Forget Hell Essay Example for Free

Forget Hell Essay The Civil War was one of the most remembered part of the history, not only for the countries who participated in it, but also for the rest of the world. Civil War, also known as the â€Å"War Between the States,† is highly commemorated due to the great number of lives lost within the same grounds of their mother country. The conflict between the Northerners and the Southerners based on their principles became and larger and grew more distinct which eventually has led to the war. The American Civil War was fought between the Northerners who opposed slavery and the Southerners who formed the Confederate States of America (Confederacy), who supported slavery. The Northerners who were loyal to the ideals of democracy felt that slavery should be refuted in any state. On the other hand, Southerners have long believed that they have belonged to slavery and thus, opposition to such beliefs renders them insubordination and unfaithful to their state. The article written by Charles Joyner entitled â€Å"Forget Hell† is an account of the sentiments and emotions that grew strong at the wars aftermath. The effects of the war is always at the greatest height after all the deaths have been recounted, and the families who lost loved ones and properties have mourned over their losses. Their pain is even more painful at the thought that they have all given their best, and they have hoped for a victory but were rather disappointed. But the most excruciating pain lies in some of them realizing that they have lost the battle, they have lost their loved ones for a reason which they are now doubtful for. Nonetheless, behind the sorrow caused by the losses and the pain of realizing that they fought for a reason that is now more contented than being celebrated, there are lessons to be learned and mistakes that are yet to be corrected. The issue of slavery became pronounced more than ever during this era. America has been divided between those who stand for it and those who opposed it. And this antagonism ignited a fire between the two opposing sides. For the Northerners, it was important that the bonds of slavery to untangle their fellow Americans. They believed that the Southerners lost the battle because they fought only with bravery but without honor or pity. On the other hand, for the Southerners they have believed that they have been chained towards slavery and to refute this idea is a treachery against their nation. The American Civil War was fought due to the differences between beliefs. Indeed, every war fought in the rest of the world was caused by antagonisms and differences in the culture and beliefs of people from different places. Wars have occurred because people have failed to compromise and sort out their differences. The governments of involved states have opted to engage in war to solve the conflict rather than to peacefully negotiate. Despite the occurrences of wars that have ended disastrously, people are still continuing to commit the same mistakes. People must learn and understand that differences always occur between two different states. And struggling to make each state recognize these differences while imposing other people to adjust to suit ones culture and beliefs shall allow more wars to take place. It matter less if people belong from different states or different countries, what matters is that people should acknowledge such differences and make amends to avoid having conflicts. All the soldiers of these battles have fought valiantly in the name of their principle and their motherland, but fighting for absurd reasons and rendering the same mistakes have wasted the lives of brave heroes who sacrifices themselves. Courage, honor and loyalty to ones country are important, but reason and rationality are equally necessary in any

The Measures Of Performance For The Beer Industry

The Measures Of Performance For The Beer Industry Beer is at present worlds most consumed and oldest alcoholic beverage in the world (Max N, (2005). According to Heineken International (2011), it is expected that worldwide beer consumption will grow by 2% to 3 % annually, but growth forecasts different vary substantially in regions. Heineken is one of the worlds great brewers and is committed to growth and remaining independent. The Heineken brand is available in almost every country around the globe and it is the worlds most valuable international premium beer brand. The companys aim is to be a leading brewer in each of the markets in which it operates and to have the worlds most valuable brand portfolio. According to Heineken International (2011), The Company operates 140 breweries in more than 70 countries and Heineken is Europes largest brewer and the worlds third largest by volume and the average number of people employed is more than 75,000. According to Heineken International (2011), Annual Report (2009), Revenue is EUR 14,701 million gains from the sale of products. Consolidated beer volume is 125.2 million hectolitres and Heineken volume in premium segment is 25.1 million hectolitres, Other revenues are gains from rental income and pub management services also technical services that are giving to third parties. When the services have been delivered Rental income and technical services are state in the income statement. Also, some incomes are gains from the property sale, equipment and plant, intangible assets and (interests in) subsidiaries which are accounted for EUR 41 million, (Heineken International, 2011, Annual Report,  2009). This includes the cost of the Raw materials EUR 1,140 million, non-refundable packaging cost EUR 1,739 million, Goods for resale cost EUR 2,253 million, Inventory movements, marketing and selling expenses EUR 1,664 million, Transport expenses EUR 934 million, Energy and water cost EUR 319 million, Repair and Maintenance cost EUR 299 million. Other expenses include rentals of EUR 184 million, consultant expenses of EUR 158 million, telecom and office automation cost of EUR 145 million and other fixed expenses of EUR 820 million, Heineken International (2011), Annual Report (2009) ,[Online]. Research,  Development , Software and other intangible assets costs. According to Heineken International (2011), Annual Report (2009), [Online], Research, Development, Software and other intangible assets costs is EUR 1,083 million these includes purchase of softwares and expenditure on internally development and maintain of software. Also Expenditure on research activities such as design and improve product brand image (Heineken DraughtKeg, improved design of the new iconic Bottle) . Government Grants According to Heineken International (2011), Annual Report (2009) ,[Online],cost is EUR 70 million Government grants has been surety to the authorities in a number of countries as security for the payment of taxation where Heineken operates, especially excise tax paid for beers and non-alcoholic beverages , spirits and import duties. Other net finance expenses including income Tax According to Heineken International (2011), Annual Report (2009), [Online], Other net finance expenses including income Tax , impairment losses recognised on investments, and gains or losses on hedging instruments that are recognised in the income statement cost is EUR 214 million. Personnel expenses This includes Wages and salaries EUR 1,554 million, compulsory social security contributions EUR 287 million, contributions to defined benefit plans EUR 17 million, increase in other long term employee benefits EUR 7 million, Expenses related to define benefit plans EUR 107 million, Equity-settled share-based payment plan EUR 10 million, Other personnel expenses EUR 397 million, Heineken International (2011), Annual Report (2009),[Online]. The measures of performance for the Beer Industry According to Plato Logic Limited (2011),Global beer consumption grew by 1.8% in 2008, but a sharp slowdown to less than 1% growth forecasted for 2009, also China market is strengthened its position further as the worlds biggest beer market in 2008 by achieving record sale of 407mhl. Anheuser-Busch InBev, SABMiller, Heineken and Carlsberg beer brands accounting for 50% of beer sales volumes and up to 75% of the global profit, Plato Logic Limited (2011). Over the past 5 years the beer category average growth rate was 3.5% globally. However according to SABMiller (2011), this reflects different pictures in growing and developed markets with growing at an average rate of 6.8% .while developed markets gradually become less by 3.4%.The largest contributor to this growth rate is China, which is now the worlds largest beer market, Africa and Eastern Europe. China recorded a rise of over 7%, despite being hindered by heavy weather conditions that affected consumer demand, SABMiller (2011). The measures of performance of the Heineken Company and beer Industry Financial performance Source: Heineken International (2011), Annual Report (2009) via http://www.annualreport.heineken.com/report_of_the_executive_board/financial_review/index.html Revenue and expenses According to Heineken International (2011), Annual Report (2009), [Online], Heineken revenue increased by 2.7 % from EUR 14.3 billion in 2008 to EUR 14.7 billion in 2009 and decreased organic growth by 0.2 %. However Heineken Annual Report noted that other income is increased from EUR 32 million in 2008 to EUR 41 million in 2009.Main reason is of increased cost of sale of property, plant and equipment. Furthermore Total cost management (TCM), Heinekens wide cost reduction programme for the period 2009 to 2011 which is delivered mainly savings in fixed cost spending. Therefore other expenses were decreased by EUR 36 million. In 2009, exceptional restructuring charges as part of personnel expenses related to Total cost management amounted to EUR 63 million before the tax, Heineken International (2011), Annual Report (2009). Heineken International (2011), Annual Report (2009) further noted that Costs of raw materials and packaging decreased by 4.4 %, of which 3.2 % which was due to low volumes and low purchasing prices for barley the end of 2009.Furtthermore Marketing and selling expenses reduce organically by 3.7% to11.3 % of revenue in 2009 from 11.7 % in 2008, Heineken Signs Sponsorship Deal With ESPNSoccernet According to adoimagazine.com, Interactive Hub has secured a sponsorship deal with Heineken on ESPNSoccernet for three seasons of the UEFA Champions League (UCL). The three-season agreement will run until the 2012/2013 season. Heineken supply lager for London Olympics 2012 According to Ruddick G., (04 Feb 2011), London Olympics Business, Heineken UK will be the official lager supplier in a tier three deal, typically worth around  £10m, that pushes London 2012 closer to its target of raising  £2bn from sponsorship. Heineken profits up According to BBC News (25 August 2010), Business, Heineken Net profits for the first half of the year hit 621m Euros ( £510m; $788m), up 17% on the same period last year. Heinekens acquisition of FEMSA increases its exposure to key Latin American markets According to Curran P., (01-12-2010),The Heinekens acquisition of FEMSA strengthen Heinekens position in the Americas and substantially increase its share in Mexico and Brazil as well as securing its joint venture with FEMSA in the US premium beer import market. Mexico and Brazil are other two leading markets in Latin America and those countries accounted of 63% beer volume of those regions in 2009. Heineken NV sees profits grow According to Canadeans,( 17/02/11), latest beer news Heinekens Non-organic net profit rose by 41 per cent to à ¢Ã¢â‚¬Å¡Ã‚ ¬1.4 billion ( £1.2 billion), while its premium volumes climbed by 3.4 per cent. Nearly 1 million jobs rely on sector According to Canadeans news ,(17/02/11), A new report, conducted by Oxford Economics and commissioned by the British Beer Pub Association (BBPA), showed that 980,000 people are reliant on the licensing sector for employment, with the beer and pub trade bringing  £21 billion into the economy annually. Value Chain for the Heineken International Firm infrastructure According to Heineken International (2011), Heineken structured like Holding Company. The role of the Heineken Holding N.V. has performed for the Heineken group since 1952.It has been set to safeguard Heineken continuity with independence, stability and steady growth of the Heineken groups activities. Management Heineken International (2011) noted that Heineken Holding N.V. is head of the Heineken Group with a Board of Directors. The management of Heineken N.V. is run by the Executive Board, which has two members and is chaired by Jean-Franà §ois van Boxmeer. Heineken currently operate in 5 regions, which are The Americas, Western Europe, Central and Eastern Europe, Africa and the Middle East as well as Asia-Pacific. Each operating region is headed by a Regional President. The five Regional Presidents, two members of the Executive Board and five Group Directors are included in the Executive Committee. The Executive Committee ensures the alignment and implementation of key priorities, strategies across the organisation and supports the development of organisation policy. Heineken International (2011). Primary Activities Inbound logistics Heineken operates in many different countries, therefore Heineken purchase raw materials (malt, hops and adjuncts), equipment and other goods and services within in order to meet the needs of customers and consumers and distributed beer worldwide, stored in warehouses strategically placed throughout to minimize shipping costs to stores. Supplier Code is designed to ensure both ethical and effective sourcing processes that reduce the risk of reputational and financial damage through the supply chain, Heineken International (2011). Operations Heineken main operation is Brew beer and it operates in more than 170 countries. With total consolidated beer volume of 125.2 million hectoliters in 2009, producing beer in more than 70 countries through its 140 breweries and also through other brewers under license, Heineken International (2011), AMCO Heineken Prospectus [Online]. Outbound logistics Heineken is the largest beer and beverage distributor in Western Europe. In every market where Heineken active, Heineken strive for comprehensive coverage through alliances with independent distributors or via Heineken own beverage wholesalers. Often, Heineken wholesalers also distribute wine, spirits and soft drinks to the on-trade. Heineken also has brewers throughout the world so that it can ship its finished products to local areas to minimize shipping costs, Heineken International (2011). Marketing and sales Heineken has worlds leading portfolios of premiere beer brands and is the 3rd most recognized brand of beer in the world. By acquiring smaller brewers in the world Heineken spread brand name even more also in achieving sustainable growth. National advertising play a prominent role in promoting Heineken strengthened brand equity through associations with high-impact, high-profile sports and music events (Heineken cup and OPENER music festival), Social networking sites and video blogs, films. Heineken remain fully committed to the responsible brewing, Respect for the consumer and an acknowledgement of the dangers associated with the misuse of alcohol drives to market Heineken products in a responsible way, Heineken International (2011). Service In the brewing industry there is little to no after sales service. The company encourage consumers to visit the internet site and register to become part of the Heineken. As part of this, the company could send out periodical surveys to gain input from consumers on product related issues. Heineken International (2011). Support Activities Human Resource Management According to Heineken International (2011), Heineken has the ability to develop leaders by exposing employees to a wide variety of businesses, with responsibility. Heineken allows them to take prudent risks as they improve their own leadership and business skills. Heineken focused on leadership development that ensures smooth succession through Heinekens most senior management levels. Heineken average number of people employed is more than 75, 000, Heineken International (2011). Technology Development Heinekens worldwide operations are relying on information systems. Information Technology processes, infrastructures and IT Risk monitoring processes are centralised and outsourced to professional outsourcing partners. Which are includes agreements on assurance from IT outsourcing partners, Heineken International (2011). Procurement Thermal energy Heineken use heat for brewing and 41% of heat generated by natural gas in their own sites and from diesel or gas oil, light fuel oil, heavy fuel oil or coal at the remainder 7% of Heineken sites utilise waste heat supplied by neighbouring industrial plants. Heineken gets biogas from the anaerobic treatment of wastewater and Heineken control nineteen anaerobic treatment plants and its the 7th largest company that uses the biogas as an energy source, Heineken International (2011). Electricity Heineken buy most of the electricity and remaining 45% of electricity generate in the site by combining heat and power systems as well as diesel generators. Around 6% of Heineken sites are not connected to urban electricity systems and all the electricity use on those generated on-site, Heineken International (2011). Water water is the main raw material used in brewing. Water is also used to cleaning tanks, packaging, production equipment and pipe work, Heineken International (2011). Raw materials (grains and hops) Heineken get most of raw materials by participating in joint development projects with malting companies in countries where Heineken operates. In 2009, Heineken UK launched a new supply chain code of conduct and focused on improving its responsible supply chain performance. Heineken operates some of own local Agriculture projects to get raw materials such as Sierra Leone Sorghum Project which is local sourcing project in Sierra Leone is part of the companys Africa-wide strategy to procure at least 60% of its raw materials locally, Heineken International (2011). Furthermore Heineken has developed subsidiaries and partnerships for many of the inputs required to produce beer including screw cap manufacturers, freight companies, and can manufacturers, glass bottlers, cardboard manufacturers, and machinery manufacturers, (Heineken International, 2011). Goals of Heineken International Green Commerce According to Heineken Sustainability Report (2009), by 2012 Heineken aims to reduce carbon footprint of their brands and business. This also includes transparently report against clear benchmarks and carbon reduction throughout the value chain support of the new supplier code. Also significantly reduce the total carbon per hectolitre by 2020.Also by 2012 design carbon reduction new package policy, Energy reduction of 15% in cooling, introduce new product evaluation criteria in all regions where Heineken operate. Green brewer Heineken Sustainability Report (2009) noted that Use energy in an efficient way and reduce the associated fossil CO2 emissions and develop this concept of the CO2 natural brewery and implement it in at least three breweries. By 2012 Heineken aim to keep specific water consumption to 4.3 hl/hl also designed energy efficient breweries and keep fossil CO2 emission to average 8.5 kg/hl. Engaging Employees The secure and safe working environment develops for all employees by achieve zero fatalities across Heineken business. By 2012 implement and audit employee rights and policy by developing training modules for employees in high and medium safety risk functions, also set safety targets for other activities that are not relevant for production, Heineken Sustainability Report (2009). Heineken cares According to Heineken Sustainability Report (2009), Heineken aims to increase the level of corporate social investment in developing markets, by In 2010 increase funds for the Heineken Africa Foundation to EUR 20 million enabling EUR 1 million investment per year thereafter and develop standards for sustainable agriculture and verified by stakeholders. Responsible beer consumption programme The combine actions of Heineken and all stakeholders promote and develop Enjoy Heineken Responsibility(provide consumers with information about alcohol consumption and health issues) by 2012 and develop and deliver 100% of commerce or marketing employees a specific workshop for support rules on responsible commercial communication, Heineken Sustainability Report (2009). Partnership for future progress According to Heineken Sustainability Report (2009), by 2012 increase the Heineken partnership with markets to at least 50 with third party to address alcohol abuse and implement and evaluate UK and Ireland Government or industry partnership projects.

History of Puerto Rico and Spanish Rule :: Hispanic History Historical Essays

History of Puerto Rico and Spanish Rule The history of Puerto Rico under Spanish rule is one of European exploitation of non white peoples for the purpose of economic gain. The ‘discovery’ made by Columbus in 1492 had a great impact on the highly competitive countries in Europe who saw, in lands like Puerto Rico, the possibility of prosperity and advancement. More than hoping to spread their influence or religion, Europeans wanted to take advantage of the lands and resources which seemed unused. Actually the lands were being used quite successfully, but in unfamiliar ways which did not concern many Europeans. With little regard for the native people, Europe began conquering the eastern hemisphere in the name of colonization. Areas which had only known one race for centuries were flooded with people from all over the world seeking money and status. As the stakes grew, and select people and countries heavily prospered off their colonies, ethical and moral restraint declined. The result was a world filled wit h a diverse group of races, extreme distinctions in class differences, and mixing of culture. This was the case for Puerto Rico, which was just as much affected by colonialism as other areas, but has certain qualities which make the Puerto Rican identity unique. After conquering Puerto Rico in 1508 Juan Ponce de Leon looked for a labor supply which he could use to produce riches for Spain and himself. He attempted to force the native Tainos into hard labor and plantation life, but could keep them neither controlled or stationary. Many Tainos escaped enslavement or other forms of forced labor for two reasons (Figueroa, Sept. 24). First Tainos were historically a mobile culture, which roamed the land intentionally before the Spanish made it a necessity. Second, the hinterlands, the rough mountainous interior of Puerto Rico, was easily accessible and navigable to Tainos, but extremely difficult for the Spanish. Thus, Whites were unsuccessful in their attempts to bind natives to the land because the Tainos were able to strategically move away from their persecution. In their attempt to escape class persecution a subculture was formed in Puerto Rico. Many Puerto Ricans turned towards artistic means of expression, represented by the jibaro, because this was one area the Spanish could not restrict (Figueroa, Sept. 17). The result was the â€Å"total expression of the life of the spirit† through language in all of its forms (Valle Antilles, 95).

The Enron Disgrace Essay -- essays research papers

The Enron Disgrace: Abstract: Ray Bowen, a Citigroup banker at the time and now Enron's chief financial officer, once asked Mr. [Andrew Fastow] about a batch of complex equations that filled a whiteboard in the conference room next to the Mr. Fastow's office. "You can't tell me you understand those equations," Mr. Bowen commented to Mr. Fastow. Mr. Fastow replied: "I pulled them out of a book to intimidate people." The Fastows headed to Mrs. Fastow's native Houston in 1990, both taking jobs at a young company called Enron. Just five years old, Enron was starting to evolve from a natural-gas and pipeline company into a trading firm. Mr. Fastow was one of the first managers hired by Mr. [Jeffrey Skilling], who himself had only recently arrived, from management consultants McKinsey & Co. Brought into Mr. Skilling's inner circle, Mr. Fastow returned the loyalty, telling colleagues he had named a child after his mentor. When Mr. Skilling became Enron's president and chief operating officer in early 1997, he and Mr. [Kenneth Lay] promoted Mr. Fastow to lead a new finance department. A year later, Mr. Fastow became chief financial officer. LJM employees used Enron office space and were on its phone system. When a call came from LJM, Enron employees would have no reason to know the person on the line was representing LJM unless he or she said so. In mid-2000, as Enron Broadband Services was negotiating to sell some fiber-optic cable to LJM2, an LJM2 employee named Anne C. Yaeger called the Enron unit and grilled it about Enron's valuation of the cable, without identifying herself as an LJM staffer, according to a former employee familiar with the matter. Full Text: Copyright Dow Jones & Company Inc Aug 26, 2002 When Enron Corp. was riding high, Chief Financial Officer Andrew Fastow had a Lucite cube on his desk supposedly laying out the company's values. One of these was communication, and the cube's inscription explained what that meant: When Enron says it's going to "rip your face off," it said, it will "rip your face off." It was a characteristic gesture inside Enron, where the prevailing corporate culture was to push everything to the limits: business practices, laws and personal behavior. At Enron's London office, lavishly paid executives submitted blind e-mail bids for the 18 parking places. One of them paid $... ...FO at the Houston airport. While Mr. Fastow's parents were undergoing a random search, he stopped to chat with Mr. Schwieger. "I never got an opportunity to explain the partnerships to you," he said, according to Mr. Schwieger. Mr. Schwieger replied, "With everything that has come to light, I probably wouldn't like the answer I would have gotten." --- Fastow's Footsteps Tracing Andrew Fastow's career at Enronn 1990: Fastow joins Enron, an early hire by Jeffrey Skilling. -- January 1997: Chief Executive Kenneth Lay and Skilling, promoted to president, name Fastow head of new finance department. -- March 1998: Fastow named chief financial officer. -- June 1999: Skilling and Fastow tell board of plan for new partnership known as LJM Cayman. -- Late 1999 to early 2000: Fastow raises nearly $400 million for LJM2 partnership. -- Oct. 16, 2001: Enron says it will take $1.01 billion charge against earnings. -- Oct. 24, 2001: Fastow is put on leave. -- Aug. 21, 2002: Michael Kopper pleads guilty to money laundering and wire-fraud conspiracy, says he kicked back money to Fastow. Prosecutors seek order to seize $23.6 million from Fastow and associates.

The Links Between Child Abuse and Psychological, Emotional, Behavioral,

Abuse of children has become a major social problem and a main cause of many people's suffering and personal problems. Neglect, physical abuse, and sexual abuse have an immediate and long-term effects on a child's development. The long-term effects of abuse and neglect of a child can be seen in psychiatric disorders, increased rates of substance abuse, and relationship difficulties. Child abuse and neglect is a huge problem. Parents who abuse are people who have been abused and neglected themselves as children(Long Term Consequences). There are links between neglect and abuse and later psychological, emotional, behavioral, and interpersonal disorders. The basis for this linkage is the impact that abuse and neglect have on brain development. Researchers have found important links between interpersonal experiences and neurobiological development. Children who have been sexually abused are at significant risk of developing anxiety disorders (2.0 times the average), major depressive disorders (3.4 times average), alcohol abuse (2.5 times average), drug abuse (3.8 times average), and anti-social behavior (4.3 times average)(Crouch). Generally the left hemisphere of the brain is the site of language, motor activity on the right side of the body, and logical thought based on language. The right hemisphere of the brain is responsible for motor activity on the left side of the body, context perceptions, and holistic perception. The orbito-frontal cortex (the part of the brain directly behind the eyes) is responsible for integrating emotional responses generated in the limbic system with higher cognitive functions, such as planning and language, in the cerebral cortex's prefrontal lobes(Culp). The left orbito-frontal cortex is responsible for memory creation while the right orbito-frontal cortex is responsible for memory retrieval. Healthy functioning requires an integrated right and left hemisphere. A substantial number of synaptic connections among brain cells develop during the first year of life. An integrated brain requires connections between the hemispheres by the corpus callosum. Abused and neglected children have smaller corpus callosum than non-abused children. Abused and neglected children have poorly integrated cerebral hemispheres. This poor integration of hemispheres and underdevelopment of the orbitofrontal cortex is the basis for such symptoms as... ...ren. Criminal Justice and Behavior, 20(1), 49-65. Culp, R. E., Watkins, R. V., Lawrence, H., Letts, D., Kelly, D. J., & Rice, M. L. (1991). Maltreated children's language and speech development: Abused, neglected, and abused and neglected. First Language, 11(33), 377-389. Dong, M. (2004). The interrelatedness of multiple forms of childhood abuse, neglect, and household dysfunction. Child Abuse & Neglect, 28(7), 771-784. Greenfield, E. A. (2010). Child abuse as a life-course social determinant of adult health. Maturitas, 66(1), 51-55. Larkin, H. (2009). Adverse childhood experiences linked to health risk behaviors. Policy and Practice of Public Human Services, 67(3), 14-16. Sylvestre, A., & MÃ ©rette, C. (2010). Language delay in severely neglected children: A cumulative or specific effect of risk factors? Child Abuse & Neglect, 34(6), 414-428. Trickett, P. K., & McBride-Chang, C. (1995). The developmental impact of different forms of child abuse and neglect. Developmental Review 15, 311-337. Twardosz, S., & Lutzker, J. R. (2010). Child maltreatment and the developing brain: A review of neuroscience perspectives. Aggression and Violent Behavior, 15(1), 59-68.

Class Room Survey on Mobile Phones Essay

Mobile Mania A Classroom survey on mobile phones Mobile phone is a smart communication media. Every day around the world, billions of people are using a mobile. Whether they are using while driving vehicles, watching television or speaking on the phone, all these are classified under a single sub-heading: Mobile Mania. Millions of people own a mobile phone these days, and mobiles are no more a luxury or a life style product. Mobile phones, which were one of the beautiful possessions of anybody not until a decade ago, have now become a necessity to the common man. Table-1 Brand used Mobile phones are a common form of contacting others who may live on the other side of the world. But gone are the days when people used it only for communication purpose. The roles of mobile phones are varied and a survey conducted among 60 students of JSB helps the researcher to reveal the use of mobile phones apart from basic communication. In this study, the researcher has analyzed the brand preference of mobile phone. The analysis of the data is based on the attitude or opinion, consumer awareness and selection of brand of mobile phones in JSB.

Labor Relations Essay

1. Define the term â€Å"collective bargaining† and list and describe four issues that are mandatory components of a collective bargaining agreement. Collective bargaining can be defined as the process of involving representatives from both employers and employees to come to terms and conditions of employment that both parties agree. These agreements are written into legally binding contacts good for one to five years. (Budd, 2009, p. 229) Four issues that are mandatory components of collective bargaining agreement are compensation, personnel policies, employer rights and responsibilities. Compensation would include wages, benefits, vacations, holidays, and profit sharing. Personnel policies refer to layoffs, promotions, and transfer policies. Employer’s rights and responsibilities include but not limited to seniority rights, job standards, management right, just cause, safety standards, and discipline and discharge, (Budd, 2009, p. 13) Employer rights and responsibilit ies is a component of collective bargaining is illustrated in an article by Aaron Kuriloff. According to this article the NFL position is that the; NFL Players Association isn’t bargaining in good faith, using delays to run out the clock on talks before disbanding the union and suing the league under antitrust law for colluding to restrict pay (Kuriloff, 2011 ) The National Football League has asked the National Labor Relations Board (NLRB) for clarifications in using antitrust laws to block a lockout and clarifying if the National Football League Players Association is a certified labor union. The National Football League position is that the National Football League Players Association is using delaying tactics and they are threatening a work stoppage. The next a component of collective bargaining I found in an article by Howard Beck of the New York Times deals with compensation. The National Basketball Association is also facing a collective bargaining agreement (CBA) Mr. Becks states, that the Owners are proposing a fundamental overhaul of the N.B.A.’s eco nomic system, including a hard salary cap, shorter contracts and a 38 percent reduction in player salaries (about $800 million (Beck, 2011) The owners want to reduce salaries because 17 out of the 30 franchise teams are losing money at a sum of $300 million a year. While the National Basketball Player’s Association disputes the league’s figures; because Attendance is up, the league is on pace for its highest viewership of all other professional sports. To conclude these  collective bargaining agreements of both the NFL and the NBA can be categorized as being distributive bargaining. Both parties are going either win or lose some concessions to remain a viable and profitable organization. 2. List and discuss three U.S. laws that support collective bargaining, and three examples of employer unfair labor practices. The three laws that support collective bargaining between employers and labor unions are the National Labor Relations Act (NLRA) of 1935, the Labor-Management Relations Act of 1947, and Labor-Management Reporting and Disclosure Act of 1959. The National Labor Relations Act (NLRA) of 1935, which is also known as the Wagner Act, made it legal to form unions and engage in collective bargaining. The Wagner Act created a labor environment to equalize the bargaining power between the employer and employees as stated by this text the policy of the United States to eliminate the causes of certain substantial obstructions to the free flow of commerce and to mitigate and eliminate these obstructions when they have occurred by encouraging the practice and procedure of collective bargaining (National Labor Relations Board) The main purpose of the Wagner Act was to encourage collective bargaining in the private sector by protecting workers’ rights to join and form labor unions (Budd, 2009 , p. 119) Furthermore, this act also gave more expansive powers to the federal government with the regulating of labor relations; and it banned employers from punishing workers for using their collective bargaining rights. Americans did have the right to join unions and strike, prior to the enactment of this law. Previously, employers had been free to spy on, to question, to discipline, to discharge, to terminate, and to blacklist employees for either joining unions or striking. According to the website Infoplease.com the Taft-Hartley Act amended much of the National Labor Relations (Wagner) Act of 1935, the federal law regulating labor relations of enterprises engaged in interstate commerce, and it nullified parts of the Federal Anti-Injunction (Norris-LaGuardia) Act of 1932. The act established control of labor disputes on a new basis by enlarging the National Labor Relations Board and providing that the union or the employer must, before terminating a collective-bargaining agreement, serve notice on the other party and on a government mediation service. The government was empowered to obtain an 80-day injunction against any strike  that it deemed a peril to national health or safety. (Taft-Hartley Labor Act, 2011) The Labor-Management Relations Act provided the government far more oversight over union activities, including the right of the U.S. president to stop a strike if it was deemed dangerous to national health. The act also stripped unions of their power in several ways, including forbidding unions from contributing to political campaigns and only allowing unions to organize after a majority vote by employees. Although President Truman vetoed the act, it passed easily over his veto, and this act remains the heart of U.S. labor law. The Labor-Man agement Reporting and Disclosure Act of 1959. Also called the Landrum-Griffin Act, this law amended the Taft-Hartley Act to protect the rights of union members within their union and imposed new reporting requirements and codes of conduct on unions and employers. This was act created in response to the surge of corruption from various labor union officials who used violence as a way to quail the union opposition from employers and employees. Another process of the Labor-Management Reporting and Disclosure Act of 1959 was to stop labor unions from be infiltrated by communist. Furthermore, former members of the Communist party and former convicts were prevented from holding a union office for a period of five years after resigning their Communist party membership or being released from prison. (infoplease.com, 2011) Three examples of unfair labor practices include; firing a union supporter or someone trying to form a union, Failing to bargain in good faith, threatening to employees with job loss or demotion or physical harm if they support a union and preventing employees from talking about a union or wearing union buttons when it doesn’t interfere with their work duties or customers. The National Labor Relations Board which is an independent federal agency devoted to conducting representation elections and adjudicating unfair labor practices (Budd, 2009 , p. 124) I want to discuss a news article written by Chris Si eroty, who writes for the Las Vegas Review-Journal. Mr. Sieroty details in his article about the labor unrest being experienced in Las Vegas Nevada concerning the allege discrimination against employees based on their national origin. The protesters also urged Station Casinos to support the union’s efforts to establish a new standard when it comes to alleged discrimination against employees based on national origin. (Sieroty, 2011) Therefore, the labor union, the Culinary Local 226  is attempting to unionize nearly 13,000 workers at the 18 hotel-casinos operated by Station Casinos in Southern Nevada. Station Casinos has been charged with using threats, intimidation, surveillance, bribery, discrimination and other illegal activities against employees engaged in lawfully protected union activities. The National Labor Relations Board alleges that for approximately seven months Station Casinos has used this illegal tactic to divide and conquer in union busting strategy by not supporting an anti-discrimination policy. The article I want to discuss is an article by Steven Greenhouse. Mr. Greenhouse writes for the New York Times and his article was about the illegally firing an employee after she criticized her supervisor on her Facebook page. The action falls under unfair labor practices of firing a union supporter or someone trying to form a union. The National Labor Relations Board steps in to clarify the statute that a worker could not be fired because they criticize their employer under the National Labor Relations Act. The National Labor Relations Board states a example of it clarifying statement, That act gives workers a federally protected right to form unions, and it prohibits employers from punishing workers — whether union or nonunion — for discussing working conditions or unionization. The labor board said the company’s Facebook rule was overly broad and improperly limited employees’ rights to discuss working conditions among themselves. In summary if we are g uaranteed freedom of speech, should always trump business’ restrictive policies on speech (Greenhouse, 2010) 3. Describe the process of establishing and decertifying a collective bargaining unit in the workplace. Initiating an Organizing Drive The first step in establishing a union in the workplace is to begin by initiating an organizing drive. There are three possible initiators of an organizing a drive: one or more employees, a union, or an employer (Budd, 2009 , p. 188) Then you must first find out if your co-workers want to form a union by gauging their interest by quietly talking to a few trusted co-workers who you think may be interested in improving the workplace. Create a representative group of co-workers, usually called an Organizing Committee to make sure your efforts to form a union succeed. The Organizing Committee educates fellow workers about the benefits of unionizing and your rights under the law. The Organizing Committee should consist of people from  every department in your workplace and should be representative of all races, genders, and ethnicities. The committee then should gather an employee list, as well as information about your employer.† (How To Organize A Labor Union At Your Workplace, 2010) Building and Documenting Support The second step in establishing a union in the workplace is to begin building and documenting support. You must document a minimum of 30% of your fellow employees who have to shown interest in forming a union at your workplace. This next step is most likely accomplished by the signing of Authorization Cards or simply A Cards by the employee. By virtue of your signature, the A Card signifies that you desire for the union to represent you for the purpose of collective bargaining. However if you garner more than 50% of the workplace showing interest in being represented by a union you may request that the employer recognize your union. Subsequently if the employer refuses to voluntary recognize the labor union, there are alternates to be recognized by the employer available. Alternates to Voluntary Recognition The third step in establishing a union in the workplace is to begin using alternates to voluntary recognition. After the majority of the employees have decided to join the union, your employer will either recognize the union or refuse to recognize it. The alternative for a union to recognize by an employer is by launching a recognition strike. A recognition strike is a strike used by employees to make an employer recognize their labor union. This strike cannot last more than thirty days without the risk of being replaced. The Landrum Griffin Act created alternative to strike for union to be recognized by filing a petition with the National Labor Relations Board (NLRB), to hold elections to certify the labor union. The board will then decide who is eligible to vote and they will schedule the election. File Election Petition The next step can be either third or fourth step in establishing a union in the workplace, this step is done by filing a petition with the National Labor Relations Board (NLRB), to hold election. You must request the National Labor Relations Board (NLRB), which is an impartial government  agency, to hold a secret ballot election. Once it is determined that the bargaining unit is appropriate and that no supervisors or management are included, a date will be set by the NLRB for the election, usually 5 to 7 weeks out. Hold National Labor Relations Board Elections The next step can be either fourth or fifth step in establishing a union in the workplace, this final step is done by workers in favor of the union. The pro-union worker will have to campaign to keep pro-union workers and take steps to win over any workers who are against the union. If the union wins the election, by law the employer must recognize and bargain with the union. The National Labor Relations Board is responsible for setting up polling places, usually on the employer’s property. The National Labor Relations Board is also responsible and supervising the election. By casting a paper ballot into a ballot box is the usual median that employees vote. At the end of the voting period the polls are closed and the ballots are counted right on the spot. The union must win the majority of the votes to be declared the winner. The opposite of a certification election is a decertification election. This type of election is used to determine whether a majority of unionized employ ees no longer wish to be represented by their union (Budd, 2009 , p. 192) To request such an election, at least 30 percent of the employees must file a decertification petition asserting that the currently certified union no longer represents the employees in the bargaining unit before it can be considered by the National Labor Relations Board (NLRB). To decertify a union, the union representation must have been effect for more than a year and the decertification petition has to be filed during a timeframe of 60 to 90 days before the expiration on the union contract, although healthcare workers are afforded addition time for decertification and that window is 90 to 120 days prior to the expiration of their union contracts. According to Ohio Hospital Association’s information on the decertification process it is regarded as ‘The general rule for unions with a negotiated contract in place is that a decertification petition can only be filed 60 to 90 days prior to the expiration of the contract (or every three years, whichever comes first). For health care employees, this window is 90 to 120 days prior to the expiration of the contract (Ohio Hospital Association) The National Labor Relations Board require that all  decertification is free from managerial influences , and that all signatures on the petition were collect ed during non-work time and off the worksite. After the National Labor Relations Board verifies the signatures on the decertification petition, a decertification election is scheduled in approximately 60 days. The union will be decertified if a majority of the members vote against being represented by the union as it bargaining unit. In an article by Aaron Kuriloff he quotes the NFL’s position that the NFLPA is using decertification as a tactic to get a better labor contract. The NFL said the union’s threat to decertify is a ploy and an unlawful subversion of the collective bargaining process, there being no evidence whatsoever of any (let alone widespread) dissatisfaction with the union by its members (Kuriloff, 2011 ) Free agency was created when the union was decertified after the 1987 strike. The NFL owners just want the NFLPA to bargain in good faith and the NFLPA also want the same with more revenue sharing. 4. Describe the process of administering a collective bargaining agreement (CBA) to include the role and function of an arbitrator. What are the issues, and how are they handled? Through the process of collective bargaining, employers and unions negotiate terms and conditions of employment and put these terms in a written contract, also called collective bargaining agreements. (Budd, 2009 , p. 229) During the process of administering a collective bargaining agreement the employer and union are obligated to meet at reasonable times to negotiate in good faith about mandatory bargaining items. Mandatory bargaining items are wages, hours, vacation time, insurance, safety practices and the terms and conditions of employment. According to the National Labor Relations Act if either party to refuses to bargain collectively with each other, it is considered an unfair labor practice, however parties are not forced to reach an agreement or make any allowances. The collective bargaining process comprises of five core steps: Prepare: This phase involves composition of a negotiation team. The negotiation team should consist of representatives of both the parties with adequate knowledge and skills for negotiation. In this phase both the employer’s representatives and the union examine their own situation in order to develop the issues that they believe will be most important. The first thing to be done is to determine whether there is actually any reason  to negotiate at all. A correct understanding of the main issues to be covered and intimate knowledge of operations, working conditions, production norms and other relevant conditions is required. Discuss: Here, the parties decide the ground rules that will guide the negotiations. A process well begun is half done and this is no less true in case of collective bargaining. An environment of mutual trust and understanding is also created so that the collective bargaining agreement would be reached. Propose: This phase involves the initial opening statements and the possible options that exist to resolve them. In a word, this phase could be described as ‘brainstorming’. The exchange of messages takes place and opinion of both the parties is sought. Bargain: negotiations are easy if a problem solving attitude is adopted. This stage comprises the time when ‘what ifs’ and ‘supposals’ are set forth and the drafting of agreements take place. Settlement: Once the parties are through with the bargaining process, a consensual agreement is reached upon wherein both the parties agree to a common decision regarding the problem or the issue. This stage is described as consisting of effective joint implementation of the agreement through shared visions, strategic planning and negotiated change. (Collective Bargaining Process, 2007) According to the website Industrial Relations Home Collective Bargaining Process the collective bargaining process comprise s of five core steps; in which are Prepare, Discuss, Propose, Bargain, and Settlement. The first process of preparing is getting your team together; the second step is discussing the grievances, common concerns and goals; the third step is proposing the methods on how to solve grievances, common concerns and goals; the fourth step is bargaining to reach an agreement that all parties can abide by; the final step is making a settlement on the terms of the contract. WORK CITED Budd, J. W. ( 2009 ). Labor Relations: Striking a Balance. New York: McGraw-Hill. MLBPA. (2014). History of the major league baseball players association. Retrieved from http://mlb.mlb.com/pa/info/history.jsp Kuriloff, A. (2011). NFL Files Unfair-Labor Practices Complaint Against Union in Contract Talks. Retrieved February 19, 2011, from Bloomberg: http://www.bloomberg.com/news/2011-02-14/nfl-files-unfair-labor-practice-char