The Role of Teachers as Nation Builders

The role of teachers in the building of a nation can not be ignored. It is they who influence the immature minds of the youth and tries to mould the living stuff into various forms. It is they on who depends the future of the nation. Hence, they are the most important part of the society. In the past, teachers were considered respectable figures even by the kings and the emperors, because only teachers were there to guide and advice them in hours of crisis. They were the true benefactors of the society.With the change of time they lost their dignity to some extent. Still, they are considered the backbone of a nation, and a society. Teachers are the real guide of the students. With their deep knowledge of the subject and teaching technique they can impart valuable information to the students. They can guide them towards noble deeds, studies, health, and cleanliness and above ail the moral values of life. All these qualities enable a child to grow into an ideal citizen of his/her natio n. Teachers are considered the noblest section of the society.This increases their responsibility towards nation and the students to a great extent; they must be dedicated to the service of the students. Their own actions and high ideas about life can easily shape the young minds into good personalities and responsible citizens of tomorrow. They are a guiding light for students throughout their lives. The importance of the role of the teachers as an agent of change, promoting understanding and tolerance has become more obvious today. This places enormous responsibilites on teachers who participate in the moulding of the character and minds of the new generation.Now days, the whole scenario has been changed. Teachers and parents are engaged in blaming each other. Parents are displeased with them because their sons and daughters do not do well in the examination. Teachers blame the parents that they do not pay much attention on their wards due to lack of time. Even we do not find any accord between the teachers and the students. The overall result is that the students have become aggressive, bold and daring- They are less concerned with their studies and think more about other activities. The teachers become helpless at this juncture.This leads to dissatisfaction and frustration among them. They do not get proper respect from the students. In addition to this, the teachers are not paid highly and regularly. This makes their situation miserable. It is necessary to improve the conditions of the teachers. Only then they will continue their job with full vigour and zeal. Only then they will discharge their duty towards the students as well as the nation in true sense of the term. Only then their potentialities will shine in the new generation, the real hope of the nation.

Philosophy of Education Essay

The word â€Å"teacher† does the profession no service. A teacher is really a combination of the most important professions in the world. Besides the parents, an educator is the biggest influence in a child’s life. The age span in which children are in school is the most impressionable years of their lives. A student’s educational experience can mold the events of his or her future. That is why I want to become a teacher. I want to be a mold for younger generations, and I hope for students to remember a knowledgeable and ethical teacher. Beliefs I feel the student should come to school willing to learn and the teacher should come ready to teach! The student’s role is just as important as the teachers; the student’s expectations of the teacher should be for her to teach and help them learn at all times. Teachers also play an important role in the classroom when it comes to the environment. If the teacher prepares a warm, happy environment, students are more likely to be happy. An environment set by the teacher can be either good or bad. If students feel the teacher is angry, students may react badly to that and therefore learning can be harder. I think teachers are responsible for the social behavior in their classrooms. This behavior is primarily a reflection of the teacher’s actions and the environment he/she sets. Metaphysics We are all here for a purpose and I believe that, that is to live for God and follow his way of life. It is hard to know what you are really on earth for until you find it through him! Some teachers will find it hard to keep the focus on the classroom do to all the other outside distractions but, I strongly believe that is you were meant to be a teacher then you will find a way to look past the bad and find the good. Why am I here? I think I am here to help children follow their dreams and make it through school easier than I did. When I become a teacher I want to be the best ever! I want to see that smile on the kids’ faces after I teach them something amazing. Progressivism I want to teach from some aspects of the progressivism style which focuses on respect for individuality, high regard for science, and learning from experience. I want to teach the children in my classroom to have respect for each other. This is a quality that will help them to be successful in society because if they respect others, then others will have respect for them. Having respect for others also shows that they have respect for themselves. I also want children to learn by hands-on activities. I will direct them from step to step and demonstrate how to do each step in the activities they perform. These activities make learning more interesting for the children because the children are able to get involved instead of just always watching the teacher do everything. Speaking of the children getting involved, they can really get involved when learning in a different atmosphere when on field trips. I feel taking children on field trips is an effective learning experience for them because it allows children to get out of the classroom setting and learn from a different perspective. In addition I want to focus on sciences because they are an important area in the knowledge of children. I think this growing area of our society should be focused on thoroughly because science advances and improves every day and I feel children should be aware of their changing world. Constructivism I feel like this is the main reason why I should teach and why I want to teach, I have learned so much though school and it has molded me to become who I am today. I learn a lot through experience and what I know will make me a better teacher it will help me relate to the ones that hate school or the ones that think they can’t do it. It’s all a process and the way you take the steps is how I think you will show others so you have to help them with their process and make sure that it doesn’t go bad or in the wrong direction. I plan to continue my education so that I may make teaching my profession. After graduation, I hope to find a position in an elementary school teaching in one of the first through sixth grade classes. I feel that elementary education is extremely important because it is here that children establish their foundation for the rest of the educational career. My goal and desires are to have the opportunity to touch a child’s life.

Cement Sector in Pakistan

1. INTRODUCTION 2. 1 Objective and Scope The report will present a holistic overview of the industry; current situation, industry structure, critical revenue and cost drivers, exposure of BOP in the sector and its future outlook. 2. 2 Cement Sector of Pakistan The Cement sector of Pakistan has 23 players, operating 29 units, with a total production capacity of 44. 8 million tons, divided into North and South, as follows: North Zone| South Zone| * Punjab and Khyber Pakhtoon Khwa| * Sindh and Baluchistan| * 19 manufacturing units| * 10 manufacturing units| * 80% of rated capacity, i. . 35. 9 million tons| * 20% of total rated capacity, i. e. 8. 9 million tons| The overall capacity utilization of the sector, as per FY-10 dispatches is at 76%. The basic raw materials for cement include limestone (upto 80%), clay (upto 15%) and gypsum (5%), all of which are abundant in Pakistan making basic raw material very cheaply available to cement manufacturers. None of the cement producers in Pakist an enjoys any material product differentiation because of the highly standardized nature of product therefore consumers usually regard ‘price’ as a key determinant. Major constituents of the cost are energy & power – over 60% of cost of production of cement – and transportation costs. In addition to these elements efficiency of production process is critical in keeping the overall cost structure competitive. In this regard, size of the plant, its age, and origin – European or Chinese – are of importance. Until recent years, almost all the plants operating in the country were based on furnace oil, but the increasing furnace oil prices forced the cement industry to switch over to Coal-powered/dual-fuel plants. However, the price of coal has shown significant volatility over the recent periods therefore, some producers, having dual-fuel plants, use a mixture of coal and gas, alternating between the two as per changes in prices and availability. 2. 3 Cement Sales during FY-10 Compared To FY-09 Source: All Pakistan Cement Manufacturers’ Association As per All Pakistan Cement Manufacturer’s Association (APCMA), the cement sales in FY-10 totaled 34. 20 million tons, registering a decent Year-on-Year (YoY) growth of 9. 30% compared to 31. 29 million tons in FY-09. The local dispatches remained at 23. 54 million tons, up YoY 14. 63% compared to 20. 53 million tons in FY-09 whereas export sales in FY-10 remained almost flat with a minor decline at 10. 66 million tons, down YoY 0. 89% compared to 10. 75 million tons in the previous year. As shown in the table, the local sales were the primary driver behind the growth. It is pertinent to note that the growth on the local front was mainly private-sector driven rather than Government’s infrastructure spending, showing signs of recovery in the construction sector. 2. INDUSTRY STRUCTURE 3. 4 Industry Characteristics Cement industry is highly cyclical in nature and its performance depends largely upon the economic growth of the country. There is a high degree of correlation between the GDP growth and the growth in local cement consumption. Source: State Bank of Pakistan & All Pakistan Cement Manufacturers’ Association Cement exports depend largely upon the demand/supply situation, price levels and economic situation in the export regions. Cement, being a voluminous product, is a regional commodity. 3. 5 Critical Factors The cyclical nature of the sector along with excess supply situation, whenever it persists, makes cement price a very critical factor. Some level of industry ‘co-opetition’, i. e. cooperative competition, is evident in cement industries globally such as consensual pricing. In the absence of such an arrangement, along with a supply glut, cement industries have witnessed intense price wars. * Power & Energy costs c onstitute over 60% – 65% of the total cost of cement production. Therefore, smart inventory management of coal, along with hedging techniques etc. lead to significant savings in energy costs. * Plants closer to the port have cheaper access to exports and can maintain higher profit margins. Therefore, distance to port is an important consideration. * Leverage, both financial and operating, is a major concern owing to the price-sensitivity of the sector. Pakistan’s cement sector is highly leveraged. Cautious capital structure management and utilization of relaxations / incentives provided by the government, whenever possible, such as Export Refinance facility offered by the State Bank of Pakistan, create a significant difference. . 6 Industry Concentration Concentration refers to the number of major competitors in a given industry. This has important implications for the inherent profitability of a sector. We have applied the Eight-Firm concentration ratio to determine c oncentration in the cement sector. Concentration ratios can generally be categorized into low, medium, and high concentration being 0% – 50%, 50% – 80% and 80% and above, respectively. An eight-firm concentration ratio over 90% is a good indication of oligopoly, i. e. an industry dominated by a small number of sellers. Based on FY10 market shares, the Eight-Firm concentration ratio in cement sector is 80% which show clear signs of high industry concentration. Therefore, cement sector has an oligopolistic structure. However, given the excess capacity situation cement industry has been behaving like a ‘low concentration industry’ from time to time such as the intense price war in the recent past, spanning nearly a year, with participants vying for higher volumes. 3. 7 Market Share The following pie-charts show the local, export and total market shares of top 8 players in the sector for FY-10. The charts show that D. G. Khan Cement is the leading player in the local market (17% market share) closely followed by Bestway (16. 7%) and Lucky Cement (13. 3%). In the export market, Lucky cement leads with its roaring 32. 8% share, followed by D. G. Khan and Bestway cement’s 9. 3% share each. Overall, Lucky Cement appears to hold the highest market share (19. 4%), followed by D. G. Khan (14. 6%) and Bestway (14. 4%). Maple Leaf Cement ranks fourth in all three categories with 9%, 11. 1% and 9. 7% market share in the local, export and overall market. Source: Fortune Securities . SECTOR OVERVIEW – FY10 Cement Sector in FY-10 witnessed low prices, rising energy costs, slowdown in construction activities locally and regionally and a large amount of new supply availability in regional markets resulting in drying out of certain lucrative export avenues especially the Middle East. However, exports to African countries, Iraq, Sri Lanka etc. mitigated the effect and exports remained flat at 10. 66 million tones (YoY down 0. 89%). As expected by market participants and analysts local sales picked up to close the year at 24. 53 million tons (YoY up 14. 63%). Overall, the sector closed the year at 34. 20 million tones, registering a decent YoY increase of 9. 30%. Cement prices and energy costs remained the key issues in FY-10. Since the dismantling of the alleged cement cartel, after Competition Commission of Pakistan imposed a fine in the colossal sum of Rs. 6. 35 billion on 20 cement manufacturers (equivalent to 7. 5pc of each company’s FY08 net revenue), in August 2009, cement prices plunged and went down to Rs. 249/bag in North and Rs. 280/bag in the South zone, compared to Rs. 335/bag and Rs. 370/bag in FY09 in North and South, respectively. CCP’s decision has been challenged by the cement manufacturers on a number of grounds in the Lahore High Court, the Sindh High Court and the Supreme Court of Pakistan. In all these cases stay orders have been granted by the Courts and the matter awaits court’s verdict. Given the increased overall supply in the regional markets, the cement export price hovered around $47-$52 per tone, compared to average export price of $60-$62 in FY09. On the other hand, energy costs remained on the rising trend and coal prices averaged around $88 (FoB) per ton compared to 2nd half FY-09 average of $70. Australian (Newcastle) coal price made its 18-month high of $108 (FOB) per ton on April 27, 2010, after making a low of around $61 (FoB) per ton in Mar-09 last year. Thus, as a result of subdued prices and increasing energy costs a sub-breakeven scenario prevailed in the industry for the most part of FY-10. In 9 months FY10, cement companies posted cumulative losses of Rs. 3. 3 billion compared to profits of Rs. 3. 7 billion in the corresponding period last year, YoY down 189%. Cement prices hiked by Rs. 40 per bag in North in June 2010. With no price moves in South – a region that was already enjoying higher prices due to lower intensity of price war largely for its geographical advantages – prices in the two regions finally came at par. FY-10 also saw the announcement of 35% inland freight subsidy, during March 2010, on cement exports. It is likely to make Pakistan’s cement exports more competitive in the regional market, as cement manufacturers will be able to reduce their export prices by almost 10% going forward, if needed, without hurting their margins. However, the government needs to make timely payments to the manufacturers for the subsidy to be of much use. Source: Invisor Securities Source: Federal Bureau of Statistics & Invisor Securities 4. SECTOR OUTLOOK 5. 8 Local market * Short Term Cement prices have risen by Rs. 24 per bag since the beginning of ongoing financial year to Rs. 312 and Rs. 325 per bag in North and South, respectively. This bodes substantially well for the sector after bleeding profusely in a price war and indicates a price consensus among the manufacturers. Also, we believe there is limited appetite for price wars going forward especially as seasonal 1Q demand slowdown kicks in (Monsoons, floods, Ramadan etc. ). The recent floods have severely affected the roads and the distribution network which will inevitably hurt the local cement sales as well as export sales to some extent. We expect cement demand from local market to remain subdued during first half of FY11, due to monsoons, flood related issues, slowdown in construction during winters etc. , and start picking up from 3Q FY-11, in the wake of reconstruction activities. Overall, we expect local dispatches to remain flat during FY-11 and believe that the real impact of the increased demand from reconstruction activities will materialize during FY-12. We believe the cement prices have hit the ceiling for now and do not expect further increase in them and expect the recent price hikes to sustain for a relatively longer time than the one-step ahead, two steps back situation that prevailed throughout FY-10. Going forward, Fauji Cement’s capacity expansion, due in FY-11, of 2. 27 million tons, would create downward pressure on utilization levels. However, we expect capacity utilization levels to remain between 70% to 75% range. * Medium to Long Term We have a positive outlook for the local market on a medium to long-term basis. The rehabilitation work along with construction of dams will boost demand and possibly push prices upwards as cement manufacturers operate on higher and higher capacity utilization levels. Construction of dams seems inevitable given the power crisis and the recent flood. The Council of Common Interests (CCI) unanimously approved the construction of Diamer Bhasha dam on July 18, 2010, leading the way for the release of funds from the Asian Development Bank (ADB). The projected timeline for completion is stated till the end of 2019. Manufacturers estimate a total requirement of 9. 0 to 11. million tons cement for the project with annual demand in between 1. 0 to 1. 5 mn tons. While all northern manufacturers would directly or indirectly benefit from the project, we believe the big players such as Askari and Bestway would be the key beneficiaries with proximity to the project. 5. 9 Export Market We are pessimistic about the export dispatches during FY-11 owing to i) increased availabili ty of cement in the regional markets, especially after lifting of export ban in Saudi Arabia, ii) slowdown in construction in the Middle East and iii) local transportation problems ensuing from the flood. Therefore, we expect a decline of 10-15% in exports during FY-11. Our export price outlook remains flat around $45, keeping in view the competitive environment in the export market. During FY-10 exports to Qatar, Oman, UAE and Kuwait declined whereas exports to Afghanistan, Djibouti, Sudan, Sri Lanka and other African Countries increased, as shown in the chart. We expect the trend to continue going forward as cement producers penetrate further into the African markets. Source: TDAP 5. FINANCIAL ANALYSIS – CEMENT MAJORS 6. 10 Financial Analysis 6. 11. 1 Liquidity On 9M-FY10 basis, the top-7 cement players face a tight liquidity situation with Current ratio at 0. 71x, Quick ratio at 0. 63x, Cash Ratio at 0. 05x and an Operating Cash Flow ratio at 0. 16x. Among the Top-7, Attock Cement is most liquid with Current ratio at 2. 67x, Quick ratio at 2. 33x, Cash ratio at 0. 66x and Operating Cash Flow ratio at 1. 02x. Overall, the Top-7 Average liquidity ratios show a low ability to settle short-term financial obligations as well as finance additional sales without incurring further debt. 6. 11. 2 Financial Leverage Financial leverage (average) among the top-7 cement players is at 0. 1x, which seems moderate. Bestway, Maple Leaf and Pioneer Cement have financial leverage at 2. 32x, 3. 56x and 1. 64x, respectively, which is high. Lucky and Attock Cement have financial leverage in control, at 0. 35x and 0. 25x, whereas D. G. Khan Cement’s financial leverage stands at 0. 67x. The average Interest Coverage ratio is at 1. 04x, which means, on aver age, the cement players barely have enough earnings to meet their financial charges. Given the high financial leverage and low Interest Cover, we believe cement companies’ ability to take on further financing is highly subdued, with the exception of Lucky and Attock Cement. 6. 1. 3 Asset Utilization We have adjusted the Asset Utilization ratios to reflect the full year (extrapolated) sales by a 4/3 adjustment factor. The resulting ratios, fixed asset turnover at 0. 65x and total assets turnover ratio at 0. 45x, suggesting overall low asset utilization, point towards the capital intensive nature of the industry marred with low capacity utilization levels. Among the top-7 players, Lucky Cement seems to have the most efficient asset utilization with fixed assets turnover at 0. 90x and total assets turnover at 0. 75x levels. Lafarge Pakistan cement’s asset utilization ratios rank lowest among the Top-7, being 0. 3x and 0. 11x on a fixed and total assets turnover basis, res pectively. Lafarge’s extremely low asset utilization levels call for further investigation into the causes. 6. 11. 4 Profitability We have adjusted the Return on Assets (ROA) and Return on Equity (ROE) ratios to reflect the full year (extrapolated) sales by a 4/3 adjustment factor. The resulting ratios suggest moderate gross profitability and basic earnings power, at 21. 26% and 9. 68%, respectively. However the final profitability is extremely low at 0. 03% reflecting the sky-rocketing financial charges. Bestway, Maple Leaf, Lafarge and Pioneer have negative net margins at -6. 7%, -18. 33%, -24. 86% and -14. 38%. Attock Cement appears most profitable during the period under review, with Net margins at 13. 32% followed by Lucky Cement at 12. 02%. Both these players have managed to post decent net profitability partially due to higher retention prices in South, compared to North, and higher export contribution margins. During 9M-FY10, Maple Leaf, Lafarge and Pioneer Cement pos ted negative Basic earnings power at -3. 14%, -13. 94% and -10. 95%, respectively, which points towards the intense price war, especially in North, throughout the period under review. D. G. Khan cement has managed to post a decent EBIT margin, at 16. 91%, however, the financial charges, which amount to Rs. 1. 5 billion for 9M-FY10, have left only 3. 79% in net margin. 6. 11. 5 DuPont Analysis DuPont analysis is an expression which breaks Return on Equity (ROE) into three parts, profit margin, asset turnover and equity multiplier representing, the operating efficiency, asset utilization efficiency and financial leverage, respectively. Our DuPont analysis of the top-7 players suggests that the main reason behind the low industry ROE during the period under review has been low profitability. The price wars during the period under review, along with high financial charges have severely affected the ROE. Asset utilization is not too healthy either, but is moderate. 6. 11. 6 Conclusion Based on our financial analysis, we have a liking for Lucky and Attock Cement and feel that these are safe companies to lend to. D. G. Khan Cement seems to be under stress at the moment due to its current maturity of long-term debts, worth Rs. 4 billion (approx. ), and an O/S Forex loan of US$ 40 million (FY-09 carrying value Rs. 3. 5 bn), payments commencing June, 2011, therefore it is expected to go for re-financing arrangements with banks. However, strong sponsors’ support, good reputation, largest local and 2nd largest total market share, large portfolio of liquid investments worth Rs. 17 billion (approx. ), and Income from investments serve as strong mitigating factors. Bestway, Maple Leaf and Pioneer Cement have financial leverage ratios at 2. 32x, 3. 56x and 1. 64x levels which are certainly not sustainable. The DuPont suggests both profitability and leverage are a cause of concern for these companies. Lafarge Pakistan’s low profitability and poor asset utilization have greatly affected its financial results. Overall, we recommend caution for the above three players.

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Contemporary Issues in Marketing and Management - Essay Example Social media marketing involves attracting attention of products or company through social media. The huge competition among companies in the toys and games industry has resulted in the need for advertising in online sites, making sales and gaining feedback from potential customers (Foo, 2013). The emerging theme allows a company to create innovative web content that is catchy to the people visiting their sites such as facebook, linkedn and twitter. The most attractive sites gain website traffic as a result of consumers visiting the page and recommending it to their friends. Some consumers might share the content on their social network sites in the form of links. Thus, the message about a product, brand, event or company is transferred from one consumer to another. The company with the highest website traffic in the toy and game industry will conduct its marketing activities with minimal expenses since users share the content through the internet and attract other consumers (Report, 2014). In the toys and games industry electronic gadgets play a significant role in enhancing the accessibility and installation of the games application. The users may gain information through the internet and try out the games by downloading the application, which results in online sales. Play time is an essential component of a child's development and growth. Thus, toys and games become part of their upbringing. The kids will request their parents for items that they have heard off either through their friends or advertising.

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IHRM------read the requirement i send you carefully Essay

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The Essentials - Essay Example Exercise 3.1 6. Some artificial hearts are mechanisms that are prone to failure Yes, some artificial hearts are prone to failure, for instance, the case of copula. According to (Hurley, 2015), The subject term is the artificial hearts Predicate term in reference is: mechanisms that are prone to failure Copula in reference is are Quantifier is some Exercise 3.2 I 2. All governments that bargain with terrorists are governments that encourage terrorism A proposition, affirmative universal, subject distributed, predicate undistributed Exercise 3.3 II 3. All trial lawyers are people with stressful jobs. Therefore, some trial lawyers are people with stressful jobs. False. It should be all trial, lawyers. 12. Some stellar constellations are spiral-shaped objects. Therefore, no stellar constellations are spiral-shaped objects. False. It should be not all stellar constellations are spiral-shaped objects. Exercise 3.4 I 2. Some A are B. (T) Some non-B are non-A 3. All A are non-B.(F) No A are B

Project Research Paper Example | Topics and Well Written Essays - 1000 words - 6

Project - Research Paper Example This is very significant for historians and those who seek to understand their back ground. The temple does resemble the mortuary temple that was of Ramses the 2nd and is of orthodox design (Wilkinson, 2000). The temple is very well reserved and it is surrounded by an enclosure of massive mad brick that could have been fortified. Its original entry is through some fortified gate-house called Migdal and it resembles an artistic fortress. Just within the enclosure towards the south side are the chapels of Shepenut the 2nd, Nitiqret and Amenirdis the 1st. the three were titled the Divine Adoratrice of Amun. The first pylon does lead to an open courtyard, which is lined with colossal statues that are of Ramses the 3rd as Osiris in one of the sides and on the other are un-carved columns. The second pylon does lead to a peristyle hall, once more featuring Ramses the 3rd’s columns. This heads up a ramp, which heads to the 3rd pylon and then to a big hypostyle hall, one that has lost its roof. During Coptic times, there used to be a church within the temple structure; however it has been remove since. There have been alterations of the carvings in the main walls by Coptic Carvings. Along the southern wall, several liturgical festivities have been listed as well as reproduced and the temple’s economic resources that are necessary for its functionality and brought there from the temple’s numerous possessions that were donated to it by the king during its inauguration (Wilkinson, 2000). The 1st pylon where one can view 4 large hollows that are intended to hold poles made of wood, from which Divine Sigmia flew, has been decorated with bas-reliefs that show Ramses the 3rd in a ritual massacre for Asian prisoners’ process before Amun-Re (southern tower) as well as Libyan and Nubian prisoners before Amun-Re Harakhty (northern tower). On the pylon’s south western side, one may view a scene brilliantly illustrated, of bull hunting within the m arshes.

Resistance of a wire Essay Example for Free

Resistance of a wire Essay Fair Testing Definition Fairness implies that the outcome of the activity truly depends on what is being investigated, and is not being distorted by other external factors. Therefore a fair test is one where all the variables are kept constant or the same, except the variable that is being investigated. A variable is anything that can change and which may influence the outcome of the investigation. List of variables   Length of a wire.    Temperature of a wire. Resistivity of a wire.   Thickness of a wire. Person that measures the length.   Person observing the metre readings. Number of variables.   Position of the variable resistor needs to stay constant.   Number of times you do the experiment to get the average.   Apparatus needs to stay the same, so you need to do it on the same day. Statement of fairness To make it a fair test, I am going to keep all the variables the same, except the length which I am going to change. I am going to take the measurements of the voltage and the ammeter readings. Range of Measurements to be taken (for the variable being tested) I will take the ammeter and voltmeter readings of different lengths. The different lengths will be in 10cm increments, from 0cm to 100cm. Experimental Procedure Apparatus: 1. 2 Batteries 2. Voltmeter 3. Ammeter 4. Metre ruler 5. Variable resistor 6. Rheostat 7. 1m wires mounted on a metre ruler 8. Crocodile clips 9. Connecting Wires Diagram: Method: When I set up the apparatus as the diagram above, I will put the slider in the middle of the variable resistor and I wont change its position throughout the experiment. I will get a metre ruler, which has wires mounted on it. I will get the crocodile clips and put one of the clips on 0cm and the other clip on 10cm. I will read the voltmeter reading as well as the ammeter reading. I will then take the other crocodile clip from 10cm and put the clip on 20cm. I again will read the voltmeter and ammeter readings. I will do the same for 30cm, 40cm. 100cm. I will repeat the experiment 3 times so the experiment will be a fair test. Safety Precautions I have thought about the safety precautions and I dont think there are any precautions to take. The wire could get hot if the voltage was too high, but in this particular experiment the voltage is supposed to be low. Results. Results Table Experiment 1 Experiment 2 Length of a conductor (cm) Voltage (V) Current (I) Resistance (? ) Voltage (V) Current (I) Resistance (? ) Average Resistance (? ) Results (trends or patterns of observations) From my table you can see that as the length of the conductor increases the resistance and voltage also increase but, the current decreases. Each time the length of the conductor doubles the resistance more or less doubles as well. The average is only really useful when the voltage and current are about the same. If the numbers are not around the same figure the average wouldnt really mean anything. It wouldnt be a true reflection on the other results. Conclusion In the planning part of this investigation I predicted that as the length of the conductor increases the resistance will also increase because the electrons will have more cations, the electrons will find it harder to go from one side to the other side. From my results table you can see that as the length increases the resistance will also increase. When the length goes from 40cm to 80cm, the resistance goes from 3. 96to 7. 95 The reason it happens is that in my theory I stated that the length of a conductor is similar to the length of a hallway. A shorter hallway would allow people to move through at a higher rate than a longer one. Resistance in wire depends on how thick and how long it is, and what it is made of. The thickness of the wire is called its gauge. The smaller the gauge, the longer the wire. Calculation of the percentage errors from the graph Experiment 1 Experiment 2 Length (cm) Voltage (V) Current (A) Resistance (? ) Voltage (V) Current (A) Resistance (? ) Average Resistance (? ) Line of Best Fit Difference % error Evaluation How accurate was the investigation? I think the investigation was quite accurate because I repeated the experiment 3 times and the results in the results table were all close to each other. The replicates are close to together, which means I could calculate a representative average. The apparatus was accurate because I had the right amount of everything I needed. However, if the connecting wires were a bit thinner than it would have been an even more accurate investigation. Overall I think the accuracy of the apparatus was good enough for this particular experiment because it is standard and the majority of the schools in England also use this apparatus. I dont think that the method could have lead to any inaccuracies, because everything was more or less accurate. The line of best fit looks perfect and there arent any anomalous results. Was this a suitable procedure? It was a suitable investigation because I got what I expected and it proved my prediction. Also, a lot of people done this investigation like this because it is good. My graph is also good, so I know the suitability of the investigation is positive. Was the evidence sufficient to support a firm conclusion? Yes, because if you look at my graph, it was done to a good degree of accuracy. As the length doubled, the resistance also doubled, so it was reliable. Also the % of error was less than 5. 00% all the time. The replicates are close to the average. I got what I wanted because I did some research so I knew what to expect. How could the investigation be improved? Improvements I would do the experiment more time to get a better average. I would do the investigation 3 times which would mean I could do it on 3 separate graphs with the same apparatus. I would also use a longer wire from 1m to 2m. Further work After doing this investigation, I could investigate another variable such as resistivity (type of wire). I would do the experiment by doing the following; 1. I would set up the apparatus. 2. I would cut 30cm of copper, tungsten, constantan, nichrome and steel wire. 3. I would measure the voltmeter and ammeter readings. 4. I would calculate the resistance. 5. I would repeat the experiment 3 times to get an average voltage and an average current. 1 Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Electricity and Magnetism section.

Components Of Disaster Management Management Essay

Components Of Disaster Management Management Essay The occurrence of such disasters has continued to increase in a rapid succession. More than three million lives were lost due to disasters in the last quarter of a century itself. This number does not stop as billions have been affected in some way or the other. The cost of rehabilitation from these disasters has run into thousands of billions alone. The increase in the population of the world only enhances the chance of disaster risk which could cause massive casualties and harm to the human life in large numbers. The six billion mark in world population was reached on the 16th of November in 1999. The annual growth rate was estimated at nearly 1.33 %( seventy eight million every year). There is a greater risk on account of the industrialization and vast urbanization since a lot of people are moving to urban areas which do not have sufficient health care and infrastructure in place. Energy is released after accumulation in the volcanic activity or geological faults which cause seismic waves to bring about movement of the crust which is known as an earthquake. Humans are able to only detect three thousand earthquakes from the total of five hundred thousand earthquakes that occur every year. 7 to 11 out of these 3000 earthquakes cause significant damage to property and human life though this figure has increased the past few years. The toll of death due to an earthquake can range from as less as five to higher than two hundred and forty thousand. One out of two cities in a developed country is susceptible to a natural hazard like earthquake. Seventeen of the twenty largest cities are situated in countries with low resources. Eighty percent of the population of the world will reside in developing countries by the year 2025 according to an estimate. The research on natural disasters is of a lot of significance in case of developing countries. What is a Disaster? Many definitions have been put forward regarding disaster. Samuel Henry Prince started the study related to disasters in 1971 in Canada during the worst disaster witnessed in Canada. The disaster in point is the ship explosion occurred in 1917 in the harbour of Halifax, Nova Scotia. His research and social exploration of the implications of the disaster paved way for further theoretical and empirical research that lasted through the 1930s, 1940s and 1950s. This saw a change in the way disasters were perceived. The focus shifted from the primary physical agent to the description and definition of disasters related to the social impact caused by it. Various academic disciplines were dedicated to the study of nature and disasters during the 1960s and 1970s. The definition of a disaster can be classified between the national and international level. The working definition of a disaster is designed in way to suit the professional background of the place where it is defined and is closely associated to the studies, work and research that is carried out. The World Health Organization has defined disaster on the base of the resultant health implications post the disaster. They have made use of the terminology called as Health Action in Crises. The International Red Cross has taken into account the factors that cause interference in human life. IN simple words, floods, earthquakes and hurricanes only acquire the status of a disaster when they leave behind a negative and disruptive impact on the living force. Al-Madhari et al in 1997 studied if a universal definition for the term disaster is possible and came up with a definition that takes into account both the factors of economic and health implications. The definition was as follows- an event localized in time and space with one or more of the following consequences occur: 1) Ten or more fatalities, 2) Damage exceeds $1 million, 3) 50 or more people evacuated. This is the basic essence that is found in most definitions of disaster which may carry different views. All the definitions accept disaster as a situation that is beyond the cope of control of the local community which warrants the need of external help. The disasters maybe a result of naturally occurring phenomena like extreme changes in climate or weather, technological and man made threats. Psychological stages of disaster Heroic stage The heroic stage is shown by the community and the individuals within that direct the various levels of energy in the tasks of help, rescue, shelter, clean up and repair. This behaviour is carried out in the span of a few hours to even days if required. Honeymoon stage The optimism characterized by the people in the community is the showcase of this stage in spite of the losses that occur due to the disaster. There is a wide media attention and, flow of resources inwards, and reassurances by personal visits by high profile personalities that look towards the rehabilitation process of the community. They provide the hope and belief that life will return to normalcy and no traces of the disaster will be seen. These resources though tend to exhaust by the third week of the aftermath of the crisis, there is reduced media attention and the real problems in the rehabilitation program start to develop. The energy shown by the survivors in the community gradually starts to fade away and gives way to the next stage of disillusionment. Disillusionment The hard experiences, the lack of necessities and the work needed to be done to restore normalcy creeps up on the person which leads to disillusionment among the survivors. Survivors find that the various types of financial help being offered are in the form of loans instead of grant, home insurance was not the best available option and that politics played a bigger role in the decision making. Signs of disgruntlement is how by means of complaints related to abandonment, betrayal and injustice, incompetency and bureaucracy. Stress is a negative aspect that troubles the survivors which slowly disintegrates any hope that may be left. Recovery All the work for which the base has been setup starts to show results. The applications are passed, loans are approved, and reconstruction is started. The individuals start to work at their normal capacities. People start regaining the state of normalcy with a period of six months after the disaster. Some individuals might take up to thirty six months. There is an overall sense of appreciation to aspects like life, relationship and morale towards tackling problems all owed to the lessons learnt post the disaster. Stages of Disaster Response Preparation stage The main objective of this stage is to improve the healthcare system and the general system that can be improved to the extent that future disasters can be tackled with ease and efficiency. Quick Reponses Stage The main objective of this stage is to make sure that there is a prober health response in case of a disaster strike that may create some needs. Counselling is provided during this stage which is present in the current health system. There should be help sought from external sources to boost the resources that are available in case they are not sufficient to fulfil all the necessary needs. In many cases the local supplies may not be enough to meet the requirement of the community which is why the stock has to be filled with the help of some additional commodities obtained from other external sources. Recovery Stage This stage has to be worked upon continuously and lasts more than a month after the disaster takes place. This stage could go on for years depending on the resources that are available for rehabilitation and the impact and type of the disaster. The needs of the survivors are taken care of by the local providers in this stage. Federal funds may flow in case the disaster is declared as a Presidential Declared Disaster. The funding is given to those in need of individual help. Disaster Management Definition of disaster management A lot of definitions have been put forward by authors on the topic of disaster management. A lot of these definitions merely explain the meaning of the term rather than completely stating the terms of preparation for a disaster. Christopolis, Mitchell and Liljelund regarded efficient and effective abilities and result of disaster response as the main themes of preparation for a disaster (2001). Creating a local response system and providing early warnings is also a big part of preparation (Integrated Regional information Networks, 2005). The definitions by United Nations Development program, McEntire and Twigg have definitions similar in theme with their own take on the preparation for a disaster. The program by United Nations holds hazard easing as the central source for disaster preparation along with the inclusion of planning in the description (2004). Similarly, McEntire and Twigg also consider hazard easing as a crucial aspect in disaster preparation saying that it should be a p art of it (McEntire, 2003 and Twigg, 2002). McEntire talks about different factors relevant for disaster preparation as a local government function that includes vulnerability and hazard evaluation. The lesser highlighted aspects of disaster preparation are also very important. Izadkhak and Hosseni point out education to be the foremost media in the preparation of a community for disasters (2005). The emergency plans, storage of food, securing furniture to walls and creating inventories of storage commodities are a part of this level (Paton, Smith, Johnston, 2003 and Siembieda, 2001). Review of preparation literature The disaster preparedness aspect is basically dynamic in nature which keeps changing constantly. The researches find out new facts with the occurring of new disaster even with respect to the community. The disasters and crisis are consistent but the practises applied in its management still lack the capacity to provide necessary results. McEntire has worked towards some crucial points in disaster preparedness and emergency management in his study. McEntire, Fuller and Johnston and Weber (2002) published an article reviewing the emergency management and the methods related to it. The main concern in the 2002 research was vulnerability while McEntire also finished his research related to disaster preparedness. Dynes also provide his view on emergency planning. His views were based on research instead of military models. The problem solving methods of Dynes emphasizes cooperation and coordination as the key aspects. (1994). This concept has been used in developing many other models as opposed to the earlier practice of using military models and instead switching to a research based and discipline specific model. The best methods of disaster preparedness incline towards discipline specific objectives as in the case of emergency management. A valuable amount of work has been spent for the identification and evaluation of the concepts and principles that are used in disaster preparedness. Some contributions have been made to development of disaster preparedness with the aim of creating a theory based practise and practise based theory (Gillespie and Streeter, 1987). The contributions from most individuals are not aimed at the creation of a complete disaster preparedness technique but individual research has helped immensely in making contributions towards building a complete disaster preparedness plan. A case in point is the research by Kirschenbaum (2002) article based on disaster preparedness from the point of view of Israel. The inferences drawn from his study were found to be applicable in a general environment. Perry and Lindell (2003) based their study on disaster management on the principles of perspective and planning and were able to identify 10 guidelines that should be used in the process of planning. Lindell was more focused on the planning while Kirschenbaum gave more importance to localized applications and principles. Each on his own was able to contribute an important aspect that led to the creation of a comprehensive disaster preparedness plan although none of the studies focused on all the aspects on the whole. Components of disaster management Earthquake Risk The risk of earthquake is a seismic risk to the environment and its habitats. The earthquake risk is inversely proportional to the capacity of resisting it. Research based on social learning by May (1994) shows that the more knowledge that is available, the less is the worry and lesser in the rationale for prevention. Knowledge and the use of the knowledge in the best way are required to improve the safety measures today. There is a process known as Earthquake Risk Management that works towards the prevention of threat or danger from an earthquake, reducing risk or consequences of an earthquake. It also deals on topics like preparation for dealing with a disaster, responding to a threat due to natural disaster, capacity building and knowing the effects of the natural disasters. There are the basic points of evacuation, rescuing, relief, rehabilitate and reconstruct that are covered. The population in India was marked at over a billion in 2001 and is estimated to be doubled by the yea r 2050. This calculates to a population growth of 1.61% per annum. The risk of earthquake increases by leaps and bounds in such a scenario. The urban areas are been populated to the extent of being overcrowded and figure in the highest density in the world of 237 people per square kilometre. This only worsens the situation. People in thickly dense areas have no alternative but to live in conditions like low lying areas situated closely near the rivers. This makes it mandatory to keep a full time alert and be ready with a disaster preparedness plan. Gillespie and Banerjee (1993, pp.242) have proposed there is a 5 stage plan which spirals upward with more refined levels including avenues, assessment, knowledge, preparedness and practise. The central point in these levels is considered to be knowledge. As pointed by Srivastava et al (2007), the reduction in disaster risks can be brought about by the proper use of information. Disaster management planning for earthquake In the past few decades, a high level of importance has been attached to the effective and efficient management of information and its use as a key component of disaster management in the regions of Asia especially Pacific Asia. Disaster management information systems have been setup by a number of countries according to their own calculations and needs. The applications include early warnings, reduction of disaster risks and emergency planning. The information plays an important part in disaster management and it should be used wisely. The needs of the information related to disaster management can be classified in two activity categories Pre disaster activities like research and analysis, prevention, risk assessment and preparedness. Post disaster activities like rehabilitation, response and reconstruction. The data related to disaster can also be classified into two categories- Pre disaster data consisting of the risks and the country Post disaster data showing the impact of the disaster and the resources available to counter the effects. National Disaster Management Information System The main aspects of a disaster management information system is a database containing the following- Mapping of hazard assessment Vulnerability Assessment Distribution by Demography Lifelines, Infrastructure and Critical Facilities Transportation Routes and Logistics Material and Human Response Resource Communication Facility The use of Disaster Management Information System is based on three aspects- Preparedness planning Response and mitigation Recovery Earthquake activities Preparation and Planning Identifying areas prone to earthquake Identifying problems Identifying and using Resources Control and command Advance Preparatory Action Post earthquake activities The relief activities needed to be performed by the government are- Maintaining uninterrupted communication Endorsing disaster preparedness and relief measures through media like newspaper and AIR. Evacuating and movement of commodities of essence such as petroleum should be facilitated in transport. Making sure that essential commodities are available at a reasonable rate. Providing adequate supply of drugs, vaccine and medicine. Restoration and preservation of physical communication links. Providing infrastructure such as latrines, shelter, electricity, road etc. On a temporary basis by making the necessary investment. Mobilising financial resources. In addition to these aspects, there are certain secondary functions that are needed by the relief efforts of the State such as Military aid should provide relief, restoration and rehabilitation services to the civil authority. Backup plans for cattle preservation, crops and health measures should be put in place. Technological and technical inputs for providing drinking water. Providing technical assistance for water management, water budgeting and several other uses. Coordinating activities of the voluntary and state agencies. Knowledge Management The knowledge related activities are dealt taken care of by the knowledge management procedure (Wiig, 1997: Civi, 2000). These activities include organizations and creation of knowledge along with share and use of the knowledge. Knowledge management can be more appropriately defined as the strategies and processes of identifying, capturing and leveraging knowledge. This definition was provided by the American Productivity and Quality Centre. Knowledge management is a field on the rise which has been able to collect considerable attention especially from the industrial community. A large number of industrial organizations have taken to knowledge management programs which serve as proof of its widespread use. These programs are helpful in making the industries more competent and improving their organizational performance. It is only a matter of time when all the companies will adopt such a program and the only factor to be accounted for is the way in which it has to be implemented to m ake optimum use of knowledge management and managing it properly at the same time. Implementation of Knowledge Management The Knowledge Management concept has caught a lot of attention due to its importance but there are only a few industries that have been able to make optimum use of the knowledge management techniques by managing the knowledge in their respective organizations. Stoney and Barnett (2000) suggest that a major number of Knowledge Management steps are bound to fail. This is due to the fact that the implementation of Knowledge Management is not an easy task that can be carried out by an organization. Technological infrastructure needs to be in place for the implementation of Knowledge Management along with change in the culture of the organization and managing knowledge of different types. Organizations that have made use of the Knowledge Management without making certain of the necessary resources at their disposal have mainly failed due to improper infrastructure and implementation. Implementation of the Knowledge Management is a tough task for any organization as pointed out by Drucker (1993) who is known as the father of modern management theory. He stressed on the fact the biggest challenge faced by an organization is the building of a systematic framework for the management of knowledge. Hence, it is imperative to build a perfect prototype or framework which helps the organizations before the implementation of Knowledge Management. Framework definition According o the Oxford English Dictionary, (2003), the framework is defined as a structure composing of parts that are framed together especially designed for enclosing or supporting anything like a skeleton or a frame. Popper (1994) has defined framework as a set of assumptions or fundamental principles of intellectual origin that form the basis for action. In accordance with these definitions, framework can be said to be a framework or a structure formed using a set of specific instructions or principles that is required to provide a base for carrying out necessary activities and actions. Knowledge Management Frameworks According to Rubenstein-Montano et al. (2001b), Knowledge Management frameworks are categorized as a mode of providing guidance in a specific discipline. This means that it shows the way towards the building of Knowledge Management in a specific discipline completely. Dale (1999) defines framework as a tool used for the development and laying out of plans, a guide that helps an organization to carry out a certain action that works best for their business needs at their own pace. The framework most importantly acts as a link between the practical and theoretical aspects of the Knowledge Management and eases its implementation during an emergency or disaster. Various Knowledge Management frameworks The frameworks that have been described in theory are made to focus on different parts of Knowledge management and achieving its various purposes. The most popularly known framework is the framework for knowledge creation created by Nonaka (1991, 1994) that explains the evolution and conversion seen between tacit knowledge (not easy to articulate) and explicit knowledge (can be easily put into words). This is not the perfect form of a framework since it is only concerned with the creation of knowledge which is nothing more than a part of the Knowledge Management. Another type of framework that is described in theory is the one that provides information on cyclic processes of the Knowledge Management. From the studies of Rubenstein-Montano et al. (2001a), it is evident that many of these frameworks only provide activities that stress on the knowledge cycle activities. They lay importance on phases of knowledge without providing supervision in the implementation of Knowledge Management. The examples of such frameworks are plenty including the framework by Bose and Sugumaran (2003) and many of the frameworks that were studied by Rubenstein-Montano et al. (2001a). A third type of framework is the one developed by researchers that is used to explain the performance of Knowledge Management in an organization. The framework provides reference to shoe the analysis, structure and evaluation of the Knowledge Management in various organizations belonging to different fields. They were developed by Apostolou and Mentzas (1998). Framework requirements The framework helps in understanding, improving awareness and gives the conceptual definition of the Knowledge management that informs the people about the processes involved in it. Al the components can be understood with the help of a framework and puts the Knowledge Management in perspective by providing the people with a clear and concise vision which helps in its implementation. Managers find framework as a beneficial and important tool since it helps to decide whether all the aspects related to the Knowledge management have been covered that may be easily overlooked without the framework. It also helps in enabling the implementation process and helps coordinate the efforts put in by the organization in a controlled and systematic way. System Approach Framework Holsapple and Joshi (2002) laid out a three layer framework which consists of three major building blocks known as knowledge resources, activities and influences. The resources pat highlighted the pool of the knowledge of the organization that can be classified into six main forms of resources namely participants knowledge, infrastructure, culture, knowledge artefact, strategy and purpose. The activities block represents the processes to be used by the organization for manipulating the knowledge resources. Holsapple and Joshi (2002) were able to identify 4 activities related to this aspect namely acquiring, selecting, internalizing and using the knowledge which means the generation and externalization of knowledge. The manners in which these activities are performed tend to be influence by a number of factors that can be seen in the next block called as knowledge influences. The implementation is greatly influenced by this block and is classified into three categories namely resource (human, financial, material and knowledge), managerial (coordination, leadership and measurement) and environmental (customers, competitors, suppliers, markets and other conditions). The three aspects when viewed collectively act as the main components in the operation of Knowledge Management. A framework was created with the idea of four stages namely review, concept, reflect and act by Wiig et al. (1997) in order to explain a number of Knowledge Management techniques and methods. Review is the first step and relates to evaluating and monitoring the performance of the organization to find out whether the desired results have been obtained. Conceptualize has two parts namely analysis of knowledge and inventory knowledge. The former is used to identify and assess the problems, weakness, strengths threats and opportunities related to knowledge. The latter is used to find out the state of knowledge in the organization by finding out the knowledge assets. TH reflect part is used for the following- Create teams for assessing. Find out the Knowledge management requirements. Collect knowledge by identifying. Design structure to knowledge in warehouse. Maintain technology. Test the technology again. Train the knowledge workers. Show the use of Knowledge management practises. Track the usage. Get the system to start. Measure the productivity and quality, measure Knowledge Management practices. Conduct assessment review of the processes. Hygoyo Protocol Framework of Hyogo The priorities, mission and vision of the National Framework were created in synchronisation with the Hyogo Framework of Action (HFA) 1005-2015 that was agreed upon by all the nations in January 2005 in the city of Kobe, Japan during the UN-World conference held for Disaster Reduction. The expected result of the HFA after ten years is significant reduction in the lives and economic, social and environmental assets of the countries and communities. The following objectives have been adopted by HFA to attain the desired results- Better integration of disaster risk considerations and accordingly makes development policies. Planning at all the levels with focus on disaster prevention, preparedness, reduction and vulnerability reduction. The strengthening and development of institutes, capacities and mechanisms at all the levels especially at the community level that can help in building resistance to hazards. Incorporation risk mitigation approaches in the implementation of recovery programs, response and emergency preparedness that is used in rehabilitation of the affected communities. Scope This particular framework relates to provision of guidelines and direction to the national, local and provincial institutions. Aspects such as capacity building and vulnerability reduction are the crucial factors that help the communities and institutions to counter disaster risks. The strategies, policy implementation are taken care by this phase and programs for the parts of disaster are provided for. There are certain challenges that are recognized in the five major areas as follows- Governance- legal, organizational and policy frameworks. Risk identification. Monitoring, assessment and early warnings. Knowledge education and management. Reduction of risk factors. Preparedness to improve response and recovery. The Yokohama strategy concludes in its review the discussions in the World Conference on Disaster Reduction and the desired result that was decided can be described into five priorities of action as follows- Make sure disaster risk is a local and national priority with a very strong institutional base for execution. Identify, monitor and assess the disaster risks and identify early warnings. Use innovation, knowledge to build a safety culture which is strong at all the levels. Reduce the risk factors Make the disaster preparedness strong for better response. Case study of earthquake in Pakistan with respect to Knowledge Management The earthquake in Kashmir in 2005 was a massive earthquake with its epicentre in Pakistan controlled Kashmir close to the city of Muzaffarabad that affected the Khyber Pakhtunkhwa and Gilbit Baltistan province of Pakistan. It took place at 8:52:37 PST on the 8th of October. It was similar in size to the 1906 San Francisco earthquake and 2001 earthquake in Gujarat with magnitude of 7.6. Tremors of this earthquake were felt in surrounding nations like western China and Tajikistan. Four people died in Afghanistan while close to fourteen hundred people died in India controlled Kashmir according to reports. The damage caused was blamed on poor construction and major up thrust. Infrastructure Network usage- the network usage was high throughout the phases of recovery. Data and voice communication was very good in Islamabad. The landline network was brought on track within a coupe of days in town hit by the earthquake and the cell network was extended post the earthquake. The areas that were hit the worst had no assistance and relief and were left with no communication. Some parts were wiped out entirely. The skills to manage the technology were available in Pakistan but the management was not properly planned. Network Availability- At first the network was very low during recovery and later was raised to a medium level. The inconsistency of connection was the main factor rather than low bandwidth. The connection would break consistently which proved to be disruptive. The limitations were known fully in the remote areas but the staff did not pay heed to the cell coverage problem. Cell phones are not adequate in such circumstances. Interoperability- This aspect worked at all times during recovery and it worked in the favour of national staff success. Communications technology staff had prior experience working for NGO and used their contacts in organizations to full effect. Data Information The information was inaccurate throughout the recovery. The situation reports were not reliable. The data was circulated internally and contained insufficient information related to needs such as fundraising, donors and advocacy. This resulted in various queries sought from the headquarters to the staff for more information. Another shortcoming was the information distribution. There was lack of communication with the UN that put the NGOs at a los since they did not know the plans put in place by UN and the problems they faced. The cluster approach by the UN shoed positive results in the initial four weeks for common approaches, joint analysis and programming. Some participants did not take part in the cluster group (Food, Water, Sanitation, Education and Health). The coordination was improved with the establishment of the District Relief and Recovery Committee with

Cultural diversity and innovation

Cultural diversity and innovation CULTURAL DIVERSITY AND INNOVATION 1. Preface This paper is written as an assignment for the course: Societal Developments and Institutions. This paper contains a literature study for the workgroup cultural diversity, by a first year master student organization studies at the University of Tilburg. This paper is written with the help and suggestions of my teacher, mister Mutsaers, who provided some helpful articles to start this paper. 3. Introduction 3.1 Research problem In the Netherlands we live in a multicultural society. In this society there are a lot of members with lots of different cultural backgrounds. These members of the multicultural society will have to work together in organizations. Groups in organizations have become more diverse in terms of their demographic composition over the years and will continue to become more diverse in years to come (Jackson, 1992; Triandis, Kurowski, Gelfand, 1994; Williams OReilly, 1998). Also the process of globalization leads to organizations with members with different cultural backgrounds. According to Cox and Blake (1991) the recent business trends of globalization and increasing ethnic diversity are turning managers attention to the management of cultural differences. Numerous companies have discovered that increasing the diversity of their workforce pays off in improved performances (Curseu, 2007). According to Cox and Blake (1991) a well managed, diverse workforce holds potential competitive adva ntages for organizations. However not all scientific research comes to the same conclusions. Research on the relationship between workgroup diversity and performance has yielded inconsistent results (van Knippenberg, 2004). This inconsistency in results on the relationship between cultural diversity and organizational performances provides a great opportunity for further research. This literature study will focus on one specific part of organizational performance, namely innovative performance. Innovative performance is important for organizations because innovativeness stimulates economic development by fueling the engines of corporate growth (Schumpeter 1934, Penrose 1959). Without it, firms eventually wither and die. Advocates of the value-in diversity hypothesis suggest that work team heterogeneity promotes creativity and innovation (Cox Blake, 1991). Since cultural diversity is one aspect of work team heterogeneity, this would mean that cultural diversity also has a positive effect on organizational innovative performance. This study will examine the advantages and disadvantages of cultural diversity on organizational innovative performance, in order to find out what the effects of cultural diversity are on an organizations innovative performance. 3.2 Research goal. The goal of this research is to find out what the advantages and disadvantages of cultural diversity within organizations are with respect to the innovative performance of the organization. 3.3 Research Question The research question of this paper is: What are the effects of racial diversity in organizations on the innovative team performance? 3.4 Research relevance Social relevance The social relevance of this paper is probably very low. This paper only examines the advantages and disadvantages of cultural diversity in organizations on innovative performance of organizations. There wont be any solutions provided that will have an impact on society. Practical relevance The practical relevance of this paper is that when managers of organizations want to find out what the effects of cultural diversity are for the innovative performance of their organization they could study this paper and use the results to decide how cultural diverse they want their work teams to be, that is working on innovations, so they could come to a high organizational innovative performance. Scientific relevance Unfortunately, research on the positive and negative effects of work-group diversity has largely developed in separate research traditions, and an integrative theoretical framework from which to understand the effects of diversity on team performance is missing (Guzzo Dickson, 1996; Kozlowski Bell, 2003; Williams OReilly, 1998). This paper will not research the positive and negative effects of all kinds of diversity within organizations on all kinds of group performances, but it will integrate the positive and negative effects of cultural diversity within organizations on the innovative performance of the teams in the organization. So this research could be seen as a start of integrating separate research traditions. So further research could build on this paper. 4. Theoretical background. In this paper literature is researched and analyzed, in order to answer the question: What are the effects of racial diversity in workgroups on the innovative team performance? To answer this question a few important concepts will be used. The first concept used in this thesis is diversity. The term diversity often provokes intense emotional reactions from people who, perhaps, have come to associate the word with ideas as â€Å"affirmative action† and â€Å"hiring quotas† ; yet it is a word that simply means â€Å"variety† or a â€Å"point of respect in with things differ† (American Heritage Dictionary of the English Language, 1993; Websters Dictionary of the English Language, 1992). Diversity refers to differences between individuals on any attribute that may lead to the perception that another person is different from self (e.g., Jackson, 1992; Triandis et al., 1994; Williams OReilly, 1998). This first concept is a very general one. For the sake of this paper this definition has to be narrowed down. In this paper we will study team diversity. Team diversity is a group characteristic that reflects the degree to which there are objective or subjective differences between people within the team (van Knippenberg Schippers, 2007). These may be differences in demographic characteristics such as age, gender, or ethnicity, in job-related characteristics such as functional background or organizational tenure, in more deep-level (Harrison, Price, Bell, 1998) psychological characteristics such as personality, attitudes, and values, or on yet other dimensions of differentiation ( Dijk, Engen, Knippenberg, 2009). In an effort to organize thinking about different types of diversity some researchers (Cummings, Zhou Oldham, 1993; Jackson, 1992; Jackson, May Whitney, 1995; Maznevski, 1994; Tsui, Egan OReilly, 1992) have suggested ways of categorizing different types of diversity (Milliken Martins, 1996). One common distinction is between diversity on observable or readily detectable attributes such as race or ethnic background, age or gender, and diversity with respect to less visible or underlying attributes such as education, technical abilities, functional background, tenure in the organization or socio-economic background, personality characteristics, or values (Cummings et al., 1993; Jackson et al., 1995; Tsui et al., 1992) In this paper the focus is on one of the observable attributes of diversity, namely: racial diversity. Racial diversity is the diversity within teams in race. The second important concept of this paper is a team. Teams can be defined as a set of two or more actors who interact dynamically, adaptively and interdependently who share common goals or purposes; and who have specific roles or functions to perform (Salas et al., 1992). This paper studies teams, because organizations are increasingly relying on teams for innovation (Ilgen, Hollenbeck, Johnson, Jundt, 2005). Different articles use different names for teams. In a lot of articles the auteur refer to work groups. When the term work group is use in another article, it will be changed into teams so that this paper will be more consistent. The third important concept in this paper is radical innovation. Radical innovations are fundamentally different from things invented before and they represent revolutionary changes in technology. They lie at the core of entrepreneurial activity and wealth creation (Schumpeter, 1975). 5. Methodology 5.1 Research approach This research could be described as explorative, because it combines literature of cultural diversity with literature on organizational performance and innovative performance in a way that results in a clear overview of advantages and disadvantages of cultural diversity on innovative performance. This overview is still missing in the literature so far. So this paper really explores the effects of cultural diversity on innovative performance in a way that hasnt been done before. 5.2 Data collection To find literature for this thesis the website www.webofscience.com will be used. The articles you can find on this website conform to the ISI-norms. These norms make sure that the article are from a high quality.. The methodology used in the articles to come to results have to be convincing so that the results are valid. When the article is considered useful for this thesis the whole article will be analyzed carefully. Also the website Google scholar and the online library of the University of Tilburg will be used to find literature about the main concepts of this thesis. To search for literature key words will be typed in at the search functions of the sites. The key words that will be used are:, cultural diversity, innovation, radical, team, organization, performance, work groups. These key words will be used in different combinations. The literature used in this thesis will be analyzed by first reading the abstract and discussion/conclusion parts of the articles. The articles are considered relevant when the topics of the articles have a connection to the topic of this thesis. When this is the case the articles will be selected. By doing this time will be saved by not reading a lot of irrelevant literature. Ones articles are selected the snowball function that the web of science offers will be used to find more literature. Snowballing can happen forwards (who cites the article) and backwards (who are cited in the article) by looking at the reference list of the articles. Both kinds of snowballing will be used in this thesis. Of course there will also be searched for more articles of the same writer, to find out if this writer has written more relevant articles for this thesis. 5.3 data analyses The articles will be systematically analyzed. The articles will be read to see what they are about exactly. The articles that are about the effects of racial diversity on team performance will get a number. Author Article number The key ideas of the article will be summarized so that it will be easy to find back which articles are about which topic. A distinction will be made between positive and negative effects on team performance. So the effects of racial diversity on team performance that have been found in articles will be easy to find back in the table. Article number Negative effects Positive effects 6. results Effects of racial diversity on innovative team performance Diversity is a characteristic of a group of two or more people and typically refers to demographic differences in one sort or another among group members (McGrath, Berdahl, Arrow, 1995). Researchers predictions about any one diversity variable differ depending on which of the dimensions they see as critical to determining its impact (Ely Thomas, 2001). Pelled (1996) predicted that racial diversity, as a source of visible differences, would incite intergroup bias and lead to negative outcomes for teams. But racial diversity could also have positive outcomes when you look at it from a different perspective. Cox, Lobel and McLeod (1991) predicted that racial diversity, as a source of cultural differences, would enhance creative problem solving and lead to positive outcomes for teams. In another study , McLeod and Lobel (1992) found that teams that are heterogeneous with respect to the ethnic backgrounds produced higher quality ideas on a brainstorming task than more homogeneous teams d id (Milliken Martins, 1996). Other researchers have found results that suggest that racial diversity could both have positive and negative effects on teams in organizations. More specifically, diversity in a team can produce lower cohesion and miscommunication among group members, which can lead to team conflict (Jehn, 1995). Some of this conflict may be productive—if, for example, it avoids â€Å"groupthink† and brings additional points of view into the discussion—whereas other forms may worsen team performance (Kochan et.al., 2003). Findings on the effects of racial diversity on team performance have been inconsistent in the literature so far. In some teams, diversity may improve performance, while in other teams, diversity may be detrimental to performance (Jackson, 1992; Jehn et al., 1999; OReilly Flatt, 1989; Richard, 2001; Steiner, 1972).. For example, the effects of diversity on team performance might be more favorable if group leaders and members build on team members creativity and information (Kochan et.al., 2003). In this paper the effects of racial diversity are studied on one particular kind of team performance, namely the innovative performance of teams. The type of innovation that is discussed in this paper is radical innovation. Racial diversity will be more positively related to performance, the more performance is contingent on the in-depth processing and integration of task-relevant information and perspectives (van Knippenberg et al., 2004). That is, if diversitys potential benefits derive fro m a process of exchanging and integrating diverse information, knowledge, and perspectives, diversitys benefits should be more evident the more task performance can be expected to benefit from information elaboration (Dijk, Engen, Knippenberg, 2009).This is the case much more for complex, knowledge-intensive tasks requiring the generation of non-routine solutions to complex problems and complex decisions than for more simple and routine task with lower information-processing requirements (Jehn et al., 1999). In line with this argument, a small meta-analysis of 13 studies by Bowers et al. (2000) confirmed this prediction, showing that diversity was positively related to team performance for complex tasks but negatively related to performance for simple tasks (Dijk, Engen, Knippenberg, 2009). Since the creation of radical innovations can be considered as one of these complex tasks, it can be assumed that racial diversity has a positive effect on the team ´s innovative performance. Innovation requires a creative spark and out-of-the-box thinking (Zhou Shalley, 2008). Diversity may be particularly conducive to such out-of-the-box thinking, because the exchange and integration of diverse perspectives may stimulate new ways of looking at the issues at hand and the need to integrate divergent perspectives may give rise to more creative solutions to problems and more innovative products (Paulus Nijstad, 2003; van Knippenberg et al., 2004). Thats why according to van Dijk, Engen, van Knippenberg, innovation teams may have more to gain from diversity than other teams. A very important factor to improve an team ´s innovative performance is the creation of ideas. The insights, skills, and experiences employees have developed as members of various cultural identity groups (racial diversity) are potentially valuable resources that the work group can use to rethink its primary tasks and redefine its markets, products, strategies, and business practices in ways that will advance its mission (Ely Thomas, 2001). The greater the informational resources available to the team, the more the team should be able to reach an in-depth understanding of the task, solve problems encountered in the course of task performance, and reach high-quality outcomes in terms of the creativity, innovation, and overall quality of the teams products, ideas, or decisions (Dijk, Engen, Knippenberg, 2009) .The differences in information and viewpoints may also give rise to task conflict and dissent; faced with the need to solve these conflicts and reconcile opposing views, team members may engage in more elaborate processing of task-relevant information and search for more creative problem solutions than would be the case in the absence of conflict and dissent (Knippenberg, de Dreu, Homan, 2004). As a result, task conflict and dissent may be associated with better and more creative team performance (e.g., De Dreu, Harinck, van Vianen, 1999; Tjosvold, 1998). There is some literature suggesting that task conflict is negatively related to team performance (De Dreu Weingart, 2003b), and others state that it is not so much the presence or absence of conflict but instead the way conflicts are managed that helps or hinders teams to perform effectively (De Dreu Weingart, 2003a; Lovelace, Shapiro, Weingart, 2001; Simons Peterson, 2000; Tjosvold, 1998). Third, and perhaps most important, performance does not benefit from conflict and dissent per se but from the process that conflict and dissent is assumed to promote: the deep-level and creative processing of diverse information and viewpoints (Knippenberg, de Dreu, Homan, 2004). However, the exchange of diverse information, ideas, and viewpoints may also stimulate such in-depth processing without conflict or dissent (Knippenberg, de Dreu, Homan, 2004). This is why racial diverse teams can outperform, more homogeneous teams. The proposition that diverse teams may outperform more homogeneous teams follows from the reasoning that the exposure to more diverse information and perspectives may promote elaboration of task relevant information (Knippenberg, de Dreu, Homan, 2004).This, in turn, would be expected to lead to more thorough and creative information processing, problem solving, and decision making. Such expected outcomes, then, give rise to the proposition that diversity may benefit performance to the extent that performance requires information processing, creative and innovative idea generation and problem solving, and/or high quality decision making (Knippenberg, de Dreu, Homa n, 2004), such as innovative performances. So whether racial diversity stimulates task-conflict or not, the fact that racial diversity promotes differences in information and viewpoints remains. These differences in information and viewpoints are beneficial for creativity, which results in improved innovative team performance. So as a result this papers states that, racial diversity has a positive effect on innovative performance through the enhanced creativity of the team, because of the differences in information and viewpoints that racial diversity provides. Organizations may increase their number of racial minorities, to better match the demographic characteristics of their significant customers in order to achieve a competitive edge in the market (Cox, 1994). As racioethnic populations (minorities), increase as a ratio of the whole population, it behoves organizations to adjust their human resource mix to reflect the target market they are attempting to reach (Richard, 2000). As firms reach out to a broader customer base, they need employees who understand particular customer preferences and requirements (Morrison, 1992). According to Cox Blake (1991), the insights and cultural sensitivity, that racial diversity, brings to a marketing effort improve an organizations ability to reach different market segments. These insights and cultural sensitivity can be of great important to the organization for the creation of new business ideas and the creation of innovations. It means that the organization has to compose racial diverse teams in o rder find out new market opportunities and business ideas. So from this perspective racial diversity has an positive effect on innovative team performance. Racial diversity also has a positive effect on innovative performance from a resource-based point of view. Human resources, particularly diverse resources, are protected by knowledge barriers and appear socially complex because they involve a mix of talents that are elusive and hard to understand (Lippman Rumelt, 1982). Knowledge-based resources depend upon large numbers of people of teams engaged in coordinated, creative action providing a firm competitive advantage (Barney, 1991; Hart, 1995). Therefore, an team with a diversity of perspectives should have more resources to draw on and should be more creative and innovative (Richard, 2000). Maznevski (1994), suggested that racial diversity, as a source of inherent and immutable differences, would provide teams with different kinds of information from which they could potentially benefit, but such differences would often be difficult for parties to understand and accept. These different kinds of information are especially valuable for the innovative performance of team. The different kinds of information are important for the creation of new ideas that could evolve in successful innovations. The fact that different parties could have problems with understanding the information and accepting it, seems very relevant for innovation projects, since innovative performance is depending on the creation of new ideas. So from this perspective racial diversity could have a positive, as well as a negative, effect on innovative team performance depending on how the problems with understanding the information and accepting it, are managed. Another important variable when looking at the influence of racial diversity on team performance is power differences. There is much theoretical and empirical support for the notion that paying attention to differences in power and status is critical for understanding diversity in organizations (Ely Thomas, 2001). According to Aldefer (1987) the distribution of power among cultural identity groups, both inside the organization and in the larger society, is key to how people think, feel and behave at work. Ely and Thomas (2001) state that different racial groups holds different status and power. In organizations, status differentials are reinforced when higher-status identity groups are disproportionately represented in positions of organizational authority and are challenged when they are not (Alderfer, 1987; Lau Murnighan, 1998). The distribution of power within could than have a negative as well as a positive effect on team ´s innovative performance. For racial diversity to hav e a positive impact on team performance, different identity groups should be equally distributed throughout the hierarchical position within the organization, so that there is not one overruling way of thinking within the organization. Another negative effect from racial diversity is, that differences in race could lead to the formation of subgroups. The social categorization perspective holds that similarities and differences are used as a basis for categorizing self and others into groups, with ensuing categorizations distinguishing between ones own in-group and one or more out-groups (Knippenberg, de Dreu, Homan, 2004). Racial diversity, as part of the social categorization perspective, is one of these factors that lead to the categorizations. People tend to like and trust in-group members more than out-group members and thus generally tend to favor in-groups over out-groups (Brewer, 1979; Tajfel Turner, 1986; Turner, Hogg, Oakes, Reicher, Wetherell, 1987). Consistent with research on similarity/attraction (Williams OReilly, 1998), this signifies that team members are more positively inclined toward their team and the people within it if fellow group members are similar rather than dissimilar to the self. Mo reover, categorization processes may produce subgroups within the team (i.e., â€Å"us† and â€Å"them†), and give rise to problematic inter-subgroup relations (Knippenberg, de Dreu, Homan, 2004). As a result, the more homogeneous the team, the fewer relational conflicts will occur (Jehn et al., 1999; Pelled, Eisenhardt, Xin, 1999). Since racial diversity increases the heterogeneity of the team, the assumption is that racial diversity, as a source of visible differences, would incite intergroup bias and lead to negative outcomes for teams. These negative outcomes also occur in innovative workgroups. When organization are trying to innovate, they often put members of different teams (or organizations) together to come up with these innovations. This would mean that the intergroup relations of members of these different teams (or organizations) should be good. But categorization processes may produce subgroups within the team and give rise to problematic inter-subgroup relations (Knippenberg, de Dreu, Homan, 2004). When this is the case the team ´s innovative performance will decrease, because the problematic inter-subgroup relationships increase emotional conflict. In contrast to the earlier mentioned task conflict, emotional conflict tends to diminish performance (Pelled, Eisenhardt, Xin, 1999). Racial diversity can also have an impact on commitment. Findings suggest that individuals who are different from their team in racial background tend to be less psychological committed to their organizations (Tsui et al., 1992). Another result from this same research has indicated that absents takes places more often in racial diverse teams, than in teams that or more homogeneous when it comes to racial backgrounds. Tsui et al., (1992), also state that racial diverse members are less inclined to stay with the organizations, which implicates a higher amount of turnovers in racial diverse work teams. Although these effects are more on a individual level they could impact the whole organization. When the dissatisfied members leave the organization, the organization will then become more homogeneous and the positive effects of racial diversity could than possibly disappear. 7. Conclusion As a conclusion it is fair to say that racial diversity both has negative as well as positive effects on team performance. The negative effects of racial diversity on team performance are: Lower cohesion Intergroup bias Miscommunication Group conflict (can also be positive) Difficult to understand and accept information Relational conflict Decreased commitment More turnover. Even though racial diversity can have negative effects on the performance on teams, this paper has shown that there are also a lot of positive effects from racial diversity on team performance. These positive effects are: Out of the box thinking Higher quality ideas Creative problem solving Task conflict Creation of new ideas Deep-level and creative processing of diverse information and viewpoints Better match the demographic characteristics of their significant customers The insights and cultural sensitivity, that racial diversity, brings to a marketing effort improve an organizations ability to reach different market segments Different kinds of information This paper has shown that especially these positive effects are very relevant when looking at the radical innovation performance of teams. The creation of radical innovations is a complex task, that requires creative thinking, diverse information and multiple perspectives, since all innovation starts with creative ideas (Amabile, 1996). So it are the positive effects that are extremely relevant in the case of radical innovation. This is why racial diversity increases a team ´s radical innovation performance. 8. Discussion Theoretical implications The goal of this research was to find out what the advantages and disadvantages of cultural diversity within a team are with respect to the innovative performance of the a team. By studying literature on racial diversity this paper has come to a clear overview of positive and negative effects. The practical relevance of this study is that the results have shown that especially the positive effects of racial diversity are beneficial for the creation of radical innovations in teams. This could be usefully for managers of organization, trying to increase the innovative performance of the organization. They should try to increase the diversity of the teams in their organizations. The scientific relevance of this paper is that it has separated racial diversity from other types of diversity. A lot of literature mixes different types of diversity in their studies, which makes it unclear what the effects of different types of diversity are on team performance. This paper has provided a clear overview of the effects of one type of diversity, namely racial diversity, on one type of team performance, namely innovative performance. As stated before, the social relevance of this study will be low, since it is not likely that this paper will have an impact on society. Managerial implications This research could be very useful for managers as innovation is a key factor in organizations ability to create a sustainable competitive advantage (cf. Zhou Shalley, 2008) and organizations are increasingly relying on teams for innovation (Ilgen, Hollenbeck, Johnson, Jundt, 2005). This makes it important for managers to compose the right teams to work on innovation project. This paper has shown that it is best for managers, to compose a team that is racial diverse, since racial diversity has positive effects on the innovative outcomes of teams. Limitations and recommendations One of the limitations of this paper is that there are only a limited amount of articles studied. There are so many articles about different types of diversity and their effects on group performance that it is hard to take them all into consideration. Another limitation is that research doesn ´t include moderation effects. Some authors have indicated that since both negative as well as positive effects of racial diversity have been found, it is time to do more research about moderating effects. As van Knippenberg, De Dreu, Homan (2004) say it: `The state of the science thus suggests that in order to advance our understanding of the relationship between diversity and performance, we should look for moderators of the diversity-performance relationship`. This is a recommendation for further research on the topic of the effects of racial diversity on team performance. Another recommendations is that more research, that directly studies the relationship between racial diversity and innovative team performance is needed. This paper has studied effects of racial diversity on group performance, and then made a link to innovative performance, by using the characteristics of radical innovations. A direct research could increase the reliability of the results that were found in this research. 9. references. Aldefer, C.P. (1987). An intergroup perspective on group dynamics. Handbook of organizational behavior. 190-219 Cox, T.H., Blake, S., (1991). Managing cultural diversity: implications for organizational competitiveness. Academy of Management Executive, 5 (3):45-56 Ely, R.J. Thomas, D.A. (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly, 46(2): 229-273. Curseu, P.L. (2007). Complexity in organizations. Pearson Education Ltd. London GB. Ilgen, D. R., Hollenbeck, J. R., Johnson, M., Jundt, D. 2005. Teams in organizations: from input-pr