Essay Colorado Marijuana Legalization - 1862 Words

Marijuana in the United States has been a big issue for decades dating back to when it was first made illegal in 1937. Using scare tactics, propaganda, and false facts, the government decided to classify the plant as a schedule one drug along with substances such as ecstasy, LSD, and heroin. Marijuana has since become a more common and socially acceptable (Not by the government) drug in recent years. This past year Colorado, Washington, and Oregon had decided to vote on the issue of legalizing marijuana for recreational use. Focusing on Colorado, Amendment 64 passed on November 6th, 2012 which would legalize the possession of up to an ounce of the plant. Amendment 64 was passed in Colorado with the winning vote of about 55% of the†¦show more content†¦With 520 physicians from Colorado taking the survey, 46% said they would not recommend prescribing the plant to patients, while only 19% said they would recommend it. When asked about continuing research, â€Å"Nearly all agre ed on the need for further medical education about medical marijuana.† With 91% agreeing that it should be explored deeper, it shows that many people don’t actually know the truth of how helpful or harmful marijuana can be. There is one big problem about the testing of marijuana; the government still classifies it as illegal. They refuse to put it down to a schedule two drug along with cocaine and morphine which they classify as having medical value. Maia Szalavitz of Time magazine compared the addiction rate of marijuana users against tobacco and other hard drugs. She stated, â€Å"Marijuana is much less addictive, coming in at 9% to 10%. In contrast, 23% to 25% of heroin users get addicted, along with 15% of alcohol users and 15% to 20% of those who use cocaine.† Nicotine in cigarettes addicts about up to 30% of those who smoke, along with being more harmful to the body according to Robert Melamede. Marijuana seems like it would be a legitimate candidate for medicinal use country wide when compared to alcohol which is legal, cocaine, and morphine which have accepted medical use but also can be more harmful to the user. But aside from medical and recreational uses, the benefits for the states that legalize it can be enormous.Show MoreRelatedLegalization of Marijuana in Colorado Essay1225 Words   |  5 Pagesmajor news forming around the legalization of marijuana in Colorado. Medical marijuana has been effective in Colorado since 2000. Now marijuana is legal for recreational use for people 21 and up. Many rules and regulations follow the legalization of marijuana. Many people of Colorado fear this legalization, where others are totally for it and think it will help boost Colorado’s economy. I have found many positives and negatives regarding the legalization of marijuana. According to Sherry RobinsonRead MoreThe Legalization Of Marijuana Affected Colorado1041 Words   |  5 PagesHow has the legalization of marijuana affected Colorado? The state has seen some pretty significant changes since the legalization of recreational marijuana. There have been major changes in the economy, job market, and traffic related injuries, but not all of these changes have been negative. There is a split in the public opinion about recreational marijuana use and if the state has benefited since its legalization. Some people think that the state is suffering and have been fighting to repealRead MoreColorado s Marijuana Market : What Resulted From Legalization?1382 Words   |  6 PagesProfessor Lori Pangborn English 1A 26 October 2015 Colorado’s Marijuana Market: What Resulted From Legalization? [Draft] Ever since Colorado passed the nation’s first state law to tax and regulate the sale and personal use of marijuana for recreational purposes, the Centennial state became an ongoing social experiment. January 1, 2015, marked the one year anniversary since marijuana became available for purchase for adults 21 and older in Colorado. For over two years, the state has also allowed adults toRead MorePositives And Negatives Of The Legalization Of Marijuana Essay1137 Words   |  5 Pagesmajor news forming around the legalization of marijuana in Colorado. Medical marijuana has been effective in Colorado since 2000. Now marijuana is legal for recreational use for people 21 and up. Many rules and regulations follow the legalization of marijuana. Many people of Colorado fear this legalization, where others are totally for it and think it will help boost Colorado’s economy. I have found many positives and negatives regarding the legalization of marijuana. According to Sherry RobinsonRead MoreThe Legalization Of Marijuan A Positive And Negative Effects On American Society849 Words   |  4 PagesThe legalization of marijuana can have many positive and negative effects on American society. State budgets are constantly looking for new avenues of revenue and ways to create new industry. The legal system in place is exhausted and unable to sustain the current rate of incarceration and enforcement. Our jails and prisons are overcrowded and law enforcement budgets are challenged every year trying to keep up with the enforcement of marijuana use, smuggling and production in addition to its otherRead MoreShould Marijuana Be Legalized? Essay1223 Words   |  5 Pagesthat the marijuana industry has had on the economies of the states which have legalized recreational marijuana use for consumers over the age of 21. Many predictions were made referring to the outcome of marijuana legalization, however, most predictions made did not foretell the a ctual outcome. The act of legalization in the state of Colorado has yielded many advantages in the field of marketing. With these advantages, however, come many disadvantages. This study will identify how marijuana legalizationRead MoreLegalization Of Medical And Recreational Use Of Marijuana1385 Words   |  6 PagesThe legalization of marijuana has been a very controversial topic that has everyone asking each other, is it really worth it? For many, the thought of legalizing a drug, which the government has classified as a Schedule 1 drug is, mind boggling to them. I am going to prove that the pros about the legalization of medical and recreational use of marijuana are greatly outweighing the cons. I will show with statistical evidence that legalization is beneficial in many ways such as generating higher stateRead MoreShould Marijuana Be Legalized? Essay1685 Words   |  7 Pages2000, the citizens of Colorado voted in an amendment to the Colorado constitution allowing for the le galization of medical marijuana. However, the amount of licensed medical marijuana card holders was small until 2009, when the U.S Attorney General gave the prosecution and legalization of marijuana over to the states. After this, the number of medical marijuana licenses increased greatly in Colorado. Then, in 2012, the sale of recreational marijuana was legalized in Colorado, to all those over theRead MoreWeed Be Better Off Without Marijuana1728 Words   |  7 PagesBetter Off Without Marijuana Dope, Mary Jane, Pot, Grass, Weed, Blunt, Joint, and Nuggets are only a few of the countless names for marijuana, a narcotic drug used for recreational and sometimes medicinal uses across the world. Recently growing enough popularity among younger generations due to the glamorization of media, and the overwhelming financial gains through taxes and fees seen in Colorado, have caused Ohio legislators and citizens to consider the idea of legalizing marijuana for both recreationalRead MoreThe Topic Of Legalizing Marijuana For Recreational Use1276 Words   |  6 PagesThe topic of legalizing marijuana for recreational use has long been a controversial topic. Back in 1996, California became first state to legalize medical cannabis, lighting a fuse across the nation. Fast forward to the year 2012 and thus began states legalizing marijuana for recreational purposes. Those states were Colorado and Washington. Following those states was the announcement of Alaska voting to legalizing weed fo r recreational us in 2014. After them came Oregon and Washington D.C. in 2015

Path Toward Success - 2398 Words

Assignment Title: Path Toward Success Word Count: 2,039 The era of the 21st century brings many changes in the lifestyle. Immense range of new and innovative ways of living take part in everyday operations, which lead to increased expectations and experiences from the people, especially in hospitality sector. It is important for the companies to adopt the modernizations in order to stay ahead in the business. Today people seek for luxury, high value and comfort. If these needs are not met, the consumers will loose the interest in spending time and money for the organization and opt for an alternative, thus the service of a competitor. As people travel more not only for the business, but also for vacation purposes, for the†¦show more content†¦Li-Jen amp; Lockwood (2006) suggest that listening and recognizing of employees’ preferences and wants is an important practice for the employee retention. In addition, attention directed towards developing the skills and knowledge, as well as adding more and different tasks, contrib ute to the expectations of the people in workplace. Baruch (2004) advocates that for an individual having the element of multi-options at the disposal, promotes a successful career path. The discussed essentials were mainly autonomy, independence, and a healthy balance between life and work. In addition, HayGroup (2001, as cited in Bharwani amp; Butt, 2012) state that tangible rewards largely contribute towards the employee engagement. If the employer is able to offer recognition in terms of salary or bonuses, people are more likely to be attracted to stay. It is further suggested that leadership and the way in which it is presented to the employee, plays an important role in maintaining the employee’s loyalty. Professional development and continuous learning is an element that contributes to the employee satisfaction. Littlejohn amp; Watson (2004) explain that the scheme of training and development maintain and broaden the knowledge of the individual upon which, the qualities of professional performance will keep on flourishing. By implementing theShow MoreRelatedThe Importance Of Success874 Words   |  4 PagesEver wondered about success, and how people can achieve success? Do people know how to develop a path towards success? Do people know what is the role of luck in success? Success is a result of effort, developing a path, and luck. Success is something that people need to provide energy of some sort like effort to become successful in his/her life. Mainly effort is related to success by improving skills, preparing for future opportunities, and becoming a professional. One of the best ways toRead MoreThe Success Of The Middle Age Adults Essay1731 Words   |  7 Pages Success! The word is as individual as the person who has achieved it. 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In this report, I will provide a detailed analysis of the Trait, Contingency, Behavioral and Path-goal theories. Trait Theory The leadership trait theory is based on the theory that people are born with traits that make them better suited for leadership. The qualities that have been traditionally linked to this theory include physical traits (height

Decree of The Minister of Mines and Energy of Republic of Indonesia Number 555 /1995 free essay sample

In an effort to refine and complement legislative regulations in mining, the Decree of the Minister of Mines and Energy No. 555. K/26/M. PE/1995 was published on May 22, 1995 on Occupational Safety and Health. The regulations on occupational safety and health prevailing previous thereto were Mijn Politie Reglement (MPR) Number 341 published in 1930. These occupational safety and health regulations are formulated to be capable of anticipating any progress in the field of mining in Indonesia at this time as well as in the future. These regulations apart from being more up-to-date are also more complete as the regulation for underground occupational safety and health has been covered in detail, both in terms of coal and ore mines. These standards for occupational safety and health also exceed the standards of the previous regulations and they are expected to be capable of meeting practical demands in providing protection and instructions/information to all workers in mining who face the problem of occupational safety and health. The stipulations in these occupational safety and health regulations should be complied with by any worker in mining operations to prevent the occurrence of any accident. Jakarta, September 1995 DIRECTOR GENERAL OF MINES signature/stamp KUNTORO MANGKUSUBROTO 2 CONTENTS DECREE OF THE MINISTER OF MINING AND ENERGY NUMBER : 555. K/26/M. PE/1995 CHAPTER I GENERAL REQUIREMENTS PART ONE PART TWO : : PART THREE PART FOUR PART FIVE PART SIX : : : : PART SEVEN PART EIGHT PART NINE PART TEN : : : : PART ELEVEN : 9 INTERPRETATION PROHIBITIONS ON THE ENTRY TO MINING OPERATIONS REGION MINING OPERATORS SURVEYORS AND MINE MAPS MINE BOOK GUIDELINES TO MINE OCCUPATIONAL SAFETY AND HEALTH MINE WORKERS MINING FACILITIES HEALTH TREATMENT AND FIRST AID MINE ACCIDENTS AND DANGEROUS OCCURRENCES HEALTH 9 16 16 23 25 26 27 32 33 34 40 CHAPTER II EXPLOSIVES AND BLASTING PART ONE PART TWO PART THREE PART FOUR PART FIVE PART SIX : : : : : : 41 THE EXPLOSIVES MAGAZINE SURFACE MAGAZINES UNDERGROUND MAGAZINES EXPLOSIVES STORAGE PROCEDURES TRANSPORTATION BLASTING ACTIVITIES 3 41 43 52 53 59 60 CHAPTER III WORKING ENVIRONMENT PART ONE PART TWO PART THREE PART FOUR : : : : 64 GENERAL REQUIREMENTS DUST NOISE AND VIBRATIONS HAZARDOUS AND NOXIOUS MATERIALS 64 64 66 67 CHAPTER IV SURFACE MINE INFRASTRUCTURE PART ONE : PART TWO PART THREE PART FOUR PART FIVE PART SIX : : : : : PART SEVEN : 69 STRUCTURES, BUILDINGS AND ACCESS WAYS AND EGRESS LIGHTING FIRE PREVENTION AND CONTROL TRANSPORTATION SAFETY WORKSHOPS AND FACTORIES ELECTRICAL EQUIPMENT AND MACHINERY LIQUID FUEL STORAGE 69 72 73 81 105 114 128 CHAPTER V DRILLING 134 CHAPTER VI SURFACE MINES PART ONE PART TWO PART THREE PART FOUR 141 : : : : SAFE WORKING PROCEDURES HYDRAULIC MINES EARTH MOVING EQUIPMENT EVACUATION IN EMERGENCY SITUATIONS 4 141 144 146 150 CHAPTER VII DREDGES PART ONE PART TWO PART THREE PART FOUR PART FIVE PART SIX PART SEVEN PART EIGHT PART NINE PART TEN PART ELEVEN 151 : : : : : : : : : : : PERSON IN CHARGE PLACEMENT OF DREDGES DREDGE PONTOONS INSPECTIONS DREDGE SAFETY SAFETY EQUIPMENT MACHINERY AND ELECTRICITY SAFETY MEASURES TOWING A MINE DREDGE DOCKING OF MINING DREDGES AUXILIARY FACILITIES 151 154 156 157 158 159 162 163 165 167 167 CHAPTER VIII UNDERGROUND ORE MINES PART ONE PART TWO PART THREE PART FOUR PART FIVE PART SIX PART SEVEN PART EIGHT PART NINE PART TEN PART ELEVEN PART TWELVE PART THIRTEEN PART FOURTEEN PART FIFTEEN : : : : : : : : : : : : : : : PART SIXTEEN PART SEVENTEEN PART EIGHTEEN : : : 168 MINE ADMINISTRATION MEANS OF EGRESS SHAFTS AND HOISTING EMERGENCY SITUATIONS IN-RUSHES, EMISSIONS AND OUT BURSTS GROUND CONTROL SUPPORT METHODS PROTECTION AT WORK SITE VENTILATION UNDERGROUND DRAINAGE TRANSPORTATION TRANSPORTATION BY CONVEYOR RAISE CLIMBERS UNDERGROUND MINE ELECTRICITY LIGHTING FIRE PREVENTION UNDERGROUND AND RESCUE ARRANGEMENTS WELFARE MANPOWER TRAINING AND SUPERVISION PROTECTION FROM NATURAL RADIATION 5 168 173 176 189 192 194 200 202 211 213 227 232 234 246 249 262 267 272 CHAPTER IX UNDERGROUND COAL MINES PART ONE PART TWO : : PART THREE PART FOUR : : PART FIVE : 276 GENERAL PREVENTION OF COMBUSTIBLE GASES AND DUST FROM IGNITING VENTILATION IN GASSY MINES INSTALLATION OF SUPPORTS AT WORK SITES TRAINING AND SUPERVISION OF MANPOWER IN UNDERGROUND COAL MINES 276 281 290 305 315 CHAPTER X PENALTIES 316 CHAPTER XI TRANSFER STIPULATIONS 317 CHAPTER XII CLOSING STIPULATIONS 317 6 DECREE OF THE MINISTER OF MINING AND ENERGY NUMBER : 555. K/26/M. PE/1995 ON GENERAL MINING OCCUPATIONAL WORK HEALTH AND SAFETY TECHNICAL DIRECTORATE OF GENERAL MINING THE DIRECTORATE GENERAL OF GENERAL MINING 1995 7 THE MINISTER OF MINES AND ENERGY OF THE REPUBLIC OF INDONESIA DECREE OF THE MINISTER OF MINES AND ENERGY NUMBER : 555. K/26/M. PE/1995 ON MINES OCCUPATIONAL SAFETY AND HEALTH THE MINISTER OF MINES AND ENERGY Considering : that in accordance with the development of mining technology, not one of the safety requirements in the field of mining as laid down in Min Polite Regiment (MPR) 1930 Number 341 can be maintained and must therefore be reviewed; c. that given the very technical nature of Occupational safety and health regulations entailing detailed rules requiring constant amendment in accordance with the development of technology, provision of the regulation of Occupational safety and health is sufficient in a Decree of the Minister of Mines and Energy. 1. Law Number 11, 1967 (Government Gazette 1967, Number 22, Addendum Number 2831); 2. Law Number 1, 1970 (Government Gazette 1970, Number 1 Addendum Number 2981); 3. Government Regulation Number 32, 1969 (Government Gazette 1969 Number 60, Addendum 2916) as amended by Government Regulation Number 79, 1992 (Government Gazette 1992, Number 130, Addendum Number 3510); 4. Government Regulation Number 19, 1973 (Government Gazette 1973, Number 25 Addendum Number 3003); 5. Government Regulation Number 27, 1980 (Government Regulation, 1980 Number 47, Addendum Number 3174) and 6. : that in accordance with Government Regulation Number 19, Year 1973 the regulation of safety and health in the field of mining is the authority of the Minister of Mines and Energy; b. Given a. Presidential Decree Number 96/M, 1993, March 17, 1993 DECIDES : TO STIPULATE : DECREE OF THE MINISTER OF MINES AND ENERGY ON MINES SAFETY AND HEALTH 8 Chapter I General Requirements Part One Article 1 Interpretation Within this Ministerial Decree the following shall mean : 1. Mining Activities means any place of operation intended to or directly related to general surveying, exploration, feasibility studies, construction, production or exploitation operations, processing or refining, transporting or selling, a, b and c class minerals including the supporting services and infrastructure located above or below ground, whether on a single property or at remote locations. 2. Mining Company means any person or business granted the authority to carry out a mining operation based on a Mining Authority and Contract of Work. 3. Mine means the location of any mining activity carried out in order to extract minerals. 4. Surface Mining means any system of mining of minerals which is carried out on the surface or from the surface of water. 5. Underground Mine means any system of mining to extract minerals which is carried out below ground. 6. Technical Mine Manager means any person who is in charge of and who is responsible for the implementation and compliance of occupational safety and health regulations at the mine. 7. Mine Worker means any person who works directly at the mining operation. 8. Mining Accident means any accident causing injury to any mine worker or any person permitted to enter the area of the mining activity. 9. Director General shall refer to the Director General of Mines. 10. Operator means the management of the company. 11. Mine Book means the record book of prohibitions, orders, and directives of the Mine Inspector which must be kept by the Technical Mine Manager. 12. A Mine Inspector is a government authority supervising the implementation of occupational safety and health in mines.. 9 13. Project Area shall mean any place stipulated by the Director General or Provincial Governor used for the mine facilities. 14. Explosives shall mean any chemical compound, mixture or device that is made, manufactured, or used to produce an explosion by a sustained chemical reaction. Explosives include black powder, nitro-glycerine, dynamite, gelatine, detonating cords, safety fuses, detonators, ammonium nitrate, when mixed with hydrocarbons and other blasting agents. 15. Detonator shall mean any device containing a detonating charge that is used to initiate explosives and includes but is not limited to electric detonators, plain detonators, non-electric detonators (none) or delay detonators. 16. Magazine shall mean any building or container with specific technical and safety features for storing explosives. 17. Blaster means any person appointed by the mining company or the Technical Mine Manager to carry out explosive work and who holds a current Blasting License (KIM) 18. Blasting work shall consist of mixing explosives, making a primer, loading, and stemming of blast holes, linking and connecting any explosion pattern, coupling a shot-firing circuit to a detonator circuit, a circuit tester or blasting machine, determining dangerous areas, ordering people to withdraw or shelter, and to take cover, testing circuits, firing blast holes, handling misfires, and controlling the impact of explosions such as fly-rock, ground vibrations, noise, and air blasts. 19. Blaster Trainee means any person approved by the Technical Mine Manager to undergo blasting operations training under the close personal supervision of a blaster. 20. Blasting means any single or series of blasts carried out as part of one blast. 21. Magazine safety distance means the minimum distance at which the magazine must be separated from other magazines, buildings inhabited by people, railway lines and public roads and which shall depend on the amount and type of explosives stored. 22. Detonator sensitive explosive means any explosives that can be detonated by a No. 8 blasting cap. 23. Primer sensitive explosives means any explosive that can only be detonated by using a primer/booster charge together with a No. 8 blasting cap. 10 24. Explosive Ingredients means the standard materials which when mixed with certain materials become primer sensitive explosives. 25. Main magazine means the magazine used as the storage facility for explosives the location of which is not too far from the mine and from which explosives are used for blasting. 26. Transit magazine means the magazine utilised as a temporary storage facility prior to transportation to the main explosives magazine. 27. Temporary magazine means the magazine used during mining exploration work or mining development. 28. Container means the explosives magazine in the form of a container made from metal plate. 29. Combustible material means any material which ignites, burns, supports combustion or releases combustible vapour when subject to fire or heat. 30. Combustible gas means gas which is capable of ignitions at the normal concentration of oxygen in the air. 31. Flash point means the minimum temperature at which sufficient vapour is released by a liquid to form a combustible vapour-air mixture near the surface of the liquid. 32. Fire resistance rating means the time in minutes or hours that a material will retain its protective characteristics and structure when exposed to fire. 33. Crane is any machinery or equipment operated mechanically, electrically or hydraulically that is able to be used as a lifting apparatus including rail, railway or other supplementary equipment, but not including raise climbers attached to a mine shaft. 34. Chain block is any lifting apparatus, consisting of shackles, swivels, hooks, slings, eyebolts, chains and fittings which is used to lift and includes the clips used to secure the wire. 35. Workshop means any place or workroom used to carry out repairs, maintenance, manufacturing, installation or testing of mining equipment and other technical work that supports mining activities. 36. High voltage electricity shall mean an installation with more than 300 volts under normal work conditions (250 volts in the underground circuit). 11 37. Bangka drill means any auger type drill fitted with casing and core recovery effected by the platform which is assembled to the head of the casing. The system for taking samples is operated by means of tamping from the platform. 38. Hydraulic Mine is one type of surface mine that uses water to dig and transport materials to the washing installation. 39. Earth moving equipment means any mechanical equipment used to move top soil, overburden and deposits of minerals during clearing, digging, and lifting and removing operations, and includes bulldozers, shovels, draglines, scrapers and bucket wheel excavators but does not include transport vehicles such as dump trucks. 40. Mining dredge means a dredge used for mining, including boats used as support facilities which is carried out on the surface of water, and shall hereafter be known as dredge. 41. Head line means the mooring line attached to the bow of a dredge used to moor the dredge. 42. Port and starboard line means the mooring line attached to the left and right sides (respectively) of the dredge to moor the dredge. 43. Stern line means the cable attached to the rear of the dredge. 44. Anchor cable means a cable used to moor the dredge, i. e. head line, port, starboard lines and stern lines. 45. Spill anchor means a chain anchor attached to the middle of the dredge. 46. Compartment / tank is the pontoon divided into water tight segments. 47. Pontoon is a closed compartment whose function is to make the dredge float. 48. Safety Hull means a series of small hulls designed to protect the main compartment from collisions. 49. Ballast tanks means a compartment that can be filled with water to maintain the balance of the dredge. 50. Man hole means the water tight hole in the deck used as an access way for inspection and repair work of the compartments. Current tripping device is a device whose function is to cut off electrical currents including any automatic or manual switches. 51. 12 52. Concentric cables means a cable whose outer conductor is entwined around the insulation of the inner conductor. 53. Flexible Cable means a cable designed specifically to be flexible when used. 54. Metallic cable casing means the iron or steel cable encasing the cable. 55. Tripping means an automatic interruption of an electrical current which operates mechanically or electrically. 56. Raise is any tunnel with an inclination above the horizontal greater than 15 degrees whose construction is carried out from bottom to top. 57. Winze is any tunnel with an inclination below the horizontal greater than 15 degrees whose construction is carried out from top to bottom. 58. In rush is the sudden and high speed flow of water or mud. 59. Emission is the sudden release of noxious or combustible gas from any place other than an abandoned working site into any area of an underground mine which causes the conditions of the mine air at the said area to exceed ventilation requirements. 60. Out burst is a violent outburst of gas together with solid rock in the mine. 61. Rock burst means an outburst of rock fragments caused by excessive pressure producing an accumulation of energy, which does not include outbursts or emissions of pressured gas. 62. Hazardous area means any area below ground in a mine which is within 45 meters (measured in any plane) of the surface, any disused working, any stratum containing or likely to contain water, any material that flows or is likely to flow when wet. 63. Main fan means a fan that controls the entire airflow of a mine. 64. Booster fan means a fan which is installed in a main airway or a district airway for the purpose of boosting or increasing the quantity of air in that part of the mine. 65. Auxiliary fan means a fan used to deliver air to work places off the main airstream such as headings, drifts, and which usually makes use of ventilation tubing. 66. Main intake airway means the main airway of incoming fresh air beginning at a shaft or outlet. When an airway is split into two or more working areas, the airways through which it passes are known as intake airways. 13 67. Main return airway means the main airway of out-coming used air ending at a shaft or outlet. Airways in which the airflow is returning from two or more working areas into the main return airway are called return airways. 68. Transport system means any system of transport which operates wholly or partly underground (other than in a shaft) which carries men, materials or minerals. 69. Free Steered Vehicles means any powered vehicles not moving on tracks. 70. Rope Haulage System means any transport system where vehicles are attached to and moved by a rope, driven by a stationary haulage engine whether mechanically or gravity powered. 71. Raise climber means any powered machine or device using a pinion and fixed rack system for traction and used as a working platform in the course of excavating vertical or inclined raises. Raise climbers installed as permanent means of transportation between fixed levels are not included. 72. Flame safety lamp means any lamp which is so protected or enclosed as to make impossible the ignition of an atmosphere of combustible gas and dust outside the lamp. 73. Firedamp or methane means any mixture of flammable gases naturally occurring in a mine. 74. Combustible dust means any dust which when freely dispersed in air forms a combustible mixture. 75. Venturi ventilation means apparatus used to induce airflow into a duct by means of a jet of compressed air or water and includes all types of ejector or blowers but shall not include any ejector or blower used in a firedamp drainage system. 76. Automatic Fire Damp Detector (AFD) means an approved device to continually detect the presence of firedamp and to give a visual or audible alarm at a preset level. 77. Firedamp monitoring system means an approved device to continuously detect the presence of firedamp and to record the results at a location at the surface of the mine or some other location as may be accepted by an inspector. 78. Bore hole means any hole drilled for the purpose of tapping firedamp and draining it through firedamp drainage system. 14 79. Firedamp drainage is an activity in a mine carried out to collect the fire damp in a mine prior to it being diluted and discharged from the mine. 80. Firedamp drainage system is a system for the drainage of firedamp excluding the drainage of firedamp that accumulated behind road-side packs and merely consists of a pipe to convey the firedamp to a point where it can be discharged. 81. Calorimeter room means a place at the surface used to monitor firedamp or the heat levels thereof. 82. Armoured Flexible Conveyor (AFC) means conveyor equipment using a flexible chain to convey coal from a working face when using a drum sheerer. 83. Bar means a girder or any form of cross support. 84. ‘Prop’ includes friction props of chocks. 85. Powered support means a support that works using hydraulic power or pneumatic power. 86. Travelling roadway means any roadway used for the transportation of people from and to the work site and includes any roadway intended to be used as a secondary egress from the mine. 87. Roadway is any heading, cut-through, roadway between two pillars or road in the room and pillar system or any road used for transportation. 88. Working face is the space between the excavation boundary and the nearest series of supports installed when the said supports are parallel and systematically withdrawn and or the space between the excavation boundary until a boundary up to 3. 5 meters from a mined out area when the supports are not systematically withdrawn. 15 Article 2 Scope (1) This Ministerial Decree shall apply to all aspects of activities in mining operations in the Mining Concession, Contract of Work, Work Agreement, area or any other place designated as a project area by the Director General or Provincial (Level I) Governor in accordance with the authority vested therein. (2) The Chief Mine Inspector may grant exemption of the implementation of the stipulations in this Ministerial Decree on the basis of such requests from the operator or the Technical Mine Manager. Part Two Article 3 Prohibitions on the Entry to Mining Operations Region (1) It is prohibited to enter or be found within the region of any mining operation apart from those who work therein or who are permitted. (2) Those in possession of a permit to enter a mining operation region as required in paragraph (1), shall be accompanied by the Technical Mine Manager or an appointed employee who has full comprehension of the situation and conditions of the area to be visited. (3) Roads designated by the Technical Mine Manager shall be roads for specific use of mining operations and where the public is granted the right of use thereof, the safety for the use of the said right shall become his/her responsibility. Part Three Mining Operators Article 4 Obligations (1) The operator shall only commence mining activities after written notification has been given to the Chief Mine Inspector. (2) Within two weeks after one of the following activities, the operator shall send a written report to the Chief Mine Inspector, namely: 16 a. commencement of exploration, excavation of any mine, and a new horizon or seam at the coal level in an underground mine. b. commencement of a new shaft or outlet for any underground mine and c. termination of activities or abandoning of any surface mine or any horizon or seam at the coal level, shaft or outlet from any underground mine calculated 12 months from the date of the final activities, except where abandoned prior thereto. (3) The operator shall provide any equipment, fittings, protective equipment, facilities and costs required for the implementation of these regulations. (4) The operator shall supply free of charge any personal protective equipment required in accordance with the type, nature and danger of the work carried out thereby as well as for any person who enters the mining operation site. (5) Based on the considerations of the Chief Mine Inspector, the operator shall provide appropriate accommodation at or close to the mining operation for the Mine Inspector for the duration of his/her duties. (6) The operator shall provide full assistance to the Mine Inspector in the implementation of his/her duties. (7) The operator shall stop mining work, whenever the Technical Mine Manager or appointed employee is not found on site. Article 5 Appointment of the Technical Mine Manager (1) Exploration or new exploitation shall only be commenced after the holder of the Mining Authority has appointed a Technical Mine Manager. (2) The operator shall appoint a Technical Mine Manager and obtain the approval of the Chief Mine Inspector. (3) The operator may submit an application to the Chief Mine Inspector to appoint more than one Technical Mine Manager where it is considered necessary or based on the specific considerations of the Chief Mine Inspector. (4) The operator may submit an application to the Chief Mine Inspector to appoint more than one deputy Technical Mine Manager where it is considered necessary or based on the specific considerations of the Chief Mine Inspector. 17 (5) Implementation of the requirements of paragraph (3) and (4) shall be stipulated by the Chief Mine Inspector. (6) The Chief Mine Inspector may grant the Technical Mine Manager notice letters as requested. Article 6 Qualifications for the Technical Mine Manager Technical Mine Managers shall be grouped into four classifications in the following order : a. b. c. d. Class III B; Class III A; Class II and Class I Article 7 Class III B Technical Mine Managers Class III B Technical Mine Managers shall meet the following criteria : a. . b. c. mining systems : hydraulic mines, auger mines, open pit mines with single benches, the use of explosives, water jet suction dredges, open pit coal mines using a manual system or exploration stage mines without drifts and open pit construction stage mines; mining companies : individuals, co-operatives and private Indonesian companies and qualifications : one of the following : 1) graduates of Mining/Machinery/Electrical Secondary Technical School (STM) shall possess an occupational work health and safety course certificate with mining work experience of no less than four years, or 2) Bachelors or DIII and or Graduates shall possess an occupational work health and safety course certificate with mining work experience of no less than 2 years. Article 8 Class III A Technical Mine Managers 18 Class III A Technical Mine Managers shall meet the following criteria : a. mining systems : bucket dredges, open pit mines with benches, quarries, open pit mines with a production scale smaller than 1000 tons per day or exploration stage open pit mines with drifts and underground construction mines. b. mining companies : private Indonesian companies and State Owned Firms (BUMN) and c. qualifications : one of the following : 1) graduates of Mining/Machinery/Electricity Secondary Technical Schools must possess an occupational work health and safety course certificate as well as a Class II Blaster Certificate for mines using explosives, or possess a dredge course certificate for mines using dredges or possess a Technical Mine Manager course certificate with mining work experience of no less than 6 years, or 2) Bachelors or DIII or Graduates must possess an occupational work health and safety course certificate and Class II Blaster Certificate for mines using explosives or possess a dredge course certificate for mines using dredges or possess a Technical Mine Manager course certificate with mining work experience of no less than three years, or 3) have particular experience as a Class III B Technical Mine Manager of no less than 5 years. Article 9 Class II Technical Mine Managers Class II Technical Mine Managers shall meet the following criteria : a. mining systems : open pit mines with a production scale greater than 1000 tons per day and underground ore mines; b. mining companies : State Owned Firms (BUMN), Contracts of Work, and private Indonesian companies and 19 c. qualifications : 1) Indonesian citizens must hold one of the following : a) Bachelors and DIII graduates shall possess a Technical Mine Manager course certificate, with open pit mine or underground ore mine experience of no less than seven years, or b) graduates who hold a Technical Mine Manager course certificate shall have mining work experience of no less than five years, or c) shall have held office as a Mine Inspector for no less than 10 years, or d) possess a mining occupational work health and safety course certificate or training from abroad and have been accredited by the Technical Mine Manager accreditation committee with no less than 10 years mining work experience. 2) foreign citizens (foreign experts) may hold one of the following : a) possess a mining manager certificate accredited by the Technical Mine Manager Accreditation Committee, or b) write or present a paper as stipulated by the Chief Mine Inspector. Article 10 Class I Technical Mine Managers Class I Technical Mine Managers shall meet the following criteria : a. mining systems : underground coal mines, underground ore mines with an ore production scale greater than 1000 tons per day; b. qualifications : one of the following : 1) Indonesian citizens must hold one of the following : a) Bachelors and DIII graduates who possess a Technical Mine Manager course certificate, shall possess underground coal mine and or underground ore mine work experience of no less than 10 years, or b) shall have held office as a Mine Inspector for no less than 15 years, or 20 c) Class II Technical Mine Managers shall have five years of experience in the said position. 2) foreign citizens (foreign experts) shall hold one of the following : a) possess a mining manager certificate accredited by the Technical Mine Manager Accreditation Committee, or b) write or present a paper as stipulated by the Chief Mine Inspector. Article 11 Operational Supervisor (1) The Technical Mine Manager in carrying out his duties and functions in the field of occupational safety and health in mining, machinery, electrical apparatus and its auxiliary equipment shall be assisted by supervisory officials who are responsible for organisation of the different units at the mine. (2) Where the operator has yet to appoint employees as required in paragraph (1) the Technical Mine Manager shall assign or appoint the intended employee. (3) Employees as required in paragraphs (1) and (2) in carrying out their duties shall be known as operational supervisors or technical supervisors and shall report to the Technical Mine Manager. Article 12 Obligations of the Operational Supervisor The operational supervisor shall : a. be responsible to the Technical Mine Manager for the safety of every mine worker under his/her supervision; b. carry out inspections, examinations, and testing; c. be responsible for the safety, health, and welfare of every person assigned to him/her and d. prepare and sign examination, inspection and testing reports Article 13 Obligations of the 21 Technical Supervisor The technical supervisor shall : a. be responsible to the Technical Mine Manager for the safe installation and correct operation and maintenance of any equipment that is part of his/her duties; b. supervise and inspect all machinery and electrical equipment within the scope of his/her responsibilities; c. make sure that investigations, inspections, and testing are always carried out on the operation of machinery, electrical apparatus and equipment; d. prepare and sign investigation, inspection and testing reports; e. carry out investigations and testing of all machinery and equipment prior to use, after installation, re-installation or repair and f. plan and enforce the implementation of the maintenance timetable as scheduled as well as the repair of all mine machinery, transportation, road makers, and any other machinery utilised. Article 14 Mine Inspection (1) In order to ensure safe working conditions the Technical Mine Manager or an appointed employee shall carry out inspections : a. during every mineral-getting shift, shall inspect no less than one time the work site of any person on shift and every road or travel way used by any person during the said shift; b. during every shift, shall inspect every site before blasting operations; c. every work day, inspect the access ways or ladder ways to be used that day; d. every working face, work front, banks, and working slope as well as the implementation of repair work where necessary; e. blasting preparation as well as the condition of equipment and vehicles used therefor; f. haulage and transport equipment; g. mine roadways; 22 h. machinery safety devices and i. any place considered da

Malcolm X And Martin Luther King Jr. Essays - Politics,

Malcolm X and Martin Luther King Jr. Two race men both working for the dream of equality for their people. While Martin Luther King Jr. main goal was for non-violence, and an end to all racial segregation, Malcolm believed in by whatever means necessary to accomplish a separate nation. The different tactics that they implied to make these dreams a reality come from the upbringings that they had as children. Malcolm was originally born in Omaha. His family picked up and moved later to Lansing, Michigan were Malcolm's father was murdered by members of the Ku Klux Klan after number of death threats were made to the family. From his father's death and the poverty that the family was facing g the mother of eight suffered a nervous breakdown, and the welfare department took her eight children away from her. After the separation Malcolm was sent first to a foster home and later to a reform school. Malcolm moved to Boston after his eighth grade year in school. In Boston he became involved with criminal activity while working various jobs for cash. In the mid 1940's Malcolm was sentenced to jail for theft. During his stay as a prisoner, Malcolm became infatuated with the believes and teachings of Elijah Muhammad. Malcolm spent most of his time while in jail learning about Black Muslims who advocated racial separation. Malcolm was released from incarceration in 1952. He became involved with a Bla ck Muslim temple in Detroit, where in a few years he was recognized as their most prominent spokesperson for the nation of Islam. During the time that he spent working in Detroit is when Malcolm took up the name, Malcolm X. On the other side of the spectrum, there was a sheltered kid by the name Martin Luther King Jr. King was born in Atlanta, Georgia. He was the oldest son of Martin Luther King Sr., a Baptist preacher, and Alberta Williams King. As a child King attended segregated schools where he quickly himself as being intellectually elite from the rest of his peers. King went on to skip two grade levels before entering Morehouse University at the age of 15. He graduated from Morehouse with a bachelor's degree in sociology; he was also the class Victorian. He furthered his education after Morehouse at colleges like Crozer, and Boston. While in college, Martin studied the non-violent Indian leader Mohandas Gandhi. King was brought up in a perfect atmosphere where love and dreams could be conjured. He was raised in a comfortable middle class household where strong values matured his belief of self-value. On the other hand Malcolm was raised in hellish conditions. Conditions that would leave anyone with anger and revenge brewing on his or her mind. King had a much more positive attitude then Malcolm, believing that through peaceful demonstrations and arguments, blacks someday will be able to have full equality with whites. Malcolm's negative attitude on live was reflected in his angry, pessimistic belief that equality was impossible because whites have no moral conscience. Malcolm promoted nationalist and separatist worlds for blacks and whites. He strongly felt that only through revolution sand force could blacks grasp their place in society. King believed in an integrationist philosophy, were as he believed that blacks and whites should be united together in peace. Even though their messages were different, they were both delivered the same way, through hard-noised speeches. These speeches were delivered in different styles as well as different purposes. King was a peaceful leader who urged non-violence for his followers. He traveled giving peaceful speeches encouraging black and white listeners alike to work together in racial harmony. Malcolm for the most part believed that non-violence and integration was a trick by the whites to keep blacks in their place. He was furious with white racism and told his followers to rise up and fight against their white enemies. As the leaders lives begin to come to a closing, King and Malcolm's beliefs became more and more alike. Malcolm emphasized unity and change through black pride and respect for oneself, rather then through revenge and hate. While on the other hand, King became angry at the lack of progress that he had made on equality. He began encouraging

Understanding Meta Descriptions and How Best to Use Them

Understanding Meta Descriptions and How Best to Use Them Although many people dont give meta descriptions much thought, they can play a huge role in determining what websites we click and how much traffic a given page will receive. Whether youre running a new website or trying to boost traffic to your company page, it is important to understand what meta descriptions are and the role they play. Stay tuned to learn more about meta descriptions! CortezTextbroker Marketing and CommunicationsEven if you dont realize it, you probably see meta descriptions on a daily basis. Although many people dont give meta descriptions much thought, they can play a huge role in determining what websites we click and how much traffic a given page will receive. Whether youre running a new website or trying to boost traffic to your company page, it is important to understand what meta descriptions are and the role they play. Stay tuned to learn more about meta descriptions, how long they should be, what information they contain and why they matter. What Are Meta Descriptions? Before diving into the value and purpose of meta descriptions, it is important to define exactly what they are. The short definition is that a meta description is an HTML attribute that briefly summarizes the content of a particular webpage. An HTML attribute is a way to provide additional information about an element using code. This makes it possible for search engines to understand and display information correctly.The longer definition of a meta description is that it is the information that a user will see when on a search engine results page (SERP). Say, for example, that you go to Google and search for vacation destinations near Boston. When you click search, youll see the first page of results. Each of those results will have a title tag, which is like a headline, and underneath that will be the actual link to the page, known as the slug. Both of those items are clickable, which means that users can click on them and be instantly directed to the webpage. Below those elements, there is a brief description in black text. This description is the meta description. It summarizes the content of the page linked above it, and it helps users determine which of the links on the SERP will be most valuable to them. Using Meta Descriptions to Boost SEO SEO is the acronym for search engine optimization. The objective of SEO is to get more users to your website organically. The goal is to have your website appear in SERPs and then have more people click on your website to learn more. There are many different ways that you can boost SEO through metadata, but one of the most effective is through the use of meta descriptions.Think about the last time that you navigated onto a SERP. You probably faced at least 10 results on a single page, not to mention endless other pages with countless more results. How do you choose which of these results to click on? Many people will click on the first link on the results page no matter what, and others will look for a website name they recognize. Others, however, will pay close attention to the meta descriptions under each link to find out which website is the right fit for their query.If your meta description is appealing and accurate and it communicates the right amount of information, then users are more likely to click on your link. Over time, this increases your traffic substantially. Perhaps even more importantly, it shows search engines like Google that users prefer your content to the content of your competitors, boosting all of your content over time. The Value of an Up-to-Date Meta Description In terms of timeliness, there are two major types of content: Timely content and evergreen content. Timely content is only relevant for a short period of time, but evergreen content can be valuable for years to come. Take a look at these two examples of timely and evergreen content titles:Timely Content: 10 Ways to Celebrate New Years in 2019 Evergreen Content: 10 Fun Ways to Ring in the New Year at HomeOften, websites go back and update older content so that it remains relevant. While this can be a great idea, dont forget to update the meta description as well. If a webpage talks about 2019 fashion trends but the meta description still talks about 2017, then both Google and users will skip over your content in favor of something more relevant.Plus, you want your meta description to be an accurate reflection of the content it is summarizing. If your meta description promises an in-depth analysis of the 2018 election but your content talks about something different, then users will leave your page quickly in search of the information they are truly after. What Is the Ideal Length of a Meta Description? There is only room for a sentence or two underneath the title tag and web address in a search engine results page. Because of this, youll need to craft a meta description that can sum up your content in a set amount of words. Ideally, your meta description should be at least 1 1 words long. This ensures that it contains enough information to be informative to users as well as to search engines.In the past, Google has recommended that meta descriptions be anywhere from 135 to 160 characters. However, that has recently been updated to a maximum of 230 characters. If you use more than 230 characters in your meta description, there is a risk that it will be cut off. To include the whole description, cut it down until youre confident that it is somewhere between 135 and 230 characters. Crafting the Perfect Meta Description Now that you know how long your meta descriptions should be and why they are so important, it is time to learn how to write the perfect meta descriptions. The following are some of the top tips to keep in mind when writing meta descriptions.Keywords or Key Phrases: One of the most critical things youll need to include in your meta description is a keyword or a key phrase. This ensures that search engines know when to suggest your content and your page. If youre writing about restaurants in New York, be sure to include those exact words in your meta description. At the same time, dont stuff keywords in your meta description. The writing should be natural and geared toward readers, not toward robots.Include a Call to Action: What do you want people to do after they read your meta description? Most of the time, the goal is for them to click on your link. Dont be afraid to include a call to action right in your meta description to encourage them to take the next step. Great words and phrases to include could be some of the following: Click here Check it out Learn More Read on DiscoverSummarize Your Content Accurately: It might be tempting to elaborate or embellish within your meta description. However, that can be a mistake. Your meta description should always accurately depict what users can expect to find if they click through. Accurate descriptions mean that users will be pleased with the results. If they click thro ugh and leave immediately, that wont help your business or your rankings on search engines like Google.Make Each Meta Description Unique: A surprising number of websites use the same meta descriptions for each of their pages. While that might save a little time, it wont help your SEO rankings. Your meta description should be specific to each page, so using the same description twice isnt going to be accurate. Every single time that you create new content in the form of an article or a blog post, make sure that you also take a few minutes to create a brand-new meta description for that content. Typically, it is best if the author of the content also writes the meta description.Use an Active Voice: To encourage people to click through to your link, and to excite them as they read your meta description, aim to use an active voice. Keep the tense present whenever possible since using past tense can make the description feel dry or outdated. Think about how you might talk to a friend. Yo ull probably have a conversational tone, and thats the same tone you should strive for when writing meta descriptions. Google Updates That Impact Meta Descriptions Google has made it very clear that meta descriptions do not factor in their algorithm when ranking websites. That might sound discouraging, but dont stop writing meta descriptions just yet. Your meta description will still impact the CTR, or the click-through rate. The better your meta description, the more people will click through to your link. Google does take the CTR into consideration when ranking pages. So, in a roundabout way, meta descriptions can impact your rankings over time.It is also important to know that in some cases, Google will override your meta description. If search engines dont feel that your meta description is accurate, or if they feel a different snippet of your webpage is a better representation of your content, they can replace your meta description with alternate content from your page.Meta des criptions are incredibly important, and they should be written with care. Once you understand the value of meta descriptions, youll start to see just how much they can impact everything from click-through rates to web traffic. With the right meta descriptions, your content will be seen by more users organically.

Organizations culture

Organizations culture Introduction Culture in an organization refers to the values, beliefs, history and attitudes of a particular organization. Culture also refers to the ideals of an organization that dictate the way members of the organization relate to each other and to the outside environment.Advertising We will write a custom essay sample on Organization’s culture specifically for you for only $16.05 $11/page Learn More An organization’s culture defines its values; the values of an organization refer to the ideology that the members of an organization have as pertains their goals and the mechanisms to be used to achieve these goals. The organization’s values map out the way employees are required to behave and relate to each other in the workplace (Allan, 2004). There is a very important need to develop healthy cultures in all organizations whether they are religious, commercial or institutional. The culture of an organization determines how it is perce ived both by its own employees and its stakeholders. The managers of an organization are said to be able to influence the culture of the organization. This can be done by the implementation of various policies that lead to a culture change. Many organizations have two types of cultures, the culture that management wants to enforce and a culture that dictates the relationships of the employees among each other. Many institutions have been found to have a persistent and hidden culture among the employees. This is the biggest task to organizational management; how to replace the employee culture with the desired culture (Young, 2007). There are two types of culture; namely strong culture and weak culture. Strong culture is whereby the actions and beliefs of the employees are guided by the values of the company. Such a culture ensures smooth and efficient flow of an organization’s activities. Strong cultures result in successful and united organizations. Weak culture on the other hand refers to instances where the activities of the employees are not guided by the values of the company. A weak culture results in the need for a strict administration that is bureaucratic so as to ensure that the company’s activities flow well. Weak cultures result in increased overheads and under motivated employees. Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Fig. 1: Organization culture (Burke, 1999). There are five dimensions of an organization’s culture namely power distance, risk taking tendencies, gender issues and employee psychology. The power distance aspect refers to the mentality among the employees on who wields more power and how much power they wield. This will vary among organizations as some have more powerful managers as compared to others. Risk taking tendencies refers to the willingness of the employees and the organization to take risks in an attempt to grow and improve (Jack et al, 2003). Employee psychology on the other hand is an aspect that covers issues such as individualism and collectiveness mentalities in an organization. Companies that have a collective psychology have been found to work and do well as compared to individualistic ones. The individualistic psychology has been found to cause a lack of coordination and flow of activities in organizations. Lastly the gender dimension refers to the mentality of an organization’s employees towards members of the male and female genders. Companies that view women as weaker and disadvantaged sexes have been found to discriminate among each other and result in a reduction of the employee cooperation levels (Jack et al, 2003). There are four types of cultures in modern day organizations, role cultures, power cultures, person cultures and task cultures. Role cultures exist in organized and systematic organizations where the amount of power that an employee ha s is determined by the need that they fulfill in the organization. Power cultures are those that have a few powerful individuals who are required to drive and direct the rest of the organization. Person cultures are cultures that exist when an organization’s employees feel superior to the company; this is a common culture in most law firms and firms that are formed by individual professionals who merge with others to form organizations. A tasks culture is a culture that is geared towards accomplishing tasks and doing things. Organisational culture and project management structure It is very important to understand the culture of an organization so as to enable an organization to map out the type of management that suits it. Culture as mentioned, is the accepted standard in which the employees of an organization relate to each other and to the stakeholders.Advertising We will write a custom essay sample on Organization’s culture specifically for you for only $ 16.05 $11/page Learn More There are several factors that affect the culture of an organization. These include technological exposure, environmental conditions, geographical situation, organizational rules and procedures and influence of organizational peers on a subject. Such factors affect the culture of an organization and in the long run its management structure (Johnstone et al, 2002). Organizational cultures can have both positive and negative effects on the organization. Negative and unwanted cultures are those that oppose change in an organization. These cultures have the tendency of inhibiting the innovation and implementation of change in an organization. Therefore the understanding of an organization’s culture can be used to determine: Why certain projects of the organization have failed or are failing Aspects of the culture that hinder innovation and change What needs to corrected so as to improve how the organization operates The origin of certain culture within an organization Measures that can be taken so as to introduce new culture or improve on the current culture An in depth understanding of an organization’s culture is important so as to allow project managers and other managers to affect the mode in which activities are carried out. To influence the performance of the organization an understanding of its cultures is very necessary so as it enables the management to filter its employees and choose performers from non performers (Johnstone et al, 2002). The proper understanding of organizational culture and its use in deciding a suitable management structure cannot be stressed further. The success of a project depends on how it is managed. There are three major types of project management namely; project, functional and matrix management structures. Functional management refers to the type of management that focuses on specialty areas and skills. The departments and responsibilities are determined by the skills of the members. There is vertical and horizontal communication between the departments. To allow operation of all arms of the organization bureaucratic means are used so as to ensure smooth flow of the business. This type of management tends to reduce operational costs and encourage the specialization of labour. Specialization in turn leads to better efficiency and standardization of activities. Disadvantages of the functional approach include the integration of budgets, operational plans and procedures into the project activities making it cumbersome to implement (Kloppenborg, 2009). Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Fig.1: Functional project management (Young, 2007). Project based organization on the other hand is whereby the activities of a company are organized according to its ongoing projects. This type of management is based on the objectivity principle that emphasizes the importance of solid objectives in improving the efficiency of an organization’s processes. This principle is used in scenarios that require the efficient management of projects that involve activities from different disciplines e.g. medicine, engineering, law. The advantages of such management techniques include the fact that power and responsibility is decentralized and is carried out by managers of different teams. Such a management technique also allows for the proper utilization of time, leads to reduced cost and enhanced quality levels. Such a management technique is suitable for certain company profiles and cultures, for example: Management of large projects and organizations that require the delegation of responsibilities Situations with restricted cost and specification parameters Situations that require the coordination and completion of projects from different but interrelated disciplines In cultures that value responsibility and accountability of ones actions / decisions Cultures that encourage communication among all management levels Fig. 2: Example of a project based management (Allan, 2004). The project based management structure also faces a few limitations like any other structure. Limitations include the inability of a project manager to mobilize all the resources of a company as he has direct control of only what falls under his area of specialty. Employees and managers of such projects have been found to become slack towards the termination of projects due to the fear of losing their jobs once their projects have been completed (Kloppenborg, 2009). Due to the limitations of both the operational and functional management structures the matrix was developed. This structu re combines both structures to form a hybrid structure. In this type of structure there are two types of managers, namely functional and operational who work together in the same system. The functional managers are responsible for the distribution of resources in their specialty departments and the operational managers coordinate and manage the activities of their departments. The functional managers are also responsible for overseeing all the technical decisions that fall under their departments. This method of management has its advantages such as: the project manager oversees all activities that fall under his department. He has all authority and power and thus this eliminates the wastage of time as a result of quarrels and conflicts among the top levels of an organization. Secondly the manager is able to use organization resources in facilitating the execution of the intended goals and objectives of the company. Disadvantages include the conflicts and coercion between project ma nagers and functional managers that is bound to occur in such a setting. This kind of relationship has an eventual effect on employee motivation as it often results in the demoralization of employees (Young, 2007). Fig. 3: Matrix management structure (Burke, 1999) There are various factors that are considered when choosing the management structure of a project. These include the type of activities to be carried out, their importance / order of priority, the human skill required, the amount of time needed and the resources that are required to accomplish the set targets. Situations that require extensive cooperation and interaction of the functions of an organization require matrix types of management. However there is no optimum type of organization and the organization must strive to come up with solutions to its unique needs and situations. For a project to be well managed a healthy culture of communication must be developed. Communication theories propose that the project manage r should always be like the hub of a bicycle. This means that the project manager acts as a focal point through which suggestions and results are received from various stakeholders. The project manager also acts as the supporting point for the communication wheel. It is therefore very important for project managers to assist in maintaining a good communicative culture within the organization (Burke, 1999). Factors such as nature of businesses in which the organization is in, size of projects and type of projects will also have a strong impact on the type of management structure that an organization may use. Formal management structure vs culture of parent organisation Formal management has an overall effect on the operations of an organization. The type of management that an organization has ultimately affects how its activities are carried out. Formal management is important in an organization as it serves as a foundation on which an organization’s goals and principles are g uided. There are various guidelines that dictate the behavior and characters of managers in formal systems. Managers in formal managements are required to have high integrity / moral standards, should be an effective communicators and listeners of others. Managers serve as the basis through which a formal management system is enforced. The project manager should also relate well with people. He should have the ability to motivate and influence his workers positively. The project manager is also bestowed with the responsibility of ensuring that all aspects and stakeholders of a project work together for the common good of the organization. The manager is also responsible for setting time frames and ensuring that the project adheres to the set schedules. This serves the purpose of ensuring that there is timely flow of an organization’s activities. Project managers are also required to make assessment of risks that could affect a project and try to manage the risks. In summary, project managers make up the backbone of any formal project management system and the performance of any project depends on the managers themselves (Burke, 1999). There are three distinct characteristics that define a formal management structure; formality, the presence of groupings and the implementation of various systems. There exist rules and regulations that govern the relationships of the members of the organization. These rules also guide the reporting mechanisms of the members and the responsibilities / power which each member holds. These rules and regulations form the basis of all relationships and activities within the organization. Formal organizations also group their members into teams and taskforces that are designed to suit various needs within the organization. For example accountants will usually be grouped together, designers with fellow designers and so forth. The groupings form departments and many departments form the organization. However formal management has been said to be a very rigid mechanism by which an organization / project should be kept in check. This is because failure on the part of the managers would result in the total collapse of the organization. This is because managers are expected to provide guidance, direction and ensure that all members perform their duties. Culture on the other hand is a better driver as it does not need to be enforced by anyone. Culture is self driven and once the members of an organization have adopted a desirable culture they will conduct themselves in accord to the culture without being supervised by a manager (Johnstone et al 2002). Culture is also a better means of ensuring that a project is completed as it allows people to go out of the set boundaries and make innovations. Culture driven projects are better as they allow for unified and independent thinking at the same time. Whereas a formal management structure relies on the manager to make decisions a culture driven project accepts all dec isions as long as they fall under the culture boundaries of the organization. Formal management structures are slow and time consuming. This is because all major decisions and control is dependent on the managers. This leads to a very slow decision making process as the managers have to receive reports from members, deliberate on the reports and then give their recommendations. In cases where the manager is slow or is not presence this hinders the further development of the project (Young, 2007). Many organizations that employ the formal type of management usually group their employees into departments. The departments are usually made up of people with common skills and areas of expertise. However such departmental setups hinder the exchange and sharing of ideas between people of different areas of expertise. Due to the formal setup members from different departments lack a common factor that would enhance cooperation between the departments. This leads to poor coordination between the departments. In culture driven organizations, the members are unified by the common culture and this enhances the cooperation levels of the employees. Culture driven projects are therefore much more organized and have a better flow of activities as compared to formal projects (Kloppenborg, 2009). Formal management of projects requires the mapping out and development of clear cut systems that will ensure the smooth flow of the project. These systems are essential in ensuring efficient execution of the project and its activities. Culture driven projects however do not need such a system so as to run smoothly. The culture itself forms a dynamic system through which all the activities are executed effectively. Strategic management is a major component of formal management systems. It involves the science and methodologies of formulating cross functional parameters that enable an organization to achieve its objectives. Strategic management involves the development of missions and vi sions, mapping out of objectives and the making of critical decisions for the company (Allan, 2004). Projects in formal management are stepping stones on which a firm uses to achieve its goals and objectives. The project development processes of a firm are driven by its strategic development goals and objectives. Examples of strategic elements include mission, objective, goals, programs and workable strategies. Formal management is however beneficial as it promotes proper and sober decision making as compared to culture based management. This is because decision making and planning activities in a formal management are usually done after careful consideration and assessment. Culture based management is however prone to errors and misguided actions due inadequate consideration and thinking. Conclusion From the study it is evident that culture is an important aspect of any organization. Culture has been found to affect the behavioral attitudes of a company’s employees and the m anner through which these attitudes are manifested. The strong impacts of culture have resulted in the need for managers to find ways to affect the culture of their employees and of the work places. By influencing the culture of an organization the managers are therefore able to influence the way the organization operates. Culture is an unsaid norm which the members of an organization abide to (Jack et al, 2003). Organizations implement different types of organization structures. The type of organization structure implemented depends on the size and project characteristics. The type of project management has an effect on the eventual delivery of the project. The study has shown that there is no perfect method of management. Managers of projects are therefore required to assess and identify the appropriate structure for their specific conditions. Project management structures have a great effect on the quality and effectiveness of the organization’s activities (Allan, 2004). T he study has brought to light the importance of proper culture in an organization. Culture has been found to be a better determinant of employee behavior as compared to formal management. Formal management is dependent on the enforcement of those in authority / wield power. Culture on the other hand is enforced by the members themselves as they are part and pertinent of the culture. Formal management has also been found to be excessively bureaucratic and procedural and thus its implementation is rather cumbersome and expensive. Culture has therefore been found as the most appropriate way of managing a project. References Allan, B., 2004. Project Management: tools and techniques for todays ILS professional.  London: Facet Publishing. Ashish, D., 2010. Project management Module. Hull: University of Hull. Burke, R., 1999. Project Management, Planning and control Techniques. Chichester: Wiley. Jack, M. Mentel, S., 2003. Project Management: A Managerial Approach. New Jersey: Wiley and Sons. Johnston, R. Chambers, S. Slack, N., 2002. Operations management. Essex: Pearson Publishers. Kloppenborg, T., 2009. Project management A Contemporary. Chicago: Xavier University. Young, T., 2007. The Handbook of Project Management, A practical Guide to Effective  Policies and Procedures. Washington: Kogan Page publishers.

Theories and Paradigms of International Business Activity Essay

Theories and Paradigms of International Business Activity - Essay Example Being a master of the ‘rules of the game’ or, more specifically, the rules in the alliances and acquisition entails an ability to navigate, solve and work around these variables otherwise the objective of globalising the organizational operations is doomed to fail. This paper will explain some of the most important variables why forging alliances or partnerships and the acquisition of foreign companies are legitimate and effective strategies. Leveraging Reputation Alliances and acquisition are tools for companies to leverage their brand and their reputation (Kotler and Pfoertsch, 2006, pp.255). For example, when Lenovo acquired IBM’s personal computer (PC) business, the organization was able to enhance its reputation, establishing its own global brand in the process. IBM is a global leader in the technology industry and its products such as the ThinkPad laptop series, enterprise technologies, and other patented technologies are popular the world over and equated w ith quality, premium branding and innovation (Gupta, Wakayama and Rangan, 2012, pp.195). This is explained by the theoretical model called â€Å"springboarding†. The idea is that for companies to effectively expand overseas, it is necessary to design a strategy that is typified by activities that can capitalize on the reputation of others in order to compensate for its absence in the organization, its products and its global brand. It is equivalent to the concept of exporting of goods through â€Å"piggybacking† or taking advantage of the â€Å"carrier†, in order to successfully enter a market, survive in it and claim sizable market share (Gilligan and Hird, 1986, pp.103). â€Å"Springboarding† or â€Å"piggybacking† work during an acquisition and is also achieved when forging alliances with established companies in a location that the organization intends to penetrate. This strategy is more important for companies located in non-traditional FDI co untries. The reason is that these economies do not have well developed institutions as well as a viable domestic market necessary to support an outward expansion. China has recognized this dilemma especially when it took into consideration the fact that it lags behind major global economic players in terms of outward FDI (Taylor 2002 and Zhang and Filippov 2009). What distinguished the country from other non-traditional investing states is the manner by which the country aggressively pursued a policy of internationalisation for its national firms (Bell 2008, pp.254). Favorable business, political and financial landscapes, featuring state support, has lead to a conducive environment that fosters the growth of MNCs. Other developing economies do not have this advantage. That is why there is huge opportunity for MNCs coming from these countries because the strategy allows the high degree of exploitation of the ownership-specific competitive advantages in foreign countries (Luo and Tung , 2007, pp.485). When Lenovo started expanding in Japan, its market share was estimated to be around 5 percent but when the forged an alliance with the Japanese firm NEC, which commenced in January of 2011, the figures