Bae Assignment

BAE Business Case Study Submitted by: Susan Pacheco April 17, 2013 Table of Contents Part 1: Executive Summary3 Part 2: Main Issue4 Part 3: Systemic Issues4 Leadership & Project Management issues4 Political Pressure to Fast-Track Project5 Design Issues5 Communication Breakdowns6 City Involvement (Delays)6 BAE Conditions on Contract Signing (April 1992)6 Part 4: Environmental & Root cause Analysis7 Qualitative Analysis:7 Project Management7 People (Unqualified):8 Build-Design8 Economic & Political Considerations8 Success with United Airlines9 Part 5: Alternatives and/or Options:9 Alternative A9Alternative B11 Part 6: Recommendations and Implementation11 Recommendation:11 Recommendations Implementation Plan:12 Part 7: Monitor and Control:13 Part 8: Conclusion:13 Part 9: References, Exhibits and Appendixes13 Part 1: Executive Summary In order to address the immediate issue of the letter received by the City Mayor holding us responsible for the delay of the new baggage system by charging BAE a penalty of $12k/day backdated to October 29, 1993 and also requesting a charge back for the $50M tug-and-cart baggage backup system, immediate action and priority needs to be given to address this accusation.A prompt analysis of our project plan and missed milestones with reasons and factual data is critical in defending our position. We need to prove where certain milestones outside our control were missed and the domino effect it created and where dependencies to our commitments were broken and by whom. There were many points at which we voiced our concerns on the project delays and access issues that further hindered our ability to perform but no one took responsibility or acknowledged the delay.In addition, the Build-Design approach has in itself created many hurdles and time delays outside our control as well as created unfavourable working conditions that were unsustainable for our teams. Our current situation is a mere symptom of a lack of a proper project management s tructure and qualified personnel at DIA. Also lack of sponsorship by the city Mayor has created silos and a negative effect on the project flow. The build-design approach is one of the biggest issues but with proper management it can be overcome.Based on BAE’s experience and successful past projects, we can confidently recommend a new structure that has worked in past projects. Given that history I feel we need to propose a drastic change to DIA’s Project Management team and propose a new structure which includes a new Project Manager to oversee the entire project team, appointment of additional team members (see Appendix 1) and new hires with the right skill sets. See Appendix 2 to see RACI Matrix proposal.The proposal is to continue with the new airport wide baggage system implementation only under the condition that DIA restructure their project management team and obtains sponsorship from the City Mayor and Aviation Director. A team approach must be understood by a ll parties involved as there are too many moving parts and it is impossible to expect BAE to independently manage all moving parts for what is out of our control especially with a Build-Design plan.This new platform will allow BAE and DIA’s members to educate, make timely critical decisions, identify risks and critical milestones and hold members accountable for their respective roles. Assuming our proposal is accepted, the overall expected timing from initial contact to identifying risks under the new team structure is 9 weeks. With this plan, a backup system would not be required, thereby avoiding this $50M additional cost. The seriousness of this accusation would put BAE at permanent financial risk if not bankruptcy.Promptness and priority in handling this situation is critical. Beyond the financial impact, there is also the reputation BAE has always enjoyed as being a leader in the marketplace worldwide can also have a negative effect on current and future projects with o ther institutions. Part 2: Main Issue City of Denver issued a penalty request of $12k/day backdated to original start-up completion date of October 29, 1993 including a $50 M charge back for a tug-and-cart baggage backup system. This main issue is a result of the systemic issues which are listed below. Part 3: Systemic IssuesLeadership & Project Management issues Shared leadership between city of Denver & Consultant team created many inefficiencies, duplicate work and lack of real ownership. Additionally no organizational structure change at DIA was ever made to accommodate this new baggage system project. Further complicating the matter was the communication channels and roles between city, PMT and consultants were not defined or controlled. All were working in silos. Engineers are inefficiently creating piles of change documentation that are not really managed or communicated.Waste of time just to cover their tracks. There is NO real qualified Project Manager to oversee the entire project and bridge the gap between DIA and their top Carriers United & Continental, City Council and BAE. We have been expected to manage the project with everyone working in their silos with no real support or team goal or management as a whole. In order to keep things moving along, we need a DIA counterpart to produce engineering alternatives and make quick decisions on cost, alternatives, scheduling etc.Currently there are too many chefs in the kitchen with no real one person in charge. They had to balance project administration political and social responsibilities. The Working Area 4 Managers that was assigned to us have no experience in airport construction, baggage system technologies or new technologies, their main experience is in construction project control management. As such they don’t know how to properly support our requests and needs to keep the project going forward.In addition to this since there is no project manager in charge and lack of proper structure we have to liaise with and to obtain feedback from each Concourse Senior manager and Main terminal manager. It is apparent that they each operate independently making any agreement difficult as we need to transcend the decisions and get agreement across all four managers. It is apparent that they each are making independant decisions and trying to tie them all together is very difficult. This creates further bottlenecks for us.Lack of a designated project manager to oversee and manage inputs/outputs from the City, DIA and BAE created a painful process, hurt relationships and lack of accountability and control. Head of DIA project resigned and death of Chief Airport Engineer Walter Slinger (Oct. 1992), a strong proponent of the baggage system and closely involved in negotiations with us had a significant impact on the project. He was a decisive, empowered decision maker who knew how to address problems and get them resolved promptly. His successor Gail Edmond was not successful in ca rrying ut the same duties as she was much less experienced and lacked the autonomy, experience and guts to make much needed quick decisions. Her hands were tied with red tape and took much longer to make any decisions. Overall we had a poor relationship with the management team who had no prior baggage handling competence or experience. The project was mainly treated as a major public works project resulting in a lack of support when we needed it for any of our complaints on timing, access etc†¦ Political Pressure to Fast-Track ProjectThere were many factors that influenced and pressured this project to a fast-track pace which had some resulting serious consequences both in delays and cost. This pushed the project into a Build-Design project which had created some major delays and cost increases. Some of the other influencing factors are as follows: * DBO Date of Beneficial Occupancy payback date of January 1, 1994 * Project Management Team pressured to push project ahead at al l cost due to long periods of assessment, negotiation and final approvals. Political pressure from Mayor to force project through a fast-track for their own political stature gain and public optics Design Issues The decision to install a new large scale airport-wide baggage system came after the building design was already determined and we were faced with fully defined project specs which underplayed the importance and significance of some important requirements of a baggage system (space, electrical power needs, building structure requirements, ventilation and air conditioning to dissipate) These issues created further bottlenecks and delays in our implementation.Further delays and changes resulted from DIA’s lack of consulting with and conducting a needs assessment with their two top carriers United & Continental which accounted for more than 70% of passenger traffic prior to project start. Their needs were never incorporated into the initial design and program, as a resul t further changes were requested to design and software just 6 months prior to the needed opening date. We had to deal with this even though the mechanical and software designs were supposed to be frozen. Communication BreakdownsWe communicated to United we would need 1 more year to get system up and running but no one listened nor was the message passed along to DIA or the City. We also at many points tried to engage DIA about the delays, access issues and construction bottlenecks that was causing direct delays in our work and we were not given precedent or access when needed. Infact the attitude was that these construction workers were not reporting to BAE to have to listen. City Involvement (Delays) Law restrictions forcing 30% of minority-owned firms and 6% women.This law forced us to forgo our original proposal of using our own qualified employees in lieu of external outside contractors which estimated an increased cost of approximately 60%. Some of our expertise was lost due t o this fact in addition to causing further delays to our project. In Sept. 1993 we went into maintenance negotiations which lead to a 2 day strike of 300 millwrights that was joined by 200 electricians over a $8/hr delta pay dispute. We lost the maintenance contract as well as a 2 day delay. BAE Conditions on Contract Signing (April 1992)The conditions and milestones we placed upon accepting the job was not respected by the city or adhered to, nor was there any provisions made to address issues along the way. ( i. e. freeze dates for mechanical design, software design, power requirements and the like, all around access, timely completion of certain areas, provision of permanent power, computer rooms†¦ these were all set as milestones in our project plan. The city had agreed to these conditions with unrestricted access with priority for BAE equipment yet we didn’t even have reasonable access.For example: * Electricians had to leave work where concrete grinders were creati ng clouds of dust, * Fumes from chemical sealants forced others to flea * Trucks blocking and restricting * Design Freeze dates not adhered to: Airlines requested changes to system designing even though mechanical/software designs were frozen. (6 months prior to opening airport, still moving equipment around, changing controls and software design! * Energy issues – City unable to supply â€Å"clean† electricity to the baggage system. Motors and circuitry used in system extremely sensitive to power surges and fluctuations.Filters were purchased to correct the problem and a City Worker cancelled a contract without realising that the filters were part of it. Filters arrived several months later in March 1994. 1. Construction already begun on terminal and concourses with substantial changes needed on construction to accommodate expanded system. We wrote a letter to city (Jan, 29, 1995) to request prompt action advising of inability to complete project under these condition s with no response or support. Part 4: Environmental & Root cause Analysis Qualitative Analysis:BAE is a highly qualified with a revered reputation, experienced in projects across the US, Europe and Australia in the development, design, manufacture and install and support of every project it undertook from start to finish. We established a strong position in the US accounting for about 90% of U. S. baggage sorting equipment sales. Since 1972 – 1994 we had successfully designed, manufactured and installed nearly 70 automated baggage handling systems worth almost $50M at major airports in the US, New York, Dallas-Fort Worth, Chicago, San Francisco, Miami, Newark and Pittsburgh.We also consulted in the installation of a $550M terminal for the New Seoul Metropolitan Airport in South Korea. Given our successful history and past accomplishments, it is without a doubt that our management capabilities and expertise in handling various types of projects, with various types of people a nd countries, proves our commitment, capabilities and expertise in handling complex variables and situations for every project we undertake. Knowing the strategic importance and complexity of this particular project, we had agreed to take on the project only upon acceptance of certain conditions which was accepted by the City.Many of these conditions were not honored throughout the process causing unnecessary delays, additional costs, strained relationships both with the City and DIA management and hurt our reputation Project Management Lack of communication, ownership and project management both at DIA & the City of Denver was the source of this pivotal problem. Since the contract was awarded by the City, they were responsible to enforce the compliance of the agreed upon conditions and communicate and enforce these conditions to DIA and their employees.In turn DIA did not have a specific Project manager to oversee the entire project as a whole and to act as a liaison between us, th e City and their Carriers. Instead we were forced to deal with their respective â€Å"Area† managers one on one which was counterproductive, time consuming and ineffective. We also had to deal with direct changes from the Carriers themselves which further haulted our project. We were setup for failure given the lack of direction and control at DIA’s side and the City’s dogmatic approach to making decisions.For a project of this magnitude, there was no consideration made to employ either Key Managers or Project Manager to oversee, manage and liaise between the three concourse areas. This created some major gaps and no one was there to keep the pulse on the project itself. This was not implemented thus creating a gap in communication, a silo-type attitude amongst decision makers creating no support-system for the major role we played in this implementation. It was apparent that roles between the City, PMT at DIA and Consultants were not defined or controlled.Every one was working in silos. People (Unqualified): In addition to the management issues, our Assigned Area 4 Managers, lacked the experience in airport construction and baggage system technologies, therefore could not understand the importance and properly support our needs nonetheless handle our requests in a prompt manor. In order to keep things moving along, we needed a DIA counterpart who would be able to produce engineering alternatives and have the autonomy to make decisions. The death of DIA’s Chief Airport Engineer, Walter Slinger created significant impact to our operations as he was decisive and addressed problems promptly. This was an important critical role required for the success of this project. His successor, Gail Edmond lacked the experience, know-how, decision making capabilities and autonomy that further haulted the process. Build-Design The Political pressure to fast-track this project lead to a Build-Design approach to this airport construction which caused many unknown risks and design issues that we had to deal with upon commencement.We were unaware of the construction scope and details to be able to fully understand the scope of the project before undertaking. This also lead to a reactive vs. proactive planning. This posed many unknown risks, changes and modifications to our plans along the way. The instability of this process created many points of change, delays and cost additions and we did our best to manage what was in our control. The point is that many of these delays were NOT within our control, nor did we have any support from the city to enforce DIA’s construction project to meet our agreed upon milestones to meet our own obligations.Economic & Political Considerations The economy in mid 1980’s was plummeting with a 37% job loss average across Stapeltons Employment Industries. The Pena administration aggressively promoted the airport relocation, marketing the new airport as a technologically advanced, state-o f-the – art structure to draw businesses, import federal capital and fund the creation of new jobs with bonded debts to overcome the short-term decline in the economy. It was to become a grand project that would be the main showcase for the Public Works Department.The relationship between BAE and the City was strained primarily because their focus was on airport project speed and bond re-payment and not on the project itself. They were motivated by their own public perception in the political realm. Their â€Å"hands-off† approach was detrimental in the success of this project and served more as a crutch and hinderance. When it came to asking for support it felt like they were working against us and not with us. Their strength was not in project management but they had the power to make key decisions which influenced and affected our overall success.The added pressure of paying the DBO by Jan 1, 1994 forced quick management decisions, early construction without a full scope analysis and risk mitigation not just with BAE but also with DIA. Forced the Build-Design approach which inherently greatly affected our ability to succeed given the lack of adherence to the agreed conditions. Success with United Airlines Once the contract was signed with United exclusively things went smoothly. The successful implementation of the baggage system with United highlighted what was lacking in dealing with DIA and City directly.The success highlighted and confirmed our ability to manage the project with a partner who understood the technical and project management needs. Part 5: Alternatives and/or Options: Alternative A Continue with the contract for installing the baggage handling system conditional upon the following restructuring & requirements: Hiring of new qualified members at DIA. 1. DIA to hire a dedicated qualified Project Manager for the baggage handling system overall project with prior project management experience.One whom understands the key tasks, key players has a strong construction and technological background with project management skills to document, track, address and facilitate the communications between all DIA parties and that of BAE and City Administration. A clear definition of this person’s role, decision-making authority and sponsorship by Senior Management is critical. 2. DIA to hire a new Chief Airport Engineer with strong decision making and leadership skills with the autonomy to make decisions and propose Gail Edmond work under him/her as Chief Associate Engineer. . The new Project Manager’s goal is to gather all appropriate key stakeholders as proposed in Appendix 1 to conduct 3 main initial sessions with all key stakeholders (*see Appendix 1) to: I. Conduct a full risk assessment whereby identifying all risks, prioritise them, have an action plan to mitigate some of them, formulate contingency plans and assign responsible persons to manage the risks. II. Establish a Project Objective Statemen t, and Create a new project master plan, III.Team member establishment: Establish who key players are, their strengths, weaknesses, outlining roles and create a RACI matrix *See Appendix 2 for DIA, BAE, and City for roles and responsibilities for all planning and execution tasks of the project 4. City to hire or appoint a qualified Liaison with construction, engineering and or technical background experience who is solely assigned to this project with no other conflicting priorities with the autonomy to make decisions.This person’s role is to ensure that legislation doesn’t interfere or adversely cause timing risks to the project plan and expedite issues/roadblocks when they arise between DIA, BAE and the city. This proposal is supported by the fact that our design has proven it will work given the proper management setup framework as demonstrated by our successful implemention of the new baggage handling system with United Airlines. The current lack of the â€Å"righ t† project team members will be addressed by this new proposed structure. With the right sponsorship and roject management setup, this will encourage all to be on the same page and working towards the same goal. The added benefit of this is that timelines will be clear and visible and will hold those truly responsible for delays in their respective areas and help them and all team members understand the domino affect and impact it can have on the entire project as a whole. This will discourage the current work â€Å"silo† mentality and will promote an integrated meeting of the minds where risks and opportunities for improvement can be quickly identified, communicated and cascaded to the right people.This will also ensure that the right decision makers are present to make judgement calls on plan changes as they come along and not further hold up the process. This should put the plan back on target and give us a working plan going forward where all key players are informe d, consulted and responsible for outcomes. The cost of setting up this new structure is by far a more economical way to get the task done without the added financial burden of creating a new â€Å"backup† system. Pros: * Renewed Focus on project with key roles and responsibilities outlined set’s clear goals, accountability and ownership. Address risks and enable the team to mitigate them * Clear direction and leadership by all stakeholders and their inputs * Expedite critical milestones and ensure we are on the path * Maintain reputation * No further $ investment for backup system Cons: * New hires required Alternative B Cancel the contract with Denver. Discontinue involvement in any further development unless directly contracted by Carriers. Pros: * Focus on core business Cons * Damaged reputation for BAE * Litigation costs * $12k / day penalty Law suit risk – Pay back of $50M Baggage system backup plan Part 6: Recommendations and Implementation Recommendation: Based on my analysis the strategic impact of cancelling the project at this point would further create a bad reputation for BAE, especially considering the current damage already made to BAE by the unsolicited test plan executed by the mayor and the bad press that has already caused. The decision to continue with the project conditional upon a new team structure is a reasonable request given our past successful history and project management expertise.I feel that we have a strong argument for our position backed up by facts that are undeniable and can thus prove our innocence and lack of responsibility for the delay. This will prove to be a sensitive topic as it appears that it is easier to blame us for the delays. With a mutual understanding about the current situation, I believe it will be easier to convince the Mayor and Aviation director the value the new structure would bring and that a new backup system is not the answer and would cause unnecessary further financial burden, h urt relationships and bad press which no one wants.The success of BAE in installing United’s baggage system will be highlighted as an example of the right team structure and how we can achieve the same if we are united in the goal and agree to this plan. Recommendations Implementation Plan: Some of the short term elements of the recommendations are already completed or in progress such as building our case / position with regards to reasons for the delays. The following outlines the steps required to make this happen. Task| Responsible| Timing| Build case.Engage with Project Manager BAE to identify original plan & milestones and detailed reasons for incomplete tasks. Prepare PPT presentation with key dataWrite back to City Mayor, acknowledging letter and request for a formal meeting to present response with a set date. | BAE Project MgrBAE AdminGene DiFonso| 3 days2 days1 day| Invite to meet with DIA Director of Aviation to present challenges/issues faced throughout the proje ct and the delay outcome. Explain the current position we are in with regards to the city’s demands with the objective to gain support for the new proposed structure. Gene DiFonso| 1 day fixed| Invite DIA Director of Aviation & City Mayor to formal meeting to present project delay reasons/issues & recommendation for continuation of project with recommended structure| Gene DiFonso| 1 day (fixed)| Prepare & Present the proposed structure and Project Team Method Matrix and explain it’s criticality and past effectiveness in other successful projects and why this is necessary even if a backup baggage system is implemented | Gene DiFonso| 3 days| Assume DIA’s buy – in and that it takes DIA 1 month to hire Project Manager and restructure the Project Management Team| Director of Aviation| 30 days| Work with new Project Management Team to identify construction risks that interfere with our design/implementation plans & come up with alternate solutions. | Gene DiFo nso & PMT| 1 week| Develop new Strategy with new key Milestones | Gene DiFonso, | 2 weeks| Obtain Buy-In & Committment from key stakeholders| City Mayor, Director of Aviation| 1 day (fixed| | Total| 9 weeks| 1st Meeting with new Project Team Members| | | | | | Any critical changes to the original plans will be reported promptly to DIA Project Manager and voiced in Team Meetings. Any critical plan changes will equire Sponsor sign offs (acknowledgment and approval of change to plan for reasons outside BAE’s control) before BAE continues with implementation. Part 7: Monitor and Control: * Weekly internal meetings with BAE’s project management team will be conducted to keep pulse on project timelines and areas of risk. * Attend weekly Project Meeting Team meetings to identify risks, action items, schedule changes and react to them. * Submit bi-weekly reports on status to key sponsors & stakeholders. * Hold monthly review meetings with Sponsors Part 8: Conclusion: In conclu sion, the current difficulties we are experiencing with DIA and City Administration has served as a costly example of lack of poor management structure for a project of this magnitude.Our past successes can speak for itself in approaching DIA and City Mayor for their support to the new proposal based on our experience. If this new approach is accepted, this will save BAE millions of dollars in lawsuits and cost of new baggage system as charged by the City Mayor. The optics of getting back on track, having a strong management team and continuing with the original plan will serve in favour of all, the Mayor, our shareholders, as well as redeem our own reputation as leaders in the market. We will then be positioned without a tarnished brand and enjoy further growth opportunities. Part 9: References, Exhibits and Appendixes Appendix 1 – New Project Management Team Structure Appendix 2 – RACI Matrix example (for initial phase) of new structure

Western Lowland Gorillas

Western Lowland Gorillas October 23, 2009 Introduction: When I was around 14, I saw one of the best movies. The movie was Gorillas in The Mist, starting Sigourney Weaver as Dian Fossey. It was one of the most impressive movies of my life. My step-mother at the time notice how must I liked the movie and game me her very well torn copy of Gorillas in the Mist to read. I still have that book and since the first time I read it, I have been fascinated with these great apes. This is way I believe they deserve funding to help them off of the endangered species list. Western Lowland Gorillas: Biological Needs: However, in west Africa, where fruits tend to makes up the majority of the gorilla's diet compared to those that live in east Africa. Groups of gorillas living in west Africa normally split into temporary feeding subgroups but are less common in east Africa, as animals range far apart searching for the relatively scarce ripe fruit. There are some reports of sleeping subgroups however, they are rare. This may occur in the process of permanent splitting of a multi-male groups into two single male groups. Groups usually can range from 5 to 10 individuals, but some groups can accumulate as many as 20 to 32 animals. Csomos, 2008) Habitat: The habitat of the Western Lowland Gorilla is made up of primarily rainforests, swamp forest, thickets, forest edges, and clearings. Western Gorillas have been seen nesting in along the Savannah forest edge or in the Savannah itself. Although they visit the Savannah, it is not a permanent habitat for them. Western Gorillas inhabit areas that are typicall y lowland tropical forest at sea-level and up to 1,300 mm. (Beudels-Jamer, 2008) Food: Other Life Forms and Interrelations: Human Intrusions: Humans are the gorilla’s greatest threat. Human intrusions of the gorilla’s habitats have caused a decline of the species. The three main threats that humans pose, commercial hunting, logging of the forest (which has increased poaching) and Human illnesses like the Ebola virus. According to studies recent annual rate of decline in the gorillas was 4. 7 percent and mortality rates caused by the Ebola virus were as high as 80 percent. The gorillas DNA is 98 percent the same has humans. Any flu or virus a human can carry or transmit the gorillas can catch. Since they live away from humans, any virus or flu can be deadly to them. The gorilla’s immune system does not have the ability to defend against any virus or flu that has been transmitted from humans. (Cosmos, 2008) Current Safeguards and Protections: Additional Measures: Going Unchecked: The Congo basin has been recognized as a globally important factor in inter-continental weather patterns and for maintaining climate stability. The COMIFAC Convergence and the Congo Basin Forest Partnership have joined forces to protect the whole Congo Basin ecosystem. They will tack the carbon sequestration and storage, rainfall generation and the areas bio-diversity. The Western Lowland Gorillas ecological role must be taken into account. The Western Lowland Gorillas are keystone species in their forest habitats, so their protection is essential to long-term management of the Congo basin. (Cosmos, 2008) Conclusion: Reference Page: Beudels-Jamer, R. (2008) Western Lowland Gorilla. Retriever on September 25, 2009 from www. yog2009. org September 25, 2009 from www. animaldiversity. unnz. unnz. edu Western Lowland Gorilla Profile, (na) (nd) Retrieved on September 25, 2009 from www. animal. nationalgeographic. com

This Should Not of Happened to Peter Connelly

This should not of happened to Peter Connelly – By Jonathan Pinder Born 1st March, 2006, Peter Connelly â€Å"Baby P† was only three months old when his natural father walked out after the mother; Tracey Connelly began an affair with Steven Barker, a racist thug obsessed with Nazi memorabilia and pornography. This was the start of the end for such a beautiful little innocent boy! In the world we live in today this should NEVER have happened!So many things should never have slipped through the net and gone un-noticed. The professionals where the only people that could of saved this poor little boy’s life, they had the words! They had the means! And they had the power to stop this. But instead Fifteen month-old ‘Baby P' was left to die at the hands of his mother and stepfather because of catastrophic blunders by doctors, police and the same Haringey Borough Council who so disastrously failed to help nine year-old Victoria Climbie ten years earlier.Rather than resign in shame, doctors and social workers have fallen over each other to blame others and keep their jobs. And so it begins! In November 2006, Tracey Connelly’s new boyfriend, Steven Barker, moved in with her and shortly after the new lover moved into the family home in Finsbury Park, north London, Peter was seen with bruises and scratches on his skin on a visit to his GP Dr Jerome Ikwueke. This is when the excuses and lies began; Tracey Connelly’s excuse was that the boy's skin ‘bruised easily. But no sooner had Peter visited the Doctors, Peter was taken to Whittington hospital with a head injury, bruising to the bridge of the nose, sternum, right shoulder and buttocks and when Tracey was asked about finger-marks on Peters body, the mother said they were from ‘holding him and throwing him up in the air. ‘(Excuse and lie number 2) She also claimed that Peter, now only 9 months old, liked ‘rough and tumble play’ (Excuse and lie number 3 ) when she was under police questioning on suspicion of assault.This is where Haringey social services placed Peter on the ‘at risk' register and visited the family home to find it filthy and smelling of urine. Is this acceptable for a baby Was this question asked Yes it was and they came to the conclusion to let Peter stay with Angela Godfrey, a church going therapist and Tracey Connelly's best friend, instead of a foster carer. Why a friend of the mother who has just been questioned on suspicion of assaulting Peter and who’s house was so filthy? But within just a month, on January 26, 2007, with no decision made on any charge against the mother, Peter was allowed back home!Mistake 1 and the first of many! On April 9TH, Peter was taken to hospital with a large swelling to his head and bruises to his eyes and cheek. Despite the injuries – which Tracey Connelly claimed were caused by another boy pushing him into a fireplace (Excuse and lie number 4) – docto rs focused on treating the boy for possible symptoms of meningitis. While at hospital Tracey Connelly told staff ‘I had been told in March that if there were any more accidental injuries they were going to take him away. ‘ Was this Tracey’s way of asking for help? If so why wasn’t this followed up?Well it was and social services took no action other than to buy the family a fireguard. A fireguard Then on June 1st the social worker made an unannounced visit to the home and found Peter with bruises under the chin and a red line under his eye. Tracey Connelly claimed that another 18 month-old child had hit the boy during a squabble (Excuse and lie number 5). Tracey Connelly was ordered to take him to hospital. An examination by doctors revealed more bruising in 12 different areas of his body including a ‘grip mark' on his leg. Tracey Connelly was interviewed by police four days later but again released on bail for the second time.Disregarding the mountin g evidence, it was decided jointly by police and social services to allow Peter home on condition his care was supervised by Angela Godfrey. The police officer investigating both assaults, DC Angela Slade, did at first object to returning the child but it was decided there was not enough evidence to start care proceedings. Peter's condition deteriorated even faster he lost weight and his scalp and ear infections became so bad that the child-minder refused to look after him anymore and his GP only prescribed anti-bacterial cream.When Peter spent a night with his natural father; he had lost nails on his fingers and toes. On the next visit by social worker during a scheduled visit Tracey Connelly covered up Peter's bruises with chocolate (Excuse and lie number 6). Why was this happening and still no-one noticed anything and spoke up? Peters Last Chance The last chance to save Peter's life came on August 1st, when a doctor examined him at the Child Development Clinic in St Anne's Hospit al, Tottenham. The doctor failed to spot his fractured ribs and ignored a series of bruises to his back and legs. Peter may even have already been paralysed y having his back snapped over a hard surface such as an adult knee or cot. When in court the doctor later said ‘He didn't look any different from any child with a common cold. ‘ The next day, August 2nd, 2007, Tracey Connelly was told the assault investigation against her was being dropped and offered a free trip to the seaside as a treat! Peter spent that evening face down in his cot, wrapped tightly in a blanket ‘like a cocoon' while his mother and stepfather celebrated. Peter was already dead when Tracey Connelly finally got out of bed at 11am. Good bye Peter. Why didn’t anyone fight for you?Peter was seen by 28 different social workers, doctors and police officers before he was tortured to death! Whoever is to be blamed, and however the degrees of blame are to be portioned out, the bottom line is th at Peter was killed after a horrific 18 month life, during all or most of which he was repeatedly beaten and physically injured by his mother, and her partner, and, perhaps, the lodger. What happened is beyond excusing or excuse-making. Those responsible should be called to account and removed from such work. Everyone from the case workers, to their supervisors, and the doctors and police.Too many people and too many mistakes. Why did everyone make some many failings? The â€Å"devastating† catalogue of failings on the part of Haringey Council, health advisors and police meant that those who highlighted fears were ignored and the obvious signs of abuse went unheeded. It took seven inspectors from Ofsted, the Healthcare Commission and Her Majesty's Inspectorate of Constabulary just two weeks to produce the report comprising a long list of failings. (See list of failings) But the biggest blow came from the reaction of us, the public who rarely see these types of events and such brutality.This cut us all to the core. To hear this brutality to such a young little boy was harrowing and devastating and then to hear of all the failings made by the people and authorities that where put in place to help prevent this was disgusting and we all wondered what exactly these people do for a living? For me as a support worker originally from a children’s background and now working with vulnerable adults this made me look more closely at my work and the procedures that where in place to see what changes I could possibly make and to be honest the changes aren’t at ground evel that need to be made, these changes need to come from way up the ladder, from managers up to the MP’s. So where do we go from here? What happened here was horrific but we must move forward. This should never have happened but unfortunately these things do happen and do slip through the net, the only positive thing that will come for this will be new rules and recommendations tha t are laid out for departments for Children, Schools, Residential children’s homes, other professional’s and families.The joint area review has brought out a list of recommendations to enable all such parties to ensure that comprehensive and effective safeguarding arrangements for children and young people are established (see attached Recommendations of the joint area review) Also Ed Balls (Children's Secretary) told MPs that in the light of the Baby P case; â€Å"We have tabled three new clauses that will help us to go further towards implementing Lord Laming’s recommendations in this Bill, they will introduce new statutory targets for safeguarding and child protection and require local safeguarding children boards to appoint two members drawn from the local community and to publish an annual report on their effectiveness, But these measures could only go some way to protecting children†. And this is a sad and truthful fact that we will never be able to stop every single death of a child or vulnerable person, despite being known or unknown to social services.It’s a sad point, but it is not realistic to say that every child murder can be prevented. Child protection is everyone’s business, but things that go on behind closed doors stay there- even when they shouldn’t.! LITTLE ANGEL (BABY P) Bye, bye little angel, So bright and so sweet, You had been here with us, With your heart of love and joy, Now you will rest in peace, No one now will treat you bad. We watch you grow and change, We will remember you always, With every smile on your tiny face. You are so special in every way And we will love you every day. List of failings found by Ofsted, the Healthcare Commission and Her Majesty's Inspectorate of Constabulary Insufficient oversight of child protection services by Haringey's councillors and senior officers; *A managerial failure to ensure all the requirements of the inquiry into Victoria Climbie's murder in 2000 is met; *Social workers, health professionals and police do not communicate routinely and consistently; *A failure to identify children who are at immediate risk of harm; *Frontline procedures are of inconsistent quality; *Child protection plans are generally poor; *Record-keeping for case files is inconsistent and often poor; *An over-reliance on performance data which is not always accurate; * A failure to speak directly to children at risk; Concerns that youngsters suspected of being abused may not have been able to speak up without fear; *The Serious Case Review into Baby P's death is inadequate; *The high turnover of social workers at Haringey Council has resulted in heavy reliance on agency staff, leading to a lack of continuity for children and their families; * Heavy workloads for social workers, with the true number of children allocated to them not always accurately counted. The inspectors' summary to their report may have been written in official jargon but its stark meaning is clear enough. They wrote: â€Å"The contribution of local services to improving outcomes for children and young people at risk or requiring safeguarding is inadequate and needs urgent and sustained attention. In other words, vulnerable children in Haringey cannot necessarily rely on the authorities to protect them and Baby P's death was not just tragic bad luck. Recommendations of the joint area review The joint area review made the following recommendations that the Department for Children, Schools and Families should provide immediate appropriate support and challenge to the local authority to ensure that comprehensive and effective safeguarding arrangements for children and young people are established. The Local Authority, working with its partners and in particular health and the police, should: *improve governance of safeguarding arrangements establish more secure assessment and earlier intervention strategies which ensure that, in all cases where concerns about c hildren are identified, agencies can intervene and assess risks of significant harm to children in a timely manner *establish more systematic monitoring of the quality of practice ensure that managers and staff at all levels are accountable for casework decisions, and that they draw as necessary on the expertise of partner agencies to inform the decision making process *take steps to integrate individual service processes and systems across all agencies more effectively *assure the competence of leadership and management in all areas of children’s services and develop clear and effective accountability structures *establish rigorous arrangements for management of performance across all agencies, which ensure that the quality of practice is evaluated and reported regularly and reliably, and that accountability for each action is defined and monitored *make explicit to all staff and elected members the expectations and standards required of front line child protection practice *establish rigorous procedures to audit and monitor the quality of case files across all partner agencies and ensure processes are in place to deliver improvement *establish clear procedures and protocols for communication and collaboration between social care, health and police services to support safeguarding of children, and ensure that these are adhered to *assure the competence of service and team managers in conducting rigorous and evaluative supervision and monitoring of safeguarding practice *appoint an independent chairperson to the local safeguarding children board (LSCB). Whilst not a mandatory requirement, it would be good practice for the Local Authority to: *ensure that all elected members have CRB checks *ensure that all elected members undertake safeguarding training.

Political Issues in Emerging Economies Essay Example | Topics and Well Written Essays - 2500 words

Political Issues in Emerging Economies - Essay Example The Brazilian economy has a strong domestic services sector, which accounts for about 67 percent of the country’s GDP. Major growth areas include insurance, financial intermediation, and retail sales. According to UK Trade and Investment (2012), about 35 million Brazilians moved from Classes D and E to Class C between 2002 and 2012. Consequently, has marked the major economic growth rates, which resulted in a reduction of economic inequalities. In effect, this had an effect of increasing demand from the middle class, an increasing tendency to spend, and provided a major economic opportunity for companies – local and foreign. Partly due to the emerging class of middle class consumers, the Brazilian economy grew by 2.7 percent in 2011, which is lower than the 7.5 percent realised during 2010. Due to these economic changes, there have been efforts that implement policies to contain the increasing inflation since unfavourable global economy has resulted in a retardation of the economy (UK Trade and Investment, 2012). On the other hand, the slowdown contributed to a reduction in basic interest rates in order to boost growth through passing the reductions to consumers and businesses. Importantly, the labour market conditions are relatively favourable, at 6 percent, which is very comparable to the economies lowest. However, local labour regulations are onerous and complex. Therefore, it is important for foreign market entrants to handle them carefully in order to evade costly liabilities. The exchange rate of Brazil was affected to a large extent by the uncertainty in the global economy/ In mid 2012, the Real Dollar slumped from a ratio of 1: 1.73 against the USD to a rate of USD 1: 2.02 (UK Trade and Investment, 2012). In the area of trade, Brazil has remained balanced, but a comparatively closed national economy. The total of trade flows stood at about 25 percent of the economy’s GDP. Brazil’s exports stood at USD 256 billion in 2011 with the major exports being fuel and oil, ores, soybean, transport produce, ethanol, meat, sugar and chemicals. In 2011, the economy’s major consumers were China and US with these two countries representing 17.3 and 10 percent of total exports respectively (UK Trade and Investment, 2012). Other principal consumers include Argentina at 9 percent; Japan at 3.7; and the Netherlands at 5.3 percent. Brazil’s imports stood at USD 226.2 billion for the year 2012. Major imports included chemical products, machinery, automotive parts, oil, electronics, transportation equipment and electrical appliances. The larger

Supporting a difficult point Essay Example | Topics and Well Written Essays - 750 words

Supporting a difficult point - Essay Example Performance anxiety over fixed tests and graded assignments inhibits high level thinking among students. Grading system usually associated with lot of projects, assignments and seminars. Since student’s performance will be rated in all of the above while deciding the grades, students will much tensed and they will not get opportunities for mental relaxation. The mental fatigue will be crucial factor associated with such projects and assignments. I know certain students engaged in getting the assignments done by others in order to reduce their work load. This habit will actually against the principles of the grading system. Students will learn nothing from such assignments done by others. The anxiety over grades will prevent students from developing as intellectual abilities. Students will concentrate more on their grades rather than anything else. Grades will create discrimination feeling among the students. Those who have secured ‘A’ grade will treat the ‘B’ or ‘C’ grade people as fools. This will result in, students losing interest in their studies and the classes. This inferiority will create desperations and frustrations among them. I know two persons who are teaching in a college. Both of them are teaching the same subject, but students are interested in the lecture classes of one more than the other. Interestingly the lecturer, whose classes labeled as boring by the students, secured much higher grades than the other lecturer during his studies. It clearly showed that grading system is not at all a reflection of abilities or intellectual level. In most of the universities grading will be done in a biased manner. Professors will have likes and dislikes upon certain students and while doing the internal assessment they will consider all such things. I have twice victimized while studying for my Bachelor course and Post Graduation course. During my Post Graduation studies one

The Legal Environment of Business Assignment Example | Topics and Well Written Essays - 1250 words

The Legal Environment of Business - Assignment Example Two parties are involved; the one providing an offer (offeror) and the one accepting or agreeing to the offer (offeree). As a first step, legal contracts require both parties to agree on the subject of the contract (Goldman and Sigismond 2010). After that, the parties agree for appropriate way the contract can be made. The process now enters into negotiation process where the offeror make an offer (promise) to the offeree (promisee). It is always required that when this takes place, the offer in the context should be seriously intended, be definite and well communicated to the promisee. Serious intention is the key to make the contract legally recognized, since without serious intention, the contract is regarded as a less binding agreement (Goldman and Sigismond 2010). An offer becomes legally accepted when it is devoid of subjective intentions such as secret inner feelings by the offeror. In most cases, the court to legally recognize offer and acceptance contract, the parties are re quired to have intentions that are clear and objective in nature. Moreover, the terms expressed in the agreement should be definite in nature, where specific aspects such as price, time, quantity, and quality should not be vaguely expressed. In addition, the offer must be communicated clearly between the parties involved especially the promisee who has to understand the contents of the agreement before accepting. Lastly, the process should reflect a regally recognized invitation process among the parties and not done through coercion (Goldman and Sigismond 2010). The difference between warranties and conditions Contract whichever type or nature is generally perceived to be either a warranty or condition. In most cases, understanding whether a contract is warranty or condition may be problematic but the courts usually establish the rules of construction of contracts that in most cases are used to resolve ambiguities. Therefore, are certain specifics, which can be looked upon, and hel p in differentiating warranty from condition. First difference between the two arises from the purpose, which they serve. Condition usually constitutes stipulation aspects that are necessary to the primary purpose of contract of sale (Geet and Deshpande 2008). On the other hand, warranty constitutes stipulations that are collateral in nature (subsidiary) to the main purpose of contract of sale (). Another difference is brought about by the issue of breach. When a condition is breached, the party that is aggrieved has the right to sue for damages and also enjoy the right to repudiate the contract (Geet and Deshpande 2008). On the other hand, when warranty is breached, the part that is aggrieved only enjoys the right to sue for damages and not right for repudiate. Further, when a condition is breached, it is sometimes treated as breach of warranty and the same cannot be applied to warranty when it is breached. Lastly, condition goes direct to the root or core of the contract, while wa rranty does not go direct to the root of the contract (Geet and Deshpande 2008). How mistake may affect a contract Contracts may be appealing at first instance they are created and may be viewed to be fine without mistakes. However, unlike the common and general mistakes, contract mistakes exhibit unique feature in that it has to do largely with mistaken assumptions that are related to contract formation

SSADM Research Paper Example | Topics and Well Written Essays - 1750 words

SSADM - Research Paper Example (Structured systems analysis and design method.2007) moreover, the SSADM is a system that helps to examine the information system as, well as to design pertaining system. Since 1980, the SSADM (Structure System Analysis & Design Method) technology was produced for the CCTA. In addition, this technology was related to UK government organizations that implement the SSADM technology. However, â€Å"SSADM† and â€Å"Structured System Analysis and Design Method† is a Registered Trade Marks of Office of Government Commerce (OGC) that is located in the United Kingdom’s Treasury (Great Britain Treasury Central Computer and, Telecommunications Agency, 2000). In order to make possible information system design, the SSADM technology relies on waterfall model to reach the destination. The SSADM can be originate as a core element for defined documented approach regarding system designing and help to evaluate an updated Rapid Application Development procedure such as DSDM. Dur ing development and growth, the SSADM is following a waterfall life cycle model that incorporates physical design stage study. In addition, the analysis stage includes intense association needs in SSADM. From every stage, the users are prepared to sign off guaranteeing that the requirements are satisfied. Furthermore, a number of illustrative representations related to the system are provided to the users in order to ensure better data understanding. The development projects related to the SSADM are further divided into series of phases, units, periods and tasks. Moreover, the data modeling is considered as a first model that is developed in SSADM. 2 SSADM Aims and Objectives In order to identify and classify projects that are suitable for SSADM project management, the SSADM will offer a framework. The SSADM in reality separates the projects that are related to the project development into small elements, project steps and procedures. The objectives of SSADM are mentioned below: Pro ject management is enhanced along with connected institutions. Better and improved usage of both skilled and unskilled employees. Enhanced and important systems are guaranteed. Employees’ loss is considered in all projects. Projects are assisted by computerized tools such as, integrated application engineering systems. A framework is formed for improved communication between the members of project. This framework incorporates all the tools related to the software development life-cycles, production stages and physical application design. 3 SSADM Advantages and Disadvantages SSADM leverages many benefits by using different techniques for determining visibility and capability of information systems. These techniques are considered as one of the major benefits of SSADM. Moreover, the identification of entities along with their relationships established within the system is tested by logical data modeling techniques. Moreover, logical data modeling technique shows changing data f rom its original state to the updated one. Furthermore, it also holds space for entities that are transmitted via routes that manages data flows within the system. Moreover, credentials pertaining to event modeling define the entities and their impact on business information systems. Consequently, these techniques encompassing perspectives and processes provides the most complete and to the point model.

Computer Security Policies Essay Example | Topics and Well Written Essays - 1000 words

Computer Security Policies - Essay Example The Reston, VA site has 1 on site senior consultant, 4 in-house junior consultants and 2 remote field consultants while our Annapolis, MD comprises 1 onsite senior consultant, 4 in-house junior consultants and 3 remote field consultants. Like our headquarters personnel, our offsite staff have years of ICT experience and industry-level certifications such as CISSP, CISA, PMP and others. To meet the growing needs of our increasing client base, we are expanding our ICT staff to add 14 onsite in-house employees and 6 remote field consultants. This future growth expansion is happening now and will be complete in six months time to truly serve all your ICT needs. Our current infrastructure consists of 1 domain controller server, 1 server for the finance department and 1 server for Web/email as well as secure remote access in the DMZ. In the months to come, we will add more hardware infrastructure to meet the growing demands of our ICT consulting and implementation services. To further enhance our capabilities aside from our modern infrastructure and certified personnel, our company has started the â€Å"road map† to ISO 17799/27001 – Code of Practice for Information Security Management and Information Security Management Systems certification. This is a globally-recognized information security certification that ensures a company practices globally-accepte d and best practices in information security – all our corporate policies are based on this ISO standards. ADDITIONAL GUIDANCE: The arrangements you make for maintaining your equipment, whether through on-site support or off-site support. Information Security issues to be considered when implementing your policy include the following: ADDITIONAL GUIDANCE: Office software forms a critical link between the primary business systems in your day to day work. The initial choice of the office package has far

Madeleine An Autobiography Essay Example | Topics and Well Written Essays - 1250 words

Madeleine An Autobiography - Essay Example Madeleine lived in a society which would rather abhor social digresses like Madeleine than treating the cause of digression. Being a woman of the late Gilded Age, Madeleine had to suffer from the social problems such as gender discrimination, moral decay, the rapid collapse of the rural economy, etc which were directly related to industrialization and urbanization. Though the Gilded Age experienced the boom of the mechanized urban economy, it was not prepared enough to face the commotions and moral decay that the collapse of the rural decline. Women, of affluent social status, like Madeleine, could hardly bear the insult which the society inflicted upon for them for the moral digression. But the society could do little to protect them from the lust of their male counterparts. Therefore, being forced by circumstances, they choose prostitution to save their own lives.  Being raised with pure Christian teachings in an economically affluent family, Madeleine could have fairly managed a decent way of living for herself. â€Å"She was brought up in a strict heaven-and-hell belief† (Madeleine 34). Even her great-grandfather was quite well-known for his religiosity. He was â€Å"often quick to anger, she said, but he was also quick to repentance, and if he had offended relative or friend he asked his pardon and the pardon of God before he slept.† (Madeleine 45) Though Madeleine’s religious background and teaching were few of psychological strengths which could protect her from being a prostitute. But ironically her family background and religious teachings contribute to the growth of self-reproach, for her juvenile pregnancy, so strongly that she took a wrong decision to run away from Mrs. James’s house in Missouri.  Even if she could remain with her mother in her hometown, she might have received her mother’s proper attention. She needed parental support in her home. She â€Å"needed both her parents† (Madeleine 23).  

The History and evolution of health care economics Essay

The History and evolution of health care economics - Essay Example Health care economics is one branch of economics that deals with problems like scarcity in the distribution of health care. A general overview of this study includes social issues in healthcare (alcoholism, smoking), health care system, and allocation of funding to public healthcare. Early studies in this field can be attributed to Kenneth Arrow when he published his article titled â€Å" Uncertainty and the Welfare economics of medical care â€Å" in 1963. Nowadays, numerous researches dwelling on health care economics just shows the importance of this issue to modern living. The study of economics would always be a relationship between supply and demand, and healthcare is no exception to such. First, it must be understood that healthcare is a derived demand since it is affects the result of health and must be directly consumed ( Newhouse, 1996) in order to feel its benefits. Although people would not like the idea of receiving this service, they have no choice when they get sick. In fact, Evans and Stoddart (1990 ) asserts that â€Å"Health care is one the determinants of health and from an economic perspective, it is simply an input into the production of health†. This is the main reason why government should spend on healthcare since healthy citizens are more productive and costs less to society. Even individuals should ideally spend for their own preventive healthcare so they would not get sick thereby reducing downtime in terms of man hours. Unfortunately, people do not prioritize healthcare issues all the time since there are other equally important things to spend for such as food, education and housing. It is only when one’s health is endangered do people pay attention to this issue; thus, people even buy costly medicines when they are really sick. On the other hand, Kowalski’s paper in 2003 revealed that â€Å"medical care and prices have an elastic

Elements of Religious Traditions Paper Essay Example | Topics and Well Written Essays - 500 words

Elements of Religious Traditions Paper - Essay Example One way of resolving this difficulty is to take a comparative approach, viewing what happens with an open mind. It is possible to detect similarities and differences which might illuminate key issues which lie at the heart of human religious experience, such as how these religions help people to conduct a relationship with the divine through special holy places and artefacts, special times and a particular way of relating to each other. The twentieth century European scholar Mircea Eliade wrote an influential study on the sacred and the profane, and identified the fact that religious experience often takes place in clearly marked special places: â€Å"Every sacred space implies a hierophany, an irruption of the sacred that results in detaching a territory from the surrounding cosmic milieu and making it qualitatively different.† (Eliade: 1987, 26) Natural features like caves, rivers and mountains were often imbued with this notion of sacredness and archaeologists detect elemen ts of religious significance in early monuments such as stone circles and pyramids. Humans appear to have a need to reserve, or indeed construct, very special places in which to step outside the everyday pressures of life and reflect more deeply.

Ict Procurement Trends in the Uk Essay Example for Free

Ict Procurement Trends in the Uk Essay This report presents the findings from a survey of 136 UK enterprises regarding their approach to Information and Communication Technology (ICT) procurement. The survey investigates the way that UK enterprises like to purchase technology, as well as the major IT and business objectives influencing their IT investment strategies. Introduction and Landscape Why was the report written? To highlight the criteria on which UK enterprises select their IT providers as well as the roles which have influence while making IT purchasing decisions. What is the current market landscape and what is changing? UK enterprises are set to increase their IT spending in 2013. Kables survey shows that ICT spending in the UK is being driven by investments in core technology areas such as security, enterprise applications, IT systems management, and content management. What are the key drivers behind recent market changes? With enterprises being continuously exposed to malicious attacks on their business critical information, the demand for security solutions is growing. What makes this report unique and essential to read? Kable Global ICT Intelligence has invested significant resources in order to interview CIOs and IT managers about their IT Procurement. Very few IT analyst houses will have interviewed 130+ ICT decision makers in the UK market in H2 2012. Key Features and Benefits Provides insights into UK enterprises preferred buying approaches. Comprehend the business objectives that UK enterprises are looking to achieve through their IT investment strategy. Appreciate the IT objectives that UK enterprises are looking to achieve through their IT investment strategy. Understand the factors that are influencing UK enterprises decision to select an ICT provider. Understand which organisational roles influence IT purchasing decisions and signing off budgets. Key Market Issues Despite the uncertain economic conditions across Europe and the UK governments large scale austerity measures which have impacted public sector ICT spend, the vast majority of respondents from Kables survey indicate that their IT budgets will remain at the same level or will increase in 2013. With regards to the authority over signing off budgets, UK enterprises surprisingly give an equal rating to CEOs, CFOs, and CIOs. UK enterprises rate Improve supplier relationships with an average rating of X, indicating that enterprises focus is weighted more to their own operations, followed by their customers, amidst the difficult global economic outlook. Investments in cloud computing are expected to grow with the penetration of this technology increasing from the current level of X% to Y% in the next twenty-four months, driven by factors such as lowering cost and complexity, and ease of use. According to Kables survey, X% of enterprises have a somewhat complex ICT infrastructure with several hardware manufacturers, operating systems, databases, applications, and other elements. Key Highlights Although on-premise deployment is favoured, the demand for hosted applications is also gaining traction, as enterprises are continuously focused on reducing costs in the current economic climate. Raising efficiency is a primary business objective influencing IT investment strategy amongst UK enterprises with the highest rating of X on a scale of 1 to 4. The recent survey reveals X% of enterprises have rated the objective of meeting internal service level agreements as a highest priority. With an average rating of X on a scale of 1 to 4, UK enterprises consider Financial stability and Price to be the most important criteria in choosing an IT solutions provider. UK enterprises rate the CIO/IT department as the most influential authority when making IT purchasing decisions, with the highest average rating of X on a scale of 1 to 4.

Democracy, Journalism And Society

Democracy, Journalism And Society Democracy is defined, basically as government in which the supreme power is vested in the people. Democracy is a very challenging form for politicians and it can be exercised by the people (Becker Raveloson). According to U.S president Abraham Lincoln (1865), he once stated that â€Å"government of the people, by the people, for the people†. So democracy literally is a set of ideas and principles that used to protect the basic human rights, freedom and to uphold citizenship. And in democracy, media is playing a contributory role by informing the public, educating voters, promoting ideas, and ensuring the government are accountable and transparent. Ever since, media has become a forum for public discussion and public debate has been recognized since 17th century. And today the communication way is still dominated by the media such as television, radio, newspaper, magazine, internet and etc. No matter is old age media or contemporary mass media, the distinctive function is still remain unchanged as media is used to disseminates information and form 2 way of communication (Crozier Huntington Watanuki, 1975). In order to obtain wider range of information, media audiences are replying on media information. For an example, voters watch TV to get the latest update during election campaign. In this case, from my point of view I agree with media is playing a crucial role in shaping a healthy democracy. Media audiences are more aware of various social issue, political and government activities through mass media. Dewey (2008) continue to argue, media also playing as a watchdog to guide of public interest over government and monitoring function. In news journalism media, watchdog is referring to an individual or group of people that come with notion of avoiding illegal practices. This can be seen as one of unique strength in media that helps to shape a healthy democracy because watchdog is ensuring government accountability in democracy and access the government performance. (Coronel, 2003). Watchdog is there to against abuse of power, corruption, financial irresponsibility, assorted malfeasance and other wrongdoing that might threaten the society. Example, based on the case that happen in Thailand, the investigate reports and the press has uncovered wrongdoing of the Prime Minister Thaksin Shinnawatra. ( Miranda, 2002). The strength of media in enhancing the democratic value is through the use of alternative media and audience participation. It became a space or forum for people to exchange of ideas, opinion and the value is more clearly defined (Becker Rsvelson, 2008). This is how a contemporary media facilitate public discussion and feed into promote a democracy. Nowadays media is fundamental to offer opportunity and right for citizen to associate freely, to educate the citizen about public issue and ideology is one of the factor to motivate the party member ( Clark, 2009). Media play as an active role in public debate and it is generally used to reflect citizen’s criticism, ideas, and agreement through website, vox pop and etc. Basically a democracy requires the active participation of citizen. Ideally, the mass media is used to keep audiences engaged in the government activities. (Coronel 1994). So there’s amount of political news and stories are publish or air in variety media, this allow citizens to appear on screen and speak in their own voices, express their feeling and discuss. (McNair,2000). For example radio has become the channel of choice as it is low cost and more accessible to the public which used to promote grassroots democracy. Besides that, the Vox Pop, is also widely used in television and newspaper stories. The producers will pick randomly and having an interview session with the citizens on the street. Vox pop consider as a form of news coverage, which is help to shape the worldview of citizen and influence the news agenda. (Grab Zhou, Barnett, 1999). As Loviglio (2002) has shown, Vox pop is a news reporting that offer 2 way public communication on a range of topics or issues, so citizens are able to talk and comment about their perception towards democracy. All the public discussion in a move to engage public and listen to the citizen voice. In the new democracies, we expect the media would build a civic culture through a tradition discussion or public debate. Besides, vox pops has make a connection between government and citizen, since everything is mediated through authoritative voice ( Tait, 2001). It is arguable that public opinion has certain impact on democracy. The rise of Vox Pop been also seen as an important element in news organisation, in term to make news more relevant in democracy. However, there’s some argument and critics from other scholars as well. Based on the book by Lewis et. Al. (2005), they argue that vox pop do offer an opportunity for citizen to voice out their political opinion, but at the same time there’s also some limitation. Cottle argues that even citizens participate in the following television talk show, but their voice are not been heard as always because of infrequently allowed to develop their own opinion. Citizen rarely have chance to be â€Å"primary definers† to provide frame work as normally anchor will first introduce the topic, frame the topic area, deliver basic information as a preview.( Hall et al, 1978). Richard Tait (2004) also continue critics that vox pops is just serve as a responds to elitism news programme and more or less similar to an audience participation programme. In addition, Vox Pop allows citizen to participate and openly discuss about their common concern such as political debate, but they are more into expressing their own feeling based on their personal experience and self-interest, rather than the common good or making any improvement. (Richard, 2004). They will speak as a consumer but not as a citizen that attempt to create a better place for their country. Nevertheless Vox Pop still has contribution in shaping a healthy democracy. It create a space for all the political view being expressed and substantive opinion to be seen. Vox pop still serve as a useful media to allow citizen participation and a way to communicate (Lewis et.al, 2005). Besides, democracy is brought about through public debate and it is necessary of mass participation and a requirement for democratic responsiveness to public references (Sartori, 1987). Clearly every political participants attempt to control over the public opinion and structure favourable outcome to their political interest as most of the public are depending heavily on the messages that construed by the media (Callaghan Schnell,2001) So it is important to examine who control the political rhetoric, based on two scholars, Kinders Sanders (1990). They underscored how the media is structuring, interpreting and shaping political issue in democracy. The media has emerge as a more active role in repacking the player’s fame and shaping the policy message. So public debates and public participation is vital to strengthen democratic institutions. In this way, citizen opinion can be considered and taken into account as one of the contributions and effort towards public debating alig ned with democracy. (Coronel, 1994). Public opinion is a tool to control politicians that lead the country, the voices must be heard. Similarly media role is primarily that helping to shape a healthy democracy in pursuit of economic growth. Journalist attempt to influence, educate and inform the citizen through variety type of mainstream media, this is how media role is contributing where politicians can promote their unique policy frames and get the message across to public effectively. (Cohen et.al, 1963). Media are widely used by journalist to convey information to the general public and to expand their visibility in democracy, as the press has tremendous influence (Callaghan Schnell, 2001). A journalist is required with professional skill in news reporting and representing divergent views, which helps to propagate peace journalism. Sen (2001) has argues that free press contribute greatly in assuring an accountable governance. In the other hand, the journalist are challenged by certain limitation and constraints by using media to promote democracy. Some of the unethical journalist practices might causing inability to fulfil democratic function. (Coronel, 1994). At the same time, each media has gatekeepers and they might filter over the information, so not everyone’s voice and opinion can be heard. The gatekeepers often determine the media content and manipulate the messages, so many of the citizen’s opinion has been cut down. Many voices been so frequently been ignored when the gatekeepers who are able to define the story, selecting on what issue is news value and they decide what to publish on the mass media (Clack, 2009). It is pointless if the citizen can only express their criticism in a closed room In doing so, we move on the discussion to citizen journalist as well. Journalist and citizen journalist are two group of people that work together and it is a two way form of news. Citizen journalist is defined as ordinary users who participate and engage in journalist practise which including blogging, photo and video sharing and article posting (Goode, 2009). In other word they are not professional journalist but they are generally associated with internet and they do sharing. Internet allows them to comment or interact with each other, and the most important thing is the freedom from state control. Nowadays media is enveloping and participating in alternative media to promote democracy, and citizen journalist is one of it. (Miller, 2004). A media democracy is basically using mass media to empower all members of society through propaganda and citizen journalism, which citizen can participate themselves in anything by posting or sharing through their cell phone. Based on commenters Pippa Norris (2000), media function mainly as information provider and it helps to improve political engagement that consider as a positive effect of the rise of spin. From this perspective, the deregulation use of media by journalist or citizen journalist actually being beneficial to democracy. However there is scepticism about citizen journalist by some media scholars and critics. They argued that citizen journalists are reducing the quality and credibility by using media. According to Wall (2012), people have perception that citizen journalist is poor for professional news, arguing that they lack of skills to adequately serve as a watchdog on wrongdoing by powerful forces. Besides, the critic argue that citizen journalist might displace the untruth, incomplete, and untrustworthy source in misleading the media audiences. For example: They just publish whatever they see without finding the truth, and attempt to bring popular attention. Another strain of criticism portray that citizen journalism might reinforcing prejudice and muddling the truth, according to Coronel (1994). As a conclusion, media might have certain limitation in rules and regulation but it is possible to see media role has help to enhance in democratic value, in the sense that media is still a powerful and fundamental element which ultimately helps the government in making the democratic system more accountable. In many new democracies, media are still seen as a democratic tool despite the contemporary media propensity for sleaze, sensationalism and superficiality. References Clack, G. (2009). Democracy in brief. Available at http://photos.state.gov/libraries/korea/49271/dwoa_122709/Democracy-in-Brief_kor.pdf [Accessed: 7 August 2014] Miller, D. (2004). System failure: its not just the media- The whole political system has failed. Journal of Public Affairs, 1-4, pp. 374-382. Available at https://blackboard.ljmu.ac.uk/bbcswebdav/pid-2551260-dt-content-rid-8522570_2/courses/6013MASSCO-201314-SUM/DAVIDMILLAR%282%29.pdf [Accessed: 7 August 2014] Miranda, R. (2002). â€Å"Targeting Journalists,† Philippine Journalism Review, pp16-20. Becker, P. and Ravelson, J. (2008). What is democracy? Available at http://library.fes.de/pdf-files/bueros/madagaskar/05860.pdf [Accessed: 7 August 2014] Callaghan, K. and Schnell, F. (2001). Assessing the democratic debateà ¯Ã‚ ¼Ã… ¡How the news media frame elite policy discourse, 18:183-212. Available at http://www.asc.upenn.edu/usr/ogandy/C45405%20resources/Callahan%20and%20Schnell%20Assessing.pdf. [Accessed: 7 August 2014] Coronel, S. (2003). Corruption and watchdog role of the news media. Available at http://www.hks.harvard.edu/fs/pnorris/Acrobat/WorldBankReport/Chapter%205%20Coronel.pdf. [Accessed† 7 August 2014] Crozier, M. and Huntington, S. and Watanuki, J. The crisis of democracy. Available at http://www.trilateral.org/download/doc/crisis_of_democracy.pdf. [Accessed: 7 August 2014]

Cross Border Strategic Takeovers: The Case of Cadbury

Cross Border Strategic Takeovers: The Case of Cadbury Cross border strategic takeovers test the investment ability to earn above the average market return. But taking over Cadbury explores beyond monetary gain. The deal is a defiance of cultural pride, countrymen sentiment and confidence in corporate. In free market economy transnational corporations ambition a strategic structure to skirt flat line company growth. Inevitably, organization structures have evolved into very complex ones, where explanations are in many scholastic studies: Egelhoff 1982, Dunning 1993, Stopford Wells 1972, Franko 1976, Galbraith Nathanson 1978, Robock Simmonds 1973. A traditional structure simply concerned a broad international presence. Typically, these consisted independent operations in the handle of an expatriate. In its proliferation, the facilitation of information flow prompted the creation of offshore headquarters which functioned isolate of the local core group (Barber, J. P. 2002, pp.1-5). However, these international structures had about one third of the offshore venture in the form of shared ownership (Casseres 2006, p. 4). What firms manifest these days is cognizant of the global outlook. Less differentiation is placed on the local operations vis-a-vis the international division. Strategic structures shift authority and responsibility to the central domain, without the former single line authority in force, rather a multiple lines responsibility (Barber, J. P. 2002, pp.1-5). Sheer size is given importance in the new corporate international strategy (Egelhoff 1988, p. 1-14). A Precise Pair (Possible reasons why Kraft identified Cadbury as a suitable partner) Kraft Foods, Inc. envisions global domination of the confectionery world (Wiggins 2010, sc. 3), and Cadbury would be the pair of precision. These firms have similar and complimenting features, when combined can operate more competently. They are alike because each is an industry icon that spells out of a history of corporate prestige. In the same way these firms compliment, having pursued a different market position in product lines such as novelty brands Oreo cookies over dairy milk chocolate. Cadbury and Kraft supplement one another in geographical footprint, thus distribution lines are less redundant, if not broadened (Beaudin, 2010). In the context and analysis of industry, a pair of firms can operate more competently when combined. In fact, dissimilar capabilities are often synchronized in the manufacture of opposite goods (Casseres 2006, p. 8-12). Acquisitions improve efficiency by seizure of synergies between firms (Crosoni, Gomes, McGinn, Noth 2004, p.481-512). When put together, Cadbury-Kraft becomes an industry powerhouse. Both sum up an unrivalled portfolio of tremendous potential (The Independent 2010, sc. 2-4). The long term forecast revenues are estimated at a strait annual 5% upward trend in revenues and company growth at 9-11%. On its own, Kraft revenues rises at about 4% with company growth of 7- 9%. A prolonged growth in revenues determines annual cost savings of $625 million (Value Expectations 2010, sc. 1-3). It is argued that such transformation creates larger economies of scale higher and larger geographical markets (Lambrecht 2000, p.1-4). The takeover is meant to reshape market competition, imposing influence on emerging markets. The industry for chocolate and sweets is quite gaping and loosely split between international conglomerates: Mars, Wrigley, Kraft, Hershey, Ferrero and Nestlà © (Beaudin 2010, sc. 1-4). By the acquisition of Cadbury, Kraft assumes to suppress rivalry by the bundle of capabilities (Casseres 2006, p. 8-12). In other words, the industry turns out to be less competitive and too concentrated (Crosoni, Gomes, McGinn, Noth 2004, p.481-512). And why global shares are expected to rise by 5% points from the estimated 20% holding for both firms (Value Expectations 2010, sc. 1-3). Takeovers can reduce production costs at minimal or result in bullish strategies such as predatory pricing against remaining industry players (Crosoni, Gomes, McGinn, Noth 2004, p.481-512). Or-simply a means to breakaway from the discipline of market competition, while economic benefits are reaped and a barrier to entry fortified (Herings, Peeters Schinkel 2005, p. 20). Kraft benefits the niche knowledge and experience of Cadbury. And the new firm brings together invaluable insights by encountering methods of another industry player (ArticleSnatch.com, 2010, sc.3). Bitter Deal (Why a hostile takeover was considered the most appropriate means of acquisition) There could be no appropriate manner to put an end to an Englishmans 186-year old dairy milk maker. Simply because Cadbury is a source of pride and pomposity nearly as important to British culture as the Beatles (quoting Bloomberg Businessweek publication 9 Feb 2010); the deal shall forever be looked upon as a hostile takeover. Not that it is forgivable, a hostile takeover is assumed when organization management is unreceptive of the acquisition process, even when the company has a market valuation below net asset (Casseres 2006, p. 8-12). Theory and practice determine that stock price maximization sits as the foremost objective of a corporation. In the Kraft-Cadbury situation, the business outline of both companies show a consistent cash flows but a severely incapacitate growth opportunities. Market value net investment capital remained flat for some period of time (Value Expectations 2010, sc. 1-3). It is reasoned that the Cadbury takeover allows for a strategic structure expected to churn annual revenues of $50 billion across 160 countries (Wiggins 2010, sc. 2-6). Cadbury by itself consistently held about 10% share in the global market or what Wiggins describes as a slim lead over competitors. That is, with little put into marketing, innovation and capital expenditure, the company growth waned (Wiggins 2010, sc. 2-6). The restructuring mechanism offered a handsome post merger ownership share. What the investor obtains of the new firm is a crucial payoff and decisive gain (Lambrecht 2000, p.1-4). The closing price of 850 pence in 60% cash plus 40% stock ratio (Wiggins 2010, sc. 2-6). Cadbury was a vulnerable target, the takeover timing immediate. The company suffered losses and financial targets berserk. The 75 age old plant at Somerdale was earmarked for closure with 500 jobs slashed. Onsite operations were to be moved to the Bournville plant in Birmingham by 2010 and to the new Poland facility. Brands manufactured at Somerdale are the Cadbury Mini-Egg, Curly Wurly, Chocolate Creeam, Fudge and Turkish Delight (House of Commons 2010, p.9). The Salmonella contamination of 2006, recalled over a million chocolate bars plus a breach of safety penalty of  £1m and an accounting scandal in Nigeria took out on profits (Wiggins 2010, sc. 2-6). Domino Effect (What external events gave rise to the opportunity of acquiring Cadbury?) The global economic turndown triggered innovations and larger transformations, which in turn gives rise to the hostile takeover of Cadbury. Any basic change in the economic environment can do so, such as alterations in policy or industry innovations (Lambrecht 2000, p.1-4). It can be said that globalization itself heightens brand definition and competition that firms are continually on the look out for strategic moves. Growth patterns are also seen to shift the Asia region, as the result of population growth and consumer style. Change in consumer habits: the American consumers were moving into health drinks, affecting upon Gorts economic disturbance theory. This suggests that the high level mergers among soda companies: Coca Cola Company, PepsiCo and Danone, resulted instabilities in the umbrella company and the eventual separation of Dr. Pepper Snapple Group (Ganesh 2010, p.17-25). Strategist Todd Stitzer sought out to demerge its US soft drinks and confectionery businesses, which was carried out a few years ahead (Wiggins 2010, sc. 2-6). Given these events put forth uncertainty, Cadbury shareholders had differing opinions as on the true value of share. The economic disturbance theory asserts that valuation differences cultivate ground for takeover transactions. The narrowing profit margin expensed into raw materials is one compelling external factor making takeovers palatable. As the economic turndown cuts deeper into food companies profits, many brands downgrade ingredients. The Cadbury attempt to shift to palm oil stirred consumer outrage and disapproval of environmentalists, even losing out considerable money. Decisions of acquisition touch further the organizational effort and cost savings on information transfer, contracts, principal-agent relationships, incentives and transaction costs (Casseres 2006, p. 8-12). Cadbury profit margins plunged by 7 percentage points in 2008 from 22% in 2004 (Value Expectations 2010, sc. 1-3). Bullheaded (How differing negotiation styles could have had an impact on the initial discussions on Kraft and Cadbury) Kraft paid a wildly higher price by sheer ill conduct while negotiating the deal. Had it not focused only on its own interests and empty of concern in the emotional significance of the deal, the acquisition could have cost less. Ill conduct was an expressed a lack of respect, what is an essential ingredient in cross border transactions. The initial offering of 10.5 billion pounds -or $17.1 billion was slammed as derisory (London Associated Press 2010, sc. 1), KFI proposed to buy 300 pence in cash plus 0.2589 of the new Kraft Foods share, which comes to the value of 745 pence (Value Expectations 2010, sc. 1-3). A turnaround recommendation by the Cadbury board was made on the offer of 850 pence in 60% cash plus 40% stock ratio (Wiggins 2010, sc. 2-6). Too low an opening bid stirred resentment, if at all tore apart members of the board in humiliation. Seemingly very American is the abrasive and brute, which in return lagged the negotiation and KFI risked its credit rating and dividends by borrowing heavily to fill out a high closing price (Value Expectations 2010, sc. 1-3). A bid opening price forecasts the value of these combined entities which under the new strategic structure ought to be much higher. The price derives from cost reductions in labor or Capexes, market power, consumer access and specialization, supply chain accountability, debt tax shields, management empowerment, financial controllership, and many factors studies. The same way, it leaves a psychological imprint on board members of the target firm (Baker, Pan Wurgler 2009, p.7-20). Corporate motif permeates negotiating style. Having that KFI is made up of everything and anything it swallows, with a high subsidiary turnover rates, speculations on a one sided talk lets up an overprotective Cadbury board (Beaudin 2010, sc. 1-4). It seems Kraft took advantage of the announcement to close the Somerdale facility, using this as a reference point for perceived value (Baker, Pan Wurgler 2009, p.7-20). A better manner would be to propose acquisition, after the potential synergies are identified and additional value determined (Crosoni, Gomes, McGinn Noth 2004, p.481-512). Compelling Convictions (How could such disparate cultures have an impact on the initial period of the new organisation) In an interview with Namrata Singh during his Asia tour of duty, mention that the company was working quickly, but thoughtfully on issues related to mending cultural differences. Clearly, the excitement set in and people at work look forward to the growth opportunities of the merger. KFI is noted to have built a depth of cross-cultural talent, leadership soars with the exceptional fusion of leaders with global mindset. People begin with identifying similarities. KFI and Cadbury share a familiar passion for brands and are ready to trust in local groups. Preparatory seminars are held to brainstorm how to begin growing faster together. Employee enthusiast seek ways to unleash the best of both companies (The Times of India 2010, sc.1-3). Insofar Cadbury culture is distinctive of a reputation for evenhandedness with employees and in its business practices. It practiced philanthropy during wartime, as it a forerunner of fair trade practice (House of Commons 2010, p.23). The Englishman Employment Policy is subject to TUPE (Transfer of Undertakings-Protection of Employment). Private sector companies are to carry over appointment contracts unchanged between the transferor and the transferee, to prevent the dismissal. Many services in the bureaucracy are expected to be outsourced to the private sector. These contracts will require TUPE 2006 to be fully taken into account. TUPE provides transferring hires the choice to join a replacement pension scheme with equivalent conditions and matched contribution rates up to 6% of basic salary (Huard 2010, p.2-7). A takeover succeeds when key employees are encouraged and motivated to start new work arrangements. KFI could rue the day failing to come across a commitment to reemploy several knowledgeable, experienced workers at Cadbury Keynsham. The house of Commons notes that the commitment only extends to Kraft employees in manufacturing, and do not apply for post redundancy in divisions of finance, legal and communications (House of Commons 2010, p.9). State Intervention (Critically appraise the involvement of national Governments in cross border transactions such as Kraft in the acquisition of Cadbury) State intervention in the Cadbury takeover is less authoritative, if not feeble. Unlike Governments of China or Japan, were extensive sensitivity and involvement is put out to bail legendary business institutions. To some nations, a taskforce is established for the purpose of overseeing takeover procedures. While State actions could end up futile or restraint, the gesture looks out for future generations, the same as protectorate of heritage. The House of Commons convened to investigate the Cadbury takeover only after the deal came through. Changes in public policy must step up with Cadbury gone (House of Commons 2010, p.3). The overall idea is to re think a British market that is less open or permissive. The takeover Code was authored in an environment where ownership models were quite different (Wiggins 2010, sc. 2-6), and neglect on the part of the State is a subject of public debate. Economic policy in other advanced nations, France and USA, are designed to ward off corporate scavengers. Policy stipulates existing shareholders can acquire voluminous shares at a price below the market if a prospector influences a buyout without board approval. The provision, which is granted to privilege holders typically the founders and top executives, wards off corporate scavengers deliberately. In effect it has reduced costs on litigations and worry on hostile takeovers (Mebran 2005, sc.1-5). Due Diligence (You are to review and critically analise the concept of due diligence and present a reasoned argument as to why it should help companies like Kraft avoid acting irresponsibly and unwisely) Due diligence is a requisite for a smooth and subtle takeover. It is expected that the bidder conducts exhaustive study on the subsidiaries that make up a firm such to arrive at an agreeable, suitable acquisition structure (Birkett 2003, p.1-6). With reference to the opening price of 745 pence per ordinary share, this translates to about $50 per ADR. Equally, the new firm should achieve a top line growth of 10% annually and EBITDA margins of 27%. To justify the price offering, that bottom line pattern should continues from 2010 to 2014. Experts think this is too ambitious a proposition (Value Expectations 2010, sc. 1-3). The impact of psychological pricing is very real (Baker, Pan Wurgler 2009, p.7-20). Although a quick refusal transpired after KFI rendered an opening bid, it set out bad blood (The Wall Street Journal 2010, sc 1). A bidder who comes prepared will gauge psyche of the target and set out to build a good working relationship. On the average, investors are disposition averse; the prospect theory suggests that more are hesitant to sell stocks with losses on paper than when stocks show gains. It is also Perceptiveness is expected at the senior level, and trickles down to the rest of the firm (Baker, Pan Wurgler 2009, p.7-20). Kraft borrowed heavily to buy Cadbury (Beaudin 2010, sc. 1-4). The purchase is outsourced through the sale of the DiGiorno and Tombstone pizza brands to Nestle SA (Chicago Business 2010, sc. 2-5). This suggests that Kraft could have overvalued the operational performance to come through with the assumptions of the transaction (Value Expectations 2010, sc. 1-3). Or possible, that the takeover results from a inaccurate valuations on the stock market (Lambrecht 2000, p.1-4). The $19 billion takeover places KFI in sizeable debt, the pay down of integrating two formidable, transnational businesses. The estimated cost synergies from the putting together Cadbury and KFI has been raised to $750 million (Cordeiro 2010, p.1-4). Principled negotiations focus on what is meaningful to a target (Birkett 2003, p.1-6). Consider what is valuable to the target business, other than costs. A negotiator can lose something more valuable, such as company reputation, when engaging without evaluating this dimension. This can extend to understanding the social dynamics in which the target operates (Lambrecht 2000, p.1-4). It is unwise to say anything about the terms before this is formalized this could break the agreement. A week after the takeover, or on 9 Feb 2010, Kraft presents conclusively, its intention to shut down the Somerdale factory. The decision is a reversal of its foremost commitment to Cadbury at the outset (House of Commons 2010, p.17).

We Must Work to Prevent Mass School Shootings Essay -- Mass Shootings,

There have been many horror stories in the news about mass shootings at schools. The public, and even the president of the United States, is asking if anything can be done to prevent these tragedies. There are many theories on why students kill their peers at schools; these range from increased violence in video games and movies to bullying troubles at school. Almost always, the perpetrator suffers from some form of mental illness (Khadaroo). Because of this, motives for these crimes are extremely difficult to discern. Although the theories for the causes of this dilemma are tenuous at best, the effects are very perceptible. Can anything be done to prevent these massacres? School shootings are a complex problem that cannot always be prevented, but there are a number of actions we can take to reduce the frequency and extent of the damage caused. These actions include placing more restrictions on firearms, creating detection programs for shooters, hiring more counselors for u nstable students, and placing guards or police in schools. School shootings are a serious problem, and a solution is needed in order to prevent these calamities. Although no one can be entirely sure what motivates teens to commit mass shootings, there are theories that must be examined to develop solutions. One theory states that there are ten factors that contribute to the likelihood of a teen committing murder. These factors include an unstable home life, being bullied at school, obsession with violent entertainment, being suicidal, involvement with drugs or alcohol, involvement with gangs or cults, and mental illness. Usually at least four of these qualities are present in homicidal teens (Khadaroo). While many of these causes stem from home lif... ... Works Sited "Arkansas District Arming More than 20 Teachers, Staff." Herald (Everett, WA): n.p. Jul 31, 2013. SIRS Issues Researcher. Web. 4 Oct. 2015. Khadaroo, Stacy Teicher. â€Å"Why Do Kids Kill? School Murders in Sparks, Danvers Revive Questions.† Christian Science Monitor. 25 Oct 2013: n.p. SIRS Issue Researcher. Web. 6 Oct. 2015. Ring, Ray. â€Å"Guns R Us.† High Country News (Paonia, Co) Vol. 39, No. 14 Aug. 6 2007:10-17. Sirs Issues Researcher. Web. 6 Oct. 2015. â€Å"School safety Timeline.† Leading Issues timelines, 2013. SIRS Issues researcher. Web. 4 Oct. 2015. â€Å"What Happened in Newtown, Connecticut? Eyewitness Accounts of Sandy Hook Elementary School Shooting.† WXYZ. N.p., n.d. Web. 5 Oct. 2015. Zarembo, Alan. â€Å"Teens Plotting Attacks Tend to Tip Their hand.† Los Angeles Times. 24 Dec 2012: A.1. Sirs Issues Researcher. Web. 6 Oct. 2015.