating war environment. 

The Japanese invaded Malaya in 1942 and caused Lim to have a few near-death experiences. During the early Japanese Occupation, he earned a living as a vegetable farmer, but decided to switch to petty trading for a better living. Later on Lim ventured into scrap-metal and hardware trading. When the Japanese Occupation ended, there was an urgent demand for heavy machinery for resumed operations in mines and rubber plantations, Lim seized the opportunity and engaged in second-hand machinery trading, making his first fortune.

While dealing in heavy machinery, Lim accumulated a wide range of reconditioned machines as well as a substantial amount of cash to move into construction and related industries. In the name of his family construction company, Kien Huat Private Limited, Lim began taking on several contracting jobs with help and guidance from his uncles. Kien Huat won accolades and became recognized as one of the leading construction companies after successfully completing many major projects. Among the biggest projects completed was the Ayer Itam Dam, the first time a local contractor had been given a construction job of such magnitude. 

Lim faced the brink of bankruptcy when construction work was facing problems in the Kemubu Irrigation Scheme, but managed to overcome the obstacles and completed the project.

Genting Group’s involvement in the property sector can be traced from the initial primary objective of holding land-based assets for long term appreciation and development potential to the current strategic move to develop and market the Group’s landed properties mainly held in the plantation subsidiary, by Asiatic Land Development Sdn Bhd, a wholly owned subsidiary of Asiatic Development Berhad which is 54. % owned by Genting Berhad. The idea of building a hilltop resort was first conceived when Lim Goh Tong was having a dinner in the Cameron Highlands. As he was enjoying the soothing cool breeze of the Cameron Highlands, an idea struck him that as the standard of living rose steadily in Malaysia, more and more people would visit mountain resorts for relaxation and recreation, but Cameron Highlands was too far away from the capital city Kuala Lumpur, therefore building a mountain resort nearer to Kuala Lumpur would have great business potential. 

After doing some research, Lim found Gunung Ulu Kali at a place called Genting Sempah to be an ideal location for his plan. He formed an expedition and explored the place, collecting a wealth of data on the topography, drainage, soil conditions and other relevant aspects of the region, this proved to be very useful in drawing up plans for developing the resort.

Upon conceiving this idea, many naysayers were skeptical of Lim turning a wilderness into a tourist resort. Most thought it was really risky and reckoned Lim who was financially comfortable to be foolish to invest heavily in money and time to develop Genting, but Lim brushed off all these negativities and went ahead firmly with his plan. 

After getting approvals from the Federal and State governments, Lim began the project in the face of a colossal task.

Among the problems were building the access road towards the hilltop, water and electricity supplies, sewerage system and fire safety. Lim managed to build the access road towards the summit in three years when it was estimated to take fifteen years. Several sources of water in the mountain were identified water supply was secured by building water-collection stations and water filtration plants with treated water stored in reservoirs. Electricity is supplied through a central electricity generation system with 12 big generators.

During the construction, Lim survived six close brushes with death. Meanwhile, Lim had to administer another major project in Kelantan, the Kemubu Irrigation Scheme at the same time. This stretched his physical endurance to the limits as he had to shuttle between Kuala Lumpur and Kelantan and he worked seven days a week. During the Genting project, Lim spent all he had without earning any income. He sold an 810-hectare rubber estate to raise RM2.

5 million. In addition, he invested all the money he had made from iron mining, sub-contracting and hardware businesses. 

The project was a heavy drain on Lim’s finances. When asked to invest in this project, Lim’s friends turned him down and counselled him to drop the entire scheme instead. Genting was granted the only casino licence after Tunku Abdul Rahman, the prime minister of Malaysia then, visited Genting Highlands and commended Lim’s effort to develop a resort contributing to Malaysia’s tourism industry without government help.

Lim managed to obtain a pioneer status for Genting Highlands and tax incentives despite its resort development not qualifying for it. He did so by convincing the government that tax incentives in the early stage of development of Genting Highlands were not only vital for them but also profitable to the government later on. 

The whole Genting project was completed in January 1971, but prior to officially commencing business, Kuala Lumpur and its surrounding areas were hit by the worst rainstorms in a century, the road to Genting was closed by landslides at 180 locations, and the damaged sections took four months to repair. Genting opened its door for business on 8 May 1971. In the next 30 years, Lim continued to develop and expand Genting Highlands beyond its original idea of a hotel with basic tourist facilities. Among the projects were the construction of more hotels, indoor and outdoor theme parks, and a convention centre.

A new road was built to shorten the journey to Genting from the northern states, and RM920 million was invested to widen a 10 km stretch of the access road to reduce congestion. Another RM928 million was spent on constructing a cable car system to provide visitors with an alternative mode of transportation. 

In 1993, at the suggestion of Tun Mahathir, the prime minister of Malaysia then, a township was developed on an 81-hectare piece of land around the site of the Genting Skyway cable car tation.

It was named Gohtong Jaya after Lim as a token of remembrance for his efforts in the development of Genting Highlands. As of now, Genting Highlands is one of the most successful Casino resorts in the world and is one of the primary tourist attractions in Malaysia. Lim Goh Tong company which is Genting Group operates Genting Highlands and has diversified into many other industries such as plantations, property, paper, power generation, oil gas exploration and cruise boat industries. In the process new company brands were created that have become distinctive names in their respective fields, namely Asiatic, Genting Sanyen and Star Cruises.

On 31 December 2003, Lim handed his chairmanship of Genting Group over to his son, Tan Sri Lim Kok Thay. Lim Goh Tong was married to Lee Kim Hua, together they had six children and nineteen grandchildren. 

The six children are Lim Siew Lay, Siew Lian, Siew Kim, Tee Keong, Kok Thay and Chee Wah. Throughout his life Lim has had a few medical crises among them were a malignant tumor and cardiovascular problems, which he pulled through after several surgeries. Lim wrote his autobiography “My Story – Lim Goh Tong” and it was published in 2004. In the book he wrote about his early life, how he started off with nothing to building a world-class casino resort through hard work and perseverance confounding skeptics, and the people he acknowledges.

“Once the goals have been clearly defined, with the greatest amount of determination and hard work, one can conclusively realize one’s goals. ” – Tan Sri Lim Goh Tong, Founder

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Defend itself from Competition

Now, Boeing is facing a very strong competition with Airbus due to increase of market share of Airbus in the market. In order to gain back its brand loyalty and market share, Boeing must react and respond to the competition. Although no one can prove that Airbus is doing the business in an unethical ways, but we must admit that competition between Boeing and Airbus is getting strong. Of cause we cannot said that Boeing will act unethically to compete, but most probably, Boeing will rearrange their ways of doing business as well! We studied before that to gain competitive advantage; firms can either compete with lowest price or better quality at higher price. Of cause Boeing as an aircraft company cannot come out with the products of lower quality with lowest price since it relates to thousand of people’s life. But it can produce aircraft that are high in quality with higher price. After some time, people will know that Boeing is a trustable firm due to the high quality products that concern about people’s life. Boeing might change their target market to those developing countries as well. Previously, Boeing was targeting those countries that are better developed such as US, UK Singapore, and airline that are famous and popular in the market. But after the entries of Airbus into the competition, people switch their head to Airbus due to better promotions and offers by Airbus. Therefore, Boeing can actually reduce the competition by targeting some countries or airlines that are not been targeted by Airbus. Besides all these above, Boeing can also provide better services to obtain the sales. Services offered can be after-sales services or before-sales services. Both are important to enhance the customers and create brand loyalty. With better services, people can actually judge the ability of firm and compare with Airbus in term of services. End up; Boeing with better services might obtain the sales that create brand image and good valuable. Sales promotion in international marketing is one of the important methods as well to compete. Most of the time, Boeing serve international customer more that local customers. The foreign customers are come from different background and different status. Those developing countries might not able to purchase aircraft in such a huge amount. At this particular time, sales promotion, price discount plays roles to enhance the sales. Finally, Boeing has to understand well their customers no matter in term of language or even culture. As the text mentioned, Airbus been suspected bribed when deal with Japanese officials. To avoid same thing happened, Boeing must has a well understanding towards the culture value of each of their customers. Maybe the actions do not mean so, but sometime people from different background view it differently.
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Newest Iteration of HTML5

HTML5 HTML 5 is the newest iteration of HTML, the basic language of the Web. HTML 5 will replace both current versions, HTML 4. 01 and XHTML 1. 0 and DOM Level 2 HTML     Before discussing HTML 5, you should be familiar with the basics of how to write HTML code. HTML is very easy to get the hang of, and once you’re excellent with writing code in standards-compliant XHTML and also find the new features of HTML 5 to be very easy to implement. Html5 defines the 5 major revision of core language of the world wide web. html5 is combination of new features are introduces for helping to web authors. New features are adding based on research authority practices special thing was defining clear. In rich internet application to reduce the need for property plug. Example of ria is adobe flash and Microsoft Silverlight the rules and regulations of w3c time table html5 will reach the standards by late 2010 . html5 is coming with a lot of new attributes and elements for using the modern web service. it also perform web form 2. 0. Html5 specifies scripting programming interfaces.

Such as     Drag and drop Timed media play back Document editing Cross document managing Micro data Browser history management. HTML 5 makes familiar lot of the coding practices that were used in earlier versions of HTML… It aims to reduce the need for proprietary plug-in-based rich internet application (RIA) technologies such as Adobe Flash, Microsoft Silverlight, and Sun JavaFX. HTML 5 also simplifies code by getting rid of elements that have fallen out of use or proved to be unhelpful. Because of an array of browser problems, frames will no longer be allowed, and because style sheets handle style better than HTML tags, “presentational” tags like ;font;, ;centre; and ;strike; will no longer be valid. WS-Security A flexible and feature-rich extension to SOAP to apply security to Web services is WS-Security (Web Services Security, short WSS). This was published by OASIS and it is a member of the WS-* family of web service specifications. Three main mechanisms are described by WS-Security: * How to sign SOAP messages to assure integrity. Signed messages provide also non-repudiation. * How to encrypt SOAP messages to assure confidentiality. * How to attach security tokens. A variety of signature formats, encryptions algorithms and multiple trust domains is allowed by this specification, and is open to various security token models, such as: * X. 09 certificates * Kerberos tickets * UserID/Password credentials * SAML-Assertion * Custom defined token The security features in the header of a SOAP message, working in the application layer was incorporated by WS-Security. To accommodate a wide variety of security models and security technologies this specification can be used in conjunction with other Web service extensions and higher-level application-specific protocols. The typical SOAP use case with a communication between trusted peers (using HTTPS) does not need WS-Security at all. It is described in Alternative, and reduces complexity and improves performance. If a SOAP intermediary is required, and the intermediary is not or less trusted, messages need to be signed and optionally encrypted.

This might be the case of an application level proxy at a network perimeter that will terminate TCP connections. The standard method for non-repudiation is to write transactions to an audit trail that is subject to specific security safeguards.

However, if the audit trail is not sufficient, digital signatures may provide a better method to enforce non-repudiation. WS-Security can provide this. lthough almost all SOAP services implement HTTP bindings, in theory other bindings such as JMS or SMTP could be used; in this case end-to-end security would be required. Even if the web service relies upon transport layer security, it might be required for the service to know about the end user, if the service is relayed by a (HTTP-) reverse proxy. A WSS-header could be used to convey the end user’s token, vouched for by the reverse proxy. Issues * If end-to-end security is required, a protocol like WS-SecureConversation may reduce the overhead. The merging of several XML-schemata like SOAP, SAML, XML ENC, XML SIG might cause dependencies on different versions of library functions like canonicalization and parsing, that are difficult to manage in an application server.

Performance WS-Security adds significant overhead to SOAP-processing due to the increased size of the message on the wire, XML and cryptographic processing, requiring faster CPUs and more memory and bandwidth. An evaluation in 2005 [1] measured 25 types of SOAP messages of different size and complexity processed by WSS4J with both WS-Security and WS-Secure Conversation on a Pentium 4/2,8 GHz CPU. Some findings were: * Encryption was faster than signing * Encryption and signing together were 2-7 times slower than signing alone and produced significantly bigger documents. * Depending on the type of message, WS-Secure Conversation either made no difference or reduced processing time by half in the best case. * It took less than 10 milliseconds to sign or encrypt up to an array of 100 kilo bytes, but it took about 100~200 to perform the security operations for SOAP. Alternative In point-to-point situations confidentiality and data integrity can also be enforced on Web services through the use of Transport Layer Security (TLS), for example, by sending messages over https. WS-Security however addresses the wider problem of maintaining integrity and confidentiality of messages until after a message was sent from the originating node, providing so called end to end security. Applying TLS can significantly reduce the overhead involved by removing the need to encode keys and message signatures into XML before sending. A challenge in using TLS would be if messages needed to go through an application level proxy server, as it would need to be able to see the request for routing. In such an example, the server would see the request coming from the proxy, not the client; this could be worked around by having the proxy have a copy of the client’s key and certificate, or by having a signing certificate trusted by the server, with which it could generate a key/certificate pair matching those of the client. However, as the proxy is operating on the message, it does not ensure end-to-end security, but only ensures point-to-point security. Web design best practices The WWW is a network of computers all over the world. The WWW is also called the Web. The computers on the Web communicate using standard protocols and languages. The W3C (The World Wide Web Consortium) are making the rules and standards for the Web. Generally we   found that some web sites are fairly easy to use while others look difficult or just plain annoying.

What makes the difference of good and the bad? Including your personal preferences, your web site should be designed to appeal to your target audience — the people who will use your web site. They may be teens, shoppers, college students, young couples etc. Beginners design web sites that work great on their own computers but may not work well on target audience. We have to remember some points for Smart and Successful Web-development: a. Develop your own ideas in your own style. b. Avoid ambiguity and be clear c. Never compromise in principles d. Support the project e. Respect the standards and target audience. Write your pages for multiple types of Web browsers–to provide trouble-free access to the widest possible audience. The World Wide Web is a multi-platform, non-browser specific medium. It is not important matter whether people browse your Web pages using Netscape, Explorer, Opera, Lynx, WebTV, Net Phonic’s Web-On-Call, Mobile Telephones, or Personal Digital Assistants. Each browser ought to render your informational Web pages without problems. If a Web page is designed properly, blind individuals, or anyone using text-to-voice or Braille displays, can easily listen to and review your work.

Run Web pages through a valuator to test their compliance with common HTML (Hypertext Mark-up Language) specifications. Modify pages until they validate, because compliant pages have a better chance of being rendered by various Web browsers, as the writer intends. However, if you intend something that is impractical with HTML, it will be no less impractical for being syntactically valid. Work with the strengths of HTML rather than trying to batter it into a WYSIWYG page design system Cloud computing Cloud computing is a technology used to access service offered on the internet cloud. Everything an information system has to offer is provided by service so users can access that services available on the “internet cloud” without has any known-how on managing the resource involved. The term cloud is used a metaphor for internet cloud computing generally combinations are as follows Infra structure as service, Plat form as a service, Software as a service cloud computing is different with grid, utility, of computing. CLOUD ANTONY: There are three types of services mainly in cloud Antony there are application services are like gmail pay roll second one is platform services are like middle wave, managing, third one is infrastructure services like amazon. Cloud computing types: there are three types of cloud computing public clouds, private clouds, hybrid clouds.

Public clouds: these clouds are used by general public the firewall already exists and the vendor having availability to fully hosted and managed. Now a days public clouds are large scale infrastructure and retail bases. Dynamically public clouds update the elements with effect the business.

Private clouds:   private clouds are only with limited organisation. When private cloud are compare to the public only operating cost is reduced. And managed by enter prize only. Organisation is more secure.

Private clouds investment and cost might be exceed public clouds. Cloud computing architecture: There are five types of layers in cloud computing. The primary layer clients in this layer different types of clients in organization having set separate computing. Second layer is services wt type of services needs to the clients and applications for adding some items or removing these things happening in application layer development. The entire thing of date is stored in this layer. layers Conclusion In my overall report i explained html5, cloud computing, security and scalability in website and web best practice. After the research i came to know that everything is linked with each other for the developing a better website.

References https://www. ehow. com/way_5368790_html-tutorial. html#ixzz0qW64UULj “When will HTML5 be finished? “. WHATWG. WHATWG Wiki. Retrieved 2009-09-10. https://www. html5reference. com/tutorial/index. pdf https://www. ehow. com/way_5368790_html-tutorial. html H^ “[whatwg] WHAT open mailing list announcement”. Lists. whatwg. org. Retrieved 2010-03-04. “HTML 5: A vocabulary and associated APIs for HTML and XHTML. “. World Wide Web Consortium. Retrieved 2009-01-28. “HTML 5: A vocabulary and associated APIs for HTML and XHTML (Editor’s Draft). “. World Wide Web Consortium. Retrieved 2010-04- ^ “When will HTML5 be finished? “. WHATWG. WHATWG Wiki.

Retrieved 2009-09-10 . ^ “HTML Working Group”. W3. org. Retrieved 2010-03-04.  “HTML 5”. W3. org. 2009-08-25. Retrieved 2010-03-04. ^ “[whatwg] HTML5 at Last Call (at the WHATWG)” ^ Hongbin Liu, Shrideep Pallickara, Geoffrey Fox: Performance of Web Services Security ^ Francois Lascelles, Aaron Flint: WS Security Performance. Secure Conversation versus the X509 Profile Retrieved from “https://en. wikipedia. org/wiki/WS-Security” Categories: Web service specifications | Computer security software | XML-based standards | End-to-end security Hidden categories: All articles with unsourced statements | Articles with unsourced statements from January 2010 https://blogs. dnet. com/Hinchcliffe/? p=488;tag=btxcsim https://blogs. zdnet. com/Howlett/? p=558;tag=btxcsim https://blogs. zdnet. com/BTL/? p=9560;tag=btxcsim https://www. businessweek. com/technology/content/aug2008/tc2008082_445669_page_3. htm https://www. ibm. com/developerworks/websphere/techjournal/0904_amrhein/0904_amrhein. html https://cloudcomputing. sys-con. com/ https://www. masternewmedia. org/news/2006/03/25/web_design_and_development_top. htm https://webdevfoundations. net/5e/chapter5. html https://www. w3schools. com/web/default. asp

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Katsa Bag Production

Work Measurement on Katsa Bag Production (Gifts and Graces: Cainta, Rizal)

I. Rationale Environmental issues and problems started to arise last decade. Awareness and drive to solve these problems has grown to 89% (NIHERST, 2008) since 2008. This has resulted to different campaigns and movements such as the Earth Hour Campaign, where everyone is encouraged to switch off household lights for an hour and the birth of eco-friendly products into the market. One of the most in demand and popular eco-friendly products is the cloth or katsa bags. Several big companies such as Rustan’s and SM have invested and promoted the use of this product not only because of its earth friendly feature but also due to the convenience and cost-saving advantage it gives to them and to their customers. Katsa bags have widened its range of usability. Before it is only used when people go to wet markets. Now, it is seen and used not only in supermarkets but in high end malls and places as well. With the continuous expansion of its market and increasing demand, production of katsa bags is now seen as a critical process as its production cost and market value is now a concern of the public.

II. Problem Statement Without an existing time standard for the production of katsa bags, the management allocates extensive time allowance for the completion of job orders. This results to excessive avoidable delays taken by the workers.

III. Objectives This study is an application of the theories learned in the IE32: Methods Engineering Class. It aims to utilize the problem solving tools and work measurement techniques discussed in the course. Moreover, this study intends to help Tahanang Walang Hagdanan by accomplishing the following specific objectives: * To improve the productivity and efficiency of Tahanan Walang Hagdanan's katsa bag production  * To determine the time standard for producing a katsa bag using time study * To improve systems and procedures for selected processes

IV. Scope and Limitations PRODUCT SCOPE The study focuses on the processes involve in the manufacturing of Tahanang Walang Hagdanan's katsa bags. Since there are different va

rieties of katsa bags, production of Antipolo katsa bags will be the premiere focus. TIME STANDARD SCOPE Even though Antipolo katsa bag production will be observed in this study, standard time for all the all other processes except silkscreening will be applicable for other katsa bag variety with the same dimensions. Silkscreening is the source of variation as different imprints are processed in different durations. SILKSCREEN PROCESS LIMITATION Different customers require different imprints on the katsa bags. The time it takes to produce patterns differ depending on the number of colors that will be seen on the imprint. A pattern can be reused once it has been created. Returning customers with the same imprint

design do not need to be prepared a new silkscreen template. Since Antipolo katsa bag is a returning customer, creation of the silkscreen template will not be observed by this study. V. Methodology The group conducted visits to the actual site of katsa bag production in Cainta. Interviews with the operations director, Lita Evangelista, marketing officer, Lolit Tuazon and sewing department supervisor, Leizel Tabocolde, were done every visit to familiarize the process and to be aware of the problems that they encounter. The actual operators were also asked about their assigned tasks. Basic questions such as how the processes are done, how many operators are involved in the assembly and the like were asked to give the researchers a background on the nature of making katsa bags. Familiarization of the process was done before conducting an actual time study on the operators. The current system was documented by means of flowcharting. Moreover, problem solving tools were used to identify the sources of production inefficiencies and to recognize where to focus in solving the above mentioned problem. Time study was the work measurement tool used to determine the standard time for producing a bag. Through this, the time required for an operator to carry out a specific process was obtained at a defined rate of performance. the group also took into consideration the working conditions during the actual observation and see how these affects the workers' performance. VI. Project Documentation COMPANY BACKGROUND Tahanang Walang Hagdanan Inc. is a center that equips the disabled with skills and knowledge for their integration into the mainstream of the society. People in this center are trained in different fields such as metalcraft, woodcraft, needlecraft, information technology, paper-making and packaging. The products produced by these trained workers are sold to local distributors and exported abroad. Tahanang Walang Hagdanan, providing different services and merchandise, is divided into different departments. One of these is the sewing department. Here, different kinds of bags, graduation caps, and doll caps are produced. One of the kinds of bags created in this section is called a katsa bag, also known as eco friendly bag. PROCESS FLOW The production of katsa bag begins by simultaneously preparing the strap and the body of the bag. The strap is prepared by one of the operators by cutting it to its proper length (123 inches) and burning the edges with the use of a candle. Three straps can be produced in one cycle while a strap’s edge is burned on at a time. The body of the bag is simultaneously done with the straps. Preparing the body of the bag can be broken down into 3 sub-processes. First, 3 people layout the fabric for both the main body and the bag’s sidings. For the main body, the katsa cloth is folded several times until it reaches a pile of 25 cloths (Figure 1). One fold measures 87 inches in length. The same process is done for the sidings of the bag but this time, the fabric is folded at 85 inches. After layout, the body and siding patterns are traced on the topmost fabric. Four bodies can be produced from an 87-inch fold while twenty sidings are created for the 85-inch fold. Lastly, the fabric is cut by one of the three workers using the cutting machine while the fabric is held in place by the other two (Figure 2). Figure 1. Workers Layout Katsa Cloth Figure 2. Cutting Katsa Cloth for Body The body of the bag is then silkscreened (Figure 3). The main silkscreen process is done by only a disabled person who consequently has limited movements. For efficiency purposes, assistance is provided to the main operator in the arranging of the printed cloths. Since the bag has two different designs for each side, the printing of the first design on one side is finished first before moving on to the other design. After doing the first print, the fabric is placed on top of a board with an adhesive by a helper. The adhesion of the cloth to the board or wood plate is done in order to maintain alignment of the pattern and print when the second color of a design is imprinted. Given that the second design of this model of katsa bag requires two colors, the first color is applied first before proceeding to the next one. Meanwhile, the ends of the 123-inch strap are sewn together (Figure 4). Markings are also placed on the middle of the strap for alignment purposes. Meanwhile, the ends of the 123-inch strap are sewn together (Figure 4). Markings are also placed on the middle of the strap for alignment purposes. When the print on the cloth is dry, markings are drawn on it to identify the spot where the strap is going to be placed (Figure 5). After the strap and body preparations, a running stitch using a high speed machine is done to connect the strap to the body (Figure 6). Once it is done, the sidings are sewn together with the body creating the actual form of the bag. Following this step is the serging of the edges of the fabric using the edging machine (Figure 7). Since the stitches are performed on the wrong side of the fabric, the bags are then inverted and the sides are marked in preparation of making the hemline. The final stitches on the side are made. Figure 6. Sewing the Strap and Body Together Figure 5. Drawing Markings on the Body Figure 7. Serging of Edges For the finishing touches, the bag is trimmed and checked for defects. Once it has already passed quality control, it is now ready to be packed and be delivered to the customer. The complete process flow of katsa bag production is described in the flowchart below (Figure 8). Figure 8. Process Flowchart of Katsa Bag Production WORK DISTRIBUTION   Table 1. Work Distribution The needlecraft department of Tahanang Walang Hagdanan is composed of 16 employees. The table above shows the specific work assigned to each worker. This was only based on how the supervisor, Ms. Leizel Tabocolde described her staff. The layout, trace and cut process are done by four people as a group. After these processes are complete, two of them proceed to sewing while the other two have nothing left to do. In the silkscreen process, one person does the main procedure of coating while two assists him with the other sub-steps. After printing, the preparation of the strap, siding and body is done before sewing them together. The majority of the processes in this stage is assigned to a single person. For the sewing part, a total of 11 out of the 16 employees work since 11 hi speed machines are available in the department. Furthermore, only one person does the edging despite the availability of two machines because she is the only one skilled to use it. To illustrate more clearly the work distribution of the 16 workers, a pie chart was used (Figure 9). Each number described in the legend is a specific worker. It can be observed from this chart that half of the complete process is done by only five workers. Moreover, 8 workers are assigned to work on a quarter of the whole production. Table 2 shows the actual work percentage of each worker.  Table 2. Work Distribution Percentage VII. Work Measurement Results and Analysis After familiarization of the katsa bag process, the group used the time study method to gather information for the evaluation of the katsa bag operation and to establish time standards. The snapback method was used in timing each of the processes identified in the flowchart (Figure 8). The processes were identified with the help of THW’s sewing department supervisor. The time study observation form found in the appendix shows the data gathered from the examination. For the determination of sample size, the group used the recommended sample size from Niebel’s Methods, Standards, and Work Design book. The book states that for an operation with cycle time cycles are enough. For this reason,  cycles were used in the study. Five cycles were taken for each of the following processes: layout, trace, cut (LTC). On the other hand 10 cycles were taken for the remaining processes. Only five observations were taken for LCT because the workers can produce approximately 100 units of the bag during these processes. The allowances for personal needs, basic fatigue, variable fatigue, and special allowances were also taken from the recommended allowance from the Niebel’s book. These allowances were given to normal operations. *add duration of time study *add how we got performance rating EFFICIENT BUT NOT PRODUCTIVE Table X shows the summary of the results from the time study that was conducted. Based on the table, each process is performed efficiently by the worker. However during company visits wherein the researchers observed for

STREAM DIAGNOSTIC CHART Following the flow of the cause and effect arrows in the stream diagnostic chart (Figure 10), it can be observed that the most number of outgoing arrows comes from excessive avoidable delays. This indicates that having too many avoidable interruptions in the method of making katsa bags causes majority of the problems. The presence of too much avoidable delays causes the high idle time of workers. This consequently leads to last minute production for meeting their customer’s deadlines. Moreover, cramming the production of the bags causes the employees to work overtime and this in turn will be the reason for low quality control; since while chasing their deadline, it is highly probable that their skill of making the bags will be of poorer quality. Because of the existence of these problems, one of the actions taken by the management is the hiring of extra workers which just adds to labor cost. Furthermore, extension of the production process is also a step done by the management as an effect of excessive avoidable delays. From the stream diagnostic chart, it was identified that the main problem in the production of the katsa bags is too much avoidable delays. The root causes of this problem were determined using the ishikawa diagram above. There are three main categories in which these factors fall under: management, human and methods. I. Management a. Extensive allowances for production process The management treats the normal? workers the same way they do with the disabled workers thus giving them extra allowances. b. Lack of supervision c. Improper work distribution The weights of work of workers are not evenly distributed. Some workers have too many tasks as compared to their co-workers. d. Lack of policies In the current system, there no? are strict policies regarding proper work execution and time management. e. Ineffective scheduling II. Human f. Lack of discipline During work hours, the workers are continuously communicating with each other. g. Lack of responsibility During the entire production process for a specific job order, there are workers who do not go to work for several days and just work during crunch time. --(there are workers who do not go to work for several days and who just works when the deadline is near) III. Methods h. No standard time per process Workers are free to carry out their work on their own paces as they finish the required job orders. i. Undermanned stations With uneven work distributions, there are processes that lack manpower j. Processes not performed continuously Since the allowances given are too much, workers tend to stop every now and then to take a break even if a task in not yet done k. Dependent on the available number of workers Not all the workers go to work all the time thus the number of processes performed are limited to the ability and number of those who came. Insert Pareto chart Figure 13. Gantt Chart The gantt chart (Figure 13) is used to give an overview of the tasks that should be done simultaneously. Moreover, it shows which among these processes have relative short and long processing times. The time index used is neither the conventional hours of a day nor days of a week. Instead, the time index in Figure 13 is the fraction of minutes of a single cycle. This is because Tahanan Walang Hagdanan does not follow a standardized scheduling of work. Workers and operators start their workday based on the unfinished task the previous day. Based on the gantt chart, preliminary processes of the cloth and strap are independent of each other as they can be performed without the output of the other. Folding of the layout and tracing, cutting, silk-screening and marking of the cloth should be done at the same time with cutting, edge burning, stitching and marking of the strap. Ensuring that these processes are performed in order avoids delays and pile up of unwanted inventory. Delays are probable to happen if succeeding processes do not occur because of unfinished outputs from the succeeding processes. This will also cause idle time for the workers of the succeeding processes as they will have no material no work on. Moreover, pile up of unwanted inventory will happen if either of the two preparatory processes is not executed on time. This will cause an additional liability since there will be a need to temporary store these inventory. Furthermore, evident in the gantt chart as well is the short processing time involving the inverting of the bag. This process is done by another operator different from the operator from the preceding and succeeding processes. This is a potential area of improvement as this process can be merged to either the preceding or succeeding process. Difficulty of performing this task is at minimum as no specialization and training is needed to complete it. Implementation Plan Figure X shows the group’s suggested implementation plan if the recommendations were to be carried out by Tahanang Walang Hagdanan. l Std. 

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Source of Managerial Power

Name: Osei Bonsu Richard ID: 227/11 Course: Principles Of Management Question: Identify five (5) sources of power in Business organisation. Ans. There have been various definitions on power in business organisation. Power is a force of influence and authority. Most leaders wield power, but how power is manifested and used often differs between leaders. Where does a leader get power from? Or do a leader’s followers give it to them? Well it’s both. According to a former political science professor at Yale University “Robert A. Dahl”, he described power as a relationship between two people in the following terms: "person A getting person B to do what person A wants them to do. " This simple outlook on power has become one of the most widely used definitions, although there are many variations to it. Managerial power is the ability to control employees, resources, decisions, knowledge, technology and workplace rules. SOURCES OF POWER IN BUSINESS ORGANISATION MANAGEMENT According to the 1960 study Bases of Social Power by John R. P. French and Bertram Raven, there were five sources of power in management: "reward, legitimate, coercive, referent, and expert. " Although all of these sources of power influence subordinates, the amount of influence is affected by the employee's dependency on the manager. The greater the employee dependency on what the manager provides the employee, the greater the power the manager holds over the employee. Reward Power 1. The theory of reward power relies on the belief that employees are more likely to perform their job at a high level if they know rewards are contingent on their performance. Managers have the power to control the allocation of these rewards, which can include pay raises, bonuses, days off, awards or recognition. Legitimate Power 2. Legitimate power is the most simple and basic source of power in management. This managerial power stems mainly from the formal position or role of the manager in the company. The power and influence of the manager is seen as fair and legitimate by the employee because the power is derived from the manager's position, experience or status. Coercive Power 3. Coercive power is a source of power that relies on an employee's high dependency on his job, current pay and benefits. Managers try to intimidate employees with reprimand or punishments such as losing their job or being demoted; this source of power leaves employees no choice but to perform well or risk losing their job. Referent Power 4. Referent power is based on the relationship of the manager and employee. With this source of power, employees will work hard and respond well to a manager's use of power because of a positive working relationship, strong emotional bonds or a physical attraction. The source of referent power is more of an employee choice rather than a managerial style or ploy. Expert Power Expert power is the source of power that every manager should strive to achieve. With expert power, an employee trusts and believes in everything a manager tells or asks of them because they see the manager as having great expertise in the specific area of business. Managers can get employees to do almost any activity to help the business because of the employee's respect of the manager's expertise and experience.
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Australian National Identity

Australian National Identity: This essay will argue that tolerance has had major influence on our Australian National Identity through aspects such as, multiculturalism, our wide variety of Religious beliefs and practices, the acceptance of sexual identities and a vast range of Political issues. Australia is a country known to have traits such as, fair go, stoicism, larrikinism and most importantly mateship, which reflects our high tolerance on many issues. Tolerance is defined as ‘the capacity for or the practice of recognizing and respecting the beliefs or practices of others’. Sexual identity and our acceptance in society of same sex partnerships is evidence of the tolerance of Australian Society. Each year in Sydney, a Parade is held for those who wish to celebrate their sexual freedom or sexual equality, this being the Mardi Gras. The parade was first established in June 1978 when a human rights protest arose arguing that all members of society are to be treated as equals, no matter what sexual orientation/identity you are. The nationwide event attracts all different groups of people from around the world, all acknowledging our acceptance of same sex partnerships. This point is clarified by the Same-Sex Relationships Act which was passed in November 2008 and has travelled a long way to ensuring same-sex de facto couples and their families have equality under Australian law. Australia’s acceptance of religious freedom is also an important element of our Australian identity. In today’s society we have a number of different religious beliefs and rituals which are recognized and celebrated by many people. These people have a number of different religious backgrounds and for Australia to prove our ethnic diversity, it is our responsibility to supply their needs, this is why we have Mosques and Temples developed throughout Australia for our blended society to feel equal. Our current schooling system also tolerates different Religious views in a major way by incorporating these values in our teachings, field trips (excursions) are held to widen our younger generations view on their fellow Australians religious beliefs, not only in Public Schools, but in Catholic Schools and Universities. Our Government realized we had to adapt to serve each and everyone in today’s society which brought on the Racial and Religious Tolerance Act which was established in 2001 and amended in May 2006 to suit the needs of our national identity. The Act supports the right of all people to be treated with dignity and respect, a community standard about how we behave towards each other. As part of Australia’s National Identity, we are known for our democratic voting rights and the freedom of speech, this is conducted through private voting booths, where we are able to choose who we think is right for the leadership of our Nation. For all Citizens over the age of 18 it is compulsory to vote in the election of both federal and state governments, in many countries this will never be heard of. Australia has many different political views on all matters, and as a society we have the right to vote and voice our own opinions without feeling threatened or judged. On another Political point regarding our tolerance on issues, is ‘The Apology’ which was delivered on 13 February 2008 by our newly elected Prime Minister Kevin Rudd to members of the Stolen Generation on behalf of the Australian Government. A future where we harness the determination of all Australians, Indigenous and non Indigenous, to close the gap that lies between us in life expectancy, educational achievement and economic opportunity. ” “A future where all Australians, whatever their origins, are truly equal partners, with equal opportunities and with an equal stake in shaping the next chapter in the history of this great country, Australia. ” With such high tolerance as Australia’s, we were able to admit our wrongs and formally apologize to the Nation. The speech was a huge milestone for our Country by acknowledging our wrong laws and policies in the past and try for a better future with all Indigenous and non-Indigenous people. The concept of Australia as a multicultural society was first produced in a Government document in 1972, though it wasn’t till the late 1980’s that the federal government undertook the task of developing a multicultural Australia. Further down the track we now pride ourselves on being a multicultural society, one of the few nations on earth with ethnic diversity but without major tension or violence. With reference to an article in the ‘Daily Telegraph dated 13 March 2010’ were Rosemarie Lentini states “Australia opened its doors for the first time after World War II to European immigrants like Italians, Greeks and Poles” “Post War immigration challenged previous ideas of what the Australian Identity is”. “We had new Europeans who had assimilated but still changed our food, our interactions and how we understand the world”. This shows Australia’s tolerance of change within our society. Multiculturalism is by far the leading topic of discussion in Political views today, each month we hear of, the nicknamed, ‘Boat People’, also known as Vietnamese, Laotians and Cambodians, who flee their Country to search of a better lifestyle, whether it is for jobs or simply to get away from war and poverty. Australia is the main target for such an influx of refugees and asylum seekers as we are known as the ‘Laid Back’ society and being so tolerant of such matters, therefore shaping a heavily multicultural society. This society creates new connections between people of all backgrounds in our Schools, our streets, our news and entertainment. Ultimately, it is apparent that Australia’s tolerance has had a major influence on our National identity. With our Government tolerating a number issues, it provides better foundations by which people of different sexual orientation, Religious & Political view and most importantly people of different cultural backgrounds can interact and learn from each other, this is the key to progress, our capacity to absorb the rest of the world’s cultures and create a stronger Australia.
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Certificate of Entitlement

 Introduction

 Demand for cars ownerships will continue to grow among Singaporean because of convenience, flexibility, and social status. Car ownerships have been viewed as a necessity of middle and upper-middle income lifestyle.

The proportion of people with aspirations to own cars is likely to grow over time, as education level rises and people start to benchmark their lifestyle options against global standards. Singapore is unique and different from other cities. Car ownership rates in Singapore will always be limited by the fundamental fact that Singaporean does not have a hinterland where they can use their cars outside the city. Hence, there is a need to adopt different approaches in managing the demand for cars and road usage. This brought about the implementation of various traffic management strategies; of which, the Certificate of Entitlement (COE), is one of the key pillars of Singapore’s traffic management strategy. This report seeks to understand and evaluate the COE system; and to recommend solutions to improve any ineffectiveness presented in the system. 2. Certificate of Entitlement (COE) 1. COE’s Origins Singapore is a small country with limited space. In order to prevent huge traffic jams, the Government implemented the Vehicle Quota System (VQS). VQS is a system controlled by the Certificate of Entitlement (COE), which aims to control the growth of cars population at 3% annually in order to reduce road congestion. To register a vehicle, would-be owners participate in an open bidding exercise for a COE- the right to own a vehicle. COEs are valid for eight years from the date of registration for taxis, and ten years for other vehicles.

There are five categories of COE; the non-transferable categories consist of:

• Category A : Cars (1,600cc and below) & taxis

• Category B : Cars (1,601cc and above)

• Category D : Motorcycles While the transferable categories consist of:

• Category C : Goods Vehicles and Buses Category E : Open Category (for any vehicle types) 2. COE’s Open Bidding System The Open Bidding System for Certificates of Entitlement (COE) allows would-be car owners to submit bids for a COE, monitor the Current COE Price and revise the reserve price for their bid from the comfort of their home, office or even while on the go. The COE Open Bidding System is designed to be a simple and easy to use system. It provides would-be owners with real-time information during the bidding exercise so that they can check the current COE price and use it as a reference when submitting or revising their bid. 3. COE’s Determinants Two bidding exercises are being carried out each month where the Government will announce the quota for each of the five individual categories. 

The quota is based on the road conditions and amount of cars permanently taken off the road in that month; by scrapping, exporting or otherwise. First-time COEs are purchased for a 10-year period, after which car owners may decide to bid for a new COE to keep their vehicles on the road. The renewal can be either 10 years, or 5 years. The difference between the two is that a 10-year COE may be renewed at the end of that term, whereas a 5-year COE may not be renewed. In other words, the vehicle must be permanently taken off the road at the end of those 5 years. 4. COE Prices In mid 2006, COE prices were approximately $900 for motorcycles, $10,000 for small/medium cars and taxis, $11,000 for large cars, $6,000 for goods vehicles and buses and $11,000 for the open category. In the mid- 1990s, the COE prices peaked at around $3,600 for motorcycles, $43,000 for small/medium cars, $66,500 for large cars, $36,000 for goods vehicles and $105,000 for the open category. [i]

The vehicle quota premium to register a new car varies from bid to bid. It is dependable on the demand and supply which is influenced by external events such as higher ERP charges, rising inflation, poor economic outlook and increased oil prices. If the amount of people who want to buy a new vehicle is higher than the amount of COEs available in that month, there is a chance that prices of the COE may soar; vise visa. Nevertheless, bidders are only required to pay the lowest successful bid price for their COE; not their individual bid price. 3. Advantages of COE: COE is a necessary evil to the car buying process in Singapore, for it is designed to control the number of vehicles allowed on the roads. It is an integrated part of the Vehicle Quota System (VQS) that has been introduced to control the rapid growth of cars population in Singapore. It helps to control the growth of vehicle population at a rate that is sustainable by Singapore's road infrastructure within its land constraint. It has helped eased road congestion by reducing vehicle population growth by nearly half; from 6 percent to 3 percent. ii] Transport Minister, Raymond Lim, has noted that if the quota system had not been introduced, the vehicle population would have grown to 1. 4 million by 2006, instead of the 800,000 recorded that year. [iii] Apart from being the key pillar in Singapore’s traffic management strategies,[iv] the other advantages of COE consist of:

  1.  1. Greener Environment From Appendix 1: Table 1. 1, the negative correlation between reduction in density of CO and the constant density of Ozone since the year 2002 shows no relationship between the air pollution and the vehicle population. This relationship can be relate to the development in technology since vehicle companies are pressured by the government and environmental groups to produce environmental friendly vehicles. However, if the vehicle population goes beyond the level of technological development, air pollution problem will still exist. Therefore, reduced congestion has indirectly benefited the environment. Singapore has been able to remain its good air quality with the Pollutant Standards Index (PSI) in the “good” range for 95% of the days and in the ‘moderate’ range for 5% of the days in 2007. [v] Singapore’s good ambient air quality is one of its competitive advantages in attracting visitors, investments and talents. 
  2. 2. Reduced Traffic Accidents Appendix 2: Figure 2. 1 depicts the correlation of vehicle population and accident rate for the past 10 years. There have not been any great differences in each year. However, focusing on the trend, it can be observed that, Singapore government has only been able to reduce the accident rate from 3. 09 per 10,000 vehicles to 2. 32 till year 2005; the accident rate has raise since then. A positive correlation has been observed between the vehicle population and the accident rates in. The population of vehicles is one of the contributing factors for traffic accidents. With more cars on the road, more traffic accidents are likely to happen. This enforces the necessity of COE to control the growth of vehicles.
  3. Revenue COE has also been a source of income for the government. As can be seen from Appendix 3, $1,805,138,000 has been collected from the bidding for COE in 2007; which is reverted to the Singapore government’s national treasury. This has contributed to a large portion to Singapore governments total tax revenue.

The government is able to maintain a balanced trade budget without the need to employ debt financing; enabling Singapore’s economy to enjoy steady growth. 

4. COE Open Bidding System 1. Greater Transparency The COE Open Bidding System provides greater degree of transparency to the bidding exercise by offering bidders better access to information on the prevailing bidding situation during the bidding process. A bidder may at anytime during the bidding exercise check on the current COE price in relation to his reserve price. He may then opt out of the bidding exercise once the current COE price exceeds his reserve price. He may also revise his reserve price upwards and continue with the bidding. The system also provides privacy to bidders. The system will not disclose and only allow the bidder to review his/her own reserve price. Furthermore, it will also automatically adjust the bidder’s bid price until the reserve price is reached; thereby bidders are able to delegate the monitoring of reserve price to the system. 

2. Eliminate Fluctuations in COE Price The reserve price may only be revised upwards but not downwards. This prevents bidders from submitting initial bids that are higher than what they would be prepared to pay for a COE. Coupled with the nontransferable egulation on new COEs to prevent speculation that has been resulted from the trading in open market for transferable COEs; the probability of wild swings in the current COE prices during the bidding exercise has been eliminated. 

3. Stability in Vehicle Price and Shorter Waiting Period The previous 50 percent of the bid price up front has been abolished. Instead, bidders are only required to pay a fixed bid deposit which remains unchanged at $200 for Category D (motorcycles) and $10,000 for all other vehicle categories no matter what the reserve price is. [vi] This is useful as it leads to fewer fluctuations in the prices of COEs from bid exercise to bid exercise, and thus, more certainty and stability in the prices of vehicles.

Moreover, the system opens two tender exercises per month, interested parties no longer have to wait as long as before to participate in the bidding exercise. 3. 4. 4 Secure System Last but most importantly, the COE Open Bidding System is secure. Stratech Systems, the local technology firm that designed and developed the system, has reported that none of the hacking attempts ever got past the first line of defense. [vii] 3. Disadvantages of COE: 4. 1. High COE Prices Due to the presence of COE, the price of car in Singapore is higher than any other country. From the result of latest COE bidding, person who buys a new car need to pay additional S$12,500 to the price car. Latest Premium Quota (August 2008 1st Open Bidding) Category |Current Premium Quota | |A (1600cc and below, taxi) |S$12,501 | |B (1601cc and above) |S$12,889 | |C (Goods Vehicle and Bus) |S$12,589 | |D (Motorcycles) |S$1,413 | |E (Open) |S$14,101 | This system creates some problems related to the money itself. For the people with low-income buying a car can be harder with COE. Though the public transportation system is well organized in Singapore, having a car contributes a lot to the family’s welfare. So the high price of car can make low-income people to have a feeling of relative deprivation. 4. 2. Problem in Bidding System The Singapore government launched the open bidding system for COE in April 1st, 2002. In the system, bidders can see the rate live. And it provides rich people more chance to win the COE, since they can afford higher bidding price. So the system makes low income people to get COE harder. 4. Recommendations: 1. Usage of Electronic Road Pricing (ERP) One of the main reasons for COE to be designed is to control the number of vehicles allowed on the roads, so as to ease road congestion and reduce traffic accidents. Other than charging vehicle ownership to control congestion, the focus can be also shifted to charging for road usage. The Electronic Road Pricing (ERP) system is a good practice to smooth traffic on the road. 2. More Incentives for People to Take Public Transport COE has helped to improve the traffic situation on the road to a certain extend. However, due to the high cost of COE, a lot of lower income people who own vehicles or intend to buy a vehicle are unhappy with the COE system, whereas, people with high income are nearly indifference with COE as they are still able to afford the COE cost. Therefore, the effect of COE to smooth traffic is mainly weight on people from lower income group. To reduce traffic congestion, government can give more incentives for people to take public transport, such as giving transport rebates to households that do not own cars.

Besides, more routes should be covered by public transport at day and night, so everywhere can be easily reached at anytime without hassle. Moreover, the frequency of the transport should not be too long. In this way, people would be more willing to take the public transport instead of owning cars themselves. 3. “Leave Your Car at Home” Day The government should also encourage car owners to take public transport. To do so, campaigns might be organized. For instance, the government could set some days of the week/month to be the “Leave your car at home” Day. It can also simulate what Beijing government is doing to smooth traffic on the road during Olympic Game period. Beijing government instituted a driving ban that based on license plate numbers, only certain cars were allowed to be on the road on certain weekdays. Praiseworthily, the effect was remarkable. This is something Singapore government can learn from. 4. Encourage Car-pooling Sometimes one household can own a few vehicles. Government could encourage car-pooling within one family or among friends. In this way people can share cars instead of everyone owning a car. This would reduce the number of vehicles on the roads as well. 5. Lower Prices by Increasing the Vehicle Quota Due to the vehicle quota set by the government, the bidding price can be very high. A lot of people from lower income group could not bid the COE at their affordable price, and they lose out to the higher income group at the end. As a result, the majority of vehicle owners are people from high income group. This may even cause people from low income group to be unhappy with high income group. COE holds back lower income group of people who may really need a car from owning a car. Some of these people may need to take on high loans and some of young couples may even postpone their marriage or having a baby to own a car.

All these social problems are unhealthy to a society. To have a balance between different income groups of people to own cars, government could increase the vehicle quota to a certain limit. So on one hand the competition in bidding for COE would not be too fierce, and this in turn would lower the bidding price. On the other hand, government still has control over the number of vehicles on the road. 6. Give Subsidies to Lower Income Groups To ease the tension between different groups of people, subsidies from government could be provided to lower income group. For instance, government could reduce car ownership taxes and charges or reduce tax burden and upfront ownership costs for lower income group. All this measures could be serving as a kind of relief to lower income group who still need to own a car. 7. “Price Discrimination” The implementation of COE is much effective to reduce the number of cars on the road own by lower income group. In order to have the same effect on the higher income group, perhaps, the government could separate these two groups of people by putting them in the different bidding system according to their income level. So that the percentage of vehicles own by different income groups could be controlled by setting vehicle quota for different bidding groups. 6 Conclusion As we all know, demand for car ownerships is increasing, while the land in Singapore is limited. Therefore, it is obvious that traffic congestion is becoming more severe problem which the most of Singaporeans have to face. For this matter, it is one of the most important areas where the government needs to implement effective scheme. The COE system that the government has come up with has implemented to control the growth of cars population. Taken as a whole, the system is an inevitable and essential scheme in the country.

Based on its rationale, this is such an ideal system in Singapore where there is limited space for cars to be used. In fact, it has actually helped to reduce road congestion by reducing vehicle population growth. There are also other advantages; a reduction in traffic helps Singapore preserve greener environment which is supported by Pollutant Standards Index (PSI), and it may also mean that there is less probability of traffic accidents. In view of the government, the system is considerably large income source which may contribute to stable growth of economy in Singapore. However, this is not claimed to be a cure-all traffic management strategy since there are number of pitfalls in the system as we discussed above. The biggest disadvantage of the system is the price of COE. There is considerable number of Singaporean thinks that the cost of owning a car is too expensive due to COE. For those people who really need a car to commute between home and work, cannot afford a car since it is too costly. It is huge burden especially for young Singaporeans who have not established firm financial foundation for their living yet as it adds to their cost of living significantly. As a result, average timing of marriage and first birth for the young generation may be delayed. Moreover, the Open Bidding System for COE which is to add some convenience to the bidding process brings about more discrimination against low income group as there is now more opportunities for the rich bidders by watching the rate live. Another point of view in the system, in terms of downside, is that the ownership of the car does not directly relate to the usage of the car. Thus, the system may not actually control the congestion on roads. In order to control actual traffic on the road directly, one of our recommendation is to increase usage of ERP which involves creating more gantries on the road with higher charges. The system may prevent people from using or owning vehicles but, on the other hand, it may also encourage people to use public transportation. The government should try to improve public transportation, for example, there must be an expansion in MRT net work, more buses must be available during at night, and it may also provide some incentives such as transport rebates to households who do not own cars.

It could be more effective scheme with campaigns such as “Leave your car at home” day or car-pooling. Furthermore, in order to balance between different income groups or to reduce discrimination against lower income group, the government could increase the vehicle quota which would cause a lower bidding price. It also can give subsidies to lower income group and set different bidding price to different income groups. Therefore, considering our recommendations, the government should continue to try to conceive more effective and fairer approach to enforce the primary purpose of the scheme. 

  1. Appendix 1: Table 1. 1: Air Pollution[viii] Appendix 2: Figure 2. 1: Correlation between Vehicle Population and Traffic Accident[ix] Appendix 3: More tax revenue for the government Table3. 1[x] [pic] Table 3. 2:[xi] [pic] From this data, we can approximately calculate the total revenue from this bidding for the year 2007. This table indicates the average price of COE for each category in 2007. To make the calculation simple, we used the price of first bidding only: |? |A |B |C |D |E | |Average($) |14814. 58 |16086. 833 |6666. 4167 |1217. 25 |16481. 75 | This is the registration record for each category in 2007. By multiplying them, we get $1,805,138,000 from the bidding for COE which is reverted to the Singapore government’s national treasury; contributing a large portion to Singapore governments total tax revenue. |? A |B |C |D |E |Total | |2007 |64075 |46331 |11440 |10369 |1316 |133531 | ----------------------- [i] EDM. (2008). 
  2. Certificate of Entitlement. Retrieved October 8, 2008, from Singapo • › › re The Encyclopedia: https://www. singapedia. com. sg/entries/c/certificate_of_entitlement. html [ii] Lian, G. C. (2007, December 15). COE: Once unloved, now accepted . Retrieved September 23, 2008, from Asiaone Motoring: https://www. asiaone. com/Motoring/Motorworld/Others/Story/A1Story20080110-44439. html [iii] Ibid [iv] Rahman, M. O. -A. (2006, April 7). Singapore Infopedia. Retrieved September 24, 2008, from National Library Singapore: https://infopedia. nl. sg/articles/SIP_1005_2006-04-07. html [v] National Enviromental Agency. (2007, December). PSI Reading. Retrieved September 23, 2008, from National Environmental Agency: https://app. nea. gov. sg/data/psi/doc%5CRegional_PSI_for_2007. pdf [vi] The Automobile Association of Singapore. (2002, April). Motoring News and Car Reviews.
  3. Retrieved September 23, 2008, from The Automobile Association of Singapore: https://www. as. com. sg/features/archive/f04021. htm [vii] Ibid [viii] https://www. singstat. gov. sg/pubn/reference/mdsaug08. pdf [ix] Statistics, S. D. (2007). Statistic. Retrieved September 29, 2008, from Singapore Statistic: https://www. spf. gov. sg/stats/stats_img/traf2--7_chart02. pdf [x] Singapore, LTA. (2008). Bid Results 2005-2008. Retrieved September 29, 2008, from LTA Singapore: https://www. lta. gov. sg/corp_info/doc/COE_Result_2005_2008. pdf [xi] Singapore, LTA. (2008). New Registration of Motor Vehicles by Quota. Retrieved September 29, 2008, from LTA Singapore: https://www. lta. gov. sg/corp_info/doc/MVP02-1%20(New%20Reg%20by%20COE). pdf
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Scene Analysis – Jesse James

Scene Analysis – The Assassination of Jesse James by The Coward Robert Ford The Assassination of Jesse James breached new heights in the western genre. It is unique in its narrative style and conventions, challenging the norms of the classic western, leading way to a whole new perception of it. Its excessively dramatic overtones reveal a part of the Western world that is so scarcely portrayed, diverting people’s general ideas about it. The film’s narrative focuses on a dying hero as opposed to a reigning hero, and we begin to develop a sense of reality about Jesse James’s character as the film moves on. The beginning stages of the film portrays the legendary, almost inhuman Jesse James figure, and as the film progresses, so does his character, towards the norm of society. The film’s magnificent approach to the western genre had caught my attention and that is why I have chosen analyze a scene from it. I will analyze the train scene near the beginning of the film, where Jesse James and the rest of his bandits await a train’s arrival before robbing it. This scene captures Jesse James’s mythical figure through the use of specific conventions. The mis-en-scene is a prominent factor in this scene. There is no dialogue, and therefore what we see is important to our understanding and connection with it. The setting is significant with regards to the whole scene. It is set at night in a dingy forest, which enhances the melodramatic feel of it, allowing specific conventions to be used effectively. The dark captures Jesse and his gang’s mythical qualities. They roam the night and are blind to the people around them during the day. As it is a night scene, lighting plays a significant role. As Jesse James awaits the train on the train track, the camera focuses its attention predominantly on his face. The lantern he is holding lights up right side of his face from underneath which contrasts significantly to the deeply shadowed left side of his face. This contrast captures his intense character, as it brings about dramatic overtones. As the train approaches around the corner a combination of the trains light and smoke fulfils the air and its presence also brings about a dramatic feel to the scene. The shadows in the forest hide the bandits like ghosts, which is effective in that the beginning stages of the film are dealt with Jesse and his Gang’s surreal presence. Finally the silhouette of Jesse’s figure by the train’s light also stands as a significant component in both making the scene spectacular and enhancing his surreal existence. The costume of Jesse James augments his character. His long black coat, black hat and cloth portray him as a ghostlike figure. It makes him seem powerful and reveals a sense that he owns the night. The cloths over the heads of the gang members, literally speaking, resemble ghostly figures. The character of Jesse James is extremely potent. His calm stance as he awaits the train’s approach reveals his control of the situation, making him exceed the norm of human existence. His expressions are flat, and his intentions and doings seem to follow one path that will only give him what he has set out to do. The rest of his gang members are his followers. They wait in the dark around him, waiting to perform the instructions they have been given by Jesse. They are like daemons awaiting orders from a higher force. The cinematography reveals the power of certain things within the scene. Jesse James’s stature is uplifted when the camera zooms up on his face as well as when there is a low angle shot of his silhouette in the train’s light. The rest of the gang members are shot at eye level, which reveals that they are of less importance, except for Frank James shot from a low angle, who is also an authoritative character in the film. The low shot angle of the train stresses its force and power. The train’s power is also resembled when the camera moves with it facing it dead on, as it is being pushed by it. The editing in the scene relates to the whole dramatic feel it incorporates. The most significant aspect apparent is the length of the shots. They lag and focus on specific subjects within the films environment. This captures detail, which is important when Jesse James’s facial expressions are detained. As mentioned before, there is no dialogue, and the combination between this convention and the lengthy shots certainly contributes to the scene’s dramatic overtones. Despite there being no dialogue, the sound in the scene is extremely important in its melodramatic effect. The scene’s initial silence, apart from the odd cricket or rattling stone from the vibration of the track, is suddenly broken by the sound of the train. This brings suspense, but the suspense is suddenly broken by music which cuts out the train’s sounds. The dramatic music suddenly brings about the dramatic overtones of the scene, and when the sound of the train comes back (loudly) it combines with the music which still persists. This combination between the music and sound of the train is extremely effective to the scene as a whole. It correlates with what is visually observant in the scene. The scene’s artistic qualities are certainly effective in portraying the train scene. Its peculiar conventions seem to persist right through the film, creating a flow of scenes that differs from the classic western of a hero completing his task. The film reverses Jesse James’s heroic stature, which is clearly evident when comparing his mythical character at the beginning of the film and his plain simple character towards the end of. The train scene portrays the best example of him as a legend and that is why I decided to analyze it.
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Non-commissioned Officer and Respect

Respect is one the 7 Army Values and probably one of the most important in today’s Army. Discipline also works alongside respect even though it is not one of the Army Value’s; it falls under Self-less Service. You can’t have respect without discipline because it creates a sense of unity among soldiers which under extreme circumstances the military cannot afford to have any causality because of one individual’s decision to disrespect one of leaders appointed over me direct orders.

Self-less Service leads to teamwork and encompasses discipline and is most effective when all soldiers can expect and give mutual espect to their fellow soldiers. When a person first enters the Army they are taught and instilled into our brain the meaning of respect within the military. It pretty much means to treat people with the proper respect as they should be treated. Also, it helps recognizing and acknowledging all our leaders who and what purpose they are in this U. S.

Army to give them the proper courtesies of their position and/or Title. 

Respect is found in the same way as disrespect but for the sign of Respect is that the person shows you their upmost attention to every detail that is put out to the person. Obeying an order from a NCO or commissioned officers is highly respect in the military world the proper way to respect an NCO or commissioned officer is by standing at the proper position for an NCO it will be standing at parade rest for a commissioned officer the soldier or personnel addressing the officer will stand at attention if the soldier of personnel does not do the proper actions then there will be an on the spot correction unless given the order to either stand at ease or rest then you can stand at any position you want, but overall if you are ddress to do something by a NCO or commissioned officer then you need to do that order. 

Do the direct order now not later or put it off because it is disobeying a direct order from a NCO or commissioned officer and that will lead to consequences ranging from counseling to UCMJ punishment because of a disobeyed a direct order from an NCO or commissioned officer.

If I see an NCO or officer appointed over myself not doing the right thing, some soldiers if not I will continue my behavior thinking is it correct. But now the ehavior has been passed on and leaders will have a harder time dealing with their soldiers. Some people say that you should give respect to everyone. Other people say that respect should be earned.

I think that respect is a two way street. To get respect you have to give respect. Respect is neither a right nor a privilege; it is something that you earn over time through your actions, though in the army it is expected of all lower enlisted. Earned respect builds relationship between people. When another person earns your respect you work harder to have that same respect returned to you.

I think that respect is taught by example, as most good things are.

Discipline also known as Military Bearing is the glue that holds a combat team together. Without it there is no unit cohesion, no espirit de corps, and no coordination. However, discipline is a complex product of training, leadership, and respect. Discipline is of the utmost importance in order to ensure the efficiency of the military organization as a whole as well that of the individual units efficiency helps to ensure that goals are met and that the highest level of preparedness is maintained at all times.

The level f discipline directly affects a soldier’s conduct so the two concepts are directly related and of equal importance. Army Regulation 600–20 Army Command Policy, Section Four, in particular, outlines the commanders’ responsibility to maintain proper military discipline and conduct. 

Each subsection addresses a different aspect, or issue, affecting Soldier’s behavior. Section 4 -1, for example, addresses military discipline, its importance, and command responsibilities for maintaining it. A well disciplined soldier carries himself with pride, Gives respect to others that out rank him and to those below him. Give the greeting of the day to the non-commissioned officers he passes and salutes the officer he passes as well.

In our army a lack of discipline in a soldier may not only cost him is life and the life of his comrades, but cause a military undertaking to fail and his team to be defeated. On the other hand a team of a few well-disciplined solders is worth many times a much larger number of undisciplined individuals who are nothing more than an armed mob.

History repeatedly shows that without discipline, no body of troops can hold its own against a well- isciplined and well-directed enemy. 

In you work in the Army we may wonder why the officers and noncommissioned officers insist on perfection in what appears to be minor details. Why do our vehicles have to be PMCS; why do we have to keep everything in line; why must your bed be made in a certain way; why must your uniform and equipment be in a prescribed order at all times; why must all officers be saluted with snap and precision? These things are a part of your disciplinary training. Their purpose is to teach you bedience, loyalty, team play, personal pride, pride in your organization, respect for the rights of others, and the will to win. How can anyone, even myself imagine how the army would turn out without all of the Army values it is pretty much obvious that without respect and military bearing the US. 

Army or even the military as a whole would be in chaos without any type of guidelines on obeying orders.

It is even stated when you swear in “that I will obey the orders of the President of the United States and the orders of the officers appointed over me, according to regulations and the Uniform Code of Military Justice. ”

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Prison Term Policy

Prison term Policy Recommendation Prison Term Policy Recommendation As a Criminologist Advisor to a member of State Legislature, I have been chosen to provide a prison term policy on armed robbery. Soon, the legislature will be voting on a bill that would double the maximum prison term for anyone who is convicted of armed robbery. Included is a recommendation on this policy and the reasons why the recommendations were chosen. Before I go in great details on the pros and con, I would like to define what the legal term for armed robbery is. Armed robbery is an aggravated form of robbery in which the defendant is armed with a dangerous weapon, though it is not necessary to prove that he used the weapon to effectuate the robbery. The legislature will be voting on the change in the prison term on armed robbery. There are cons and pros to this new policy. There are at least two cons if this bill is passed. First of all, if the prison term is doubled, it will cost a lot of tax money. Second of all, according to statistic, people who commit crimes have one thing in common; they think they will not get caught committing crimes. Lastly, prisons are already overcrowded due to the number of inmates who have committed minor offenses, doubling the sentence will add to this problem. On the other hand, there are at least three pros if this bill is passed. First of all, if the rate of arm robbery is reducing, the citizen will feel more secure. Second of all, if this prison term is double, it will keep the ex-convicted from committing the same crime over and over again. Lastly, if we can reduce the rate of armed robbery, we can reduce the people financial and mental lost. I would like to go in more details on the pros and cons before I recommend an action. Firstly, if this bill is passed, it will create a financial crisis for the innocent citizens. Doubling the prison term means doubling the cost of maintaining the prison’s facility. Therefore, it is required for the government to increase the percentage of tax that needed to be charge against working citizen. The extra money that needed to be spent on maintaining the prison’s facility could be use on increasing the economy or it could be spend on education purposes. Secondly, according to statistic, people who commit crimes have one thing in common; they think they will not get caught committing crimes. Therefore, it is useless to increase the prison term when it will no have effects on preventing citizens committing crimes. Lastly, people are sentence to serve minimum requirements for minor offenses, doubling the prison term on armed robbery will add to this problem. On the other side, there are pros to this change. First of all, if the rate of arm robbery is reducing, the citizen will feel more secure. When the citizens feel secure, they will trust in the law and its effectiveness. Once the people see the effectiveness of the new bill, they will less likely to plan an armed robbery. Secondly, if this prison term is double, it will keep the ex-convicts from committing the same crime over and over again. Although we cannot prevent citizens from committing a planned armed robbery, but if this bill is passing, it will decrease the crime rate produced by ex-convicts who have committed armed robbery to come back and enact the same crime, which eventually will reduce the crime rate. Lastly, being able to reduce armed robbery will help victims from losing materialistic things and mental health. According to statistics from the Federal Bureau of Investigation (FBI), in the year of 2001 robbery accounted for 29. 4 percent of violent crimes in the United States, costing victims a total of $532 million. The average loss per victim during that year was $1258. Not only will the victim suffer financially, they will also suffer mentally (Federal Bureau of Investigation, 2009). Because the lives and security for citizens are more important then the outcome of tax increase, I would recommendation the legislatures to enforce the policy. The economy has a cycle. It has its ups and down and we know that financially we can afford to maintain or build new prison facilities. However, we cannot increase the security for our citizens if we cannot reduce the crime rate in the near future. Doubling the maximum prison term for anyone convicted of armed robbery will reduce the crime rate; therefore it will increase the safety for our citizens. I strongly advice you to vote for the change. Reference * No Authors. Federal Bureau of Investigation. Retrieved July 4, 2009, https://www. fbi. gov

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High Profile Rape Case

High-profile rape cases in the Philippines Researched and compiled by GMA News Research using the following Sources: Inq7. net, Philippine Headline News Online. Supreme Court decisions Year Victim(s) Suspect(s) Notes  Chiong rape case  July 16, 1997 Marijoy Chiong, college beauty The Supreme Court sentenced to death on February 3, 2004 theJacqueline and Marijoy were waiting for a ride home when they  queen, raped and killed following suspects: were forced into a car at about 10 p.on July 16, 1997 at Jacqueline Chiong, raped  Francisco Juan "Paco" Larranaga, a scion of the influential the Ayala Center Cebu.(disappeared) and powerful Osmena clan Jozman Aznar, whose family owns a hospital and a school  The sisters were brought to a house in Barangay Guadalupe, Rowen Adlawan Cebu City, where they were raped. Then they were brought to Ariel Balansag  Sitio Tan-awan in Carcar town, about 40 km south of here, Alberto Cano where they were again molested.James Anthony Uy, one of the seven suspects, was spared from the death penalty because he was only 16 at the time the Marijoy's badly bruised body was found in a ravine in Sitio  crime was committed Tan-awan a day after the abduction. Jacqueline's body remains James Andrew Uy, older brother of James Anthony, was missing to this day.  originally sentenced to death, but was downgraded to life imprisonment after the court found out that he was only 17 years old when the crime was committed.  Jalosjos case  1996 11-year old girl, raped Zamboanga del Norte Congressman Romeo Jalosjos was found Statutory rape case.  guilty beyond reasonable doubt of two counts of statutory rape and six counts of acts of lasciviousness..  The Supreme Court affirmed the lower court's decision sentencing Jalosjos to two reclusion perpetua. He was also ordered to pay the additional amount of P50,000. 0 as civil indemnity for each count of statutory rape and acts of lasciviousness. The SC also increased to P50,000. 0 the award of moral damages for each count of acts of lasciviousness.Sarmenta-Gomez rape slay case  June 28, 1993 Mary Eileen Sarmenta, 21, UP Los The Supreme Court found Calauan, Laguna Mayor Antonio Supreme Court decision on the Allan Gomez-Eileen Sarmenta Banos student, raped and killed Sanchez and six others were found guilty of seven counts of rape-slay  rape with homicide. Allan Gomez, 19, boyfriend of George Medialdea  Sarmenta, killed  Ziolo Ama Baldwin Brion Luis Corcolon Rogelio Corcolon Pepito Kawit Each of them were  sentenced to seven reclusion perpetua and  were ordered to pay the respective heirs of Eileen Sarmenta and Allan Gomez P700,000. 00 as additional indemnity.  Vizconde Massacre  June 30, 1991 Carmela Vizconde, 17, raped and Sentenced to a jail term of reclusion perpetua on January 6,The verdict came eight and a half years after the crime killed 2000 by Judge Amelita G. Tolentino of the Paranaque Regional  Trial Court: Estrellita Vizconde, a Hubert Jeffrey P. Webb, son of former Senator Freddie Webb  businesswoman, killed Antonio "Tony Boy" Lejano II, (son of actress-singer Pinky  Jennifer Vizconde, killed de Leon and nephew of actor Christopher de Leon) Hospicio "Pyke" Fernandez Miguel "Ging" Rodriguez Michael Gatchalian Peter Estrada Meted a jail term of 11 years, four months and one day to 12  years: former policeman Gerardo Biong, who was convicted for being an accessory to the rape and homicide by allegedly helping the accused tamper with evidence Ordered the immediate arrest of: Artemio "Dong" Ventura (at large when the verdict came out)  Joey Filart (at large when the verdict came out) Maggie de la Riva case  June 26, 1967 movie actress Magdalena "Maggie" de Four suspects were convicted of forcible abduction with rapeRead the Supreme Court decision on the Maggie de la Riva case  la Riva, 25, single and of three other crimes of rape. Each of them were sentenced to four death penalties and were ordered to pay de  la Riva P10,000. 00 each. Executed in 1972 full view of television cameras were: Jaime G. Jose Basilio Pineda, Jr.  Edgardo P. Aquino Rogelio Canal, one of the four, died in prison on December 28 [pic]

 

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Forces that Shape the Earth

Plate Tectonics The forces that shape the earth begin beneath the lithosphere. Rock in the asthenosphere is hot enough to flow slowly. Heated rock rises, moves up toward the lithosphere, cools and circulates downward. Riding above this circulation system are the tectonic plates, enormous moving pieces of the earth’s lithosphere. [pic] Plate Movement Tectonic Plates move in four different ways. When tectonic plates come into contact, changes on the earth’s surface occur. 1. Diveregnt Boundary- Plates move apart, spreading horizontally. . Convergent Boundary-Plates collide causing either on plate to dive under the other or the edges of both plates crumple. 3. Transform Boundary- Plates slide past one another. [pic] Folds and Faults When two plates meet each other, they can cause a folding or cracking of the rock. The transformation of the crust by folding or cracking occurs very slowly, often only a few centimeters or inches a year. The rocks, which are under great pressure, become more flexible and bend or fold, create changes in the crust. pic] Earthquakes As the plates grind or slip past each other at a fault, the earth shakes or trembles. This sometimes violent movement of the earth is an earthquake. [pic] Volcanoes Magma, Gases and Water from the lower part of the crust or the mantle collect underground chambers. Eventually the materials pour out of a crack into the earth’s surface. Most Volcanoes are found along the tectonic plate boundaries. [pic] Tsunami Some Earthquakes causes a tsunami a giant wave in the ocean. A tsunami can travel from the epicenter of a quake at speeds of up to 450 miles per hour, producing waves of 50 to 100 feet higher, [pic] Weathering Weathering Refers to Physical and Chemical processes that change the characteristics of rock on or near the earth’s surface. Weathering occurs slowly over many years and even centuries. Weathering process create smaller and smaller pieces of rock called sediment. [pic] Mechanical Weathering Processes that break rock into smaller pieces. Mechanical weathering doesn’t change the composition of the rock only its size. [pic] Chemical Weathering Chemical Weathering occurs when rock is changed into a new substance as a result in a interaction between elements in the air or water and the minerals in the rock. Decomposition, or breakup, can happen in several ways. [pic] Erosion Erosion occurs when weathered material is moved by the action of wind, water, ice, or gravity. For Erosion to occur, transportation agent, such as water, must be present. Glaciers, waves, stream flow, or blowing winds cause erosion by grinding rock into smaller pieces. [pic] Water Erosion One form of Water Erosion as water flows in a stream or river. The motion picks up the loose material and moves it down stream. The greater the force of water, the greater the ability of water to transport tiny rock particles, or sediment. Another form of erosion is abrasion, the grinding away from rock by transported particles. [pic] Wind Erosion Many Ways Wind Erosion is similar to water erosion because the wind transports and deposits in other locations. Wind Speeds must reach at least 11 miles per hour before fine sediment can be moved. The greater the speed of the wind, the larger the particles move. [pic] Glacial Erosion Glaciers form in mountains areas and in regions that are routinely covered with heavy snowfall and ice. In mountain regions, glaciers move down slope as a result in gravity. Glaciation is the changing of landforms by slowly moving glaciers. [pic] Building Soil Weathering and Erosion are apart the process of forming soil. Soil is the loose mixture of weathered rock, organic matter, air, and water that supports plant growth. Organic matter in the soil helps support the growth of plants by providing needed plant food. Water and Air share tiny pore like spaces in the soil. [pic]
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Nurse Leader Linda Richards

Linda Richards Introduction Linda Richards, America’s first and professional trained nurse has transformed her profession, bringing the work of nursing from menial chores to the great caregiving profession of today. She first got her experience in nursing when she was dealing with her dying mother; which was a very awakening experience to Linda, because during this time, she cared for her until her death. Linda's training as a nurse began under the supervision of Doc Currier, the family’s physician. From him, she received medical knowledge and some proper training. Despite her interest in nursing, in 1856 at age 15, she enrolled in St. Johnsbury to be trained as a teacher. Richards taught for several years, but was never happy in that profession. After teaching and a couple of personal losses, she then decided that she wanted to work as a nurse. Linda moved to Boston and took a job at Boston City Hospital to take a job as an assistant nurse. Here, she received little to no training, and was treated like a maid rather than the nurse she wanted to be. She left 3 months later due to poor health. Linda noticed an advertisement for a nurse-training program to be offered at the New England Hospital for Women and Children. She was one of five women to sign up for a nurse-training program at the New England Hospital for Women and Children. Linda Richards was the program's first graduate in 1873. Career After graduation, she moved to New York city, where she was hired as night supervisor at Bellevue Hospital. At Bellevue Linda created a system for charting and maintaining individual medical records for each patient. This was the first written reporting system for nurses which even the famous Nightingale System adopted. This system has become widely adopted in the United States as well as United Kingdom. By 1874 Linda was ready to take over the Boston Training School. She returned to Boston and was named superintendent of the Boston Training School for nurses. Though the school's training program was only a year old at the time, it was under threat of closure due to poor management. Eventually, it became regarded as one of the best nursing programs in the country. Wanting more skills, Richards took an intensive, seven-month nurse training program in England in 1877. She studied at St. Thomas's Hospital in London, where she was able to spend some time with Florence Nightingale, widely regarded as the founder of modern nursing. At Nightingale's suggestion, she studied at King's College Hospital and the Edinburgh Royal Infirmary in Scotland. She returned to Boston in 1878 to work at the Boston College Hospital where she established a nurse training school. Following some health problems brought on by overwork, Linda used her experience to establish the first nurse-training program in Japan. She began in 1886, at first working through an interpreter. She stayed in Japan for 5 years before returning to America. Linda Richards continued to establish nurse training programs and schools in Philadelphia, Massachusetts and Michigan. Goals and Accomplishments Linda Richards has really made an impact on nursing. she was first trained nurse in America, She led the way for American nurses and set up a few nursing programs. She was one of the ones who tackled problems head on. Richards set up schools at many hospitals and taught Florence Nightingale’s nursing method and also set up the first nursing program in Japan. She received the first diploma awarded by the nation's first school of nursing and purchased the first share of stock in the American Journal of Nursing Company in 1900. She brought nurses into the mainstream of the profession and at the same time changed the focus of the profession to include the care of the mentally ill. Conclusion She has trained many nurses, and inspired them to do great along the way. Because of her, she made it possible for many nurses to get in the program they are in today, and trained them to teach others to get the skills they need. Linda Richards was inducted into the National Women's Hall of Fame in Seneca Falls, NY. Her portrait hangs in the lobby of the Canton-Potsdam Hospital, just a few miles from where America's first trained nurse was born. Resources American Association for the History of Nursing (2007) Linda A. J. Richards 1841 - 1930, https://www. aahn. org/gravesites/richards. html Faqs. org, (2010), Linda Richards Biography (1841-1930), https://www. faqs. org/health/bios/0/Linda-Richards. html Journal of Nursing Scholarships, (2007), As Well as Cared for Linda Richards and The Mentally Ill, https://onlinelibrary. wiley. com/doi/10. 1111/j. 1547-5069. 1984. tb01385. x/pdf
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Mattel Case Stusy

>Business Ethics Assignment 

I. Do Manufactures Of Products For Childrens Have Special Obligations To Consumers And Society? If So, What Are These Responsibilities?

Because of the company’s product and designs primary for children, it must be sensitive to social concern about children’s right: By assuring parents that their children’s privacy will be respected, Mattel demonstrated that it takes its responsibility of marketing to children seriously. In 2007, Mattel conduct entitled Global Manufacturing principles. In this principle, Mattel’s business partners must ensure high standard for product safety and quality, adhering to practices that meet Mattel’s safety and quality standards, make sure that the entire product will not be harmful to the children. 

Partners must also comply with all import and export regulation and they must strictly adhere to local and international customs law. An example of Mattel responsibility to the children is the Mattel children foundation which is found in 1998. The gift was mean to support the existing hospital and provide for a new state-of-art-facility.

To the society, the company is not using any child labor, forced labor or uses any type of that labor itself. The company stated that it does not tolerate discrimination, the employee should be hire according to their ability to complete the job, not their believe or characteristics 

II. How effective has mattel been at encouraging ethical and legal conduct by its manufacturers? What changes and additions would you make to the company’s global manufacturing principle?

All partners must respect the intellectual property of the company, and support Mattel in the protection of asset. Mattel always required its business partner s to commit with their high ethical standards for product safety and quality. But in recent years, some standards have been seriously violated, such as using child labor in some overseas company.

Those companies were later on asked to change their operation or risk losing Mattel’s business or being punished by legal department or suited by Mattel or the customers. In order to encourage their partner, they also conducted the Global Manufacturing Principles. Here are some of my recommendations for Mattel’s Global Manufacturing Principles: 1. Make sure the contractors and subcontractor use the right facilities for Mattel’s products. 2.

Maintain the supervisor 3. All the products must be tested carefully to make sure that they not violated to any cultural ethic and ensure their safety 

III. To what extent is mattel responsible for issues related to its production of toys in china? How might have mattel advoid these issues? IV. Should mattel receive control of mga’s brazt dolls? If so, what actions should mattel take regarding brazt?

007 was a bad year for Mattel. Despite Mattel’s best effort, not all oversea manufactures have faithfully adhered to its high standard, forcing Mattel to make two huge toys recall. The re called toys sold by Mattel was for various health hazards.

Among them were toys that contained magnets and lead paint Small magnets used in toys can fall out and be swallowed or aspirated. Intestinal or blockage can occur, if more than on magnet is swallowed. Lead is extremely toxic and can create numerous health problems when swallowed or inhaled in large level. The paint used in recalled products was not certified for use according to Mattel standards. In my opinion, the Chinese contractors had violated the commitment between two companies by using lead paint.

But, we cannot say that Mattel is not responsible for this issue. Firstly we should talk about its three points paint check system: 

  1. Mattel only use paint from certificated suppliers. Every batch from every vendor is tested. Any batches not passing the test will not be used. 
  2. The production process controls are for vendors and random unannounced inspections are implemented. . All finished toy produced are tested before they get to the customers. 

As we can see, that a very strict check system but why those harmful toys could still pass through and went to the market? It’s clearly that using lead paint is bad but let those toys get to the customer isn’t it worst? If I own a car toy factory and I allow my neighbor to produce my car and my neighbor use toxic paint to paint them then we are both in the wrong. So both Mattel and the Chinese contractor are equally to blame. Mattel also have problems with their design, the magnet fall out too easy.

As they are losing their reputation and subcontractors, Mattel should really do something to avoid these issues. In my opinion, firstly, Mattel should improve its design and carefully exam the toy before launch them out. Secondly, they should also improve their supervisor over the products and make sure all of them pass the high standards request. Thirdly, Mattel should investigate contractors and audit the subcontractor and if necessary, provide them the information about their product high standard and safety. 

IV. Should mattel receive control of mga’s brazt dolls? If so, what actions should mattel take regarding brazt?

Brazt is really the first doll to successfully compete against the massively successful Barbie franchise in ages. The Brazt ranges of doll have affected the sale of Mattel’s leading product: Barbie and decreased by %6 The battle began when Mattel had an investigation and found out that: Carter Bryant, the designer of the Brazt range, who was then working for MGA, had conceived the ideas of Brazt while he was at Mattel. Matte then suited MGA to gain the control over Brazt.

A judge earlier judged that MGA had develop the doll from the intellectual property that belonged to Mattel and so, he ordered that Mattel take over the manufacture and sale of the doll after the Christmas season. In my opinion, even if you state that the concept of the doll was created at Mattel, at best you could make an argument that Mattel had some right to an injunction and profit from the first generation of the doll. 

The judge not only ruled MGA to stop selling and manufacturing Brazt but also have to hand over all sort of confident info includes: all related product, customers’ info and especially the 2010 plan… That is difficult to see any fairness at all for forcing them hand over the future plan that have nothing to do with the created while at Mattel. MGA was then faced a critical situation: they are forced to collect and destroy all Brazt dolls that are in the market. MGA had investigated it would have to spent about $10 million or $20 million to do so.

But in December 9, the Ninth Circuit Court of Appeals essentially stopped the process. The court ruled the MGA can continue to sell their Brazt dolls that are currently on the market until the next judgment is made. The court also indicated that the order transferring ownership of the Bratz trademark and copyright from MGA to Mattel was “drastic,” and questioned why Mattel wasn’t simply given a royalty or ownership stake in MGA’s Bratz franchise. 

The appellate judges also ordered Mattel and MGA to mediation. In other words, the two companies should try to sort it out themselves. MGA then paid US $100 million (instead of US$500 million as Mattel sued MGA for) in damages, citing that only the first generation of Bratz had infringed on Mattel property and that MGA had innovated and evolved the product significantly enough that subsequent generations of Bratz could not be conclusively found to be infringing.

I think that would be the best solution for both Mattel and MGA because Brazt has been in the market for a long time and is going to celebrate its 10th anniversary. Customers love Brazt and they don’t want to lose them or changed them. After this affair some customers say they don’t want Barbie anymore because Mattel was just being selfish and it seems like they simply trying to stop competition. As so, in my opinion, Mattel should work out a deal with MGA in which MGA can continue sell Brazt dolls as long as Mattel share in some of the profits. 

References

  1. Case study 6, “Mattel responds to Ethical Challenges”, p3, 4,5,6,7. 
  2. Mike Masnick, 2009, “Why Mattel Get Future Should Plans For New Bratz Dolls? ”Accessed 1 May 5, 2010. ( https://www. techdirt. com/articles/20090527/0143345018. shtml) Bonnie Fitzgerald, “Made in China: Mattel Recalls toys for safety issues “accessed 1 May 5, 2010 (https://www. helium. com/items/608895-made-in-china-mattel-recalls-toys-for-safety-issues)
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Youth Unemployment in India

>Youth Unemployment

 “A man willing to work, and unable to find work, is perhaps the saddest sight that fortune’s inequality exhibits under the sun. ” “You take my life when you take the means whereby I live. ” These observations by Thomas Carlyle and William Shakespeare respectively reflect what youth unemployment means to me.

As I reflect on youth unemployment, several thoughts and examples cross my mind. Here are a few: Almost every week one reads in newspapers in India, my country, about farmers committing suicide due to a high level of indebtedness on the one hand and lack of farm unemployment on the other. Many are in their youth. There was a very touching story about a young man who lost his job due to the global meltdown. He did not have the heart to tell his family, friends or neighbors about the sad development.

He would therefore, leave his home everyday at the normal time in the morning with his brief case, spend the day in a garden and return in the evening. There is an increasing number of young patients visiting psychiatrists for clinical depression caused by unemployment.

In recent times, many college graduates have volunteered to work absolutely free in private companies. 

Their objective, in the absence of a paying job, is to get some experience and add to their resumes so that when the opportunities of paying jobs arise, they have a better chance than others. – Youth unemployment is an area of very serious concern to South Asia, India (which is the largest country in South Asia) and to me and my generation. The impact of unemployment among the young is described here in the first part of this essay. 

GDP Impact: It is an established economic reality that the size of the workforce directly impacts a country’s GDP. Not only does the work force produce manufactured goods or services or agricultural produce in direct proportion, but also brings in its wake increasing purchasing power, which in turn, fuels economic growth. Thus unemployment contributes to a reduction in the potential which exists in spurring a country’s GDP. 

Psychological effect: George Bernard Shaw wrote, “A man who has no office to go to- I don’t care who he is- is a trial of which you can have no conception. ” Young men and women, who have put in a decade or two in schools and colleges, have dreams and aspirations. These are dreams of securing satisfying jobs following their years of struggle, meeting basic necessities of life (food, clothing, shelter and healthcare), graduating to a life of comfort and dignity and, eventually, enjoying the luxuries of life.

The trauma of seeing their dreams shattered week after week, month after month, can and does lead to deep psychological scars that are very difficult to face at such a young age. These can impact any individual’s self esteem and can lead to clinical depression, as “mind unemployed is mind un-joyed”. Christian Nevell Bovee) Family Support: In a country like India, where the retirement age is low and there is no social security net, very often a family depends on a son or a daughter graduating from school or college to take up employment in order to support the entire family.

When that does not happen, the financial woes are unimaginably sorrowful. Social impact: With growing youth unemployment, the divide between the rich and the poor grows, resulting in social tensions which could affect the entire fabric of a community, province or community. 

Law and order: It has been established that educated unemployed are likely to take to crime- blue collar or white collar crimes- more easily than others. This arises out of the theory that they would have, at some stage of their careers, seen good life, even from a distance, and formed their dreams based thereon. When they fail to see these dreams turn into reality, some turn to crime. 

Social Ills: Youth unemployment also leads to other social ills such as addiction to alcoholism, tobacco and harmful drugs, battering of wives and children. These are the outlets to vent frustration caused by unemployment. 

Effect on health: It is equally easy to visualize that lack of steady income could, apart from the above ills, also lead to inadequate nutrition and adversely affect health of the youth and their families. 

Political instability: When unemployment grows in a community, dissatisfaction with the incumbent Government follows. This, in turn, leads to frequent changes in Governments or formation of unsteady coalitions. Neither is healthy for long term stable economic policies and this situation could lead to a vicious circle of political changes.

As President Franklin D. Roosevelt had stated, “Not only our future economic soundness but the very soundness of our democratic institutions depends on the determination of our government to give employment to idle men. ” Youth unemployment (as also underemployment) therefore means to me, “the saddest sight that fortune’s inequality exhibits under the sun”, as stated at the beginning of this essay. 

Causes: Before discussing my solution and approach to reduce youth unemployment and under employment, it is necessary to explain the causes which have led to such an alarming situation in India in particular and globally in general. The growth in population has obviously outpaced the creation of new job opportunities. While countries such as India and China are now growing at close to or above double digit figures annually, this was not the case in the not-too-distant past, when growth rates of the economies and of the population were both comparable, at around 3% per annum.

This is still the case in some countries in Sub-Saharan Africa. Moreover, it is necessary to realize that the growth rates for new jobs are much lower than the GDP rates for a variety of reasons. GDP growth is driven by growth in Agriculture, Manufacturing and Services. 

Developing countries, such as India and China, have shifted their growth focus from Agriculture (which has the highest job creation potential) to Manufacturing and now to Services. While this leads to impressive growth rates in GDP, job creation lags behind. Another reason for the mismatch between growth in GDP and in unemployment opportunities is increased focus on automation.

While some Governments in developing countries do emphasize the need for employment-oriented technologies, entrepreneurs generally prefer automation, especially if the economic trade off is in its favor. 

Growing concern about labor productivity, accuracy, speed, responsibility, quality, consistency, labor unrest and indiscipline began the march towards automation. This was further accentuated by growth in sizes. For example, farms of one acre in size were not ideal for tractors and hence used men and animals.

However, as farm sizes grew, tractors took their place, displacing both. Similar is the case of robotics in the manufacture of cars or air conditioners or other appliances. This shift in technology has been detrimental to creation of job opportunities. The number of jobs per car produced has dropped dramatically over the years. The advent of computers, especially PCs and laptops, with unimaginable processing speeds and memories, has struck another blow to job opportunities.

For example, just four decades ago, millions of company share certificates of investors globally were handled manually and so were payment of dividends, bank transfers, airline tickets, reservations and payment of utility bills. All this is now fully computerized and has eliminated millions of potential jobs. 

The reason for citing these examples is not to criticize new technologies and automationthese are inevitable and in the overall interest of the global economic progress. However, it is necessary to realize this shift and this reality before exploring options to reduce unemployment. As President John F.

Kennedy had mentioned, “We believe that if men have the talent to invent new machines, that put men out of work, they have the talent to put those men back to work. ” Another major reason for youth unemployment is the mismatch between educational curricula and the skills levels expected from new entrants. In many countries, Governments do not play an active role in bridging this divide, nor does Academia on the one hand and industry on the other. Schools, colleges and universities continue to educate young students year after year without realizing that their readiness to “hit the ground running” in the industrial sector is woefully lacking. 

In many cases they not only need retraining but often even unlearning to be appropriately groomed for their industrial careers. There is also a perception that several jobs need prior experience of many years and this is another reason why youth is not given the consideration it deserves. Will passengers trust a pilot in his mid-20s to fly them through turbulent weather or will they prefer a seasoned pilot in his 40s? Will a bank manager like to finance a young graduate out of college for a new venture or an experienced entrepreneur with a track record of two decades? The same considerations apply when a person looks for a tutor for his/her child.

This bias against youth is further accentuated by the fact that many countries do not have a retirement age. With health consciousness, improved health care and longevity, there are many who continue to be in the active work force until they reach 70 (and even beyond). This limits the turnover in job opportunities and as the demographic profile shifts to youth, the imbalance ecomes glaring during the transition period. Yet another major reason for youth unemployment is the rural –urban divide. 

For a variety of social reasons, such as availability of school and college systems, perceived job opportunities and the glamour attached to cities, youth tend to migrate from rural areas to urban ones, eventually leading to a substantial mismatch between job opportunities and the available candidates. It is somewhat reassuring to know that against these major reasons for youth unemployment and underemployment, there are some redeeming developments. There are various service sector opportunities where youth are preferred due to their energy levels, enthusiasm, willingness to learn, lower financial expectations and long term aspirations.

For example, in the hospitality and transportation sectors, there is a distinct shift in the age profiles and one sees cabin crews, hotel receptionists, call centre agents, computer programmers and administrative assistants who are fresh out of colleges, bringing a new level of enthusiasm to their jobs. 

Approach: The approach that I have chosen addresses some of the basic causes of youth unemployment that have been described above. The area chosen by me (described later in this essay) does not need any significant level of college education- the skill set needed can be imparted to a school or college graduate in a few weeks. Experience, though helpful, is not necessary.

Nor is urban or rural location, since the industry can be location-agnostic to some extent. Moreover, the level of automation is also not significant and can vary depending on the level of comfort of the entrepreneurs. 

The industry selected is Food Processing and the approach is entrepreneurship. Before describing the project and its success in creating hundreds of entrepreneurs and thousands of job opportunities in a locational area, it would be pertinent to present an overview of the Food Processing sector in India and the opportunities that await new entrants. Food Processing in India: India is a major producer of fruits and vegetables-regionally and globally.

It accounts for 51 million tonnes of fruit against the global production of 500 million tonnes annually, being second only to China. Similarly, it grows 72 million tonnes per year of vegetables out of 890 million tonnes worldwide and ranks second in the world. Thus there is an enormous base of fruits and vegetables. With growing consciousness about the contribution to good health and with a substantial part of the population preferring vegetarian diet, fruits and vegetables play an important role in the daily menu. India dominates in certain fruits.

It occupies the first rank in Bananas (22 million tonnes, being 24% of world production) and in Mangoes (13 million tones, 40% of global production). 

Apples, Pineapples, Grapes, Lemons, Guavas, Oranges and Papayas are some of the other fruits that are harvested in India. Major vegetable crops include Potatoes, Tomatoes, Onions, Cabbage and Beans. India, being a vast country, has varying soils, climactic conditions (sub tropical to Mediterranean to cold) and irrigation levels.

Thus it provides opportunities to cultivate a wide range of fruits, vegetables, food grains (such as wheat, rice and cereals) and spices. Moreover, with a coastline of 6000 km (3600 miles), there are huge opportunities in fresh fish and sea foods which also need processing to avoid waste and spoilage. About 490 million poultry, 185 million cattle and 124 million goats form part of the livestock census. While the production of fresh fruits and vegetables is indeed impressive, India lags behind other countries in value addition to these agricultural crops, by way of processing of fresh produce. Although there is enormous potential for processed fruits and vegetables, only 2% of them are processed and the rest are either consumed as fresh produce or are vulnerable to spoilage. 

As against this low level of processing, the US and Brazil process 65% and 70 % of their fruits and vegetables respectively. Even a developing country such as Malaysia converts 70% of its produce into value added processed foods. Here lies the opportunity for Indian youth.

With change in demographics, the youth’s preferences for processed foods, export opportunities in the region, increasing presence of women in the work force who do not have the time or the inclination to cook everyday, and higher disposable income within the 400 million middle class, there is a growing demand for a wide range of processed fruits and vegetables-pulps, juices, concentrates, jams, jellies, marmalades, syrups and squash. They also find application in other processed foods such as ice creams, cakes, yogurts, muffins, candies, breads, cookies, soup mixes, breakfast cereals, pastas, wines and noodles. 

Besides, there is a growing demand for newer categories of foods, such as health foods, nutraceuticals and supplements for special dietary needs. This is thus an enormous opportunity which my project tries to build on in order to solve multiple problems and to convert a liability into an asset. Why is it a liability? Fresh fruits and vegetables need preservation or quick utilization to avoid spoilage.

This means expensive infrastructure- refrigerators, vans, quality roads and rail systems, cold storages at the warehousing and retailing levels and consciousness about processing. A developing country such as India lacks these due to their high capital intensity. Consequently, almost 30% of fruits and vegetables get spoilt, for want of proper post-harvest handling. 

In a country where farmers are poor, most of them below the poverty line, and many in a permanent state of indebtedness, leading to several cases of suicides, this type of spoilage is obviously unaffordable. Even for the national economy, it is not only unacceptable but also a hazard to the ecology and the environment. My focus on developing entrepreneurs to convert agricultural produce into value added processed foods thus addresses all the relevant issues: Youth unemployment and underemployment.

Opportunity to add value to agricultural produce Prevention of wastage of fruits and vegetables Low level of skill sets needed at the entry level Low entry barriers due to low capital investment Favorable environmental impact Flexibility in levels of automation There is yet another major reason that has led me to choose food processing. Here is an area where the entry level capital can be tailored as per the availability of resources. It has the capability of having micro-entrepreneurs on the one hand and the international giants such as Pepsi, Coca Cola, Cadbury (Kraft), Kellogg, Nestle and Unilever on the other. It would be relevant to cite two examples of micro entrepreneurial opportunities here. 

A person starts a roadside portable kiosk on a moveable cart. She sells roasted peanuts, boiled and salted peanuts, boiled potatoes and sweet potatoes and few other similar items. These are prepared fresh and are served to customers as daily snack foods.

Her total investment is only $300 and her daily margin is approximately $30. The venture supports two persons- herself and her partner, who looks after the supply chain and the administrative aspects. The result: a micro-entrepreneurial venture, creating two jobs at a capital outlay of $150 per job and supporting two families. 

The second example: A housewife becomes a micro entrepreneur. She invests $500 in ovens, mixers and similar equipment. She employs three high school graduates-two prepare branded birthday cakes under her supervision and the third handles logistics-raw material supplies and door delivery to customers.

The housewife looks after marketing and brand promotion through the internet and/or the telephone. The venture gives her an average gross margin of $120 per day which is shared among herself and her three employees. The result: A home based venture with a capital outlay of $125 per job that supports four families.

Background of the project

My mother is a qualified Food Technologist and she heads the Department of Food Technology in a Polytechnic. Over the years, she noticed that several of her students (who came to the Polytechnic after ten years of school studies and who go through the three year diploma program) chose to become entrepreneurs and started their own micro/small ventures. (The others took up jobs in larger food processing companies, quality control laboratories, hotels and restaurant chains).

She then felt that she could develop and offer short term Entrepreneurship Development Programs (EDP) suited for those unemployed youth who had the caliber and motivation to start their own food processing ventures. Having seen the potential for food processing, as outlined above, and having had discussions with Provincial and Federal Governments, which were willing to provide grants up to 50% of total investment to micro and small entrepreneurs, she decided to form a team of multi-disciplinary experts and volunteers to develop the EDPs. 

In view of my accounting, financial and administrative background and experience, I was given the responsibility of preparing packages for financial evaluation of ventures, taking up an administrative oversight role and identifying sources of financial support form public and private sources. Our team formulated the EDP plan with strong support from each member (who also became the guest faculty for the EDPs). Project for training entrepreneurs for food processing Against the above backdrop, my team members and I launched the project for providing holistic training to potential entrepreneurs in food processing in order to create youth employment opportunities in our province. 

The objectives of the Entrepreneurship Development Program are as follows: 

  • Providing basic knowledge of project formulation and management, including technology and marketing 
  • Motivating the trainees and instilling confidence in them 
  • Educating them on the opportunities and financial assistance available 
  • Providing escort services to enable them to avail of credit facilities from Banks/Financial Institutions and from developmental organizations. 

The typical duration of the EDP is 4 weeks. There is a follow up phase of 12 months. Each batch has 20-30 trainees.

This ensures personal attention and development of individual projects, which could then have a robust chance of success. 

Course Content: The course content for each EDP includes the following: 

  1. Motivational training. 
  2. Opportunities available. 
  3. Sources of funds, including financial institutions and their schemes. 
  4. Market Surveys and identification of projects.
  5.  Preparation of Project Reports for Bank financing. 
  6. Management of resources (men, materials and money). 
  7. Rules and Regulations of local regulators. 
  8. Food Laws such as FPO/PFA/ECA/BIS. 
  9. Appropriate and latest machinery, including information on manufacturers. 
  10. Sourcing (including e-sourcing) of raw materials. 
  11. Factory visits and meetings with entrepreneurs. 
  12. Market perception, market intelligence and marketing. 
  13. Accounts, book keeping and financials (including taxation).
  14. Presentations by industry associations on infrastructure, possible areas of concern and approaches for success. 

Eligibility: The admission criteria for the EDP are:  

  1. Minimum 12 years of school education 
  2. Age limit of 25 years 
  3. High motivational level Moreover, the applicants should be unemployed or significantly under employed to be eligible for the EDP. 

The fees range from $ 200 to $1000 depending on the course content and duration. A significant part of this amount is reimbursed by the Provincial and Federal Governments which are committed to creating employment opportunities in food processing in India. The token contribution of the individual participants is essentially meant to ensure their commitment and seriousness.

The fees are meant to cover expenses on guest faculty, residential accommodation and meals for those participants who come from outside Mumbai, publicity and advertising, course materials, traveling costs for factory visits, rental charges for the lecture rooms and follow up expenses. Follow up phase: The follow up phase of an EDP is as important for creating employment opportunities as the EDP itself. It involves: Individual counseling. Assistance in identification of specific viable projects based on locally available raw material or market opportunities in the respective geographical areas of the participants. 

Preparation of project reports. Support in applications for financial assistance. Guidance in securing appropriate infrastructure.

Project management support, including selection of appropriate equipment. Technical troubleshooting after commencement of production. Success metrics: At the end of each EDP, the participants are encouraged to provide detailed feedback, based on identified metrics, to assist in improving future programs. In addition, metrics have been identified to evaluate the efficacy of the EDPs and the follow up phase. By monitoring the ratio of successful projects to participants, we are able to ensure that the objectives of the EDPs are satisfactorily met. 

Progress: I am very happy to report that my team has trained 350 entrepreneurs during the last three years. With an average success rate of 80 % of ventures continuing to operate beyond their first year, and with an average primary and secondary employment level of 7 persons per venture, we believe that our team has created employment opportunities for 1,960 unemployed youth. This excludes tertiary employment of estimated 2,000 young farmers.

Though this may sound modest, here is an example of a core team of 5 professionals with multi-disciplinary expertise, who, while working on other normal assignments, have been able to create livelihood for about 4,000 families within three years. 

Future plans Our next target is to Train the Trainers. Emboldened by the great success of the EDPs, we have commenced work on the trainers’ module, which would help in providing training to people with backgrounds similar to ours. They, in turn, would be expected to offer EDPs all over India, creating a tremendous scale up and multiplying opportunity.

We are also in dialogue with virtual universities to offer these programs to unemployed youth through Television and Internet. This would enable us to access a wider audience, especially in rural areas of India, where lies “the Bottom of the Pyramid”, an expression used by management guru Prof. C. K. Prahlad of the University of Michigan, to describe the relatively untapped potential. 

Acknowledgement: The statistics on India’s food industry have been taken from the article, ‘ Nature’s fruits: Health Capsules’ by Dr. J. S.

Pai, which was published in PFNDAI Bulletin, January 2009.

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A Wright Investors' Service Research Report: China Mobile Limited COMPANY PROFILE Figures in Hong Kong Dollars Wright Quality Rating:AAA19 440 Wheelers Farms Road Milford, CT 06461 U. S. A. Key Data Ticker: 941 2006 Sales: 288,358,015,400 Major Industry: Utilities Sub Industry: Telecommunications Country: Hong Kong Currency: Hong Kong Dollars Fiscal Year Ends: December China Mobile Limited Formerly known as China Mobile (Hong Kong) Limited. The Group's principal activity is the operation of mobile telecommunications. It also provides telecommunication network planning design and consulting services; network and business coordination center; optimizing construction-testing of its network structure, technology support, development and training of Nokia GSM900/1800 mobile communication system; roaming clearance; technology platform and maintenance; mobile data solution, system integration and development. Other activity includes investment holding. Operations are carried out in the People's Republic of China, the British Virgin Islands and the Cayman Islands. Stock Chart Officers Executive Chairman & Chief Executive Wang Jianzhou Joint Vice President & Chief Financial Officer Xue Taohai Secretary Grace Wong Wai Lan Stock Price (11/2/07): 152. 20 Recent stock performance 1 Week -1. 3% 4 Weeks 17. 2% 13 Weeks 71. 8% 52 Weeks 128. 9% Earnings / Dividends (as of 6/30/07) Earnings Dividends Most Recent Qtr 1. 90 Last 12 Months 3. 68 Ratio Analysis Price / Earnings Ratio 41. 6 Dividend Yield 1. 15% Price / Sales Ratio Price / Book Ratio 10. 56 Payout Ratio 47. 55% 9. 01 % Held by Insiders 74. 42% Address Phone +852 3121 8888 Home Page https://www. chinamobilehk. com Employees 111,998 Exchanges: HKG OTH Share Type: Ordinary 0. 84 1. 75 Market Capitalization: 3,045,322,844,017 Total Shares Outstanding: 20,008,691,485 Closely Held Shares: 14,890,119,842 99 Queen's Road Central HONG KONG Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not guaranteed. COMPARATIVE BUSINESS ANALYSIS: Data as of: 11/2/07 China Mobile Limited Company Description China Mobile Limited Formerly known as China Mobile (Hong Kong) Limited. The Group's principal activity is the operation of mobile telecommunications. It also provides telecommunication network planning design and consulting services; network and business coordination center; optimizing construction-testing of its network structure, technology support, development and training of Nokia GSM900/1800 mobile communication system; roaming clearance; technology platform and maintenance; mobile data solution, system integration and development. Other activity includes investment holding. Operations are carried out in the People's Republic of China, the British Virgin Islands and the Cayman Islands. Competitor Analysis China Mobile Limited operates within the Radiotelephone communications sector. This analysis compares China Mobile Limited with three other telecommunications providers in Asia: KDDI Corporation of Japan (2006 sales of 3. 06 trillion Japanese Yen [US$26. 75 billion] of which 81% was Mobile Phones), SK Telecom Company Limited of South Korea (11. 03 trillion Korean Won [US$12. 13 billion] ), and NTT DoCoMo Incorporated which is based in Japan (4. 77 trillion Japanese Yen [US$41. 65 billion] of which 98% was Mobile Phone Business). Sales Analysis During the year ended December of 2006, sales at China Mobile Limited were HK$288. 36 billion (US$37. 13 billion). This is an increase of 24. % versus 2005, when the company's sales were HK$231. 00 billion. This was the fifth consecutive year of sales increases at China Mobile Limited (and since 2001, sales have increased a total of 205%). Recent Sales at China Mobile Limited 288 231 181 149 121 95 2001 2002 2003 2004 2005 2006 (Figures in Billions of Hong Kong Dollars) The company's sales increased faster in 2006 than at all three comparable companies. While China Mobile Limited enjoyed a sales increase of 24. 8%, the other companies saw smaller increases: KDDI Corporation sales were up 4. 8%, SK Telecom Company Limited increased 2. %, and NTT DoCoMo Incorporated experienced a sales decline of 1. 6%. The company currently employs 111,998. With sales of HK$288. 36 billion (US$37. 13 billion) , this equates to sales of US$331,566 per employee. This is a great deal lower than the three comparable companies, which had sales between US$1,863,178 and US$2,789,325 per employee. Note that some of the figures stated herein could be distorted based on exact classification of employees and subcontractors. Sales Comparisons (Fiscal Year ending 2006) Company Year Ended Sales Sales Sales/ (US$blns) Growth Emp (US$) Largest Region China Mobile Limited KDDI Corporation SK Telecom Company Limited NTT DoCoMo Incorporated Dec Mar Dec Mar 2006 2006 2006 2006 37. 135 26. 752 12. 131 41. 654 24. 8% 331,566 N/A 4. 8% 1,863,178 N/A 2. 9% 2,789,325 N/A -1. 6% 1,929,217 N/A Recent Stock Performance During each of the previous 4 years, this stock has increased in value (at the end of 2002, the stock was at HK$18. 55). The stock price has more than doubled recently: For the 52 weeks ending 11/2/07, the stock of this company was up 128. 9% to HK$152. 20. During the past 13 weeks, the stock has increased 71. %. During the past 52 weeks, the stock of China Mobile Limited has outperformed (by a large margin) the three comparable companies, which saw changes between -6. 1% and 12. 1%. During the 12 months ending 6/30/07, earnings per share totaled HK$3. 68 per share. Thus, the Price / Earnings ratio is 41. 36. Some Wall Street research analysts are hesitant to recommend stocks that have sales of over US$1 billion and a P/E ratio of over 40. This is because companies already this large may have some difficulty expanding quickly enough to justify such a high P/E ratio. These 12 month earnings are greater than the earnings per share achieved during the last fiscal year of the company, which ended in December of 2006, when the company reported earnings of 3. 18 per share. Earnings per share rose 24. 0% in 2006 from 2005. Note that the earnings number includes a 0. 14 pre-tax charge in 2006. The 41. 4 P/E ratio of this company is much higher than the P/E ratio of all three comparable companies, which are currently trading between 10. 4 and 18. 7 times earnings. This company is currently trading at 10. 56 times sales. This is at a much higher ratio than all three comparable companies, which are trading between 1. 20 and 1. 52 times sales. China Mobile Limited is trading at 9. 01 times book value. The company's price to book ratio is significantly higher than that of all three comparable companies, which are trading between 1. 61 and 2. 24 times book value. Therefore, the market is valuing this company at higher book, sales and earnings multiples than the three comparable companies. Summary of Company Valuations (as of 11/2/07) Company P/E Price/ Price/ Book Sales 52 Wk Pr Chg China Mobile Limited KDDI Corporation SK Telecom Company Limited NTT DoCoMo Incorporated 41. 4 18. 7 10. 4 18. 5 9. 01 2. 24 1. 61 1. 70 10. 56 128. 90% 1. 20 12. 14% 1. 52 -3. 50% 1. 52 -6. 15% The market capitalization of this company is HK$3. 05 trillion (US$392. 18 billion) . Closely held shares (i. e. , those held by officers, directors, pension and benefit plans and those shareholders who own more than 5% of the stock) amount to over 50% of the total shares outstanding: thus, it is impossible for an outsider to acquire a majority of the shares without the consent of management and other insiders. The capitalization of the floating stock (i. e. , that which is not closely held) is HK$779. 05 billion (US$100. 33 billion) . Dividend Analysis During the 12 months ending 6/30/07, China Mobile Limited paid dividends totalling HK$1. 75 per share. Since the stock is currently trading at HK$152. 20, this implies a dividend yield of 1. 1%. This company's dividend yield is lower than the three comparable companies (which are currently paying dividends between 1. 2% and 3. 9% of the stock price). The company has paid a dividend for 5 straight years. China Mobile Limited has increased its dividend during each of the past 4 fiscal years (in 2002, the dividends were HK$0. 32 per share). During the same 12 month period ended 6/30/07, the Company reported earnings of HK$3. 68 per share. Thus, the company paid 47. 6% of its profits as dividends. Profitability Analysis On the HK$288. 36 billion in sales reported by the company in 2006, the cost of services sold totaled HK$16. 45 billion, or 5. 7% of sales (i. e. , the gross profit was 94. 3% of sales). This gross profit margin is significantly better than the company achieved in 2005, when cost of services sold totaled 22. % of sales. There was a wide variation in the gross profit margins at the three comparable companies, from 21. 0% of sales to 95. 1% of sales. Some of this disparity may be due to different accounting standards. The company's earnings before interest, taxes, depreciation and amortization (EBITDA) were HK$159. 33 billion, or 55. 3% of sales. This EBITDA to sales ratio is roughly on par with what the company achieved in 2005, when the EBITDA ratio was 55. 9% of sales. The three comparable companies had EBITDA margins that were all less (between 20. 7% and 39. %) than that achieved by China Mobile Limited. In 2006, earnings before extraordinary items at China Mobile Limited were HK$64. 46 billion, or 22. 4% of sales. This profit margin is an improvement over the level the company achieved in 2005, when the profit margin was 22. 0% of sales. Earnings before extraordinary items have grown for each of the past 5 years (and since 2002, earnings before extraordinary items have grown a total of 109%). The company's return on equity in 2006 was 24. 6%. This was an improvement over the 23. 3% return the company achieved in 2005. Extraordinary items have been excluded). Profitability Comparison Gross Earnings Profit EBITDA before Year Margin Margin extra Company China Mobile Limited China Mobile Limited 2006 94. 3% 55. 3% 22. 4% 2005 77. 2% 55. 9% 22. 0% KDDI Corporation 2006 21. 0% 20. 7% 6. 2% SK Telecom Company Limited 2006 95. 1% 39. 2% 13. 2% NTT DoCoMo Incorporated 2006 61. 0% 33. 0% 12. 8% Financial Position As of December 2006, the company's long term debt was HK$33. 45 billion and total liabilities (i. e. , all monies owed) were HK$167. 59 billion. The long term debt to equity ratio of the company is 0. 1. As of December 2006, the accounts receivable for the company were HK$10. 39 billion, which is equivalent to 13 days of sales. This is an improvement over the end of 2005, when China Mobile Limited had 13 days of sales in accounts receivable. The 13 days of accounts receivable at China Mobile Limited are lower than all three comparable companies: KDDI Corporation had 47 days, SK Telecom Company Limited had 105 days, while NTT DoCoMo Incorporated had 46 days outstanding at the end of the fiscal year 2006. Financial Position Company LT Debt/ Days Year Equity AR China Mobile Limited 2006 0. 11 13 KDDI Corporation 2006 SK Telecom Company Limited 2006 NTT DoCoMo Incorporated 2006 0. 40 47 0. 25 105 0. 15 46 Important Legal Notice THIS REPORT IS PROVIDED FOR GENERAL INFORMATION ONLY, IS NOT TO BE CONSIDERED AS INVESTMENT ADVICE AND SHOULD NOT BE RELIED UPON FOR INVESTMENT DECISIONS. NO REPRESENTATION OR WARRANTY IS MADE REGARDING THE ACCURACY, RELIABILITY OR TIMELINESS OF THE CONTENT. THE REPORTS ARE COMPUTER GENERATED AND MAY BE SUBJECT TO PROGRAMMATIC AND/OR CONTENT ERRORS. VISITORS SHOULD VERIFY INFORMATION WITH OTHER RELIABLE SOURCES. 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Information is believed reliable, but accuracy, completeness and opinions are not guaranteed. SUMMARY ANALYSIS: China Mobile Limited Equity Capital % % Profit Book Earned Rate Value Growth (ROE) Begin Yr 12. 8% 10. % 30. 1% 33. 5% 22. 8% 16. 3% 14. 3% 13. 9% 12. 4% n/a 12. 8% 10. 3% 30. 1% 33. 5% 28. 5% 20. 7% 21. 2% 23. 1% 24. 1% n/a 4. 32 3. 64 3. 91 4. 24 5. 66 8. 25 9. 48 11. 11 13. 22 15. 92 Earnings 12 Month Earnings % Per Share Change AF ABF AF BF AF ABF AF BF AF Per Share- Hong Kong Dollars Value Ratios Price/ Price/ Earnings Book Dividend Ratio Ratio Yield 24. 3 129. 6 36. 2 19. 3 11. 5 14. 0 13. 1 14. 3 21. 1 41. 4 3. 1 13. 4 10. 9 6. 5 3. 3 2. 9 2. 8 3. 3 5. 1 9. 0 0. 0% 0. 0% 0. 0% 0. 0% 1. 7% 1. 5% 2. 5% 2. 8% 2. 3% 1. 1% Dividends % 12 Month Payout Dividends Ratio Per Share 0. % 0. 0% 0. 0% 0. 0% 19. 9% 21. 1% 32. 8% 39. 8% 48. 5% 47. 6% C Year Fiscal Yr Ends: December 1998 1999 2000 2001 2002 2003 2004 2005 2006 11/2/07 CD CD CDE D CD D D Price Market Price Last 13. 40 48. 60 42. 60 27. 45 18. 55 23. 85 26. 35 36. 70 67. 20 152. 20 0. 55 14. 0% 0. 00 0. 00 0. 00 0. 00 0. 32 0. 36 0. 66 1. 02 1. 54 1. 75 0. 37 -32. 1% 1. 18 213. 6% 1. 42 1. 61 1. 70 2. 01 2. 56 3. 18 3. 68 21. 0% 13. 3% 5. 7% 18. 1% 27. 4% 24. 0% n/c (A): INCLUDES OR EXCLUDES EXTRAORDINARY CHARGE OR CREDIT - INCLS 0. 14 PRETAX CHG IN 2006, INCLS 0. 28 PRETAX CHG IN 2004, INCLS 0. 3 PRETAX CHG IN 2003, INCLS 0. 01 PRETAX CHG IN 2002, INCLS 0. 10 PRETAX CHG IN 2000, INCLS 0. 64 PRETAX CHG IN 1999, INCLS 0. 13 PRETAX CR IN 1998 (B): INCLUDES THE EFFECTS OF A CHANGE IN ACCOUNTING POLICIES OR TAX LAWS - - ADOPTED HKFRS INCLUDING HKAS & INTERPRETATIONS IN 2005, INCREASING EARNINGS BY 0. 02, - ADOPTED SSAP 12 (REV) DEFERRED TAX LIABILITIES. EARNINGS IMPACT NOT SPECIFIED, ADOPTED SSAP 9 (REVISED) AND SSAP 30 IN 2001, EARNINGS IMPACT NOT SPECIFIED, - ADOPTED SSAP 1 (REVISED) FOR PRESENTATION OF FINANCIAL STATEMENTS IN 1999 (C): INCLUDES EXTRA CASH DIVIDENDS - 0. 6 IN 2006, ANHUI MOBILE (BVI) LTD, JIANGXI MOBILE (BVI) LTD, CHONGQING MOBILE (BVI) LTD, SICHUAN MOBILE (BVI) LTD, HUBEI MOBILE (BVI) LTD, HUNAN MOBILE (BVI) LTD, SHAANXI MOBILE (BVI) LTD & SHAANXI MOBILE COMMUNICATION LTD IN 2002, BEIJING MOBILE COMMUNICATION COMPANY LIMITED, SHANGHAI MOBILE COMMUNICATION COMPANY LIMITED, TIANJIN MOBILE COMMUNICATION COMPANY LIMITED, HEBEI MOBILE COMMUNICATION COMPANY LIMITED, LIAONING MOBILE COMMUNICATION COMPANY LIMITED, SHANDONG MOBILE COMMUNICATION COMPANY LIMITED AND GUANGXI MOBILE COMMUNICATION COMPANY LIMITED IN 2000, FUJIAN MOBILE (BVI) LIMITED, HENAN MOBILE (BVI) LIMITED & HAINAN MOBILE (BVI) LIMITED IN 1999, CHINA TELECOM JIANGSU MOBILE (BVI) LIMITED IN 1998, GUANGDONG MOBILE & ZHEJIANG MOBILE IN 1997 (D): 0. 93862 & 0. 94088 IN 2004, 0. 93789 & 0. 94059 IN 2003, 0. 94220 & 0. 94228 IN 2002, 0. 94229 AND 0. 94228 IN 2001, 0. 94236 AND 0. 94139 IN 2000, 0. 93890 AND 0. 93730 IN 1999, 0. 93580 AND 0. 93528 IN 1998, 0. 93251 AND 0. 93124 IN 1997, 0. 92871 AND 0. 92740 IN 1996 (E): NAME CHANGED FROM CHINA TELECOM (HONGKONG) LTD IN 2000 (F): BASED ON AVERAGE SHARES OUTSTANDING - (U ): BASED ON AVERAGE SHARES OUTSTANDING - FULLY DILUTED EARNINGS FOR THE 12 MOS ENDED DEC 2006 WERE 3. 29, (U ): BASED ON AVERAGE SHARES OUTSTANDING - FULLY DILUTED EARNINGS FOR THE 12 MOS ENDED DEC 2005 WERE 2. 0, (U ): BASED ON AVERAGE SHARES OUTSTANDING FULLY DILUTED EARNINGS FOR THE 12 MOS ENDED DEC 2004 WERE 2. 13, MOS ENDED DEC 1998 WERE 0. 54, FULLY DILUTED EARNINGS FOR THE 12 MOS ENDED DEC 1998 WERE 0. 55 (G): EARNINGS PER SHARE ESTIMATED USING NET INCOME AFTER PREFERRED DIVIDEND DIVIDED BY THE YEAR END SHARES OUTSTANDING OR THE LATEST SHARES AVAILABLE Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not guaranteed. SALES ANALYSIS: China Mobile Limited Earnings before Interest, Taxes, Depreciation, and Amortization (EBITDA) Amount in millions 8,203 13,229 13,310 34,823 57,630 74,097 88,007 102,727 129,243 159,327 Figures in millions of Hong Kong Dollars Sales Amount Year-toin year millions Growth 14,423 24,640 36,201 61,175 94,540 50. 0% 70. 8% 46. 9% 69. 0% 54. 5% 28. 1% 23. 1% 21. 3% 27. 6% 24. 8% Cost of Goods Sold Amount in % of millions Sales 6,960 48. 3% 13,206 53. 6% 11,651 32. 2% 16,762 27. 4% 21,998 23. 3% 23,534 19. 4% 23,924 16. 0% 24,089 13. 3% 52,696 22. 8% 16,454 5. 7% After Tax Income before Extraordinary Charges and Credits Amount in millions Employees Sales Per Employee n/a 1,966,503 1,788,346 1,595,475 2,439,865 2,031,433 2,336,105 2,053,938 2,330,917 2,574,671 After Tax Income Per Employee n/a 515,026 222,114 442,595 681,273 517,367 523,710 448,452 513,569 575,557 Year 1997 1998 1999 2000 2001 % of Sales 56. 9% 53. 7% 36. 8% 56. 9% 61. 0% 61. 2% 59. 0% 56. 8% 55. 9% 55. 3% % of Sales Number n/a 12,530 20,243 38,343 38,748 59,633 63,859 88,127 99,104 4,615 32. 0% 6,453 26. 2% 4,496 12. 4% 16,970 27. 7% 26,398 27. 9% 30,852 25. 5% 33,444 22. 4% 39,521 21. 8% 50,897 22. 0% 2002 121,140 2003 149,181 2004 181,007 2005 231,003 2006 288,358 64,461 22. 4% 111,998 Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. 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PRICE ANALYSIS: China Mobile Limited High Price Low Price Closing Price 15. 700 13. 450 12. 200 13. 400 12. 900 21. 550 23. 950 48. 600 68. 250 68. 750 51. 750 42. 600 34. 300 41. 200 24. 00 27. 450 24. 100 23. 100 18. 000 18. 550 15. 450 18. 400 20. 400 23. 850 23. 100 23. 600 23. 700 26. 350 25. 500 28. 950 38. 000 36. 700 Quarterly 12 months %Change %Change n/a -14. 3% -9. 3% 9. 8% -3. 7% 67. 1% 11. 1% 102. 9% 40. 4% 0. 7% -24. 7% -17. 7% -19. 5% 20. 1% -39. 8% 10. 7% -12. 2% -4. 1% -22. 1% 3. 1% -16. 7% 19. 1% 10. 9% 16. 9% -3. 1% 2. 2% 0. 4% 11. 2% -3. 2% 13. 5% 31. 3% -3. 4% n/a n/a n/a n/a -17. 8% 60. 2% 96. 3% 262. 7% 429. 1% 219. 0% 116. 1% -12. 3% -49. 7% -40. 1% -52. 1% -35. 6% -29. 7% -43. 9% -27. 4% -32. 4% -35. 9% -20. 3% 13. 3% 28. 6% 49. 5% 28. 3% 16. 2% 10. 5% 10. 4% 22. 7% 60. 3% 39. 3% Per Share- Hong Kong Dollars Quarter 1998 Jan - Mar Apr - Jun Jul - Sep Oct - Dec 1999 Jan - Mar Apr - Jun Jul - Sep Oct - Dec 2000 Jan - Mar Apr - Jun Jul - Sep Oct - Dec 2001 Jan - Mar Apr - Jun Jul - Sep Oct - Dec 2002 Jan - Mar Apr - Jun Jul - Sep Oct - Dec 2003 Jan - Mar Apr - Jun Jul - Sep Oct - Dec 2004 Jan - Mar Apr - Jun Jul - Sep Oct - Dec 2005 Jan - Mar Apr - Jun Jul - Sep Oct - Dec 16. 250 10. 300 16. 150 11. 400 13. 700 8. 900 15. 900 11. 650 15. 800 12. 600 22. 750 12. 800 27. 350 20. 850 49. 000 23. 900 80. 000 39. 000 73. 750 47. 200 76. 250 46. 800 59. 500 39. 600 51. 000 32. 800 42. 900 29. 600 42. 400 18. 150 30. 300 20. 950 28. 550 21. 250 27. 500 22. 150 23. 800 17. 550 21. 850 17. 900 20. 200 15. 300 19. 800 14. 550 21. 600 18. 300 24. 100 20. 550 28. 100 22. 050 23. 950 19. 150 24. 750 21. 000 27. 200 22. 100 26. 750 23. 300 30. 100 25. 000 38. 550 27. 250 39. 900 33. 250 2006 Jan - Mar Apr - Jun Jul - Sep Oct - Dec 42. 250 35. 050 47. 550 39. 250 56. 700 43. 300 69. 00 54. 350 79. 850 64. 500 86. 500 69. 650 40. 750 44. 400 55. 050 67. 200 71. 050 83. 950 11. 0% 9. 0% 24. 0% 22. 1% 5. 7% 18. 2% 51. 6% 71. 8% 59. 8% 53. 4% 44. 9% 83. 1% 74. 4% 89. 1% 131. 2% 128. 9% 2007 Jan - Mar Apr - Jun Jul - Sep 130. 200 75. 600 127. 300 152. 200 11/2/07 Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. 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EARNINGS AND DIVIDENDS ANALYSIS: Per Share- Hong Kong Dollars Fiscal Year Ends in December Earnings Per Share 12 Months Fiscal Years 1996 1997 1998 1999 2000 CDE CD CD CD China Mobile Limited Dividends Per Share 12 Months % Dividends Change 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 32 0. 36 0. 66 1. 02 C 1. 54 n/a n/c n/c n/c n/c n/c n/c n/c 12. 5% 83. 3% 54. 5% 51. 2% n/c Quarterly Reported Dividends Q1 Mar. n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Q2 Jun. n/a n/a n/a n/a n/a n/a n/a 0. 16 0. 20 0. 45 0. 62 0. 84 Q3 Sep. n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Q4 Dec. 0. 00 0. 00 0. 00 0. 00 0. 00 0. 00 0. 2 % Payout 0. 0% 0. 0% 0. 0% 0. 0% 0. 0% 0. 0% 0. 0% Quarterly Reported Earnings Q1 Mar. n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Q2 Jun. n/a n/a 0. 27 0. 32 0. 56 0. 70 0. 77 0. 84 0. 90 1. 15 1. 46 1. 90 Q3 Sep. n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Q4 Dec. n/a n/a 0. 28 0. 06 0. 61 0. 73 0. 84 0. 87 1. 11 1. 42 1. 72 n/a % Earnings Change 0. 46 F 0. 48 AF 0. 55 -2. 9% 4. 3% 14. 0% ABF 0. 37 -32. 1% AF 1. 18 213. 6% 2001 2002 2003 2004 2005 2006 2007 (A): D CD D D BF 1. 42 AF 1. 61 ABF 1. 70 AF 2. 01 BF 2. 56 AF 3. 18 n/a 21. 0% 13. 3% 5. 7% 18. 1% 27. 4% 24. 0% n/c 0. 20 28. 2% 0. 46 19. 9% 0. 57 35. 3% 0. 76 39. 6% n/a n/c INCLUDES OR EXCLUDES EXTRAORDINARY CHARGE OR CREDIT - INCLS 0. 14 PRETAX CHG IN 2006, INCLS 0. 28 PRETAX CHG IN 2004, INCLS 0. 03 PRETAX CHG IN 2003, INCLS 0. 01 PRETAX CHG IN 2002, INCLS 0. 10 PRETAX CHG IN 2000, INCLS 0. 64 PRETAX CHG IN 1999, INCLS 0. 13 PRETAX CR IN 1998 INCLUDES THE EFFECTS OF A CHANGE IN ACCOUNTING POLICIES OR TAX LAWS - - ADOPTED HKFRS INCLUDING HKAS & INTERPRETATIONS IN 2005, INCREASING EARNINGS BY 0. 02, - ADOPTED SSAP 12 (REV) DEFERRED TAX LIABILITIES. EARNINGS IMPACT NOT SPECIFIED, ADOPTED SSAP 9 (REVISED) AND SSAP 30 IN 2001, EARNINGS IMPACT NOT SPECIFIED, - ADOPTED SSAP 1 (REVISED) FOR PRESENTATION OF FINANCIAL STATEMENTS IN 1999 (B): INCLUDES EXTRA CASH DIVIDENDS - 0. 6 IN 2006, ANHUI MOBILE (BVI) LTD, JIANGXI MOBILE (BVI) LTD, CHONGQING MOBILE (BVI) LTD, SICHUAN MOBILE (BVI) LTD, HUBEI MOBILE (BVI) LTD, HUNAN MOBILE (BVI) LTD, SHAANXI MOBILE (BVI) LTD & SHAANXI MOBILE COMMUNICATION LTD IN 2002, BEIJING MOBILE COMMUNICATION COMPANY LIMITED, SHANGHAI MOBILE COMMUNICATION COMPANY LIMITED, TIANJIN MOBILE COMMUNICATION COMPANY LIMITED, HEBEI MOBILE COMMUNICATION COMPANY LIMITED, LIAONING MOBILE COMMUNICATION COMPANY LIMITED, SHANDONG MOBILE COMMUNICATION COMPANY LIMITED AND GUANGXI MOBILE COMMUNICATION COMPANY LIMITED IN 2000, FUJIAN MOBILE (BVI) LIMITED, HENAN MOBILE (BVI) LIMITED & HAINAN MOBILE (BVI) LIMITED IN 1999, CHINA TELECOM JIANGSU MOBILE (BVI) LIMITED IN 1998, GUANGDONG MOBILE & ZHEJIANG MOBILE IN 1997 (C): 0. 93862 & 0. 94088 IN 2004, 0. 93789 & 0. 94059 IN 2003, 0. 94220 & 0. 94228 IN 2002, 0. 94229 AND 0. 4228 IN 2001, 0. 94236 AND 0. 94139 IN 2000, 0. 93890 AND 0. 93730 IN 1999, 0. 93580 AND 0. 93528 IN 1998, 0. 93251 AND 0. 93124 IN 1997 (D): (E): (F): NAME CHANGED FROM CHINA TELECOM (HONGKONG) LTD IN 2000 BASED ON AVERAGE SHARES OUTSTANDING - (U ): BASED ON AVERAGE SHARES OUTSTANDING - FULLY DILUTED EARNINGS FOR THE 12 MOS ENDED DEC 2006 WERE 3. 29, (U ): BASED ON AVERAGE SHARES OUTSTANDING - FULLY DILUTED EARNINGS FOR THE 12 MOS ENDED DEC 2005 WERE 2. 70, (U ): BASED ON AVERAGE SHARES OUTSTANDING - FULLY DILUTED EARNINGS FOR THE 12 MOS ENDED DEC 2004 WERE 2. 13, MOS ENDED DEC 1998 WERE 0. 54, FULLY DILUTED EARNINGS FOR THE 12 MOS ENDED DEC 1998 WERE 0. 5 Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not guaranteed. Income Statement - (Common Size): China Mobile Limited 2005 2004 2003 2002 Figures are expressed as Percent of Net Sales or Revenues. Net Sales or Revenues are in millions of Hong Kong Dollars. Fiscal Year Net Sales or Revenues Cost of Goods Sold Depreciation, Depletion & Amortization Gross Income Selling, General & Administrative Expenses Other Operating Expenses Operating Expenses - Total Operating Income Extraordinary Credit - Pretax Extraordinary Charge - Pretax Non-Operating Interest Income Reserves - Increase/Decrease Pretax Equity in Earnings Other Income/Expense - Net Earnings before Interest, Taxes, Depreciation & Amortization (EBITDA) Earnings before Interest & Taxes (EBIT) Interest Expense on Debt Interest Capitalized Pretax Income Income Taxes Minority Interest Equity in Earnings 2006 288,358. 0 231,003. 2 181,007. 4 149,181. 3 121,140. 5 5. 7% 21. 9% 72. 4% 22. 8% 23. 2% 54. 0% 13. 3% 24. 1% 62. 6% 16. 0% 24. 3% 59. 7% 27. 3% 41. 3% 68. 9% 31. 1% 0. 0% 1. 0% 0. 9% 0. 0% 0. 0% 2. 3% 55. 3% 23. 7% 69. 7% 30. 3% 0. 0% 0. 0% 0. 7% 0. 0% 0. 0% 1. 8% 55. 9% 32. 6% 70. 0% 30. 0% 0. 0% 3. 1% 0. 5% 0. 0% 0. 0% 5. 2% 56. 8% 0. 0% 67. 6% 32. % 0. 0% 0. 4% 0. 5% 0. 0% 0. 0% 2. 2% 59. 0% 19. 4% 21. 6% 58. 9% 21. 7% 0. 0% 62. 8% 37. 2% 0. 0% 0. 1% 0. 6% 0. 0% 0. 0% 1. 8% 61. 2% 33. 3% 0. 5% 0. 0% 32. 8% 10. 4% 0. 0% 0. 0% 32. 8% 0. 6% 0. 0% 32. 2% 10. 2% 0. 0% 0. 0% 32. 7% 0. 9% 0. 0% 31. 8% 10. 0% 0. 0% 0. 0% 34. 7% 1. 4% 0. 1% 33. 4% 11. 0% -0. 0% 0. 0% 39. 5% 1. 6% 0. 1% 38. 1% 12. 6% 0. 0% 0. 0% After Tax Other Income/Expense Discontinued Operations Net Income before Extraordinary Items/Preferred Dividends Extraordinary Items & Gain/Loss Sale of Assets Preferred Dividend Requirements Net Income after Preferred Dividends - available to Common 0. 0% 0. 0% 0. 0% 0. 0% 0. 0% 22. 4% 0. % 0. 0% 22. 4% 22. 0% 0. 0% 0. 0% 22. 0% 21. 8% 0. 0% 0. 0% 21. 8% 22. 4% 0. 0% 0. 0% 22. 4% 25. 5% 0. 0% 0. 0% 25. 5% Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, Income Statement - (Year to Year Percent Change): China Figures are the Percent Changes from the Prior Year. Mobile Limited 2004 21. 3% 0. 7% 20. 3% 27. 3% 2003 23. 1% 1. 7% 38. 2% 24. 7% 54. 8% 2002 28. 1% 7. 0% 57. 1% 27. 8% 52. 8% Fiscal Year Net Sales or Revenues Cost of Goods Sold Depreciation, Depletion & Amortization Gross Income Selling, General & Administrative Expenses Other Operating Expenses Operating Expenses - Total Operating Income Extraordinary Credit - Pretax Extraordinary Charge - Pretax Non-Operating Interest Income Reserves - Increase/Decrease Pretax Equity in Earnings Other Income/Expense - Net Earnings before Interest, Taxes, Depreciation & Amortization (EBITDA) Earnings before Interest & Taxes(EBIT) Interest Expense on Debt Interest Capitalized Pretax Income Income Taxes Minority Interest Equity in Earnings After Tax Other Income/Expense 2006 24. 8% 2005 27. 6% -68. 8% 118. 8% 18. 0% 67. 3% 23. 0% 10. 0% 117. 5% 23. 4% 28. 1% -7. 3% 27. 1% 28. 8% 25. 5% 12. 6% 32. 7% 7. 1% 36. 0% 16. 7% 782. 2% 595. 6% 100. 0% 65. 6% 60. 9% 25. 7% 13. 0% -16. 8% 61. 7% 23. 3% 27. 0% 15. 2% -56. 3% 179. 5% 25. 8% 27. 9% 16. 7% 14. 3% 51. 3% 18. 8% 8. 1% 10. 5% 48. 2% 28. 6% 17. 0% 11. 2% -19. 8% -24. 7% -89. 5% 100. 0% -16. 2% 105. 7% 7. 9% 7. 1% 549. 2% 17. 4% 18. 5% 27. 2% 28. 2% 126. 0% 29. 2% 30. 0% 83. 7% 15. 6% 10. 2% Discontinued Operations Net Income before Extraordinary Items/Preferred Dividends Extraordinary Items & Gain/Loss Sale of Assets Preferred Dividend Requirements Net Income after Preferred Dividends available to Common 26. 7% 28. 8% 18. 2% 8. 4% 16. 9% 26. 7% 28. 8% 18. 2% 8. 4% 16. 9% Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not Income Statement - (5 Year Averages): China Figures in millions of Hong Kong Dollars. Mobile Limited 2005 2004 2003 2002 Fiscal Year Net Sales or Revenues Cost of Goods Sold Depreciation, Depletion & Amortization Gross Income Selling, General & Administrative Expenses Other Operating Expenses Operating Expenses - Total Operating Income Extraordinary Credit - Pretax Extraordinary Charge - Pretax Non-Operating Interest Income Reserves - Increase/Decrease Pretax Equity in Earnings Other Income/Expense - Net Earnings before Interest, Taxes, Depreciation & Amortization (EBITDA) Earnings before Interest & Taxes (EBIT) Interest Expense on Debt Interest Capitalized Pretax Income Income Taxes Minority Interest Equity in Earnings After Tax Other Income/Expense 2006 194,138. 1 155,374. 5 121,408. 9 92,447. 7 67,539. 5 28,139. 4 44,559. 8 121,438. 8 29,248. 4 35,247. 7 90,878. 4 22,061. 7 19,574. 0 17,430. 4 26,372. 7 19,050. 4 12,666. 4 72,974. 5 53,823. 4 37,442. 7 19,806. 8 46,524. 1 22,733. 3 11,794. 3 0. 0 -0. 0 132,631. 9 104,081. 0 61,506. 2 0. 0 1,812. 0 1,292. 4 0. 0 0. 0 5,134. 0 110,680. 4 51,293. 5 0. 0 1,254. 2 945. 5 0. 0 0. 0 4,108. 4 90,340. 9 79,071. 9 58,431. 1 41,756. 5 42,337. 0 34,016. 6 25,783. 0 0. 0 1,541. 3 827. 9 0. 0 0. 0 3,460. 6 0. 0 1,976. 1 780. 9 0. 0 0. 0 1,701. 7 0. 0 0. 0 1,088. 5 301. 1 1,850. 3 71,456. 9 53,573. 4 38,617. 7 66,120. 5 1,676. 3 65. 64,510. 0 20,647. 5 27. 6 0. 0 0. 0 55,093. 2 1,725. 9 82. 3 53,449. 6 17,217. 1 10. 2 0. 0 0. 0 45,084. 2 34,523. 0 25,951. 3 1,647. 6 104. 7 1,419. 7 128. 5 1,053. 7 127. 4 43,541. 3 33,231. 8 25,025. 0 14,101. 7 10,801. 2 2. 6 0. 0 0. 0 -1. 5 0. 0 0. 0 7,990. 7 0. 3 0. 0 0. 0 Discontinued Operations Net Income before Extraordinary Items/Preferred Dividends Extraordinary Items & Gain/Loss Sale of Assets Preferred Dividend Requirements Net Income after Preferred Dividends - available to Common 43,834. 9 0. 0 0. 0 43,834. 9 36,222. 2 0. 0 0. 0 36,222. 2 29,437. 0 22,432. 1 17,034. 0 0. 0 0. 0 0. 0 0. 0 0. 0 0. 0 29,437. 0 22,432. 1 17,034. 0 Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not Balance Sheet - (Common Size): China Mobile Limited 2005 12/31/05 2004 12/31/04 2003 12/31/03 2002 12/31/02 Figures are expressed as Percent of Total Assets. Total Assets are in millions of Hong Kong Dollars. Fiscal Year Fiscal Year End Date Assets Total Assets Cash & Short Term Investments Cash Short Term Investments Receivables (Net) Inventories -Total Raw Materials Work in Process Finished Goods Progress Payments & Other Prepaid Expenses Other Current Assets Current Assets - Total Long Term Receivables Investment in Associated Companies Other Investments Property Plant and Equipment Gross Accumulated Depreciation Property Plant and Equipment – Net Other Assets Deferred Charges 2006 12/31/06 485,817. 5 398,174. 0 342,299. 7 285,156. 1 268,004. 1 31. 5% 14. 6% 16. 9% 2. 1% 0. 6% 25. 7% 15. 6% 10. 1% 2. 1% 0. 6% 17. 9% 10. 4% 7. 5% 2. 5% 0. 7% 18. 5% 11. 0% 7. 5% 2. 9% 0. 7% 15. 3% 9. 7% 5. 7% 3. 1% 0. 6% 0. 9% 35. 2% 0. 0% 0. 0% 0. 0% 95. 1% 39. 6% 55. 5% 9. 3% 1. 6% 0. 9% 29. 2% 0. 0% 0. 0% 0. 0% 96. 1% 35. 6% 60. 5% 10. 3% 1. 7% 0. 8% 21. 9% 0. 0% 0. 0% 0. 0% 102. 9% 34. 5% 68. 4% 9. 7% 0. 0% 0. 7% 22. 8% 0. 0% 0. 0% 0. 0% 98. 0% 32. 2% 65. 8% 11. 4% 0. 0% 1. 8% 20. 8% 0. 0% 0. 0% 0. 0% 89. 4% 23. 2% 66. 2% 12. 9% 0. 1% Tangible Other Assets Intangible Other Assets Total Assets Liabilities & Shareholders' Equity Total Liabilities & Shareholders' Equity Accounts Payable Short Term Debt & Current Portion of Long Term Debt Accrued Payroll Income Taxes Payable Dividends Payable Other Current Liabilities Current Liabilities - Total Long Term Debt Long Term Debt Excluding Capitalized Leases Capitalized Lease Obligations Provision for Risks and Charges Deferred Income Deferred Taxes Deferred Taxes - Credit Deferred Taxes - Debit Deferred Tax Liability in Untaxed Reserves Other Liabilities Total Liabilities Non-Equity Reserves Minority Interest Preferred Stock 0. 0% 7. 7% 100. 0% 0. 0% 8. 5% 100. 0% 0. 0% 9. 7% 100. 0% 0. 0% 11. 3% 100. 0% 0. 0% 12. 8% 100. 0% 485,817. 5 398,174. 0 342,299. 7 285,156. 1 268,004. 1 12. 2% 0. 6% 10. 4% 0. 0% 9. 6% 2. 7% 8. 3% 5. 0% 6. 8% 3. 3% 2. 0% 2. 2% 1. 8% 1. 5% 2. 3% 14. 0% 28. 8% 6. 9% 6. 9% 0. 0% 0. 0% 0. 2% -1. 4% 0. 0% 1. 5% 13. 8% 26. % 8. 8% 8. 8% 0. 0% 0. 0% 0. 3% -1. 6% 0. 0% 1. 6% 12. 6% 26. 8% 10. 0% 10. 0% 0. 0% 10. 9% 25. 7% 6. 4% 6. 4% 0. 0% 8. 7% 21. 1% 12. 8% 12. 8% 0. 0% 0. 3% -1. 1% 0. 0% 1. 1% 0. 2% -1. 0% 0. 0% 1. 1% 0. 3% -0. 2% 0. 0% 34. 5% 0. 0% 0. 1% 0. 0% 0. 0% 34. 1% 0. 0% 0. 1% 0. 0% 0. 0% 36. 0% 0. 0% 0. 1% 0. 0% 3. 3% 34. 6% 0. 0% 0. 1% 0. 0% 5. 3% 39. 4% 0. 0% 0. 1% 0. 0% Preferred Stock Issued for ESOP ESOP Guarantees Preferred Issued Common Equity Total Liabilities & Shareholders' Equity 65. 4% 100. 0% 65. 8% 100. 0% 63. 9% 100. 0% 65. 4% 100. 0% 60. 5% 100. 0% Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not Balance Sheet - (Year to Year Percent Change): China Figures are the Percent Changes from the Prior Year. Mobile Limited 2004 2003 2002 12/31/02 Fiscal Year Fiscal Year End Date Assets Total Assets Cash & Short Term Investments Cash Short Term Investments Receivables (Net) Inventories -Total Raw Materials Work in Process Finished Goods Progress Payments & Other Prepaid Expenses Other Current Assets Current Assets - Total Long Term Receivables Investment in Associated Companies Other Investments Property Plant and Equipment Gross Accumulated Depreciation Property Plant and Equipment – Net Other Assets Deferred Charges Tangible Other Assets 2006 12/31/06 2005 12/31/05 12/31/04 12/31/03 22. 0% 49. 6% 14. 5% 103. 6% 23. 7% 31. 9% 16. 3% 66. 5% 73. 4% 56. 8% -0. 8% -3. 1% 20. 0% 16. 2% 13. 9% 19. 5% 1. 2% 22. 0% 6. 4% 28. 5% 20. 7% 42. 0% 0. 8% 28. 7% 65. 1% 18. 6% 53. 1% -14. 5% 18. 8% 54. 1% 33. 5% 46. 9% 23. 3% 55. 1% 39. 9% 15. 1% -59. 1% 16. 8% 229. 4% 26. 5% -100. 0% 3. 7% 20. 7% 35. 5% 12. 0% 10. 3% 2. 4% 8. 7% 20. 1% 2. 9% 23. 0% 0. 1% 26. 0% 28. 6% 24. 8% 2. 6% -32. 8% -0. 5% -0. 5% 16. 6% 48. 0% 5. 6% -0. 0% -0. 0% 55. 0% 69. 5% 50. 5% -6. 4% 20,293. 6% -25. 1% 5. 5% 9. 9% 7,623. 4% Intangible Other Assets Total Assets Liabilities & Shareholders' Equity Total Liabilities & Shareholders' Equity Accounts Payable Short Term Debt & Current Portion of Long Term Debt Accrued Payroll Income Taxes Payable Dividends Payable Other Current Liabilities Current Liabilities - Total Long Term Debt Long Term Debt Excluding Capitalized Leases Capitalized Lease Obligations Provision for Risks and Charges Deferred Income Deferred Taxes Deferred Taxes - Credit Deferred Taxes - Debit Deferred Tax Liability in Untaxed Reserves Other Liabilities Total Liabilities Non-Equity Reserves Minority Interest Preferred Stock 10. 4% 22. 0% 2. 4% 16. 3% 2. 8% 20. 0% -6. 3% 6. 4% 65. 1% 22. 0% 42. 4% 4,572. 7% 16. 3% 26. 5% -99. 3% 20. 0% 39. 0% -34. 7% 6. 4% 30. 4% 60. 2% 65. 1% 50. % 73. 8% 10. 1% 42. 1% 47. 7% -31. 6% 9. 4% 23. 5% 32. 6% -4. 7% -4. 7% 27. 5% 15. 2% 2. 1% 2. 1% 38. 8% 25. 1% 88. 9% 88. 9% 33. 0% 29. 4% -46. 9% -46. 9% 124. 1% 70. 3% 62. 2% 68. 3% -100. 0% -27. 2% 43. 6% 37. 3% -21. 2% -79. 5% 105. 3% 11. 3% -5. 4% 66. 7% 8. 3% 24. 8% -100. 0% 23. 4% 10. 2% 25. 1% -34. 6% -6. 7% 85. 3% 35. 9% 19. 2% 33. 6% -5. 1% 496. 8% Preferred Stock Issued for ESOP ESOP Guarantees - Preferred Issued Common Equity Total Liabilities & Shareholders' Equity 21. 3% 22. 0% 19. 8% 16. 3% 17. 4% 20. 0% 14. 9% 6. 4% 54. 0% 65. 1% Balance Sheet - (5 Year Averages): China Figures in millions of Hong Kong Dollars. Mobile Limited 005 12/31/05 2004 12/31/04 2003 12/31/03 2002 12/31/02 Fiscal Year Fiscal Year End Date Assets Total Assets Cash & Short Term Investments Cash Short Term Investments Receivables (Net) Inventories -Total Raw Materials Work in Process Finished Goods Progress Payments & Other Prepaid Expenses Other Current Assets Current Assets - Total Long Term Receivables Investment in Associated Companies Other Investments Property Plant and Equipment Gross Accumulated Depreciation Property Plant and Equipment – Net Other Assets Deferred Charges Tangible Other Assets 2006 12/31/06 355,890. 3 291,193. 0 240,468. 3 187,993. 8 143,013. 6 82,101. 3 45,179. 3 36,922. 0 8,786. 2,206. 2 58,452. 6 34,389. 6 24,062. 9 8,106. 6 1,800. 9 45,529. 7 26,006. 4 19,523. 4 8,331. 4 1,502. 5 38,428. 3 21,185. 2 17,243. 2 8,008. 0 1,072. 2 31,374. 3 16,774. 8 14,599. 5 6,913. 4 706. 7 3,540. 5 96,634. 0 0. 0 6. 0 73. 5 2,917. 2 71,277. 3 0. 0 9. 0 72. 7 2,471. 6 57,835. 2 0. 0 17. 7 69. 4 2,010. 4 49,519. 0 0. 0 26. 3 55. 0 1,611. 3 40,801. 4 0. 0 29. 0 40. 5 343,183. 3 281,708. 1 230,255. 0 172,893. 2 126,036. 6 121,240. 6 90,120. 6 67,811. 0 47,966. 5 30,886. 4 95,150. 2 6,992. 4 110. 2 0. 0 221,942. 8 191,587. 5 162,444. 0 124,926. 7 37,233. 9 3,002. 0 0. 0 28,246. 5 1,506. 4 0. 0 20,102. 0 145. 5 0. 0 13,466. 9 137. 0 0. 0 Intangible Other Assets Total Assets Liabilities & Shareholders' Equity Total Liabilities & Shareholders' Equity Accounts Payable Short Term Debt & Current Portion of Long Term Debt Accrued Payroll Income Taxes Payable Dividends Payable Other Current Liabilities Current Liabilities - Total Long Term Debt Long Term Debt Excluding Capitalized Leases Capitalized Lease Obligations Provision for Risks and Charges Deferred Income Deferred Taxes Deferred Taxes - Credit Deferred Taxes - Debit Deferred Tax Liability in Untaxed Reserves Other Liabilities Total Liabilities Non-Equity Reserves Minority Interest Preferred Stock 34,231. 9 26,740. 0 19,956. 5 13,329. 8 6,882. 2 355,890. 3 291,193. 0 240,468. 3 187,993. 8 143,013. 6 355,890. 3 291,193. 0 240,468. 3 187,993. 8 143,013. 6 35,103. 2 7,122. 9 25,662. 9 7,537. 3 19,716. 1 9,803. 8 14,604. 6 8,770. 7 10,988. 9 6,915. 2 7,070. 7 6,244. 4 5,736. 4 5,024. 0 ,420. 0 44,174. 9 93,471. 7 31,080. 2 31,080. 2 0. 0 32,658. 5 72,103. 2 28,611. 4 28,458. 4 153. 0 24,130. 2 59,386. 6 26,181. 5 25,795. 7 385. 8 16,702. 9 45,102. 1 20,672. 4 20,266. 5 405. 9 11,104. 2 33,428. 3 17,217. 6 16,811. 7 405. 9 909. 8 -4,057. 3 1,522. 9 -2,956. 2 1,957. 2 -2,275. 8 2,060. 1 -1,964. 9 2,259. 9 -1,399. 4 4,731. 0 4,731. 0 4,731. 0 89,980. 5 0. 0 125. 0 0. 0 4,731. 0 70,600. 9 0. 0 79. 4 0. 0 2,859. 8 54,366. 2 0. 0 48. 0 0. 0 126,135. 4 104,012. 4 0. 0 244. 1 0. 0 0. 0 176. 2 0. 0 Preferred Stock Issued for ESOP ESOP Guarantees Preferred Issued Common Equity Total Liabilities & Shareholders' Equity 229,510. 8 187,004. 150,362. 8 117,313. 6 88,599. 4 355,890. 3 291,193. 0 240,468. 3 187,993. 8 143,013. 6 Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not Sources of Capital: China Mobile Limited 2006 12/31/06 2005 12/31/05 2004 12/31/04 2003 12/31/03 2002 12/31/02 Currency figures are in millions of Hong Kong Dollars. Year to year % changes pertain to reported Balance Sheet values. Fiscal Year Fiscal Year End Date Total Capital Percent of Total Capital Short Term Debt Long Term Debt Other Liabilities Total Liabilities Minority Interest Preferred Stock Retained Earnings Common Equity Total Capital Year to Year Net Changes Short Term Debt Long Term Debt Other Liabilities Total Liabilities Minority Interest Preferred Stock Retained Earnings Common Equity Total Capital Year to Year Percent Changes Short Term Debt Long Term Debt 351,683. 4 297,526. 0 253,462. 1 204,827. 7 196,675. 8 0. 9% 9. 5% 0. 0% 47. 7% 0. 1% 0. 0% 45. 0% 90. 4% 100. 0% 0. % 11. 8% 0. 0% 45. 6% 0. 1% 0. 0% 42. 8% 88. 1% 100. 0% 3. 7% 13. 6% 0. 0% 48. 6% 0. 1% 0. 0% 40. 4% 86. 3% 100. 0% 7. 0% 8. 9% 4. 6% 48. 1% 0. 1% 0. 0% 38. 9% 91. 0% 100. 0% 4. 5% 17. 4% 7. 3% 53. 7% 0. 1% 0. 0% 32. 2% 82. 5% 100. 0% 298. 8 -166. 0 0. 0 3,182. 6 9. 8 0. 0 3,091. 5 5,572. 0 5,415. 7 -925. 0 72. 9 0. 0 1,254. 0 4. 4 0. 0 2,482. 6 4,329. 1 4,406. 4 -495. 7 1,618. 3 -935. 6 2,469. 2 5. 7 0. 0 2,264. 9 3,239. 4 4,863. 4 536. 2 -1,604. 5 -494. 2 -704. 5 -0. 9 0. 0 1,642. 7 2,420. 7 815. 2 378. 4 1,313. 7 1,429. 9 4,860. 3 15. 0 0. 0 2,421. 5 5,692. 0 7,020. 7 4,572. 7% -4. 7% -99. 3% 2. 1% -34. 7% 88. 9% 60. 2% -46. 9% 73. 8% 62. 2% Other Liabilities Total Liabilities Minority Interest Preferred Stock Retained Earnings Common Equity Total Capital Total Liabilities & Common Equity Total Liabilities Net Change in Liabilities as % of Total Liabilities Common Equity Net Change in Common Equity as % of Common Equity Cash Flow Operating Activities Financing Activities Investing Activities 146,836. 5 125,075. 2 24. 3% 21. 3% 18. 2% 24. 2% 19. 8% 17. 4% 23. 4% 35. 9% 10. 2% 19. 2% -100. 0% 25. 1% 33. 6% -34. 6% -6. 7% -5. 1% 85. 3% 496. 8% 28. 4% 17. 4% 23. 7% 25. 9% 14. 9% 4. 1% 61. 9% 54. 0% 55. 5% 167,587. 9 135,761. 9 123,222. 0 19. 0% 9. 2% 20. 0% 98,530. 0 105,575. 4 -7. 2% 46. 0% 317,860. 0 262,140. 2 218,849. 6 186,455. 3 162,248. 7 17. % 16. 5% 14. 8% 13. 0% 35. 1% 96,686. 7 78,631. 4 64,805. 3 6,584. 7 61,256. 7 -21,647. 5 -22,372. 2 -21,091. 7 -20,738. 1 118,435. 0 84,244. 9 69,930. 9 51,728. 7 Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this Accounting Ratios: China Fiscal Year Fiscal Year End Date Receivables Turnover Mobile Limited 2006 2005 2004 2003 2002 12/31/06 12/31/05 12/31/04 12/31/03 12/31/02 27. 8 11. 9 6. 2 58. 4 0. 6 1. 1 27. 5 13. 3 22. 8 16. 0 0. 6 1. 0 21. 4 17. 0 11. 3 32. 3 0. 5 0. 8 17. 8 20. 4 14. 0 26. 1 0. 5 0. 8 14. 6 23. 0 19. 1 19. 1 0. 5 0. 7 Receivables - Number of Days Inventory Turnover Inventory - Number of Days Gross Property, Plant & Equipment Turnover Net Property, Plant & Equipment Turnover Depreciation, Depletion & Amortization % of Gross Property, Plant & Equipment Depreciation, Depletion & Amortization Year to Year Change Depreciation, Depletion & Amortization Year to Year % Change 13. 7% 14. 0% 12. 4% 13. 0% 10. 9% 966. 6 18. 0% 1,001. 6 23. 0% 734. 0 20. 3% 1,001. 9 38. 2% 952. 0 57. 1% Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, Asset Utilization: China Mobile Limited 2006 12/31/06 2005 12/31/05 2004 12/31/04 2003 12/31/03 2002 12/31/02 Figures are expressed as the ratio of Net Sales. Net Sales are in millions of Hong Kong Dollars. Fiscal Year Fiscal Year End Date Net Sales Cash & Cash Equivalents Short-Term Investments Accounts Receivable Inventories Other Current Assets Total Current Assets Total Long Term Receivables & Investments Long Term Receivables Investments in Associated Companies Other Investments Property, Plant & Equipment Gross Accumulated Depreciation Property Plant & Equipment Net Other Assets Total Assets 288,358. 0 231,003. 2 181,007. 4 149,181. 3 121,140. 5 53. 0% 28. 4% 3. 6% 1. 0% 1. 6% 59. 3% 0. 0% 0. 0% 0. 0% 0. 0% 160. 2% 66. 7% 93. 5% 15. 6% 168. 5% 44. 3% 17. 4% 3. 6% 1. 0% 1. 5% 50. 4% 0. 0% 0. 0% 0. % 0. 0% 165. 7% 61. 4% 104. 3% 17. 7% 172. 4% 33. 9% 14. 2% 4. 7% 1. 3% 1. 5% 41. 4% 0. 0% 0. 0% 0. 0% 0. 0% 194. 5% 65. 3% 129. 3% 18. 4% 189. 1% 35. 4% 14. 4% 5. 6% 1. 3% 1. 3% 43. 7% 0. 1% 0. 0% 0. 0% 0. 0% 187. 3% 61. 6% 125. 7% 21. 7% 191. 1% 33. 9% 12. 5% 6. 9% 1. 2% 4. 0% 46. 1% 0. 1% 0. 0% 0. 0% 0. 1% 197. 8% 51. 3% 146. 5% 28. 6% 221. 2% Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, Employee Efficiency: China Fiscal Year Fiscal Year End Date Employees Values per Employee Sales Net Income Cash Earnings Working Capital Total Debt Total Capital Total Assets Year to Year % Change per Employee Employees Sales Net Income Cash Earnings Working Capital Total Debt Total Capital Total Assets Mobile Limited 2006 12/31/06 111,998 2005 12/31/05 99,104 2004 12/31/04 88,127 2003 12/31/03 63,859 2002 12/31/02 59,633 Values per Employee are in Hong Kong Dollars. 2,574,671 2,330,917 2,053,938 2,336,105 2,031,433 575,557 513,569 448,452 523,710 517,367 956,201 -14,157 723,702 1,220,580 1,155,335 1,043,000 1,124,381 274,910 325,960 107,831 368,149 -189,126 495,868 -127,673 508,519 3,140,087 3,002,160 2,876,101 3,207,499 3,298,103 4,337,734 4,017,739 3,884,164 4,465,402 4,494,224 13. 0% 10. 5% 12. 1% 5. 6% 154. 9% -11. 5% 4. 6% 8. 0% 12. 5% 13. % 14. 5% 10. 8% 38. 0% -12. 1% -14. 4% -7. 2% 7. 1% 15. 0% 1. 2% 17. 6% 53. 9% -16. 7% -24. 1% -18. 6% -105. 1% -25. 8% 4. 4% 3. 4% -2. 5% -10. 3% -13. 0% -29. 7% -2. 7% -0. 6% 6. 9% 1. 0% 7. 3% Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not Fixed Charges Coverage: China Fiscal Year Fiscal Year End Date EBIT/Total Interest Expense EBIT/Net Interest EBIT/(Total Interest Exp + Pfd Div) EBIT/Dividends on Common Shares EBIT/(Dividends on Common + Pfd) EBITDA/Total Interest Expense EBITDA/Net Interest Mobile Limited 2006 2005 2004 2003 2002 12/31/06 12/31/05 12/31/04 12/31/03 12/31/02 65. 2 59. 1 37. 1 92. 3 65. 2 3. 8 3. 8 108. 1 59. 1 4. 2 4. 2 101. 0 37. 1 7. 5 7. 5 64. 4 160. 3 108. 1 6. 2 6. 2 101. 0 7. 2 7. 2 64. 4 13. 1 13. 1 24. 5 38. 1 24. 5 5. 5 5. 5 41. 6 64. 8 41. 6 9. 3 9. 3 38. 7 59. 6 38. 7 25. 0 38. 5 25. 0 EBITDA/(Total Interest Exp + Pfd Div) EBITDA/Dividends on Com Shares EBITDA/(Dividends on Com + Pfd) Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages n this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not Leverage Analysis: China Fiscal Year Fiscal Year End Date Long Term Debt % of EBIT Long Term Debt % of EBITDA Mobile Limited 2006 2005 2004 2003 2002 12/31/06 12/31/05 12/31/04 12/31/03 12/31/02 34. 8% 21. 0% 6. 9% 9. 5% 10. 5% 38. 0% 22. 9% 7. 5% 10. 4% 10. 3% 11. 5% 0. 4% 0. 2% 0. 1% 0. 1% 0. 1% 0. 0% 0. 0% 0. 0% 0. 0% 0. 0% 65. 4% 90. 4% 72. 4% 26. 1% 46. % 27. 2% 8. 8% 11. 8% 13. 4% 48. 2% 28. 2% 9. 2% 12. 3% 12. 2% 13. 9% 0. 4% 0. 2% 0. 1% 0. 1% 0. 1% 0. 0% 0. 0% 0. 0% 0. 0% 0. 0% 65. 8% 88. 1% 74. 7% 27. 2% 58. 1% 33. 5% 10. 0% 13. 6% 15. 7% 73. 9% 42. 5% 12. 8% 17. 2% 16. 6% 20. 0% 0. 4% 0. 2% 0. 1% 0. 1% 0. 1% 0. 0% 0. 0% 0. 0% 0. 0% 0. 0% 63. 9% 86. 3% 74. 0% 30. 7% 35. 1% 20. 7% 6. 4% 8. 9% 9. 8% 62. 7% 36. 9% 11. 4% 15. 9% 14. 8% 17. 4% 0. 3% 0. 2% 0. 1% 0. 1% 0. 1% 0. 0% 0. 0% 0. 0% 0. 0% 0. 0% 65. 4% 91. 0% 71. 8% 27. 7% 71. 5% 46. 2% 12. 8% 17. 4% 21. 1% 90. 1% 58. 2% 16. 1% 21. 9% 21. 0% 26. 6% 0. 4% 0. 2% 0. 1% 0. 1% 0. 1% 0. 0% 0. 0% 0. 0% 0. 0% 0. 0% 60. 5% 82. 5% 73. 4% 31. 9% Long Term Debt % of Total Assets Long Term Debt % of Total Capital Long Term Debt % of Com Equity Total Debt % of EBIT Total Debt % of EBITDA Total Debt % of Total Assets Total Debt % of Total Capital Total Debt % of Total Capital & Short Term Debt Total Debt % of Common Equity Minority Interest % of EBIT Minority Interest % of EBITDA Minority Interest % of Total Assets Minority Interest % of Total Capital Minority Interest % of Com Equity Preferred Stock % of EBIT Preferred Stock % of EDITDA Preferred Stock % of Total Assets Preferred Stock % of Total Capital Preferred Stock % of Total Equity Common Equity % of Total Assets Common Equity % of Total Capital Total Capital % of Total Assets Capital Expenditure % of Sales Fixed Assets % of Common Equity Working Capital % of Total Capital Dividend Payout Funds From Operations % of Total Debt 84. 9% 8. 8% 39. 6% 374. 5% 91. 9% 3. 6% 35. 3% 313. 8% 106. 9% -6. 6% 19. 9% 210. 3% 100. 6% -4. 0% 28. 2% 221. 1% 109. 4% -0. 4% 0. 0% 132. 1% Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, Liquidity Analysis: China Fiscal Year Fiscal Year End Date Mobile Limited 2006 12/31/06 59. 3% 41. 5% 89. 5% 1. 2 6. 1% 11. 9 1. 8% 58. 4 18,372. 5 2. 1% 1. 2 10. 3% 97. 6% 408. 6% 374. 5% 38. 9% 2005 12/31/05 50. 4% 53. 2% 87. 9% 1. 0 7. 2% 13. 3 2. 0% 16. 0 16,194. 1 2. 1% 1. 1 12. 2% 108. 4% 326. 1% 313. 8% 38. 5% 2004 2003 2002 12/31/04 12/31/03 12/31/02 41. 4% 47. 6% 81. 9% 0. 8 11. 3% 17. 0 3. 1% 32. 3 9,423. 2 2. 5% 0. 8 16. 6% 100. 3% 267. 3% 210. 3% 36. 3% 43. 7% 48. 1% 81. 1% 0. 8 12. 8% 20. 4 3. 0% 26. 1 9,896. 7 2. % 0. 9 14. 8% 98. 0% 394. 5% 221. 1% 35. 1% 46. 1% 46. 6% 73. 7% 0. 9 14. 9% 23. 0 2. 7% 19. 1 9,906. 6 3. 1% 1. 0 21. 0% 100. 7% 166. 5% 132. 1% 29. 0% Total Current Assets % Net Sales Cash % of Current Assets Cash & Equivalents % of Current Assets Quick Ratio Receivables % of Current Assets Receivable Turnover - number of days Inventories % of Current Assets Inventory Turnover - number of days Inventory to Cash & Equivalents number of days Receivables % of Total Assets Current Ratio Total Debt % of Total Capital Funds from Operations % of Current Liabilities Funds from Operations % of Long Term Debt Funds from Operations % of Total Debt Funds rom Operations % of Total Capital Cash Flow (in milllions of Hong Kong Dollars) Operating Activities Financing Activities 146,836. 5 125,075. 2 96,686. 7 78,631. 4 64,805. 3 -21,647. 5 -22,372. 2 21,091. 7 20,738. 1 6,584. 7 Investing Activities 118,435. 0 84,244. 9 69,930. 9 51,728. 7 61,256. 7 Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, Per Share Data: China Mobile Limited 2006 2005 2004 2003 2002 Figures are expressed as per unit of respective shares. Figures are in Hong Kong Dollars. Fiscal Year Fiscal Year End Date Sales Operating Income Pre-tax Income Net Income (Continuing Operations) Net Income Before Extra Items Extraordinary Items Net Income After Extraordinary Items Net Income Available to Common Shares Fully Diluted Earnings Common Dividends Cash Earnings Book Value Retained Earnings Assets 12/31/06 12/31/05 12/31/04 12/31/03 12/31/02 14. 44 4. 49 4. 74 4. 74 3. 23 0. 00 3. 23 3. 24 3. 21 1. 54 6. 87 15. 92 7. 92 24. 33 11. 65 3. 53 3. 75 3. 75 2. 57 0. 00 2. 57 2. 58 2. 57 1. 02 5. 80 13. 22 6. 41 20. 07 9. 19 2. 76 2. 92 2. 92 2. 01 0. 00 2. 01 2. 01 2. 00 0. 66 4. 67 11. 11 5. 20 17. 38 7. 58 2. 46 2. 53 2. 53 1. 70 0. 00 1. 70 1. 70 1. 70 0. 36 3. 65 9. 48 4. 05 14. 50 6. 16 2. 29 2. 35 2. 35 1. 57 0. 00 1. 57 1. 61 1. 61 0. 32 2. 98 8. 25 3. 22 13. 62 Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not Profitability Analysis: China Fiscal Year Fiscal Year End Date Gross Income Margin Operating Income Margin Pretax Income Margin EBIT Margin Net Income Margin Return on Equity - Total Return on Invested Capital Return on Assets Asset Turnover Financial Leverage Interest Expense on Debt Effective Tax Rate Cash Flow % Sales Selling, General & 2006 12/31/06 72. 4% Mobile Limited 2005 12/31/05 54. 0% 2004 12/31/04 62. 6% 2003 12/31/03 59. % 2002 12/31/02 58. 9% Currency figures are in Hong Kong Dollars. 31. 1% 30. 3% 30. 0% 32. 4% 37. 2% 32. 8% 33. 3% 22. 4% 22. 2% 32. 2% 32. 8% 22. 0% 21. 2% 31. 8% 32. 7% 21. 8% 19. 5% 33. 4% 34. 7% 22. 4% 19. 2% 38. 1% 39. 5% 25. 5% 23. 1% 20. 0% 18. 4% 16. 9% 16. 4% 19. 0% 14. 8% 0. 6 11. 5% 14. 0% 0. 6 13. 9% 12. 9% 0. 5 20. 0% 12. 6% 0. 5 17. 4% 14. 9% 0. 5 26. 6% 1,474,213,000 1,279,332,620 1,594,791,600 2,117,268,090 1,915,655,240 31. 8% 47. 4% 31. 5% 49. 6% 31. 3% 50. 8% 32. 9% 48. 1% 33. 1% 47. 1% Administrative Expenses % of Sales Research & Development Expense Operating Income Return On Total Capital 27. 3% 21. 7% 18. 2% 17. 4% 23. 7% 4. 1% 55. 5% Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not Wright Quality Rating - Investment Acceptance: China Currency figures are in millions of U. S. Dollars. Wright Quality Rating Mobile Limited AAA19 AAA19 113,133 392,481 28,941 100,404 0 0 0. 0% 0. 0% HKG OTH 0 Investment Acceptance Rating Total Market Value of Shares Outstanding - Three Year Average - Current Year Public Market Value (Excludes Closely Held) - Three Year Average - Current Year Trading Volume - Three Year Average - Current Year Turnover Rate - Three Year Average - Current Year Stock Exchange Listings Number of Institutional Investors Number of Shareholders Closely Held Shares as % of Total Shares Outstanding 74. 4% Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not Wright Quality Rating - Financial Strength: China Wright Quality Rating Financial Strength Rating Total Shareholders' Equity (Millions of U. S. Dollars) Total Shareholders' Equity as % Total Capital Preferred Stock as % of Total Capital Long Term Debt as % of Total Capital Long Term Debt (Millions of Hong Kong Dollars) Lease Obligations (Millions of Hong Kong Dollars) Mobile Limited A A AA19 AA19 44,880 90. 9% 0. 0% 8. 9% 34,484 0 34,484 9. 7% 67. 1 -92. 6 1. 2 1. 0 Long Term Debt including Leases (Millions of Hong Kong Dollars) Total Debt as % of Total Capital Fixed Charge Coverage Ratio: Pretax Income to Interest Expense & Preferred Dividends Fixed Charge Coverage Ratio: Pretax Income to Net Interest Income & Preferred Dividends Quick Ratio (Cash & Receivables / Current Liabilities) Current Ratio (Current Assets / Current Liabilities) Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not Wright Quality Rating - Profitability & Stability: China Wright Quality Rating Profitability & Stability Rating Mobile Limited AA AA A19 A19 23. 5% -0. 6% 45. 7% 0. 2% 48. 2% 16. 7% 19. 2% 18. 0% 29. 8% 19. 2% 18. 0% 29. 8% Profit Rate of Earnings on Equity Capital - Time-Weighted Normal - Basic Trend Cash Earnings Return on Equity - Time-Weighted Average - Basic Trend Cash Earnings Return on Equity - Stability Index Return On Assets (Time-Weighted Average) Pre-Tax Income as % of Total Assets (Time-Weighted Average) Operating Income as % of Total Assets (Time-Weighted Average) Operating Income as % of Total Capital (Adjusted Rate) Pre-Tax Income as % of Total Assets (Time-Weighted Average) Operating Income as % of Total Assets (Time-Weighted Average) Operating Income as % of Total Capital (Adjusted Rate) Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not Wright Quality Rating - Corporate Growth: China Figures are expressed on a Per Share Basis. Mobile Limited AAA AAA Wright Quality Rating Growth Rating Normal Earnings Growth Cash Earnings Growth Cash Earnings Stability Index Earned Equity Growth Dividend Growth Operating Income Growth Assets Growth Sales/Revenues Growth 19 19 20. 0% 20. 5% 97. 0% 15. 5% 25. 0% 15. 5% 17. 3% 20. 4% Copyright ©2000-2007 Distributed by Wright Investors' Service, Inc. All Rights Reserved. Except for quotations by established news media, no pages on this site may be reproduced, stored in a retrieval system, or transmitted for commercial purposes, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without prior written permission. Information is believed reliable, but accuracy, completeness and opinions are not
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Psalm 141 Analys

Psalm (141) Analysis Paper Psalm 141 is a prayer seeking guidance and hope from the Lord. The speaker seems very worried, and begins the prayer with a desperate plea for the Lord to hear his voice. He does not ask for the Lord to do this though, he instructs him to; he demands it. “Make haste unto me…when I cry unto thee. ” he says. This makes me feel as though there is something looming close on the horizon for this person, something that’s struck great fear into them for which they need immediate guidance. The speaker then proceeds to make the simile of his prayer being “set forth before thee as incense”; inferring his prayer is as a pleasant aroma permeating the air to please the Lord. He follows this by asking that “the lifting up of my hands” be his evening’s sacrifice. I feel as though he’s saying these things to entice the Lord to comply with his demand that he be heard. The first thing he asks God is to “set watch” before his mouth, and “keep the door” of his tongue. It appears as though he wants the Lord to know he has good intentions, but realizes he will speak evils, and wants the Lords help in staying his tongue. He proceeds to ask that his heart not be inclined to do any evil thing, and that he not be allowed to enjoy the dainties of wicked men. Essentially, he’s further more asking the Lord to make sure that he stays righteous and true. This is where I began feeling like whatever was lurking on the horizon for this person might be something he thinks is going to greatly test his beliefs and values. The speaker then asks that “the righteous smite him” and “reprove” him. At first I thought this simply meant he wanted his fellow brethren to aid him if he were to stray from the path of the Lord; that it would be “a kindness” as he said. But the more I read over it, the more I feel like there’s a double meaning here. What if he’s using the word “righteous” in a cynical, sarcastic way? The full verse reads “Let the righteous smite me; it shall be a kindness: and let him reprove me; it shall be an excellent oil, which shall not break my head: for yet my prayer also shall be in their calamities. ” Perhaps he’s saying, “Go ahead and let those who suppose power persecute me and attempt to correct my beliefs with their own. By doing so they will be doing me the favor of allowing me to prove my faith to you, Lord, because I’m not budging. I’m just going to pray to you, Lord, for their sakes. ” Perhaps this is what he knows awaits him, and he’s asking for the courage to do this; stay righteous. (I’m not entirely sure what the oil metaphor means if he’s using the word “righteous” without any sarcasm, but the best I can make of it is he’s drawing a parallel between being righted in behavior and being baptized or anointed. ) In the next verse he says, “When their judges are overthrown in stony places, they shall hear my words; for they are sweet. ” He asserts that his words are “sweet”, and carry more weight and truth than those of the judges who will surely be overthrown. This would seem to lend itself towards the “sarcastic-righteous” theory, saying that only once their judges are overthrown will his words be heard. One can only assume that judges, as deciders of right and wrong, would only be overthrown if they were viewed as being intolerably in the wrong. The next verse takes a violent twist compared to the previous ones, saying, “Our bones are scattered at the grave’s mouth, as when one cutteth and cleaveth wood upon the earth. ” He’s speaking here of what I can only assume is the fate that most likely awaits him if he stays vigilant and true to the Lord. But he next says “But mine eyes are unto thee, O GOD, the Lord: in thee is my trust; leave not my soul to destitute. ” Here he seems to be asking God to protect him. He says he trusts the Lord, but he immediately follows that statement with the plea, “leave not my soul to destitute. ” This gave me the same feeling of desperation that the opening of this psalm gave me. That’s like saying “I trust you not to screw this up. Seriously though, don’t screw this up. ” It makes me question how much he really trusts the Lord here, especially after seeing the bones of his brethren scattered about graves like chopped wood. He closes out the prayer by once more asking the Lord help him evade “the snares which they have laid” for him. (Again, “they” here could be referring to the “righteous” he mentioned earlier - assuming sarcasm. ) He asks that the wicked fall as victims of their own misdeeds, essentially get what they have coming to them, while he escapes such a fate through the strength and guidance he’s requesting from the Lord. Overall this psalm sounds like it was written amidst great persecution of this person’s people, as a plea to the Lord that he might remain strong and vigilant in the face of death and adversity. Bibliography 1) The King James Bible
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Information Act

Executive Summary The Indian Government, to promote transparency and accountability in the administration processes, brought into force the Right to Information Act on October 12th, 2005. As per the Parliament of India, the purpose of the RTI Act is ‘to provide for setting out the practical regime of right to information for citizens’[i]. The Act applies to all the states and union territories of India, except Jammu and Kashmir. The Act is applicable to all constitutional authorities – any institution or body constituted by an act of Parliament or state legislature – including the executive, judiciary and the legislature. This act empowered the citizens of India to seek information from public authorities. In particular, the RTI act was expected to have a huge impact on the quality of the life of the poor and other backward sections of the community. Over the last five years, several incidents have highlighted that the RTI act has enough ‘teeth’ in it to bring radical increase in transparency and reduction in corruption. At the same time, it has to be accepted that the act has not reached the envisioned level. However, the institutional mechanism for the implementation of act are in place and some stakeholders like media and civil right activists have been making extensive usage of the act to bring transparency and objectivity in the functioning of various public offices.

However, the reach of civil society organizations and social activists is limited owing to the geographical size and population. The success stories of the RTI act range from identifying lost postal orders to highlighting scams worth crores of rupees. Though, corruption and other inefficiencies in the Government were known earlier, citizens could not take any recourse measure. However, with the advent of the RTI act, this situation has changed. Public has found a powerful tool to bring measurability and accountability at all levels of governance. During the study for this report, it was found that the major issues in the implementation of the RTI Act are – lack of awareness in the public, inconvenience in requesting information, lack of support for concerned uthorities, lack of accountability and clarity in role, lack of infrastructure and training, inefficiencies at Information Commissions and the passive nature of Government in implementing the act.

Another challenge before the Government is to aggressively encourage ‘voluntary disclosure of information’ among its various authorities. Government needs to take proactive measure for the RTI act to live up to its expected potential. It needs to take steps to improve awareness among citizens, assist the applicants, set up independent and third-party audit committees to review the functioning of Information Commissions, generate efficient models for processing RTI files etc.

Detailed Summary The Indian Constitution was written with an implicit right to knowledge. But then, over the years, as the Government mechanisms became more and more bureaucratic and political, many Government employees started looking at increasing their influence in the organisation – and that started off with with-holding information. Farmers and others who were kept in the dark regarding many Govt policies protested and the basis for RTI was born. The Right to Information Act was passed in mid 2005 and was effective from October 2005[ii]. It superseded all the other special laws that had until then guarded official information in India, like the Official Secrets acti. Salient features and Social Impact: The six chapters and thirty one sections[iii] of the Right to Information act (2005) empower every citizen of India to ask any question and seek any information from the Government. By information, we mean records, memos, circulars, documents, e-mails, opinions, samples, models, advices, press releases, reports, papers, orders, logbooks, contracts and electronically stored information[iv]. RTI, however, is not absolute, as in, sections 8 and 9 tell us about the categories of information that are exempt from disclosure[v]. Categories under section 8, if demanded to serve a larger public interest, can be disclosedi. A common citizen cannot be denied any information that cannot be denied to state / legislative assemblies or a parliamentary housev. Information can be demanded from any central or state government departments, including panchayats, and from any other organization (including Non-governmental organisations) that is owned, controlled, established or substantially financed in any way by any section of the government, be it central or state[vi]. We should note that the act does not apply to the state of Jammu and Kashmir[vii]. Every Government department that comes under the purview of the RTI designated a Public Information Officer (PIO) and several Assistant PIOs within 100 days of the enactment of the law[viii]. Some documents, as per Section 4, were also required to be made available to the public suo moto by the Government authoritiesvii i. e. on their own, without anyone demanding to know.

The PIO can take up to 30 days (plus a few days for postal delays etc) to get back to the applicantviii. He can also take an additional 5 days if the application is sent to the wrong department and needs to be transferred to another dept and another 15 days if there are unavoidable delays (after notifying the applicant in writing). ix] If the applicant doesn’t receive any information from the PIO past the specified date or if the received reply is not satisfactory, the issue can be escalated to the first appellate authority within another 30 days[x]. If the first appellate authority cannot give a satisfactory reply either within the stipulated 30 day time limit, the issue can be taken to the notice of the second appellate authority within 90 days of receiving the first appeal ordersvii. There is no time limit for the CIC (Central Information Commission) to reply to the second appealvii. The fee for application varies from department to department and is dependent on whether the applicant seeks information from the state or the central governments – but then, it is very much affordable for the massesi. The Central Government, for example, has a fee of INR 10 for application and a further INR 2 for every page that was created and copied[xi]. In the first few years, even though the suo moto disclosures have not really lived up to expectations, several people and organisations have benefited by the act; from 70 year old Kaniram, who got his entitlement of PDS food grains that was denied to him for a whole year, to nine year old Pranav who forced Delhi Police to register a complaint regarding the bicycle that he lost[xii]. Students got the UPSC to disclose the cut-off marks and Krishak Mukti Sangram Samiti in Assam used the Right to Information act to expose illegal diversion of food grains that were allotted to the poor from the PDS centres[xiii]. These are just samples taken from a bigger list of victories for the RTI act and the common manix. The RTI act does have its issues about which we will discuss in a while. Several non-governmental organisations like Parivartan[xiv] (led by Arvind Khejriwal) and Kabir[xv] exist primarily to help people with the Right to Information act and create as much awareness as possible, given that not everyone knows just how potent the act is. We believe that continuous usage of this act and timely follow up from the Officers would lead to a culture of openness in the society. The application filed by Pranav, even if it sounds like an elementary issue, speaks a lot about what the young generation is growing up to. Origination of the Idea Though Indian is a liberal democracy, people are mostly denied access to basic information in the public domain.

The Constitution of India does not grant a right to information explicitly. However, the Supreme Court of India has held in several cases that the right to information is implicit in the constitutional rights of freedom of speech and expression (Article 19 (1)(a) and right to life and liberty (Article 21). xvi] The Right to Information campaign in India began with the Mazdoor Kisan Shakti Sangathan (MKSS), a small but a powerful union of agricultural labour in a remote village Dengungri, Rajasthan. The village accounts had entries of nonexistent people and shadow developmental expenses[xvii] and the illiterate villagers were denied their wages[xviii]. The anger and determination of the villagers to hold the government accountable and bring in transparency in village accounts initiated the Right to Information movement. MKSS demanded that copies of all documents related to public work are made available to people, for a public audit[xix]. The significance of the struggle by MKSS was its fundamental premise that ordinary people must not be condemned to remain dependent on chance or someone else to free them from the oppressions of corruption. Instead, they must be empowered to control and fight the corruption on their own.

The success of the MKSS movement led to the genesis of a broader disclosure on RTI in India. In 1993, the Consumer Education and Research Council, Ahmedabad (CERC) proposed a draft RTI law[xx]. During 1996-97, the Press Council of India submitted two draft model laws on the RTI but these were not considered seriously by the Government. In 1996, MKSS’s advocacy gave rise to the National Campaign on People’s Right to Information (NCPRI), an organization which aimed to support for the right to information and to lobby the government for enactment and effective access to information legislation[xxi]. The members of the NCPRI included ex government workers, well connected leaders many of whom had been a part of the local campaigns or jan sangathans. xxii] In 1997, the Shourie committee, under the chairmanship of Mr H. D. Shourie came up with draft legislation on the freedom of information which was criticised for not adopting a high enough standard. The draft was reworked into the Freedom of Information Bill 2000 which also was eventually rejected. The National advisory commission (NAC) was set up to oversee the implementation on the Common minimum program and since then it has been working closely on the RTI. In May 2005, the RTI amendment bill was tabled and passed in Lok Sabha. Soon after the Rajya Sabha passed the bill, the then President APJ Abdul Kalam gave his assent to the Act. On 12th October, 2005, The Right to Information Act formally came into force. Key Issues in implementation of RTI Act 1. Low public awareness: The first and foremost issue in the implementation of the act is the lack of public awareness. Former Chief Information Commissioner Mr. Wajahat Habibullah recently expressed concerns that public awareness about Right to Information (RTI) Act is not as high as it should have been[xxiii]. A survey conducted by Price Water Coopers has revealed that only 15% of the respondents were aware of the act[xxiv]. This lack of awareness is acute among women, rural population and people from backward castes (Refer the charts in exhibits). This defeats the basic purpose of act i. e providing information to the common man.

Another important problem in this regard is the quality of awareness. Most of the people who claim to be aware of the RTI act are poor in terms of quality of awareness i. e how much information can be asked, what type of information can be asked for and from whom the information can be asked for. This problem was tried to overcome by encouraging ‘proactive disclosure of the information’ by institutions.

However, this being optional as against mandatory in some other countries, has not resulted in any effective dissemination of information. 2. Constraints while filling the application: Lack of proper user guidelines is resulting in significant efforts on the part of the information seeker to gather knowledge about the process for RTI request submission. This lack of procedural guidelines is putting off many citizens from requesting information. Very few states have provided standard application forms for filing an RTI request[xxv]. Also, though the law allows a citizen to make a request through electronic means, in reality, the efforts made to receive requests through such media are grossly inadequate. Another related problem is the lack of assistance and non-friendly attitude of PIOs (public information officers) towards the applicants. The users do not know whom to turn to for assistance while filing an application. 3. Issues faced during information dissemination: These are the issues faced on the ‘supply’ side of the act. The biggest problem is providing information within the stipulated 30 days time.

Currently, there are inadequate processes and measures in place to monitor the adherence of PIOs to the deadlines in providing the requested information. The PIOs are challenged to provide the information within the stipulated time due to inadequate record management procedures. This challenge is further severed by non-availability of proper infrastructure. The obsolete record management procedures and limited use of IT is preventing the PIOs from timely dissemination of information. Another important issue is the inadequate training of PIOs in terms of both behaviour and in-depth understanding of RTI act. In addition, there is a lack of motivation for PIOs as there are no incentives to take up a PIO job while the penalties for non-compliance exist. There is a clause in the RTI act allowing for dissemination information on suo moto basis.

The PIOs should make use of this clause and proactively give out information and eliminate the hassle of large number of RTI applications. However, most of the PIOs are not aware of this provision. Even in cases when suo moto information is being provided, the quality of information is quite low and is not regularly updated there by serving no purpose. 4. Passive role of the Government: There are no adequate mechanisms within the government authorities to implement the provisions of the act. Neither the Government not the Information commissions have ensured this basic minimum requirement for implementation of RTI act. During a survey by Price Water Coopers, it was found that most of the states do no maintain a centralized data base of RTI applicants[xxvi]. This leads to delay in providing data and puts the authorities in a situation where they cannot publish the accurate numbers of applications filed and applications processed. In addition, the pendency of RTI requests at the Information Commissions is huge.

This leads to delay in processing of a RTI request. One of the important roles of Information Commission is to monitor the public authority and take steps to ensure they comply with the act. However, this has been one of the weakest links of the RTI act so far. This is resulting in a large number of appeals there by wasting resources. There is an ambiguity about the roles and responsibilities of the State Governments and the Information commissions which is leading to wastage of time and resources and delay in addressing information requests. Government should take steps like creation of a knowledge resource centre, capacity building for training of PIOs, improving the motivation for PIOs and earmarking budget for implementing the recommendations.

Effectiveness of the RTI Act The objective of the RTI Act (as enshrined in its preamble) is to establish a practical regime for citizens to access information held by Public Authorities. This in turn will lead to increased transparency and accountability at the Public Authorities. I. Establish a practical regime for citizens to access information: Civil society organizations, media and activists have contributed a lot in spreading the awareness of the Act amongst masses and also they have played a key role in training of PIOs & AAs, making them aware of their roles and responsibilities. xxvii] However, in spite of tremendous government and social bodies’ effort in spreading awareness of RTI and educating government officials about RTI, it was found in a survey that only 10% of PIOs scored ‘above average’ on parameters associated with awareness about the Act[xxviii]. In a survey of applicants who received response to their information request, two thirds got some information and only half got full information[xxix]. About three fourths of the respondents told that PIOs were not cooperative in the process. One interesting fact came out that one third of 426 PIOs contacted didn’t know that they are PIOs! [xxx] II. Increased transparency and accountability at the Public Authorities RTI has become a powerful tool in the hands of citizen to fight against corruption and have their rights.

Study suggests that more and more information is sought from government bodies about their functioning, testing their fairness & efficiency and highlighting any irregularities[xxxi]. Since, the Act came into effect it revolutionized the whole system and people are delighted to be equipped with the real power of freedom of information. Though there is substantial implementation of the Act, it still needs more ammunition so that the citizens can use it to the fullest. There is a need for enhanced accountability and clarity of roles in government bodies. There is a need for mass awareness, conducive environment & emphasis on capacity building at central, state as well as district level. Government should improve efficiency of Information Commission and institutionalize third party audit, so as to maintain transparency and evaluate the success of RTI act in periodic manner[xxxii]. Interestingly there are sections of the RTI Act which act as main hurdles.

These sections impede obtaining information related to process of investigation, personal information and information diverting the resources of public authority. Lessons Learnt

• There should not be any variance in role/ownership among different departments of government after the fact that their roles are clearly defined in the Act.

• There should be adequate planning at Public Authority level for identifying and addressing the constraints to ensure the citizens make full use of the new social innovation. There should not be any inadequate processes, infrastructure or resources for the organization to measure the extent of implementation of any social innovation.

• Necessary government support should be provided to the authorities with detailed roles and responsibilities that are in alignment with the provisions of the Act.

• Governments should organize educational programs in order to bring awareness of the new social innovation among its citizens as only “media” played a key role in bringing awareness in case of Right To Information Act to[xxxiii] o Only 12% of the women and 26% of the men Only 27% of the General category and 14% of the OBC/SC/ST categories o Only 13% of the rural population and 33% in urban population

• Increase the number of channels through which a citizen can have access to the new social innovation. In the case of RTI, during payment of fee to receive information the citizen has to be presented physically even though the Act has no such restriction.

• Adequate training should be given to all the employees who work towards the service of any new social innovation as the report from PWC on RTI shows that only 45% of Public PIOs have mentioned that they have not been trained on RTI[xxxiv]. Proper motivation should be cultivated among all the employees serving for the new social innovations

• Information Technology should be effectively used in capturing the performance analysis of any new social Innovation.

• Strictly adhere to the service levels that are stipulated in the Act i. e. , in the case of RTI the applicant should be provided the required information within 30 days of the petition. Appendix [pic] [pic][pic] [pic] References ———————– [i] https://en. wikipedia. org/wiki/Right_to_Information_Act – Article in Wikipedia on RTI Act [ii] https://www. ummies. com/how-to/content/putting-indias-right-to-information-act-to-good-us. html [iii] https://righttoinformation. gov. in/ [iv] https://www. rtiindia. org/guide/fundamental-facts-about-rti-2/what-is-right-to-information-6/ [v] www. rtiindia. org [vi] https://www. kabir. org. in/content/salientfeaturesofindia1. htm [vii] https://righttoinformation. gov. in/rti-act. pdf [viii] Salient features of RTI by Associate Prof R. K. Chowbisa of HCM Rajasthan State Institute of Public Administration, Jaipur at www. upacademy. org/presentationpdf/rti/RTI_SALIENT_FEATURES. ppt [ix] https://www. tiindia. org/guide/fundamental-facts-about-rti-2/time-limits-specified-in-the-rti-act-18/ [x] https://www. rtiindia. org/guide/fundamental-facts-about-rti-2/time-limits-specified-in-the-rti-act-18/ [xi] https://www. kabir. org. in/content/salientfeaturesofindia1. htm [xii] https://www. rti. org. in/Documents/Complete%20Article%20as%20one%20PDF. pdf [xiii] Samudra Gupta Kashyap in the Indian Express at https://www. indianexpress. com/story/254593. html [xiv] https://www. indiatogether. org/campaigns/parivartan/ [xv] https://www. kabir. org. in/indexx. htm [xvi] https://www. hesouthasian. org/archives/2006/post. html – Article on the History of Right to Information [xvii] https://www. nyayabhoomi. org/treatise/history/history1. htm – Article on the rising RTI in India [xviii] https://www. worldpress. org/asia/1014. cfm – Interview with Aruna Roy and Nikhil Dey. Transparency and Poverty in India. [xix]https://www. humanrightsinitiative. org/programs/ai/rti/india/articles/The%20Movement%20for%20RTI%20in%20India. pdf – Article: The Movement for Right to Information in India. People’s power for the Control of Corruption – Harsh Mander and Abha Joshi. xx] https://www. thesouthasian. org/archives/2006/post. html – Article on the history of RTI [xxi] https://www. thesouthasian. org/archives/2006/post. html – Article on the history of RTI [xxii] https://www. drc-citizenship. org/publications/InFocus/Rs_India_final1. pdf – Winning the Right to Information campaign in India : Amita Baviskar [xxiii] https://www. rtiindia. org/forum/51999-more-awareness-needed-right-information-act. html – Forum regarding issues in RTI implementation [xxiv] https://rti. gov. in/rticorner/studybypwc/key_issues. df – Study of PWC on RTI act in India [xxv] https://rti. gov. in/rticorner/studybypwc/key_issues. pdf – Study of PWC on RTI act in India [xxvi] https://rti. gov. in/rticorner/studybypwc/key_issues. pdf – Article of PWC on issues in implementation of RTI act in India [xxvii] https://rti. gov. in/rticorner/studybypwc/key_issues. pdf, Study of RTI by PricewaterhouseCoopers, 2009 [xxviii] https://cic. gov. in/CIC-Articles/TimesOfIndia-28092008. htm, The Times Of India Article, 28 Sep 2008, 0656 hrs IST,TNN [xxix] https://www. rtiindia. org/directory/uploads-2/interim-findings-of-the-peoples-r

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Strategy of Tata Corus Acquisition

On April 2, 2007, Tata Steel Ltd. (Tata Steel) completed its acquisition of the Corus Group (Corus) for US$ 12. 1 billion.

The combined company went on to become the fifth largest steel producer in the world and had a crude steel production of 27 million tonnes in 2007. 1 The acquisition was driven by the need to gain access to better technology and to new markets. The synergy arising out of the acquisition was valued at US$76 million for the financial year 2007-08. Further, joint integration teams were formed for key areas and this team identified synergies worth US$ 450 million to be realized by the year 2010. 

Analysts felt that the acquisition of Corus would lead to cross fertilization of the research and development capabilities in the automotive, packaging, and construction sectors and technology transfers from Europe to India. Tata Steel was also expected to gain from the best practices and expertise of senior Corus management.

The combination of Tata Steel’s low cost upstream production in India with the high end downstream processing facilities of Corus was likely to improve the competitiveness in the European operations, analysts said. Tata Steel was expected to retain access to low cost raw materials and exposure to high growth in emerging markets, and to achieve price stability in developed markets.

As a result of large scale consolidation, synergies were expected in joint procurement. 

Economies of scale were likely to result during raw material purchase negotiations and also while implementing product price changes. These synergies were expected to increase the merged entity’s profitability. After the acquisition, the top management team of Corus was retained as Tata Steel believed that a high degree of cultural compatibility existed between the two companies. This was expected to facilitate an effective integration of business over a period of time, according to analysts.

Tata Steel’s manufacturing strategy was to produce slabs/ primary steel in low cost countries and produce high end products close to the client base both in Europe and in India. It also intended to sell low profit Corus assets and aimed to increase its return on invested capital to 30 percent. Some analysts, however, criticized the Corus deal on account of the likely outcome and effects on Tata Steel’s performance. Corus’EBITDA (Earnings before Interest, Tax, Depreciation, and Amortization) was 8 percent, which was much lower than Tata Steel’s 30 percent in the financial year 2006-07. 4 Some financial analysts were of the opinion that Corus was overvalued at approximately 7.

7 times the EV (enterprise value) to EBITDA. 5 Analysts expressed concerns that the Corus acquisition would result in significant equity dilution of Tata Steel. 

The company would also become highly leveraged due to the significant increase in debt in its capital structure. The US$ 6. 14 billion debt6 that was raised to finance the acquisition had been secured by the assets of Corus and would be serviced by the cash flows generated by Corus.

Financial experts pointed to the risk taken by Tata Steel as it passed the debt burden on to Corus. | There was danger that if the business performance of Corus declined, the company’s cash inflows would reduce, leading to a default on the loan taken. Q1) What in your opinion, were the advantages accruing to Tata Steel through the acquisition of the Corus Group? Q2) What are the risks or limitations associated with the acquisition of the Corus Group by Tata Steel? `

Tata Steel Tata Steel is a part of the Tata Group, one of the largest diversified business conglomerates in India. Tata Group companies generated revenues of Rs. 967,229 million in the financial year 2005-06.

The group’s market capitalization was US$ 63 billion as of July 2007 (only 28 of the 96 Tata Group companies were publicly listed). In 1907, Jamshedji Tata established Tata Steel at Sakchi in West Bengal.

The site had a good supply of iron ore and water.

Tata Steel Vs CSN: The Bidding War There was a heavy speculation surrounding Tata Steel’s proposed takeover of Corus ever since Ratan Tata had met Leng in Dubai, in July 2006. On October 17, 2006, Tata Steel made an offer of 455 pence a share in cash valuing the acquisition deal at US$ 7. 6 billion. Corus responded positively to the offer on October 20, 2006.

Agreeing to the takeover, Leng said, “This combination with Tata, for Corus shareholders and employees alike, represents the right partner at the right time at the right price and on the right terms. ” In the first week of November 2006, there were reports in media that Tata was joining hands with Corus to acquire the Brazilian steel giant CSN which was itself keen on acquiring Corus. On November 17, 2006, CSN formally entered the foray for acquiring Corus with a bid of 475 pence per share. In the light of CSN’s offer, Corus announced that it would defer its extraordinary meeting of shareholders to December 20, 2006 from December 04, 2006, in order to allow counter offers from Tata Steel and CSN.

Financing the Acquisition By the first week of April 2007, the final draft of the financing structure of the acquisition was worked out and was presented to the Corus’ Pension Trusties and the Works Council by the senior management of Tata Steel. The enterprise value of Corus including debt and other costs was estimated at US$ 13.

billion (Refer Table I for fund raising mix for the Corus’ acquisition).

The Integration 

EffortsIndustry experts felt that Tata Steel should adopt a ‘light handed integration’approach, which meant that Ratan Tata should bring in some changes in Corus but not attempt a complete overhaul of Corus’systems (Refer Exhibit XI and Exhibit XII for projected financials of Tata-Corus). N Venkiteswaran, Professor, Indian Institute of Management, Ahmedabad said, “If the target company is managed well, there is no need for a heavy-handed integration. It makes sense for the Tatas to allow the existing management to continue as before.

The Road Ahead

Before the acquisition, the major market for Tata Steel was India. The Indian market accounted for sixty nine percent of the company’s total sales.

Almost half of Corus’ production of steel was sold in Europe (excluding UK). The UK consumed twenty nine percent of its production. After the acquisition, the European market (including UK) would consume 59 percent of the merged entity’s total production (Refer Table III for the spread of Tata-Corus markets before and after the acquisition).

The Synergies 

Most experts were of the opinion that the acquisition did make strategic sense for Tata Steel. After successfully acquiring Corus, Tata Steel became the fifth largest producer of steel in the world, up from fifty-sixth position. There were many likely synergies between Tata Steel, the lowest-cost producer of steel in the world, and Corus, a large player with a significant presence in value-added steel segment and a strong distribution network in Europe.

Among the benefits to Tata Steel was the fact that it would be able to supply semi-finished steel to Corus for finishing at its plants, which were located closer to the high-value markets.

The Pitfalls 

Though the potential benefits of the Corus deal were widely appreciated, some analysts had doubts about the outcome and effects on Tata Steel’s performance. They pointed out that Corus’ EBITDA (earnings before interest, tax, depreciation and amortization) at 8 percent was much lower than that of Tata Steel which was at 30 percent in the financial year 2006-07.

 

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Indian Wedding Vs American Wedding

Every country and every religion have their own traditions and its help to differentiate each other. Even though wedding ceremony has the same meaning in every culture, the way of celebration is different. An Indian marriage is essentially different from a typical American wedding.

Indian wedding is about the association of family members follow the traditions, functions, customs while traditional American Wedding is about Bridal shower, Bridal Party, The veil, kissing the bride, the groom’s cake and the honeymoon. 

Indian marriages start with searching the bride or groom as a part of arranged marriage. It is considered to be the most acceptable form of marriage till date in most of the communities in India. Both of families fully involved in searching the bride or the groom. I still remember that day when I had first meeting with my husband in presence of my family members at my house. I had talk with him for two hours and then I discussed with my parents.

Then my parents had conversation with his family. When the both families were agreed, they fixed the date for marriage.

In contrast in the US, arranged marriage is a retard thing to do and is very uncommon. Bride and groom already knew to each other from long time. They have full power to make a decision for marriage. In India wedding is the big and three to five days event while American marriages does not take too much time.

When I got marry, my all family members involved one month before the actual date as they did all the planning by themselves. 

In contrast American wedding arrangements done by marriage planner and only the bride and groom can decide what they want to do. The homes of the bride and of the groom are decorated 5-10 days before as part of the decorations of this special day in India while In America homes are not important part of marriage as they don’t celebrate at home. Traditional American weddings are organized in a place of worship like in a church or they reserve the venue. Both the bride and groom send out wedding invitation cards with all lists of three days program and timings to their respective guests separately. Wedding invitation cards may be printed in any of the many Indian languages or English, or both.

Even if it is printed in English, the ancient Vedic Sanskrit mantras are still printed on the cards. Sanskrit mantras in English make for interesting text to read. In contrast American wedding cards printed in English with formal language. You have approximate idea about your guests as they response on your invitation, but in India you have to guess, there is no approximate, all most all guest would be involve. 

The riot of colors, loud music, and the boisterous dances are what captivate you at an Indian marriage.

No Indian marriage is complete without hearty dancing. I remember in my marriage all members were actively involved in dancing for five days before the wedding day. Of course, there is stunning food and tons of gossip awaiting the guests. In contrast Americans believe in peaceful marriages with formal parties. Few months ago, I went to a hike trail in Saratoga.

Before the hike trail starts there was a small garden. I saw some people in formal dresses.

I was surprised when I got to know that there was a wedding ceremony going on. I was thinking about my wedding ceremony, everybody in my town knew that there was a marriage ceremony going on. Heavy bridal decoration forms an essential part of wedding decorations in India. In my marriage I was decked up with precious jewelry from head to toe with heavy sequenced red Lahnga (skirt) and Sari that all had 15-20 lb weight. 

The groom wears a sherwani or suit with essential jewelry.

In contrast white pretty gown for brides and black or blue suit for grooms, this tradition is followed religiously in America. And guests also have the same kind of formal dress usually in Black. In Indian marriages groom comes on the back of horse with his family and friends, but not included elder women, they stayed at home and do arrangements for welcome of bride and groom together. A special dais is built for the solemnization of the marriage in the bride’s house and both the bride and groom repeat mantras chanted by a priest. After that they put their hands together right hand of the bride and left hand of the groom and take seven rounds in the front of fire.

Every round has its special meaning or promises that groom makes for bride and they showered with flower which is recognized as the symbols of happiness. In addition groom put one kind of red color (Sindoor) in bride’s head after that they announced as a husband and wife. When I got married this whole procedure took three hours. In contrast traditional American weddings are organized in a place of worship like in a church, where family and friends assemble.

Here comes the best man, flower girls, exchanging vows which mean personal commitment, and rings. 

The wedding ceremony is conducted by the priest. He formally asks the invitees whether they have any objection for this marriage and getting the positive response from the invitees the priest asks the couple to exchange wedding rings and then the couple is marked as husband and wife. Traditionally the newlyweds kiss to seal their union; this is the concept of kissing the bride. As the couple leaves the church, they are showered with rice or flower which is recognized as the symbols of fertility. Then the couple organizes a reception party where all family members and friends of two families dine, enjoy and makes merry.

The guests form two lines, to dance with the newlyweds and they both also have dance. After that both go for a long vacation, which is pre decided and spending time with each other.

In contrast Indian bride comes to groom’s house, where they have to follow other traditions which take one or two days. They have welcome party and celebration for addition in family. “Tie the knot” programs are loaded with fun activities. 

The fun activities are not additions but are inherent features of Indian weddings that infuse a lot of playfulness between the bride and the groom and between their families to make them comfortable. Even though it has lot of difference in way of celebration and traditions, this is the most holy event in a person’s life and they can share their happiness moment with friends and family.

In any condition or in any tradition wedding ceremony means remain always same, happy time and celebration time as two newlyweds unites together into a sacred bondage of love and life.

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Judiciary of Malaysia

>Jurisdiction Chosen: Country – Malaysia 

Malaysia has a unique legal system as it is the only country in the world that adapts a dual-track legal system where Islamic courts co-exist alongside with civil-institutions. Apparently, because of the dual legal system, Malaysia inherits legal tradition from both the Islamic law and the common law. The more interesting discussion of this research would elaborate how co-existence is possible in Malaysia without conflict.

Before British colonization in Malaya (confined to all states in the Peninsular Malaysia and excluding Sabah and Sarawak in the Borneo islands), Islamic law is only applicable in the state of Malacca. In Malacca the law was compiled in the Malacca Laws and when the Malacca Empire fell versions of the Malacca Laws were applied in the other States (Liam Yock Fang (Editor) Undang-Undang Melaka, The Hague, 1976 ). Subsequent to the fall of Malacca Empire and as a result inter-state migration that took place during that time, Islamic laws were then being spread across to other states of Malaya. 

However, when British colonized Malaya in year 1920, the influence of Islamic law became less significant. The British law was implemented in form of codes enacted from India which includes the Contract Act, Criminal Procedure Code and civil Procedure Code. Interestingly enough, the land law legislation introduced at that point of time was based on Torrens System from the Australia.

However, the fact that the Torrens system was introduced during the British colonization in both Australia and Malaya clearly explains how the land law legislation originated in Australia was being implemented in Malaya. 

In the today world, the Torrens system land law legislation has been widely implemented in most commonwealth country. As a result of the implementation of the British laws in Malaya the Shariah law is no longer applicable to those areas covered by the British laws. The British proceeded to set up courts that were headed by British judges trained in the English Common Law.

The Civil Law Ordinance 1956 stated that in the absence of any written law, the court shall apply in West Malaysia the Common Law of England and the rules of equity as administered in England on the 7th day of April 1956. Civil Law Ordinance. 1956, Federation of Malaya Ordinance No. 5 of 1956). As a result of the enactment of Civil Law Ordinance, although Islamic law is the law of the land in Malaya, in actuality, English law became the basic law of the land in Malaya at that juncture.

In the case of Ramah v Laton a majority of the Court of Appeal in the Malay States held that Islamic Law is not foreign law but it is the law of the land and as such it is the duty of the courts to declare and apply the law. (Ramah v Laton (1927) 6 FMSLR 128). 

However during the hearing of that case, the judge does not have prior knowledge of Islamic law and hence have to refer questions of Islamic Law and customs to the State Executive Council. Due to the complication and constant references back to the Mufti during hearing, Muslim Law was enacted in the States and the Shariah Courts to deal with cases under the enactments. The important fact to take note is that the Shariah courts deals only with Muslims in the Malaya and therefore the Islamic laws are confine to Malays or other races that have converted to Muslims. 

Judicial Independence 

Montesquieu puts forward the idea that there is no liberty, if the judiciary power is not separated from the legislative and the executive. He said if it were joined with the legislative, the life and liberty of the subject would be exposed to arbitrary control; the judge would then be the legislator. If it were joined with the executive, the judge would behave with violence and oppression Montesquieu, The Spirit of the Laws, Book XI). 

In Malaysia, the judges of courts are appointed by the Yang-Dipertuan-Agong (Monarch) on the advice of the Prime Minister. The prime minister, before advising the Monarch is required to consult the Chief justice beforehand. The judges are usually appointed from the Judicial and Legal Service or the bar council.

The independence of judiciary in Malaysia is questionable for a couple of reasons. In Article 22 of the Federal Constitution, judicial commissioners can be appointed to perform the role of a judge of the High Court. However the appointment is for an initial term of 2 years. If the commissioner performs his duty up to a satisfactory level, he may then be recommended by the Prime Minister to be a judge. As the judicial commissioners does not have a secured tenure and is playing the role of probationary judge being evaluated subjectively by the Prime Minister, his ability to not be subjected by external influences in this case the parliament headed by the Prime Minister himself can be questionable. 

Moreover, the fact that judicial independence in Malaysia is questionable is further evidenced during the Malaysia judicial crisis in 1988. It all began with the then Supreme court’s decision in JP Berthelsen vs Director General of Immigration Malaysia & Ors [1987] 1 MLJ 134). The Supreme Court overruled the decision of the Minister and allowed Bethelsen to lawfully stay in the country.

The then Prime-minister made a remark during the parliamentary debate that the minister should have the final say of how long a foreigner stays in the country. In May 1988, 20 judges and the then Chief justice wrote to the monarch expressing the concerns of the executive criticism of the judiciary publically. As a result, the prime minister invoked the procedure provided under Article 125 Federal Constitution (Malaysia) to remove the chief justice on the ground of misbehavior. These series of event leading to the sacking of the then chief justice appeared to be the darkest history in Malaysia’s judicial independence. 

Comparison to judiciary independence in Australia Australia, in comparison to Malaysia, though being a Commonwealth country that shares common legal tradition from the British has a judicial system that is much more independent. Since 1900, the Australian government has adapted a tripartite separation of power of their political system. The roles and responsibly of the tripartite are clearly elaborated in the three chapters of the Australian Constitution.

Chapter 1 explained the parliament as the party that deals with legislation, chapter 2 on the 

Executive 

Government on providing executive powers and chapter 3 the Judicature exercising their judicial independence via the High court and federal courts. Under Chapter 3 section 72 Australian Constitution (Australia), the judges’ tenure of services is protected and can only be removed by the house of parliament and not by prime minister alone as opposed to Malaysia. Moreover, section 72 also clearly mentioned that the remuneration of the judges may not be reduced while they are in office. 

In Malaysia, the judiciary does not have control of their own budget and hence the remuneration of the judges could be affected by the Ministry of Finance? 

Question 1

As Malaysia has a law tradition that rooted from British law during the British colonization, common law of contracts became the base of jurisdiction in enforcing promises. However, the fact that Syariah law exist, it is not uncommon for financial institutions to offer products under the Islamic law of contract. However, the discussions here are generalized to the common law as it still appears to be the most relevant contract law in Malaysia. 

The common law in Malaysia, similar to common law in British, has freedom as the fundamental of promises between parties. Hence, a promise that benefits a single party more than the other is not uncommon in promises agreed in Malaysia. As long as the contract is clearly communicated in writing, and the other party is well informed of the content of the contract, it will be held valid.

Unlike Islamic law of contract, a verbal promise will not qualify as a contract. The validity of a contract in common law requires ‘consideration’ which basically implies that a contract must be bilateral. Although most promises are made in order to get something in return, in rare occasion, the in return promise could be abstract. 

In the case of a father giving money to a man to marry his daughter, the consideration for that case is the fact that the father simply wanted to see his daughter getting married (Sharrington vs Strotton (1556) Plowden at 303). Contrasting with the Islamic law, a single sided promise is held valid in Wa’d which means unilateral promise in Arabic. In the case of purchase of goods in Malaysia, the purchaser is obliged to perform his own due diligence on the goods before the purchase.

It is an obligation in any commercial (sale-purchase) that the seller is to allow the buyer prior to enter into agreement to inspect the goods in order to ensure that it is defect free. 

Such an obligation on the seller is known at Common law as “Caveat Emptor”. (Caveat Emptor, Mozley & Witheley’s Law Dictionary, 1993) Jowitt’s Dictionary of English Law (1997), explains that a purchaser or buyer must be on the alert for he has no right to remain in ignorance of the fact that what is buying belongs to someone other than the vendor, and that any purchaser who fails to investigate the vendor’s title does so at his own isk (Caveat Emptor, Mozley & Witheley’s Law Dictionary, 1993). This clearly distinguished contracts in Malaysian common law with Islamic law of contract where the purchaser could void a contract if he later found out that the goods purchased are defective even if he has not done his due diligence.

If there is a breach of contract on either side, the innocent party has the right to terminate the contract and to subsequently claim the party in breach for damages that would put the innocent back in a position had the contract been fulfilled. 

In the example of Choo Yin Loo vs Visuvalingam Pillay(1930) 7 FMSLR 135, the plaintiff sued the defendant for not having enough worker to work on his land and hence breached the contract. As a result, the defendant was ordered to pay damages to the plaintiff. 

Islamic law of contract 

The Islamic law of contracts emphasizes ethics in its promise; hence the promise itself must be fair and honest. In Islamic law of contracts, a promise made in verbal is also acceptable which make it very different from common law. The contract must not relate to item that is considered haram (prohibited item) by religion such as pork or swine product, alcohol, gambling equipment or drugs.

Another aspect of Islamic law is that it seeks to eliminate gharar, which represent risk, fraud, hazard and uncertainty (Kamali 2008,84)The subject of the contract must be legally owned at the point of time the contract is being drawn negotiated. Hence, items yet to be in existence or built may not qualify as a subject of contract. Usually this translates into making contract of insurance impermissible (Stovall 2002,9). As a result of contracts not allowing gharar, many financial investment contracts such as futures and options are also not permitted in the Islamic law of contract. 

Laws governing joint-stock companies do not allow for the distribution of share options, which hinders entrepreneurships (Azzam 2002,64) Riba which means interest is also prohibited in the Islamic law of contract. As a result, loan contract between borrower and bank will not be able to include interest in their repayment. However, in modern Islamic countries, the alternative of charging interest are being done in the form of Ijara where a borrower will sign an agreement to sell the property to the bank at the margin of finance agreed and then sign another contract to purchase back the property at the end of the finance tenure.

For instance, in Shariah compliant mortgage, the property must change hands twice- from seller to bank and from bank to customer (World Bank Policy Research Working Paper 4053, November 2006). This has been by far the most popular Islamic financing contract for real estate, however the fact that a buyer could be selling a property at one price and buying it back at 3 times the price 20 years later contradicts greatly with the idea of prohibiting Riba as obviously a bank is having a windfall gain out of the contract. 

The interesting argument revolving this is the fact that windfall gain is prohibited in a single contract but questionable if it is done in two different co-related contracts. However, when an investment deposit is made by an investor to a bank, the bank does not give interest to the investor but is merely giving profit-sharing. Islamic theory in contrary to western notions of finance: it holds that money should be use only to facilitate the sale of goods and services, but should not be “commoditized” itself because it is both socially and morally injurious (Holland 2002, 42) In Islamic law, a Wa’d (unilateral promise) is permissible, thus greatly highlighting the distinction between common law of contract and Islamic law.

Consideration is not required in Islamic law and a one-sided promise can be accepted legally as much as a bilateral promise. 

The danger however, is the fact that when an offer is made, even when the other party does not respond to it may imply acceptance of the contract. In Islamic contract law, there are many self-help remedies available under the Khiyar. A contract can be terminated under Khiyar-al-aib if the subject sold is later discovered to be faulty.

This indeed is very different from caveat emptor where the buyer should have done his due diligence before purchasing it. In Khiyar-al-aib, it becomes the responsibility of the seller to ensure that goods sold are fault free to avoid the purchaser from voiding a contract? 

Question 2

Malaysia jurisdiction recognizes corporation as a separate entity from the owner. The corporation can be used to enter into contract as a legal entity that is entirely independent of the owner. The advantage of this setup allows the owner of the company to limit his own liability in event a contract turns sour and the innocent party is seeking damages from the owner.

However, it is important to take note that not all companies incorporated in Malaysia thru the Companies Corporation of Malaysia Act 2001 have limited liability to its owner. Hence, for owner to have limited liability the company formed must not be an unlimited company. To the question of how much liability is an owner limited to, will depends on the paid up capital declared during the formation of the company. In situations where there is more than one owner, a Memorandum of Association will be presented to clearly outline the number of shares each shareholder has and thus limiting the liability of different owners according to their shareholding. 

The Memorandum of Association is used to define the nominal amount of paid up capital and more importantly the division of that capital into shares to different owners if there is more than one owner. Although formation of limited company allows the owner to have limited liability, it is important to take note that the owner may not be immune to wrongdoings conducted by the company. For example, if the company has committed an offence, the director of the company can be held liable and tried for the offence committed.

Interestingly enough, the owner can choose to be the sole shareholder but appoint/employ others to be the director. Islamic business grouping are done by forming either Mudaraba or Musharaka contract. A mudaraba contract allows for a person who owns property to invest capital with someone who puts in effort or work to make profit ( Al-Suwaidi 1994, 74). 

In Musharaka, both will invest in capital for the partnership. The most contrasting characteristic of an Islamic form company compared to company law in Malaysia is the fact that there is no possibility to form a company with a limited liability. Above that, it is also impossible for the partners in the company to have limited liability by their share ownership.

The contract law is individually oriented, and collective enterprises, such as corporations, do not enjoy legal rights distinct from the individual owners (Kuran 2004,3). Laws governing joint-stock compaies do not allow for the distribution of share options, which hinders entrepenership (Azzam 2002,64)

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The Glegg Water Management

1. The Glegg Water Management is now facing the challenge of repositioning their key product, E-Cell, which is a breakthrough technological progress in water treatment. Despite the superiority of the technology, the management team needs to find a radical approach to penetrate the market and develop a strategy to make E-Cell the industry standard. 2. Competing Resins Technology: As mentioned in the material, traditionally, caustic chemicals were used to flush away the impurities and regenerate these resins. In these systems, the mixed-bed ion-exchange stage was preceded by separate cation and anion exchange vessels. As applications became more demanding, it was clear that chemically regenerated ion exchange systems had limitations. ” “Ion-exchange resins are typically styrene and divinylbenzene copolymers cross-linked to form beads between 0. 03 and 1. 0 mm. The beads are converted into cation-exchange resins through a sulfonation process, or anion-exchange resins through chloromethylation. “EDI removes ions from water using conventional ion-exchange resin, but with a significant benefit--an electrical current that regenerates the resin bed continuously, eliminating entirely the need for periodic chemical regeneration. ” 3. The key sectors listed in the Power Generation of Exhibit 2 are power plans, chemical industry, manufacturing, petroleum industry and paper industry. They share in common that they all need of quality water treatment equipment that is with high flow rate. And these key sectors are all facing the challenges of environmental protection, which was drawing attention from either the public or the government. Hence, there is believed to be a potential market in all the sectors under power generation. However, different industries may have different requirements on their needs and standard of water treatment equipment. Followings are those influencing buying decisions: ? In the material, it says that the typical power generation water treatment required high flow rate. However, to which extent and whether all of the specific sectors fall into this categorized description of a “typical power generation water project” is subject to further investigation. It is possible that power plants and petroleum industry requires the highest flow rate, while chemical and some small manufacturing needs lower flow rate, where E-Cell’s competitive advantage in scale will be less remarkable. ?Different sectors may differ in their required standard of water quality. ?Some sectors value the E-Cell’s trait of being scalable. For example, in the manufacturing sectors, the end-users may want to adjust the capacity of the small increments according to their different scale of project in different periods. And the significantly less space will help the end-users of the industry to save more cost. ?The other specifications that the case is silent but could influence the buying decisions are: whether the EDI technology will 4. Glegg basically functioned as a link between the technology suppliers and the end-users. ?Through customizing the technology components from the suppliers, Glegg provided the clients with industrial water treatment solutions, including clarification, filtration, roughing and polishing, and etc. , tailoring to the specific needs and requirements of the customers. Glegg water company provided with their clients with a comprehensive design toolkit and a very good customer service which would follow the client’s project from start to finish. Currently, the Glegg Company has a major breakthrough in its development of EDI technology. The undercultivation of the industrial water treatment market, the rising awareness of environmental protection, the prospering of EDI’s targeted clients’ industries such as electronics, and the breakthrough development of the technology itself signified a huge market potential for E-Cell of Glegg company. In addition, according to the statistics, of the 2% of the total possible market of EDI, E-Cell has taken a promising share of 50%, which helped laid a solid foundation for the future exploration in the field. Therefore, if Glegg want to reach their billion-dollar goal, Glegg will need to focus more on the market of E-Cell, instead of the more generalized products as they used to. As a result, what Glegg will do for their customers may also change accordingly. Change in personnel and expenditure structure. As noted, currently, 50% of the employees are in manufacturing, only 10% are in sales, and the rest of them are in marketing, R&D and management. However, since E-Cell is believed to be a technologically superior product which was resistant by the market as many good new products had encountered, this product will be the key to increase the total revenue of the company, and marketing this product should be the priority in the strategic plan of Glegg. Therefore, manufacturing expenditure should be cut, while the marketing expenditure for E-Cell should be increased. In addition, as noted in the material, both in electronics and power generation industries, the key engineers and contractors are very influential in the buying decision of water systems. Therefore, to penetrate the end-users, highly trained and quality sales people are very important as they need to maintain good relationship with those key engineers and contractors.
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Why Becoming a Gudiance Counselor is for me

August 1,2010 Personal Statement College Of New Rochelle As I a reflect on where I am in my life and the experiences that have bought me here. I look back on the many difficult and extremely challenging decisions I’ve had to make to get here. I like to think I am a reasonable person in my thinking and what motivates me, however there have been moments when I thought , if I’d had a more concrete sounding broad to voice my thought, fears and aspirations, early in my journey though life is something I often speculate on, and what choices I would have made. A person a with strong influence in my early learning experiences to guide me in what were my strengths. All throughout my teen years I have been fascinated with sculpting and designing hair styles for friends and family. I was the family hair stylists, eventually turn professional. I truly enjoyed my ten year career as a stylist, as much as I was excited about every new hairstyle that I would learn, I was just as interested in meeting the variety of people I would meet everyday working in a unisex salon, The mix in cultures within our own culture was an experience in itself. As I would interact with young and old, but the younger clients is where I witness the most distress and anxiety of the thing going on in their lives. Looking back now presently as a mother of two young children. Returning to school earning my Bachelors in Social Science, exploring society’s diverse cultures as a whole. Presently a Financial Aid Counselor at Pace University, I started to pay closer attention to the often legitimate gripes young people have in terms of had they only had better guidance in their younger years, what a difference it would have made now entering adulthood. This is when I knew I would have much to offer in a career in Guidance Counseling would be a rewarding experience. Few careers are as potentially rewarding—or as frustrating—as that of a guidance counselor, whose job it is to help guide and structure children’s educational and vocational direction as they pass through an unstable and confusing time in their lives. A guidance counselor helps students determine courses of study and possible vocations. Counselors try to understand what motivates each student as well as his or her skills and desires. When you’re doing things right,” wrote one, “it’s like you’re another parent, except they trust you a little more. I understand entering this field there will emotional as well as intellectual demands come with the territory. As most guidance counselors spend over a third of their time in consultations with students and parents, prospective counselors should be comfortable with teenagers and have excellent communication skills. It can be frustrating because you will have limited power to make students follow your advice, and often you will face students, whom cannot see pass today, so it is a challenge, I’m ready to prepare myself for .
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Going out Versus Staying Home

After the hard workday, the people's desire to have rest is prevailing over all other feelings. They can either go and see a concert, a play or a sporting event or watch TV at home. I prefer to attend a live performance because it is a source of exciting feelings of extended communication, it is an opportunity to visit with old friends, and it is a way of interrupting the home routine. First, nothing can be compared with the splendid vivid effects at a live performance. You can hear and see a live singer at the concert. Additionally, you can take an autographed photo with your idol. The feelings of the surrounding public are passed to you and raise your mood. Moreover, while attending a performance, you can renew your old affairs. For example, during break time, you can meet your old friends such as classmates or relatives you haven't seen for a long time. You can also make your existing relationships even stronger. Finally, spending time outside the home is the best way to interrupt your daily routine. Every day after an exhausting workday, you have a lot of work to do at home. This work never ceases. So, it is necessary to restore you for the next day. Undoubtedly, in this case, nothing is better than several hours outside home in a relaxing atmosphere. Therefore, attending a performance gives us possibility to have feelings of excitement, to renew old affairs, and to restore our strength. Thus, I would rather go to a live performance than watch it on television.
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The Biggest Influence on my Life

If someone were to ask me who the most influential person in my life was, I'd most likely tell him or her that it's my brother, Chris. My brother is one of the most important people in my life. I may not always act like it, but I look up to him and respect him. It's hard to think of everything he's done for me and not like him. There's the basic stuff that most older brothers do. You know, baby-sit you, help you with your homework, and let you use their stuff. But my brother did a lot more for me. He was the one who taught me how to read and how to tie my shoes. He taught me how to hold my breath underwater.

He even taught me how not to touch his things. He also did other typical big brother stuff. Like shut me in the closet, play tricks on me, "forbid" me to use his stuff. But for each 'mean' thing he did to me, he did about five nice things. One nice thing he did was that he always let me hang around him and his friends. Because of that I actually have two brothers instead of one. My other "brother" is Chris's best friend, Corey. They spent a lot of time together when they were younger, and since Chris was nice, I usually got to do stuff with them. Since Corey was as much my brother as Chris was, of course they both pulled little tricks on me. But I must admit a lot of the tricks worked because I was a slightly gullible child. One that readily comes to mind is when Chris and Corey tried, and succeeded, to convince me that they were being sucked into the ground.

I was so convinced that I went inside and told Mom that they were being sucked down. As I said, I was a slightly gullible child. Another little prank was when one of my friends was over while Mom and Dad were bowling and Chris and Corey were baby-sitting us. We hid in the bathroom and locked the door, and they decided to take a rope, open the closet door, which is across from the bathroom and opens out, tie one end to the closet door knob, and tie the other end to the bathroom door knob. The bathroom door opens in. Yes. we had some interesting times.

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10 Conflict Theory A. Oberschall

CHAPTER 10 Conflict Theory A. Oberschall This essay covers three broad topics. First, there has been renewed debate about human nature and the roots of intergroup violence and warfare in evolutionary biology, in psychology, and in anthropology. The “ordinary man” hypothesis explains why and how humans justify and participate in violence and atrocities.

Second, in addition to interstate wars, political scientists have been studying insurgencies, ethnic cleansing, civil wars, genocide, ethnic riots, and other modes of violence called “new wars. Based on hundreds of case studies, comparative research and large quantitative data sets, they have theorized about the root causes and dynamics of these conflicts, and about prevention, deterrence, conflict management, and peace making. Third, the social movement and collective action field in sociology developed a mobilization theory for explaining why and how relatively powerless groups confront regimes, how the dynamics of confrontations escalate to civil strife, what outcomes result, and whether violence was necessary for change. All three research traditions contribute insights and findings for conflict theory. In the conclusion, I argue that a theory of conflict should integrate group with state/regime centered analysis (micro with the macro), give more weight to dynamics than to root causes, and make conflict management an equal partner with violent conflict. HUMAN NATURE AND WARFARE The psychologist Robert Hinde writes that (1997) “Certain behavioral propensities, including the capacity for aggression, are common to virtually all humans. This does not mean that they are genetically determined …humans have a capacity to be both aggressive and altruistic…the behavior shown depends on a host of developmental, experiential, social and circumstantial factors. ” Although sociobiologists assume that genes exist for specific behavioral dispositions, like “self-sacrificial bravery in warfare” (Tiger and Fox 1971), no such genes have been identified, and behavior in warfare and group conflict situations has been explained in other terms. For example, Jews in Nazi Europe put up little resistance to the Holocaust. Were they genetically lacking in self-sacrificial bravery in warfare? The Jews who emigrated to Palestine belonged to the same gene pool, yet fought aggressively and successfully for the creation and defense of the state of Israel in 1946–1948 and in subsequent wars. Helen Fein (1979) has explained the lack of resistance during the Holocaust with a gradual entrapment model of the Jews by the Nazis. It started with the legal definition of Jew, followed by stigmatization, K. T. Leicht and J. C. Jenkins (eds. ), Handbook of Politics: State and Society in Global Perspective, Handbooks of Sociology and Social Research, © Springer Science+Business Media, LLC 2010 177 178 A. Oberschall stripping of citizenship and property, segregation from nonJews, isolation in ghettos, and ending in labor and extermination camps.

These differences in the behavior of Jews cannot be explained by sociobiology. Controversy on the biological versus cultural dimensions of human nature compares primate social organization and behavior with those of preliterate, low technology human communities (Rodseth et al. 1991). Compared to primate mating, humans have marriage and kinship. In human bands, there is a relative absence of male dominance and hierarchy, and more equality among adult males on resource sharing, sex, and leadership. Systematic violence between closed social groups is rare.

Avoidance is the dominant mode of conflict management among simple foragers. In summary, according to Bruce Knauft et al. (1991), “Simple human societies constitute a major anomaly for models which propose evolutionary similarity between great apes and prestate human patterns of violence. ” There are differences among archeologists and anthropologists on human warfare in prehistory (Keeley 1996). According to Ferguson (2006 pp. 495–6), analyses of human skeletons for signs of lethal wounds, and studies of human settlements for indicators of warfare, such as fortifications and defensive walls and specialized weapons, find no firm vidence of war for thousands of years during Paleolithic times: “There are numerous regions in the world where good archeological data are available for centuries or even millennia before any suggestion of war appears…Although episodes of war are possible any time in human prehistory, there is no convincing evidence of collective intergroup violence any time before 10,000 years ago… and in many parts of the world much more recently than that. ” How did relatively peaceful hunters and gatherers in the distant past turn into war-prone societies of recent centuries? One cause was in the shift from nomadic to sedentary life, where people had an interest in defending their land, food stores, and fishing sites. Avoidance was not possible and an aggressor had an opportunity to gain from warfare (Cohen 1984). Other conditions were the emergence of social ranking, increased population and resource degradation, state formation, and the spread of war from states to nonstate people. Warfare became institutionalized and diffused when those who were attacked or threatened took defensive measures and developed their own institutions for war. Once institutionalized, the primary motivation of soldiers stemmed “from duty associated with the role occupied in the institution of war” (Hinde 1997) and not from aggressiveness. The performance of the groups, organizations and social units that make up a complex institution rest on the authority of command, the responsibility to obey orders, cooperation and bonding among peers, an esprit the corps that sharpens the insider-outsider boundary, loyalty to the organization, covering up mistakes and crimes, and ostracism for whistleblowers. Within society, there are collective beliefs and myths justifying the mission and actions of the institution (patriotism, security, defense, law and order, etc) and its claims on societal values and resources.

The literature on collective violence, on mass killings, on genocide and on terrorism show that they cannot be blamed on blood thirsty, sadistic, psychopathic perpetrators nor on some dark streak in human nature. The evidence supports the “ordinary man” notion expressed by Browning (1992), Atran (2003), Staub (1989), and Mann (2005, p. ) that “under particular circumstances most people have the capacity for extreme violence and destruction of human life,” and “ordinary people are brought by normal social structures into committing murderous ethic cleansing. ” What of atrocities, savagery, and extreme cruelty in some collective violence? For cultural materialists and ecological determinists, like Marvin Harris, the Aztecs’ annual fifteen thousand human sacrifices by tearing out their hearts while still alive and ritual cannibalism were a side-effect of the competition for resources in extreme scarcity. Harris (1980, pp. 332–340) 0. Conflict Theory 179 argued that the Aztecs suffered from a “uniquely severe deprivation of animal protein” and that the ruling class rewarded soldiers in war with the flesh of their captives after ritual sacrifices to their gods instead of keeping them as slaves. Harris’ protein deficiency hypothesis has been challenged on factual grounds by Ortiz de Montellano (1978), and there are better cultural explanations. Robert Edgerton writes (2000, p. 131): “Humans …are capable of empathy, kindness, even love and they can achieve astounding mastery of the challenges posed by their environment. But they are also capable of maintaining beliefs and values and social institutions that result in senseless cruelty, needless suffering, and monumental folly in their relations among themselves, as well as with other societies…” Aztecs believed that the gods give fertility to humans only if they are nourished by human beings.

With human sacrifice, the Aztecs expected to tip the battle of supernatural forces between evil and good in their favor. The major reason for war was to capture enemy soldiers for ritual sacrifice. Harris’ materialism does not accept mass murder on a grand scale in the pursuit of an ideology, as was true of the Cambodian genocide under the Pol Pot regime (Kiernan 1996) and in other instances of genocide and ethnic cleansing. In the cultural view, mass murder of civilians and extreme cruelty is justified in some belief systems that label victims as a dangerous threat to group survival, demands total conformity and loyalty in a crisis, glorifies criminal and cruel behaviors against victims as heroic and necessary, and lifts normal restraints against excesses. The core of an explanation becomes how a regime with such beliefs gains power and manages to get the majority of people to comply with its lethal actions. The psychology and anthropology of warfare find that many of the same qualities and relationships that make ordinary men cooperative and their leaders capable of organizing peaceful group activity – conformity to authority and peer groups, solidarity and self-sacrifice when the group is threatened, identification with group members – are the same motivations, qualities and relationships that under other circumstances organize ethnic conflict and war, and account for their excesses. NEW WARS, CIVIL WARS, ETHNO-POLITICAL VIOLENCE Since World War Two armed conflicts within states increased, and they surged after the end of the cold war when many expected a “peace dividend. ” (Hewitt et al. 2008). Unlike wars between states, these “new wars” (Kaldor 2001, Balancie and Grange 2005) are undertaken by organized armed groups against their governments or other groups with guerrilla tactics, bombings, hostage taking, and population expulsion. The combatant –non combatant distinction in the laws of war becomes blurred; the number of civilian casualties and displaced persons from the fighting is enormous; the combatants want compliance or expulsion of the population rather than territory. Violent large scale conflicts are many and varied. In the first decades after WW II, some movements against colonial domination (Vietnam, Algeria, Kenya, Palestine, Cyprus, Rhodesia/ Zimbabwe, Angola, Mozambique) turned violent. Elsewhere, the aftermath of independence set off violent rivalry for control of the state or for secession of a region (Uganda, Congo, Nigeria, Malaya, Angola, Mozambique). Ethnic, national and religious self-determination movements sprouted everywhere, including Western Europe (Basque, Northern Ireland, Balkans), Asia (Chechnya, Kashmir, Indonesia, Sri Lanka) and North America (Quebec). There were rebellions against oppressive regimes (e. g. in Eastern Europe, in Central America, China in 1989, Nepal, Iran). Authoritarian regimes turned against their own people in genocides and mass purges (Cambodia and Rwanda genocides, Kosovo, East Timor, China’s Cultural Revolution). 180 A. Oberschall No single theoretic framework can be expected to encompass all these conflicts.

About some, such as the Rwanda genocide, the Israeli-Palestinian conflict, the Northern Ireland conflict, to name but three, dozens of books have been written and hundreds of articles in both scholarly and popular journals. Government agencies, think tanks and INGOs such as the International Crisis Group (www. cg. org) monitor and update these conflicts on a continuous basis. There are encyclopedic compilations and analyses on recent civil wars and ethnic conflicts (Rudolph 2003; Balancie and Grange 2005), and in depth monographs on particular countries (Olzak 1994; Beissinger 2002) testing theories of ethnic conflict. Because states are the actors in world affairs, when substate identities and loyalties undermine the legitimacy and stability of states and insurgencies spill over from weak states to neighbors, international conflict management of the state system is at risk. Foremost among these destabilizing substate entities are ethno-political, ethno-national and ethno-religious movements (referred to simply as “ethnic” in this essay). Five theories about new wars have been formulated. They are not mutually exclusive.

All assume that in the post World War Two era of anticolonial, self determination and human rights discourse, ethno-national groups enjoy legitimacy for pressing claims to cultural and territorial autonomy and group rights, and that these claims inevitably clash with the principles of territorial integrity and state sovereignty in international relations. These theories also recognize that under some not infrequent conditions – demographic shifts, weak state institutions, threat of external attack, disintegration of multinational states, a domino effect of self-determination claims – conflict management between regimes, minorities, and other adversaries is vulnerable to breakdown and at high risk of armed conflict. Ancient Hatreds (AH) assumes ethnic group membership, boundaries and identities are rigid, long-standing, and primordial – they resist assimilation and erosion from education, secularization and modernization (Kaplan 1994). Contentious issues and grievances are endemic in ethnic group relations because they are burdened with culturally transmitted memory of past violent conflicts, myths, fears and hostile emotions.

Even after long periods of accommodation and ethnic peace, ethnic incidents can rapidly escalate to destructive violence. The theory is pessimistic about preventing, stopping and managing these conflicts through policies and reforms. Secession, territorial separation, and separate institutions are more likely to make for ethnic peace (Kaufmann 1996). Identity Politics (IP), also known as Symbolic Politics (Huntington 1997; Kaufman 2001) holds that in multiethnic societies, the root cause of ethnic conflict is a threatened change in the prevailing ethnic hierarchy of dominance and subordination. Skeptical of primordial ethnic identities, IP holds that social construction of group identities is explained by the social psychology of intergroup relations.

There is a cultural tendency toward ethnocentrism and group self defense that is evolutionarily favored, i. e. it is a normal, not a pathological aspect of group relations. Leaders create national and ethnic identities with powerful symbols and myths that have emotional appeal. Violence breaks out during ethnic rivalry over control of territory and governance amid exaggerated fears of extinction. Unless ethnic relations are properly managed, divisive ethnic myths, symbols, stereotypes, suspicions, and fears resonate in the population and get activated in ethnic cleansing, massacres, and atrocities. Social psychological theory about social identity and intergroup conflict (Tajfel 1979) supports Identity Politics. Experiments find that in-group preference (ethnocentrism) derives from social categorization as such, even without competition, hostility or rejection of other groups. Self esteem, social identity, and ethnocentrism are validated in social interactions with like-minded persons.

When group membership becomes salient in conflict, social boundaries sharpen, individual relations across groups become depersonalized and stereotyped, and 10. Conflict Theory 181 intergroup behavior becomes more aggressive and competitive than interpersonal behavior (Hewstone and Cairns 2001). Competitive and provocative public display of group identity symbols sets off rioting and violence as social tensions rise. To lower competition and uncertainty in ethnic relations, Identity Politics favors language and cultural autonomy, power sharing, diminishing the salience of ethnic identities and boundaries, and promoting a shared identity. Manipulative Elites (ME) assumes fragility in ethnic group relations and social construction of identities, as Identity Politics does (Gagnon 1994/95), but highlights top-down more than bottom-up mobilization. Elites contend for power by manipulating social divisions and blowing them out of proportion with threat, fear and hate discourse and propaganda, and with no-compromise, aggressive, crisis politics. ME is an opportunity centered conflict theory in as much as elites create opportunities with issues and crises to advance their interests and goals. Conciliation is difficult when rival leaders demonize their adversaries as opponents who can never be trusted and must therefore be defeated, dominated or ethnically cleansed. Pressure and sanctions by external states and international agencies on ethno-national leaders for conciliation should be applied. Economic Roots (ER) (Collier et al. 2003) locates root causes in a failed economy and a weak state, typically a poor country with an unequal distribution of incomes run by an authoritarian regime.

War lords and violence entrepreneurs organize unemployed youths into armed groups. They may initially be motivated by political goals, but over time they tend to resort to criminal activities for financing rebellion, which becomes entrenched as a way of life. Facilitators of rebellion are mountains and rainforests and a weak and corrupt government. The greatest prize to combatants comes from appropriating revenues from diamonds, petroleum, timber and other export commodities, which finance the civil war and stimulate demands for secession. Once started, armed fighting has a tremendous momentum based on positive feedback that the authors refer to as the “conflict trap”: “the best predictor of whether a country will be in a civil war next year is whether it is at civil war now” (Collier et al. 2003, p. 79). ER holds that ethnic divisions have been over rated as root causes of civil wars (Fearon and Laitin 2003); they occur in underdeveloped countries with weak governments that also happen to be ethnically divided. ER builds on a decade of work on the economics of new wars and the “greed and grievance” research (Jean and Ruffin 1996) which emphasize greed and opportunity on the supply side of conflict over grievance on the demand side. For ER, violence has to be contained, anarchy (war lord and criminal mafia rule) prevented, and security for life and property provided before peace and reconstruction can take root. In conclusion, the World Bank uthors write (Collier 2003, p. 53): “The key root cause of conflict is the failure of economic development…in the absence of economic development, neither good political institutions nor ethnic and religious homogeneity …provide significant defense against large scale violence. ” Contention for Power (CFP) associated with Tilly and his coauthors and associates (McAdam et al. 2001; Tilly 2003; Tilly 2005; Tilly and Tarrow 2007; Tarrow 1998) does not claim to be a comprehensive theory of large scale collective violence. CFP develops tools for answering some fundamental questions about group relations (Tilly 2003, pp. 24, 225) e. . “how and why do people who interact without doing outright damage to each other shift rapidly into collective violence, and then …back into peaceful relations? ” The core idea is contentious politics, i. e. a collective political claim that impacts on the interests of rivals and adversaries.

Groups excluded from the polity, the challengers, contend for power, equality, dignity, religious freedom, workers’ rights, and oppose corruption, exclusion, unfair taxation, 182 A. Oberschall and oppressive government. For claim making, the challengers seize opportunities and exploit weaknesses in the regime and other adversaries. Most of the episodes of contention analyzed are from Western Europe and the United States.

Tilly (2003) refers to large collective violence as “coordinated destruction. ” These conflicts (p. 224) “arise from tyrannies large and small that flourish in low capacity undemocratic regimes”. In Contention For Power, issues, ideologies, and agents take the backseat to “relational explanations” (Tilly and Tarrow 2007, p. 215) like “brokerage,” which is “new connections between previously unconnected or weakly connected sites,” and “boundary shift,” which is “changes in the persons and identities on one side or another of an existing boundary. These changes in social relations explain the modes of collective violence (violent rituals, brawls, coordinated destruction, etc). Tilly writes (2003, p. 20): “When examining different types of violence and regimes in which they occur we will pay some attention to variations in ideas but mainly seek explanations elsewhere…Motives, incentives, opportunities and controls receive more attention than ideas …but still do not constitute the nubs of explanations…we will focus our attention on interpersonal processes that promote, inhibit, or channel collective violence and connect it with nonviolent politics. The theories discussed can be faulted for neglecting a dynamic view of conflict. In the dynamic view, whatever the original causes, issues change, the cast of players and adversaries changes, the strategies of confrontation change, the conflict management capability of the polity changes, as the conflict ranges from conventional politics to armed fighting and eventually to negotiations and peace making or to repression (Posen 1993; Olzak 2006; Oberschall 2007). Because of these changes, Kaufmann observes that (1996, p. 137) “Solutions to ethnic wars do not depend on their causes…restoring civil politics in multiethnic states shattered by war is not possible because the war itself destroys the possibilities for ethnic cooperation. Whether or not AH are a root cause, whether or not manipulative leaders instigate conflict, whether or not poverty and a failed state are causes, whether or not divisive myths, symbols and identities fuel violence, protracted violent conflict generates hatred, manipulative extremist leaders gain power, the economic and political underpinnings for stable life are destroyed, identity politics flowers at the expense of shared identities, and conflict management weakens. COMPARATIVE STUDIES For some conflict analysts, mobilization capacity and opportunity for collective action are at the core of explanation for civil war and collective violence, in particular the territorial concentration and mixing of majorities and minorities (Kaufmann 1996). John Coakley and associates (2003) explore the consequences of territorial location and mixing of ethnic minorities for ethnic tensions and minority demands for cultural rights, political recognition, power sharing, and more radical demands for autonomy and secession. Monica Toft’s (2002/2003) study of minority settlement patterns finds that for ethnic groups in territories where they are a concentrated majority, the chances of rebellion and civil war are the highest because they have both the capability for mobilizing and the legitimacy for demanding independence.

Michael Mann (2005) researched ethnic cleansing, mass purges in totalitarian regimes, and genocide. His theory highlights ideas and ideologies, agents, relationships, opportunity and the dynamics of mobilization. The pivotal issue in extreme collective violence is the political power relations of rival ethnic and national groups when adversaries both lay claim to their own state over all or part of the same territory. An alliance of radical elites heading party-states, armed formations, and a supportive ethnic constituency triggers violent ethnic 10. Conflict Theory 183 conflict in reaction to perceived threats and fears to its privileged position. Mann writes that (2005, p. 6 and p. 23) “Murderous cleansing is rarely the initial intent of the perpetrators” and occurs in “governments continuing to exercise some degree of control. It is that conjunction of top-down and bottom-up mobilization that provides capacity for murderous mass killings and ethnic cleansing. Benjamin Valentino (2004), Norman Naimark (2001), and Chirot and McCauley (2006) also research mass violence. For Valentino as for Mann, mass killings are undertaken as a last resort by political and military leaders who want to suppress an insurgency or other real and imagined threats, or implement a radical or racist state policy (e. g. achieve a homogeneous nation-state purged of other peoples), when other means of dealing with these threats and adversaries are unsuccessful. On mobilization of the adversaries, Valentino puts the emphasis on top down leaders, cadres and activists who perpetrate most of the killings, as in Manipulative Elites.

The majority of citizens become complicit bystanders due to regime propaganda. For Chirot and McCauley as well, core variables are racist and extreme nationalist ideologies advocated by leaders who manipulate perceived threats, fears and hostility against victims and who persuade “ordinary people” to become complicit in mass political murders. Naimark finds that regime leaders label minorities as disloyal to the homeland and a threat to very existence of the state before attacking them. Peacetime justice and accountability are replaced by crisis social control which lifts inhibitions against aggression and law violation in group relations. Some conflict theorists analyze microdynamics, i. e. ethnic riots or collective reprisals and revenge killings during insurgencies, rather than an entire civil war, insurgency, or ethnic cleansing. For Kalyvas (2006), in the Greek civil war, loyalties, partisanship, revenge killings, torture of suspected collaborators, and collective reprisals result from coercive control of local territory and people to obtain information that is the key to success in insurgency and counterinsurgency.

Horowitz (2001) researched deadly ethnic riots around the world, “the most common form of collective violence in the twentieth century” responsible for many deaths, much property damage and the displacement of populations. As in Identity Politics, the root cause is an alteration of the prevailing ethnic hierarchy of dominance and subordination or claim making by subordinate groups which create uncertainty in group relations. Past history of conflicts, animosity, and lack of trust trigger fears, threats, and hostile encounters. Public events that display group symbols will be perceived as a challenge to the status quo – be it a funeral, an election rally, a religious procession. A small incident, like insults and rock throwing, can escalate into full scale ethnic rioting. Although Horowitz’s confrontation dynamic puts the accent on grassroots animosities (2001, p. 194, p. 230): “target choice …the group selected to receive violence are those that are disliked, feared or felt to be threatening…” he also finds that “the organization of the most serious deadly riots emanate from political parties, paramilitaries, extremist organizations, and secret societies, some or all of which are linked. ” Conflict theories find that “regimes that embark upon democratization in a multiethnic, populist, nationalist environment are more at risk of mass violence against minorities than stable autocracies” (Mann 2005, p. ). For Jack Snyder as well (2001, p. 318) “…only thickly embedded liberal polities are well insulated from the risk of developing belligerent, reckless forms of nationalism in the course of democratization. ” Quantitative studies also find that “partial democracies,” “low income democracies” and “anocracies” (a mixture of autocracy and democracy) are more politically unstable and at higher risk of civil war than stable democracies and autocracies (Collier et al. 2003, pp. 64–65; Hewitt et al 2008, p. 13; Fearon and Laitin 2003, pp. 81, 84–85). 184 A. Oberschall External resource support and public opinion for insurgency and civil war is important. Economic Roots and Manipulative Elites recognize that violence entrepreneurs and insurgents manipulate international public opinion, humanitarian NGOs, governments and scholars with a grievance and victimization discourse in order to justify their violent actions and to obtain support. Not infrequently they succeed in creating transnational support organizations and an international conscience constituency that state leaders cannot ignore when they consider sanctions and other conflict management measures (Olzak 2006). Much external third party intervention is for increasing the fighting capability of adversaries and increases the duration of civil war (Hironaka 2005). Prevention, deterrence, and conflict management are major topics in conflict theory (Crocker et al 2001; Darby and Mac Ginty 2000; Wallensteen 2002). External intervention against sovereign states that turn on their people with lethal force raises fundamental issues about just wars, humanitarian intervention, an international legitimating mechanism for sanctions and military intervention, and effective delivery of military and other assistance to the victims (Walzer 1997). Doyle and Sambanis (2000, 2006) measure success in peace building with cessation of violence and other measures of reconstruction.

They find that hostility (proxied by civil war casualties) is negatively related to success, state capacity is positively related, and UN peace operations have a positive peace building impact, although the UN has intervened in only 27 of 121 civil wars, and most end with unilateral military victory and amidst failures in peace attempts. International assistance to adversaries during peace negotiations and for providing security after a peace settlement are indispensable, e. . security guarantees for combatants to turn in their weapons (Walter 1997), “cutting the rebel financial jugular” (Collier et al. 2003 pp. 141–143), and containing spoiler and criminal violence (Darby 2006). Virginia Gamba writes that (2006, p. 55–56): “Ultimately conflict and peace are interrelated.

Nowhere is this more evident than in the complex environment of demobilization, disarmament and reconstruction…in the grey period between war and peace lies the roots of a successful transition or the making of a failed state. Peace building research once again highlights the importance of strong capacity for governance and conflict management in conflict theory. A central topic in international relations and security studies is how to manage an international order of some two hundred states many of which are unstable and vulnerable to internal civil strife, and whose ethnic wars and insurgencies spill across frontiers to destabilize other states (Huntington 1997; Kaldor 2001, chapter7). Peace building entails external assistance with peace operations; forging a vigorous civil society and economic institutions that cut across ethnic divisions; the social construction of identities that are shared; collective goods attainment that is in the interest of all groups; political institutions of power sharing, federalism, cultural autonomy (Sisk 1996); policies against discrimination and for inclusion; diplomatic pressures and sanctions against regimes that oppress minorities, and a lot of international reconstruction help that spans economic aid and reforms to build a justice system and local government institutions (Noel 2005; Oberschall 2007, chapter 7). QUANTITATIVE STUDIES OF COLLECTIVE VIOLENCE Several data sets have been assembled for the quantitative study of large scale violent conflicts. The original “correlates of war” (COW) organized by Singer and Small at the University of Michigan tracked both international and civil wars starting from the early nineteenth century 10. Conflict Theory 185 (www. icpsr. umich. edu). The International Peace Research Institute in Oslo and Uppsala University created the Armed Conflict Data Project (ACDP) which monitors and updates interstate conflicts, civil wars and state formation conflicts in addition to interstate wars (www. prio. no). The State Failure Task Force at the Center for International Development and Conflict Management (CICDM) at the University of Maryland tracks genocides and politicides, ethnic wars, revolutionary wars, and adverse regime changes. These data sets have information on many violence variables (casualties, duration of conflict), the adversaries (size, composition), the society and state in which they take place, conflict events and dynamics, and outcomes. To be included in the data set, there are minimum casualty requirements – e. g. one thousand accumulated combat deaths, one hundred per year, at least one hundred for both adversaries, etc. although ACDP has lower thresholds for “minor armed conflicts. ” Researchers supplement the available data sets with information on explanatory variables from demographic, economic, political, human rights and other sources. Minorities At Risk (MAR) started by Ted Robert Gurr at CICDM (www. cicdm. umd. du/inscr/mar), tracks 285 ethnic, racial and religious minorities that are politically active in defense or promotion of their interests in states with over half a million population. MAR collects huge amounts of data on these groups, states, and the conflicts they engage in (Gurr 1993; Marshall and Gurr 2003). It distinguishes indigenous peoples, ethno-nationalities, ethnoclasses (often immigrant groups), communal contenders and militant sects. It provides analytic summaries of group histories and has information on communal riots, massacres, and terrorist attacks. Because the high threshold for civil war and insurgency casualties excludes some high profile conflicts – e. g. uring most of the Northern Ireland and the IsraeliPalestinians conflict, the annual threshold of one hundred deaths is not met – some researchers add them to their data.

The quantitative data sets for violent conflict are not without problems. Except for MAR, they select cases on the dependent variable (magnitude of casualties), which means that successful containment and conflict management that avoids escalation to the threshold level cannot be studied. There are severe measurement problems on important explanatory variables for comparing “roots of conflict” explanations such as Economic Roots against Identity Politics. The “religious factionalism” index (RFI) in Collier et al. 2003) omits divisions between “Orthodox” Christians and others, between Sunni and Shia within Islam, and between secularists entrenched in military regimes and fundamentalist who seek to overthrow them. Problems also exist for measures of “ethno-linguistic factionalism” which overlook territorial concentration and mix, and for “state capacity” which equates low income per capita with a weak state.

Rwanda is a low income state, but its regime mobilized hundreds of thousands down to the village level for mass murder. Civil wars are found in the low income states, a zone of turmoil in the African continent and a broad swath from the Balkans through the Middle East and Central Asia to India and Indonesia, with some small patches in Central America (Gleditsch et al 2002; Hewitt, Wilkenfeld and Gurr 2008). MAR found that of 285 politically active religious and ethnic minorities, 148 pursued some self-determination goals, of which 70 at some time waged an armed conflict, that is 25% of all active groups (Quinn and Gurr 2003). Comparing those who pursue self determination and autonomy by politics alone with those who engage in coercion, armed fighting is associated with a past history of fighting, repression, deprivation of political and civil rights, or similar current grievances. Important facilitating variables for both adversaries are external military support and assistance from foreign governments. The longer these movements last, the more difficult it is to contain and to settle them, which is confirmed by Collier et al (2003). The average duration of civil wars studied by Collier was 186 A. Oberschall years; any such number depends on how cessation of hostilities is defined, and whether restart of fighting by the same adversaries after a lull is counted as the same or as a new civil war or insurgency. On the controversy between Economic Roots and Identity Politics, David Laitin (2007) argues that when compared with the large number of possible ethnic conflicts in African states, very few actually happen.

His methodology is however arbitrary: he counts civil wars as one event, although many of them are a series of ethnic armed conflicts and massacres between a changing and large cast of ethnic groups. The World Bank (Collier et al. 2003, p. 9) findings on ethno-national and religious divisions as root causes of civil war are mostly negative, as are the findings of Fearon and Laitin (2003), but both use questionable measurement for ethno-national and religious factionalism. Also, instead of ethnic balance of power and threats to stratification, they focus on ethnic heterogeneity (i. e. variance in group size). Their findings are contradicted in other quantitative research. Doyle and Sambanis (2000) found that 64% of 124 civil wars are ethnic or religious. Fearon himself (2003 p. 15) classifies 55% of civil wars as “ethnic” and another 17% as having an ethnic component; he also finds that these last longer than other civil wars. Other studies show these wars are less likely to be settled by negotiations rather than unilateral military victory and that their peace settlements are more likely to break down.

After a comprehensive review Sambanis writes that (2004 p. 848) “…there is a very strong relationship between ethnic heterogeneity (in a state) and an aggregate indicator of armed conflict, and much less with civil war. ” How to explain these apparent contradictions? The World Bank/Collier team and Fearon and Laitin both find that at all levels of ethnic diversity in a state, the incidence of civil war declines with rising levels of prosperity and measures of state capacity for delivering law and order. In low income states with low social control and conflict management capacity, ethnic conflict tends to escalate into civil wars whereas in high income strong states, they are contained at a low level of casualties and hence are not included in the “civil war” data sets of Collier and Fearon and Laitin. As terrible as these conflicts are in South Africa, Northern Ireland, the Basque region, the population goes to work, children go to school, people shop, transportation operates, although daily routines are episodically disrupted by fighting in particular locations. Unlike Darfur, hundreds of thousands of people do not become displaced and don’t end up in camps; unlike Colombia and Sri Lanka, entire provinces are not controlled by insurgents.

Ethnic conflicts do occur in strong, high income states, but they are contained and managed at a lower level of violence than in low income, low capacity states. This explanation is supported by a study of civil wars from 1816 to 1997 (1000 or more annual deaths) which found that they are due to the weakness of states as measured by economic and military capabilities and public goods delivery rather than the strength of ethnic groups (Hironaka 2005). A dynamic conflict theory explains some paradoxical findings. State capacity, manipulative elites, grievances and hatreds, and standard of life do not remain constant for the duration of the conflict, but change endogenously during conflict dynamics. Confrontations with its own people can change a regime from high to low capacity by eroding its legitimacy. The East German communist regime had a high capacity for surveillance and control of its people, yet it melted away facing unarmed, peaceful, democracy demonstrators in 1989. In the late 1980s, Yugoslavia was a strong middle income state. As communist organizations became discredited and nationalist parties and groups filled the institutional vacuum, it became a weak state. Local authority in mixed ethnic districts was usurped by armed ethnic crisis committees; many soldiers and officers deserted the armed forces; 10. Conflict Theory 187 the police became partisan; citizens armed; manipulative ethno-national leaders beat moderates in elections; ethnic threats, hate speech and fears flooded the mass media; and shortly organized ethnic civil war erupted, which destroyed the economy. SOCIAL MOVEMENTS Despite some “paradigm wars” (Goodwin and Jasper 2004), a theory of conflict has coalesced in the past 30 years in social movement and collective action research in sociology.

Ethnic movements and conflict is but one of many social divisions studied. Others are based on social class and inequality, youth, gender, religion, culture, and life styles, war and peace, and environment protection. The theory consists of five components: issues, framing, mobilization, confrontation and outcomes. 1. Issues. In a regime or government, organized groups with low cost privileged access to political institutions are members of the polity, but less privileged groups and diffuse publics are excluded (Tilly 2003; Tarrow 1998). A contentious issue between members and excluded groups might be a war necessitating taxes and drafting soldiers; self-determination or equality; compulsory schooling mandated by a modernizing state that stirs up language of instruction conflicts in a multilingual province; immigration of ethnic strangers who become competitors for jobs and services; religious and cultural issues that offend the adherents to traditional religion (e. g. on abortion, homosexuality, religious symbols banned in public places, etc. ). 2. Framing. As dissatisfaction and discontent mount, adversaries frame the issue within rival belief systems, shared folk knowledge, and ideologies – self-determination for minority nationalities, inequality, human rights, national security, respect and dignity for one’s group. The frames resonate within a familiar culture and are communicated in the mass media and proximate social milieus to partisan publics (Gamson 1992). The organizing frames transform individual discontent into shared public grievances and call for relief through public actions. The adversaries organize around identity symbols expressed in slogans, songs, dress and hair styles, uniforms, flags, colors, and other visible markers for identity and commitment. A partisan conscience constituency emerges from an initially indifferent or uninformed bystander public and provides important resources, financial, electoral and public opinion support, to the challenger, whereas others provide it for the counter-movement (Zald and McCarthy 1987). Contentious politics has started. 3. Mobilization. Competitive mobilization erupts with leaders and activists formulating an agenda for change and with modes of resistance by the opposition. Because social movements advocate on behalf of large groups (women, minorities, citizens impacted by health hazards from pollution, etc. ) and their goals are collective goods (legislation, reform, regime change), they are vulnerable to free riders, i. e. those who expect the benefits but do not contribute to the cost of attaining the goals (Olson 1965). Free riding is critical for the challenger because of participation costs (e. g. arrest) whereas the authorities foot the costs of protecting targets.

Obstacles have been overcome in a variety of ways (Klandermans 1997). The capacity for mobilization rests on strong communal and associational ties and solidarity within a social formation, and weak controls exercised by regime elites and state authorities (Oberschall 1973, chapter 4). Religious, ethnic and tribal communities, and patriotic, literary, veterans’ professional associations, and especially the two combined, have accounted for successful 188 A. Oberschall mobilization of African nationalists against colonial rule (Zollberg 1966), the Nazi movement, the Southern civil rights movement, the New Christian Right (Oberschall 1993, chapter 13), and many others. Identity based on religion, ethnicity, ideology and issue advocacy is not vulnerable to free riding because it is earned through recognition of one’s peers with participation and commitment, and cannot be acquired vicariously. Small groups of activists bonding in close knit social milieus emerge as pace-setters and leaders and bear the highest cost for participation in long campaigns, and inspire a larger groups of part-time activists (called “transitory teams”) for short and low-cost events (weekend demonstration), and an even larger sympathetic public (called a “conscience constituency”) who contribute funding but are not exposed to any physical danger or risk of arrest. In other settings, activists radicalized in one movement become activists in related movements that advocate for the same or similar issues, and bring leadership skills, tactical know-how and a political culture, thus diffusing radicalism. Adversaries keep looking for opportunities for alliances with groups both within and without the polity, internal as well as external to the country itself (Tarrow 1998). Many nongovernmental organizations (human rights, environmental) have become truly international in organization and scope (Olzak 2006). Although some maintain this is a new development due to globalization, most political and religious movements in modern times have had an international dimension – the Protestant reformation, antislavery, republicanism after the French Revolution, socialism, communism, fascism, African nationalism, and radical Islam. A shared culture can coordinate action in large groups without prior leadership and organization, a process called tacit coordination by Schelling (1963). Tilly’s (1975) and Rude’s (1964) research into popular protests in modern French history established a limited collective action repertoire that ordinary people more or less spontaneously and episodically resort to, and which create a loosely structured grassroots movement that spreads to nearby localities and locations. People share a protest repertoire from a common culture and knowledge of their traditions. In a time of political tensions, without planning, huge crowds gather in historic squares in their capital on anniversaries of momentous events and chant the same slogans and display the same national symbols and demand leadership or regime change, and the process triggers similar confrontations in provincial cities and towns. Diffusion starts when a pace-setter becomes the focal point for tacit coordination, signaling to other sites and groups expectations as to participation, protest tactics, and social control responses. Out of local collective actions more permanent leadership and organization is forged, rather than the other way around. It happened when the sit-ins against segregated facilities in the South in 1960 spread form North Carolina black colleges to other cities and when campus building occupations in the late 1960s were triggered by highly visible and publicized confrontations at prestige campuses such as Columbia. It occurred at the overthrow of Eastern European communist regimes in 1989, as it had on numerous other occasions, e. g. the revolutions of 1848 (Oberschall 1973; 1993, chapter 8; 1996; Tarrow 1998). 4. Confrontation is characterized by the tactics and strategic actions the adversaries use for reaching a favorable outcome. A pivotal variable of confrontation is violence because it is likely to change the issues, players, strategies and other parameters of the conflict. An election campaign, a funeral procession, a march celebrating a historic event, and other collective actions are not in themselves violent.

But, when political tensions and social divisions are acute, the probability of violence at these events is increased, and can lead to polarization and further violence. 10. Conflict Theory 189 Faced with disruption, the authorities are under pressure to restore orderly routines in daily life. The authorities’ response becomes a new issue: if the authorities ban marches, it is a free speech, freedom of assembly issue for the banned group; if the authorities intervene coercively, they risk being accused of police brutality. Protests to free those “unjustly” arrested and for punishing the police who “repressed” peaceful demonstrators become a new confrontation campaign. Amid rival accusations and framing of the confrontations, by-stander publics and external stakeholders become partisans, and competitive mobilization strains conflict management. In sum, collective violence leads to new issues, new players, new tactics in confrontations, with a risk of further escalation. A variety of tactics, both conventional politics and unconventional protest, are engaged in confrontations as the challengers and their adversaries test each others’ strengths and weaknesses and the public responds. McAdam’s (1983) account of the Southern civil rights movement in the 1960s highlights a succession of campaigns the challengers undertook which were met by a variety of social control tactics by the Southern authorities and segregationist support groups. Some challenger tactics were calculated to focus mass media attention on brutal treatment and inequities, and shame the federal government to step in to protect black citizens when state and local government failed to do so. Counter-tactics were designed to exhaust the mobilizing capacity of the civil right forces by mass arrests and high court costs. 5. Outcomes. Though outcomes have been a somewhat neglected dimension of collective action, a recent overview of the topic (Giugni et al. 1998) identifies a multitude of impacts.

Measures of success distinguish “acceptance” (also called “recognition”) of the challenger from advantages gained (also“ goal achievement”) (Gamson 1990; Oberschall 1973, pp. 342–3). Acceptance is usually measured by elected officials in legislatures and appointed officials in the executive and judicial branches, or some other mode of power sharing. Acceptance can be diminished by the adversary with such practices as gerrymandering of electoral districts and blocking appointments. Advantages are straightforward for the short run – specific gains on voting rights increase voter participation and translate into elected officials – but long term impacts of collective action are difficult to measure because conflict is a dynamic system and the adversaries will react to temporary setbacks.

For instance, after blacks got the vote in the South, white voters massively defected to the Republican Party, restored their control of Southern politics for the most part, and enabled Republican victories in national elections. When favorable changes in public policy and legislation occur, the social movement input is one component of a larger coalition of political groups, lobbies and supportive publics, all of which were crucial for success (Burstein 1998). There is a gap between policies, laws and implementation: what look like impressive legislative victories, as on environmental issues, can be gutted by lax enforcement and permissive regulatory practices. Implementation is much more difficult to measure than policy statements and legislation. For all these reasons, causal attribution of success is an elusive enterprise (Giugni et al. 1998). An important debate is the extent to which disruption, including low levels of violence, are necessary for movement success. Both Gamson (1990) and Piven and Cloward (1977) find that disruption has positive effects on challenger gains, but their findings have been contested and rest on limited U. S. data. Opportunity turns out to be a pivotal variable in success: when powerful targets are vulnerable (e. g. they might be under pressure from multiple challengers), they are more likely to negotiate (acceptance) and compromise (advantages). The “new wars” (NW) and social movement (SM) theories come at conflict from opposing directions. NW theory starts with states and regimes as its units of analysis, and descends to 190 A. Oberschall ethnic groups, political organizations, and insurgents. SM theory begins with small groups, networks, crowds, leaders, activists, and ascends to ethnic groups, social movement organizations, and regimes. SM has a sophisticated theory of mobilization and confrontation for a challenger, consisting of social infrastructure, repertoires, campaigns diffusion, framing, polarization, and escalation, but views the state and regime mostly as a social control apparatus. In NW, the state and regime capacity for collective action and for conflict management is highlighted, but grassroots mobilization of state adversaries remains underanalyzed. SM views contentious politics as necessary for social change and reforms.

Claim makers advocate equality, human rights, environmental protection and cultural issues which can be accommodated without risking major social turmoil. For NW, contentious politics can spin out of control, usher in protracted violent conflicts, cause major human tragedies, and spread to neighbor states. NEW DIRECTION: CONFLICT DYNAMICS New Wars would profit by including the microlevel mobilization and confrontation dynamics of Social Movements, and Social Movements could enrich its one dimensional conception of regime social control with New War’s insights into regime actors, institutions, and strategies. Both theories would benefit from more attention to conflict dynamics rather than root causes that initiate conflict: how contentious issues and politics tips to either containment and conflict management or to destructive and escalating conflicts Political leaders and adversaries make choices. Some draw on a history of accommodation and institutions for cooperation to contain and manage conflict. Others manipulate divisions and tensions and are willing to risk collective violence when it serves their purpose. A catastrophic outcome is not inevitable. We need more knowledge of the institutions and dynamics of contention that integrates conflict, conciliation and conflict management.

Relatively stable periods when conflict is managed are upset when an adversary escalates issues to confrontation and a crisis mode. Salient issues, key players, and strategies change as the conflict changes from conventional politics to armed struggle and later to a mixture of fighting and peace making. Bystanders become active participants; moderates become extremists or are killed and driven into exile; adversaries split into rival factions and new alliances form; external players (states, NGOs, insurgents) intervene. Issues change. At the start, core issues may be stateness or autonomy, but as conflict winds on, new issues emerge: how to contain and wind down an armed conflict, security concerns about disarming and integrating combatants into civilian life, reducing the culture of violence, and building viable state institutions become prominent.

Specific mechanisms that drive issues, players and strategies in conflict can be identified and studied empirically. Among these are issue accumulation, the mobilization dilemma, framing, the security dilemma, the coercion paradox, and the paradox of peace making (Oberschall 2007 chapter 1). Issue accumulation explains the protracted character of many conflicts. New issues arise out of the violent confrontations and pile on top of the original core issues, e. g. hether the security forces used excessive violence against demonstrators and whether some protesters initiated and provoked violence. The mobilization paradox refers to the strategy of exaggerating grievances, threats, fears and stereotypes and of promoting collective myths and group solidarity, which will be countered by the adversary’s propaganda, falsehood, and threats. The paradox is that success in mobilization of one’s constituency makes conciliation and peace more problematic.

Framing legitimizes adversarial positions and actions. It seeks to 10. Conflict Theory 191 explain how the same events and actions are perceived and experienced in opposite ways by adversaries, and what blocks mutual understanding and meaningful dialogue. The security dilemma explains how ordinary people who are not initially partisan in a conflict become adversaries when state institutions cease to protect their life and property and they commit to an adversaries for security reasons. The coercion paradox is that repression is intended to suppress opposition, but it also stimulates more of it. The paradox is that over a wide range of repression, it is hard to tell ex ante which effect will prevail.

The paradox of peacemaking is that rejectionists (of peacemaking with the adversary) and conciliators become rival factions within each adversary, and that these internal rivalries add additional conflicts on top of the original, which results in more complex and problematic conflict management than earlier. It is hoped that research on these and additional mechanisms of conflict dynamics that have been identified in “New War” and “Social Movement” studies will in time be integrated into a robust theory of conflict dynamics. REFERENCES Atran, Scott. 2003. “The Surprises of Suicide Terrorism, DISCOVER 24 (10) October. Balencie, Jean-Marc and Arnaud de la Grange. 2005. Les Nouveaux Mondes Rebelles. Paris: Michalon. Beissinger, Mark. 2002. National Mobilization and the Collapse of the Soviet State.

New York: Cambridge University Press. Browning, Christopher. 1992. Ordinary Men: Reserve Police Battalion 101 and the Final Solution in Poland. New York: Harper Collins. Burstein, Paul. 1998. Discrimination, Jobs and Politics. Chicago: Chicago University Press.

Chirot, Daniel and Clark McCauley. 2006. Why Not Kill Them All? The Logic and Prevention of Mass Political Murder. Princeton, N. J. : Princeton University Press. Coakley, John, ed. 2003. The Territorial Management of Ethnic Conflict. London: Frank Cass.

Collier, Paul et al. , 2003. Breaking the Conflict Trap. Civil War and Development Policy. Washington D. C. : World Bank. Cohen, Ronald. 1984. “Warfare and State Formation: Wars Make States and Statess Make Wars” in Brian Ferguson ed. Warfare, Culture and Environment. New York: Academic Press.

Crocker Chester, et al. 2001. Turbulent Peace. The Challenges of Managing International Conflict.

Washington D. C. : The United States Institute of Peace. Darby, John ed. , 2006. Violence and Reconstruction. Notre Dame, IN: University of Notre Dame Press. Darby, John and Roger Mac Ginty, eds. 2000. The Management of Peace Processes. New York: Palgrave.

Doyle, Michael and Nicholas Sambanis. 2006. Making War and Building Peace. Princeton, N. J. : Princeton University Press. Doyle, Michael and Nicholas Sambanis. 2000. “International Peace Building: a Theoretical and Quantitative Analysis” American Political Science Review 94 (4), xxx–xxxx. Edgerton, Robert. 2000. “Traditional Beliefs and Practices. Are Some Better Than Others ? ” in Lawrence Harrison and Samuel Huntington, Culture Matters.

How Values Shape Human Progress. New York: Basic Books. Fearon, James. 2003. Why Do Some Civil Wars Last Longer Than Others? ” Political Science Dept. , Palo Alto, CA: Stanford University. Fearon, James, and David Laitin. 2003. “Ethnicity, Insurgency and Civil War” American Political Science Review 97 (1), xxxx–xxxx.

Fein, Helen, 1979. Accounting for Genocide. New York: Free Press. Ferguson, R. Brian. 2006. “Archeology, Cultural Anthropology and the Origins and Intensification of War” Chapter 13 in Elizabth Arkush and Mark Allen, eds. , The Archeology of Warfare. Prehistories of Raiding and Conquest. Gainsville: University Press of Florida.

Gagnon, V. P. , “1994/95. “Ethnic Nationalism and International Conflicts” International Security 19(3), 130–66. Gamba, Virginia. 2006. “Post-Agreement Demobilization, Disarmament, and Reconstruction” in John Darby ed. Violence and Reconstruction. (pp. 53–76). South Bend, IN. : University of Notre Dame Press. Gamson, William. 1990. The Strategy of Social Protest.

Belmont CA: Wadsworth. Gamson, William. 1992. Talking Politics. New York: Cambridge University Press. 192 A. Oberschall Giugni, Marco, Charles Tilly and Doug McAdam, eds. 1998. How Movements Matter, Minneapolis: University of Minnesota Press. Gleditsch, Nils Petter et al, 2002. “Armed Conflict 1946–2001: a New Dataset” Journal of Peace Research 39 (5), 615–637. Goodwin, Jeff and James Jasper. 2004. Rethinking Social Movements.

Structure Meaning and Emotion. Lanham, Maryland: Rowman and Littlefield. Gurr, Ted Robert. 1993. Minorities at Risk: A Global View of Ethnopolitical Conflicts. Washington D. C. : Unites States Institute of Peace. Harris, Marvin. 1980. Cultural Materialism.

New York: Random House. Hewitt, J. Joseph, Jonathan Wilkenfeld, and Ted Robert Gurr. 2008. Peace and Conflict 2008. Boulder, CO: Paradigm. Hewstone, Miles and Ed Cairns. 2001. “Social Psychology and Intergroup Conflict” in Daniel Chirot and Martin Seligman, Ethnopolitical Warfare. (pp. 319–42) Washington D. C. : American Psychological Association. Hinde, Robert. 1997. The Psychological Bases of War. ” Paper presented at Study of War Conference, Wheaton Il. Hironaka, Ann. 2005. Neverending Wars: The International Community, Weak States and the Perpetuation of Civil War, Cambridge, MA: Harvard University Press.

Horowitz, Donald. 2001. The Deadly Ethnic Riot. Berkeley: University of California Press. Huntington, Samuel. 1997. The Clash of Civilizations and the Remaking of World Order. New York: Touchstone. Jean, Francois and Jean-Christophe Ruffin, eds. 1996. Economie des Guerres Civiles.

Paris: Hachette Pluriel. Kaldor, Mary. 2001. New and Old Wars.

Organized Violence in a Global Era. Stanford: Stanford University Press. Kalyvas, Stathis. 2006. The Logic of Violence in Civil War. New York: Cambridge University Press. Kaplan, Robert. 1994. “The Coming Anarchy” Atlantic Monthly 273 (2), 44–76. Keeley, Lawrence. 1996. Wars Before Civilization. New York: Oxford University Press. Kiernan, Ben. 1996. The Pol Pot Regime.

New Haven: Yale University Press. Klandermans, Bert. 1997. The Social Psychology of Protest. Oxford, U. K. : Blackwell. Knauft, Bruce et al. 1991. “Violence and Sociality in Human Evolution” Current Anthropology 32 (4), 391–428 Kaufman, Stuart. 2001. Modern Hatreds. The Symbolic Politics of Ethnic War. Ithaca NY: Cornell University Press.

Kaufmann, Chaim. 1996. Possible and Impossible Solutions to Ethnic Civil Wars. ” International Security 20 (4), 136–175. Laitin, David. 2007. Nations, States and Violence. New York: Oxford University Press. McAdam, Doug. 1983. “Tactical Innovation and the Pace of Insurgency. ” American Sociological Review 48, 735–54. McAdam, Doug, Sidney Tarrow, and Charles Tilly. 2001. The Dynamics of Contention. New York: Cambridge University Press. Mann, Michael. 2005. The Dark Side of Democracy.

Explaining Ethnic Cleansing, New York: Cambridge University Press. Marshall, Monty and Ted Robert Gurr. 2003. Peace and Conflict 2003. College Park, MD. : University of Maryland, CIDCM. Naimark, Norman. 2001. Fires of Hatred. Ethnic Cleansing in the 20th Century, Cambridge MA: Harvard University Press. Noel, Sid ed. 2005. From Power Sharing to Democracy. Montreal: McGill University Press. Oberschall, Anthony. 1973. Social Conflict and Social Movements.

Englewood Cliffs NJ: Prentice Hall. Oberschall, Anthony. 1993. Social Movements.

Ideologies, Interests, and Identities. New Brunswick NJ: Transaction Books. Oberschall, Anthony. 1996. “Opportunities and Framing in the Eastern European Revolts of 1989” in Doug McAdam, John McCarthy and Mayer Zald, eds. Comparative Perspectives in Social Movements. (pp. 93–121). New York: Cambridge University Press.

Oberschall, Anthony. 2007. Conflict and Peace Building in Divided Societies. Responses to Ethnic Violence, Abingdon, Oxford: Routledge. Olzak, Susan. 1994. The Dynamics of Ethnic Competition and Conflict. Stanford: Stanford University Press. Olzak, Susan. 2006. The Global Dynamics of Racial and Ethnic Mobilization.

Stanford: Stanford University Press. Olson, Mancur Jr. 1965. The Logic of Collective Action. Cambridge MA: Harvard University Press. Ortiz de Montellano, Bernard. 1978. “Aztec Cannibalism: an Ecological Necessity? ” 12 May, Science 200 (No. 4342), 611–617. Piven, Francis Fox and Richard Cloward. 1977. Poor People’s Movements: Why They Succeed, How They Fail.

New York: Vintage. Posen, Barry. 1993. The Security Dilemma and Ethnic Conflict” in Michael Brown ed. , Ethnic Conflict and International Security. (pp. 103–124) Princeton, N. J. : Princeton University Press. 10. Conflict Theory 193 Quinn David and Ted Robert Gurr. 2003. “

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Benefits of War

Although not often explicitly expressed, there is a belief out there that the institution of war, even if not actual wars, are vital to modern economies. According to this position, industrial economies are intimately connected with the production of military technology and military capacity. Because of this, the elimination of war would prove economically devastating as large sectors of society, both in technology and manufacturing, would be wiped out. It is perhaps understandable that some people would hold such a position because it seems obvious that millions of people work either directly or indirectly for companies that derive a significant portion of their income from military contracts. Were those contracts to end, one might imagine many of those people becoming unemployed and many businesses simply closing up forever. In essence, this is a very cold, utilitarian argument because it justifies the existence of war as in institution in order to maintain some desirable end (employment, a strong economy) despite the possibility that an actual war may break out and real people may die. There is no effort to defend war itself in any fashion. War is, rather, just an unfortunate consequence of other objectives - sometimes in order to get things we want, we have to accept things we don't want. That this argument is problematic is made evident by the fact that hardly anyone actually tries to make it openly. It is a defect of some utilitarian positions that they can be used to coldly defend apparently immoral actions in the interest of achieving some presumably greater good. The argument that war is necessary to keep the economy going is often put forth as a criticism by Marxists who have long denounced capitalism for encouraging conflict and war among nations. Marxists have also argued that as the ability of capitalists to exploit domestic markets declines, they will seek other markets elsewhere - and capture them by force, if necessary. Although historically war has often been a means of obtaining raw resources, it could in the future be a means to ensure that there would be labor to produce new goods and markets to purchase those goods as well. Many capitalists have, however, argued just the opposite: capitalism and free markets are the best guarantors of peace because war, while good for the defense industry, is so bad for just about every other industry. A number of studies have tended to refute the Marxist arguments, revealing that while economic factors can play a role in wars, other factors like political ideology, legal claims, and technological change play a larger role. One defect in the economic argument for war is that it isn't obvious that war is the only means to achieving the desired end. Surely there are other immediate goals, like space exploration or scientific development, which could be used to replace the military industries. Perhaps switching from machines of war to machines of discovery would be painful in the short term, but the long-range consequences would surely be advantageous for all concerned. Thus, perhaps the argument isn't utilitarian enough - it sacrifices the long-term for the sake of short-term gains. Another defect is that the economic argument neatly avoids the question of whether the current economic structure is actually worth preserving. If the only way for the current system to be retained is to also retain the potential for occasional wars, then perhaps we should find some other economic system which results in less violence. The economic argument simply assumes that the preservation of the current system is, on balance, worth the cost of war without ever seriously considering the actual value of either; because of that, it cannot be taken too seriously as a justification either of war generally or of any wars in particular.
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My Life Teacher Whether

My Life Teacher Whether it’s a person, song, book or whatever it might be everyone has some kind of influence in their lives. An influence can drive someone to better themselves, or maybe send them in the wrong direction. They really determine the way people turn out. Just like anyone else, I have had many influences in my life, some good, some bad, and they all cross my mind when I have to make a big decision. Over all the ones that do come across my mind my mom impacts my decision the most. Parents can be the most important, and are normally the most important and effective influence in children growing up. My mom definitely had that effective on me in a good way. She is the first to come to my mind when I’m trying to figure out the right thing to do. But like I said, I have many other influences, and they also affect my decisions. My friends are a big part in my life and I think because I’m around them most, they are the second biggest influence to me. I feel that friends, in most people’s lives are a huge influence because of the amount of time spent with them and the pressure that is put on by them. Without my friends I would be completely different than I am now. Friends have impacted me since I was just a kid, like influencing the kind of toys I would play with, the cartoons I would watch and basically everything I thought was “cool”. Growing up my friends got me into the music I listen to and the sports I play. In 7th grade they all got me to join ski-club with them at our school and got me into snowboarding. They had all been doing it for about a year but I never really got into it until ski-club. I ended up really liking it and have been doing it ever since, so I’m grateful for my friends encouraging me to get into it. Friends obviously aren’t always the best influence, especially in a teenager’s life. You see it all the time how friends pressure friends to do stupid things. Me and my group in middle school and high school weren’t exactly the staff’s favorite students. We weren’t all that bad; I guess we just always felt the need to entertain ourselves in some unusual ways. For example, tackling the huge Christmas tree our school set up every year or bringing our skateboards to school and skating around the halls jumping down the stairs until we were caught and someone would take them away. I did a lot of stupid things in school, and a lot of those ideas if not all of them were influenced by my friends. But I’ve never really been in a serious amount of trouble, so I don’t regret any of it. It just made for some good stories and funny memories. I would probably be a “momma’s boy” if it wasn’t for my dad. He definitely toughened me up in every aspect of my life and taught me a lot that I am grateful for. When I was younger my dad inspired me to start playing baseball and football and was a great at home coach. He helped me get a good jump start, and I think is a big reason I excelled in the sports I played. Even with skateboarding and snowboarding, which he knew nothing about, he would try to help me with it as much as he could. He pushed me to keep working at my goal until I achieved it. Every car I have had would have probably blown up on me within the first month if it wasn’t for him. It always amazed me how much he knew about cars, I would stand there with a confused look on my face whenever he would try to explain something about my car to me. Luckily, I have picked up at least a few things along the way and can keep my car running. The thing I appreciate the most about my dad is how accepting he is. Whatever it I want in life he doesn’t criticize me for it. He just encourages me to do whatever it is I feel I need to do. He gives great advice and has toughened me up mentally, teaching me not to let others bring me down and to go after what I want. In my life so far there have been many people that have helped make me into the person I am today. They all influence the way I think and act, but the person who has made the biggest and most positive impact is my mom. My mom is 45 years old, was raised in Cuyahoga Falls, is the best cook I have ever come across, and loves taking care of her family. She has shown me, along with my two older brothers and younger sister, important virtues to help us succeed through life. Growing up my mom wasn’t really as strict as the other parents, and obviously me and my siblings enjoyed that, but we didn’t take advantage of it. She was lenient with us, but if we screwed up we would lose that trust and be put on a shorter leash until we could gain it back. I think it worked out because she gave us a good example to go by, that example being herself. She is a very polite person and treats her friends and family with love and respect. She always told me that If I wanted something I had to go after it and put everything I had into it. She taught me how to stick with things and get things done. I hated school for the most part, but I knew I needed to get through it to accomplish my goals and my mom helped me through that. She always has time for me if I need help with school, girls, or any advice I need I know I can go to her. If she ever saw that maybe I was going to give up on something she would help me push through. A couple of years ago my mom did something huge for me and helped me get back into my faith. We started going back to church together and since then I think we have both been happier people. My religion is a big influence in my life and I’m just really thankful that my mom did that for me. She has influenced my life greatly on the way I act and think things through. I still go to her for advice a lot and go back and think of the things she has taught me and it always help me make the right decision in the end. I am really grateful to have her in my life, she has taught me so much and I know she’s not done teaching me. She has helped me become the person I am today and I would be a lot less driven without her.
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Achieving Project Goals Simulation Paper

Achieving Project Goals Simulation Paper University of Phoenix Course: MGT/437 Instructor: Mark Fechtel September 20, 2010 Achieving Project Goals Simulation Paper Project management is defined by BusinessDictionary. com as, “Approach to management of work within the constraints of time, cost, and performance requirements. ” Project management requires careful planning and studying all of the factors involved with in the project. Project Managers must first establish the needs of the stakeholders and provide a project plan which includes the cost and time frame the project will be completed. In addition, projects requirements should be clear and concise to ensure the Project Manager stays within the limits of the project. For example, in Week Two simulation the Huduma Foundation needed to transport eight elephants across African to a safe habitat. Huduma Foundation is a non-government organization dedicated in the rescue and relocation of wild animals in Africa. In this paper we will see how this simulation changed my perspective on project management? We will also discuss the advantages and limitations of project management are identified in the simulation. Also how we will anticipate bottlenecks when planning for a project? Also when and if the need to crunch the project will ever arise, which factor would you compromise on, risk or time? The very first step when it comes to project planning is to create a work breakdown to cover all the basics of the project. This will make it easier for everyone to work in their specific area of expertise. In order for this project to be successful it is the project managers job is to visualize the final outcome and plan for bottlenecks during the project. For example, in the simulation the goal of the Huduma Foundation was to get 8 elephants transported to the airport before the plane departed, which was an extreme challenge. The elephants had to be sedated the loaded onto trucks, and placed on airplanes while they revived from the tranquilizer. However, this task became even more difficult when one of the transport trucks broke down. Due to time constraints the Project Manager evaluated the situation and objectively selected the paramount option to compress the project cycle time and met the constraints of time and project safety. Unfortunately risk are never unavoidable when it comes to any type of project. It is does not matter how well the project is planned. Every project will need to have alternatives just in case if the unexpected happens. It is very crucial to include delays as much as possible by balancing the rest of the project resources, like time, scope of the project and safety. The project managers job is to ensure that the scope of the project and safety is never compromised. The project manager needs to ensure that proper trade offs are made between time, cost and performance of the project. In the simulation when the truck had broken down and it was a possibility that the other elephants would not make the flight the Project Manager made alternate transportation planes that were successful in meeting the time constraints of the project. After completing this simulation my perception of project management has been changed quite a bit. It is a bit like life, it never goes as it was planned to. When and if the unexpected happened with one of the transport trucks breaking down this could have caused “Operation Elephants Ark” to fail, the reality of loosing money is possible in a Project was realized. I also realized that project managers need to be able to ready to make the much needed decision by thinking quickly and carefully. They will need to take every change into consideration since the decisions can become a very drastic change either way for the project. In conclusion, being a project manager a lot rest on their shoulders as far as it comes to making sure that the project will be either a big success or a big failure. In the simulation the Project Managers of the Huduma Foundation was able to balance the elephant project when constraints to the project surfaced. The biggest factor in the project was the time constrain when dealing with animals such as elephants. The project management was able to complete the project and still did not have to sacrifice safety of the anaimal due to trying to make a time line. References Businessdictionary. com https://www. businessdictionary. com/definition/project. html Kerzner, Harold . Project Management: (9th ed. ). Hoboken, NJ: John Wiley & Sons, Inc

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Jane Eyre, Male Charaters

In Charlotte Bronte’s, “Jane Eyre” the concept of the ideal Victorian male is severely challenged. Characteristics of loyalty, honour, wealth, moral uprightness, and intelligence are seen to be a part of an equation that equals the ideal Victorian male. However, these distinctive characteristics are deemed unrealistic and through Jane’s narration questions can be raised as to if any of the male characters in Jane Eyre match the “ideal Victorian male”. Male characters depicted in the novel such as John Reed, Rochester and St John Rivers appear to be greedy, dishonest, hypocritical and inconsistent within their ways. They break the ideal Victorian male characteristics and by the end of the novel the characteristics of a feminine hero outshines the male characteristics to create a new type hero for the time period. However, all three male characters in the novel contribute in Janes’ journey from childhood to adulthood and her transformation into a strong, heroic woman. A child, who is raised within a family that caters for their every need and want, can often struggle to gain compassion, maturity and self worth. Master John Reed is the first domineering male character presented in Jane Eyre and it is clear that he is not the ideal Victorian male. After the loss of his father nine years before, John indulges in continually tormenting and bullying his cousin Jane. He is described as “disgustingly ugly” and having “heavy limbs and large extremities” and his behaviour is violent and aggressive. John is spoilt and strives off people’s weaknesses to make him feel powerful and intimidating “Now I’ll teach you to rummage my bookshelves: for they are mine; all the house belongs to me”. John shows how he thrives of a woman’s vulnerability and his overbearing gestures make him unlike the ideal Victorian male. Jane is powerless to stop the violence “every nerve I had feared him” and her growing sense of injustice is emphasised by the constant use of rhetorical questions. She exclaims “Why was I always suffering, always browbeaten, always accused, for every condemned”, the repletion of “always” depicts her constant anguish over the cruelty she receives and also questions her sense of worth. Through John, Jane gains an understanding of what she deserves out of life, a sense of self worth and an understanding of justice; which may not have occurred if she was treated fairly by John. The two characters, John and Jane, have contrasting endings. John dies in shame of alcoholism and his gambling pleasures leave him owing debts. His life has nothing honourable to be remembered by but Jane on the other hand marries her true love after years of being humble and true to herself. A powerful grown male who becomes involved with an equally powerful woman, often uses intelligence to control situations where he becomes weak. Rochester abuses his privileges, as a young man he married for money and used women for sex and wished to possess them exclusively with no obligations in return. But when Rochester and Jane become acquaintances, Rochester comes to realise Jane is not a dependent woman. In fact her witty, prickly responses and her refusal of gifts, establishes power as an issue between the two characters. When Jane decides to leave, Rochester vigorously tries to make her stay “Oh Jane, this is bitter, this- this is wicked”. The use of emotive language is able to portray his heart breaking over Janes’ decision. But when Jane continues to stay strong in her decision, Rochester becomes forceful and critical, portraying his authority and place as a man. He exclaims “You make me a liar by such language: you sully my honour”. The use of legal jargon depicts Rochester’s weakness and abuse of intelligence in wooing Jane to stay. Jane continues to “plant her foot down” and leaves which is able to show Jane transforming into an assertive, strong and independent woman.
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