Report on health and safety differences between carribean and uk Essay

Report on health and safety differences between carribean and uk - Essay Example The way in which they do this varies, however, from one country to the next. While the Caribbean islands handle this administration through a prescriptive approach, the UK uses something called goal-setting strategies to ensure basic human health and safety standards are met. This particular method of enforcing compliance is quite different from prescriptive strategies in many ways, which will be enumerated through various examples throughout this document. Companies that operate in more than one country may find it beneficial to meet the most restrictive of the requirements set forth by both countries, but can only do so once those requirements are delineated and compared. By understanding the current conditions and prescriptive strategies used in the Caribbean as well as the conditions and strategies used in the UK, one can compare the similarities and differences between the two systems and adjust each for maximum goal-setting strategy development prior to company relocation. In discussing prescriptive strategies versus goal-setting strategies, it is important to understand the difference between the two. Although legislation can be created in any country that governs the use of goal-setting strategies as well, the use of the term prescriptive strategies as it is used in this document will refer to all health and safety management strategies that are specifically outlined in legislative form. In other words, these strategies are required by mandate as a means of meeting basic minimum compliance levels, and tend to spell out the exact requirements, methods, practices and means of reporting or record keeping in the areas of health and safety management for employees and companies operating within a specific governmental sphere. These minimum requirements can be applied to any kind of health or safety issue including environmental concerns at large, employee health plans or allowable workforce

At home Midterm - research paper Example | Topics and Well Written Essays - 1000 words

At home Midterm - - Research Paper Example But plasma level was significantly lowered only in the group treated with 4 cups of green tea per day and the mean drop of plasma cholesterol was 17.2%. Findings of this study confirm the therapeutic effect of green tea on lowering cholesterol. Health benefits of green tea have been extensively studied in animal experiments and in some human longitudinal and experimental trials specially using healthy individuals. These health benefits believed to be occurred due to high levels of polypenoles in green tea (Kuriyama et al, 2006). Scientists suggest green tea can be a one reason for low incidents of cardio vascular disease and cancer among Japanese and Chinese. Kuriyama et al (2006) carried out an 11-year follow-up study to identify effect of green tea on cardiovascular disease, cancer, and all causes of death in Japan. This study recruited 40530 Japanese adults of age 40- 79 years. Their green tea consumption and cause of death were recorded. During the follow-up 4209 participants died and 892 deaths caused by CVD while 1134 deaths caused by cancer. Statistical analysis showed death from CVD was significantly lower among the participants who consumed 3 or more cups of green tea daily than who consumed lower amounts after adjusting for age and sex. However no protective effect was found against the cancer. Another double blind experimental trial was carried out by Nagao et al in 2005. In this study experimental group was given 690 mg/d containing green tea extract verses 22 mg/d catchechins containing oolong tea for the control group for 12 weeks after two-week specific diet. Their body weights, BMI, waist circumference, body fat mass, subcutaneous fat area and malondialdehyde-modified LDL were measured at the beginning and the end of the experiment. The group treated with green tea extract showed a significant reduction in body fat and malondialdehyde-modified LDL than that of the oolong tea group. A placebo controlled

The Decline Of The Mughal Empire History Essay

The Decline Of The Mughal Empire History Essay The Mughal Empire was a royal Muslim imperial power of the Indian subcontinent which began in the late 17th and early 18th centuries. It was said to be the first large empire in India since the Gupta Empire. It is approved by many scholars that the Mughal empire was the greatest, richest and most long-lasting Muslim dynasty to rule India. The Mughal emperors, with few exceptions, were among the worlds most creative minded rulers, they were famous for the creation and management of one of the greatest empires. The extended existence of the Mughal empire can be contributed to a number of factors. The Mughal Empire gave the history of India a chapter full of great accomplishments and massive power. Unfortunately, due to the irreparable mistakes of the Mughal emperors such as Aurangzeb, all of that great accomplishments was simply gone with the wind. The Mughal Empire reached its utmost level in the time of the most powerful Aurangzeb; the last great Mughal emperor. He ruled a large landmass in India which was under the Mughal rule. Aurangzeb also expanded the borders of the Mughal Empire to the point where effective governing was nearly impossible. (Puzak, 2005). Aurangzeb, was much more traditional in his Islamic practices. He reinstituted the jizya, or tax on non-believers on the Hindu majority and destroyed their temples, he didnt allow any Hindu festivals to take place, Hindus had to pay taxes to visit their holy sites, and singing and dancing in general was forbidden. Aurangzeb was more concerned in promoting Islam than maintaining stability in the empire, and religious tension between Hindus and Muslims increased; he encouraged the studying of Islam and discouraged other religions. The main causes of rebellion were political, not only religious. Aurangzeb religious policies surely did not lend a hand to his empire, but the y were not sufficient to cause the whole empire to fall into decline. One of the major causes that led to the decline of the Mughal Empire was the weak successors that could not unite the huge empire after him. After the death of Aurangzeb, various provinces became independent of the central Authority. Therefore, gradually the Mughal Empire have fallen apart. Before Aurangzebs death, he left a will which he divided his empire between his successors. In spite of this, a war took place among his successors for the throne. The Mughal Empire was very powerful and strong. Unfortunately, after the death of Aurangzeb, the Mughal Empire shrunk. A series of rulers came to power who were incapable of confronting the great wave of discontent that was then sweeping the empire. (Berinstain, 1997). All of the Mughal emperors were getting weaker and lacked the character, motivation and commitment to rule the empire strongly, and they were incapable to face the challenges and were unable to detain the declining empire from its fall. The lack of any definite law of succession was another significant reason that led to the decline of the Mughal Empire. The war of successions led to the ultimate fall of the Mughal Empire. The Mughals financial status had became terrible and hard to deal with. They had used up a large amount of the empires money and reserves, ending up with an economic failure. Not only that, it also led to aggression, and loss of money and status of the empire over a period of time. The fall of the Mughal rulers had also led to some ethical issues and conflicts. The nobles in the early stages of the Mughal Empire, preformed some helpful actions and they were well known and respected for their amazing achievement and skills in both war and peace. But the nobles in the late stages of the Mughal Empire were selfish and self centered. The nobles who were once honest, loyal and talented turned out to be so selfish and greed. The weakening of the nobles had a massive effect on the army. The soldiers had identified themselves with different ethnic group instead of identifying themselves as Indians and part of the Mughal society. Widespread Bribery in the court administration, taking bribes became so popular, which caused the damage of the entire government. When Aurangzeb died, his son succeeded him. The son of Aurangzeb was really old by the time he was declared as a Mughal emperor. He only lived few more years after ascending the throne. The government was so weak and wasnt stable at that time. The Empire was a quite easy target for others to invade the country. The death of Aurangzeb and the short reign of his son led to the end of the Mughal empire and the beginning of the British Rule. Many actions of the British also caused the decline, especially that of the economy. A company named the East India Company was owned by the British. The British took over money from the hands of local Indian landowners and gave it to the East India Company officials, causing the damage of the healthy local industries, and took away the land of many peasants, killing one-third of the population in areas under the British control. Increased interruption along with the financial bankruptcy, created a period of social conflict. Rebellions existed in so many different areas in the 19th century. There reasons of this rebellion varies. Later on, the British were able to contribute with the loyal Sikh in order to shut down the rebellion that was occurring. Â  To put it briefly, the Mughal Empire was one of the greatest and largest empires in history. They ruled a large landmass in India and ruled millions of people at that time in history. India was much larger and became united under one rule. The Mughal gave India a very rich culture and brilliant architecture and great accomplishments. There were many Hindu and Muslim areas that were split all over India until the Mughal empire was established. Unfortunately, the Mughal Empire faced many difficulties, and by the turn of the 19th century, had weakened significantly and slowly disintegrated into dust. Even when the empire no longer exists today, the memories of the great emperors will last forever and will never fade away.

The Racial Bias of Capital Punishment in America Essay -- Argumentativ

The Racial Bias of Capital Punishment in America   Ã‚   Throughout history, minorities have been ill-represented in the criminal justice system, particularly in cases where the possible outcome is death.   In early America, blacks were lynched for the slightest violation of informal laws and many of these killings occured without any type of due process.   As the judicial system has matured, minorities have found better representation but it is not completely unbiased.   In the past twenty years strict controls have been implemented but the system still has symptoms of racial bias.   This racial bias was first recognized by the Supreme Court in   Fruman v. Georgia, 408 U.S.   238 (1972).   The Supreme Court Justices decide that the death penalty was being handed out unfairly and according to Gest (1996) the Supreme Court felt the death penalty was being imposed â€Å"freakishly' and ‘wantonly† and â€Å"most often on blacks.†Ã‚   Several years later in Gregg v. Georgia, 428 U.S. 153 (1976), the Supreme Court decided, with efficient controls, the death penalty could be used constitutionally.   Yet, even with these various controls, the system does not effectively eliminate racial bias.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Since Gregg v. Georgia the total   population of all 36 death rows has grown as has the number of judicial controls used by each state.   Of the 3,122 people on death row   41% are black while 48% are white (Gest, 1996, 41).   This figure may be acceptable at first glance but one must take into account the fact that only 12% of the U.S. population is black (Smolowe, 1991, 68).   Carolyn Snurkowski of the Florida attorney generals office believes that the disproportionate number of blacks on death row... ...nfined† (As cited in Lacayo, 1987, 80).   With great effort, the judicial controls can begin to battle the racial bias of Americas Judicial system but to completely eliminate such a bias, the people involved in the judicial process must learn to look past the race of the offender or the value of the victim, and instead focus on circumstances of the crime.    References    Gest, T.   (1986 Oct. 20).   Black-and-White Issue?   US News & World Report,   101 (16), 24-25.    Gest, T.   (1996 July 8).   A house without a blueprint.   US News & World Report, 121 (2), 41-42.    Lacayo, R.   (1987, May 4).   Clearing a Path to the Chair.   Time, 129 (18), 80.    Seligman, D.   (1994, September 5).   Uh oh! More Stats.   Fortune, 130 (5), 113-114.    Smolowe, J. (1991, April 29).   Race and the Death Penalty.   Time, 137 (17), 68-69.

Natural Disasters and the Decisions that Follow

Q1: Insurance companies in the state of Florida earned record profits in 2006, suggesting that Nationwide's decision to cancel policies in light of the calm hurricane seasons (in Florida) in 2005-2007 may have cost the company potential revenue and customer goodwill. Do you think Rommel's quote about making a †sound business decision† reveals any perceptual or decision-making biases? Why or why not? Overconfidence bias is identified as †the tendency to overestimate the probability that one's judgment in arriving at a decision in correct†. Rommel's quote about making a †sound business decision† reveals an overconfidence decision-making biases. Anchoring bias is †a tendency to fixate on initial information, and to then fail to adjust adequately for subsequent information†. His decision also disclose an anchoring bias as it is look like that Nationwide did not take into consideration some information that others did. Selective perception is †selectively interpreting what one sees on the basis of one's interests, background, experience and attitudes†. Rommel's quote does reveal selective perception biases since they followed their own interest which is, money. Q2: Review the section on common biases and error in decision making. For companies such as Nationwide, American Airlines, and JetBlue that must respond to natural events, which of these biases and errors are relevant and why? The first error/bias that is relevant to Nationwide Insurance company is †overconfidence bias† since they believed too much in their own ability to make good decision †A sound decision†. The second error/bias is †anchoring bias† as they used the early first received information for making a decision †All other companies made a good revenue†. The relevant error/bias regarding American Airline industry is †overconfidence bias† since they overestimated that their judgment in arriving at a decision is correct when Danny Burgin said †snowstorms are easier to predict†. Overconfidence bias is also relevant to JetBlue Airline as David Neeleman said †Is our good will gone? No, it isn't† and he believed too much in his ability to make a good decision. The second error/bias is regarding JetBlue Airline is †Confirmation bias† which is defined as †The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgment†. An example of this bias is when the CEO, David Neeleman said, †You're overdoing it, so go ask Delta what they did about it. Why don't you grill them? †. Q3: In each of the three cases discussed here, which organisational constraints were factors in the decisions that were made? Organisations can constraint decision markers, creating deviation from the rational model. The first organisational constraint that was a factor in the decisions that were made is †Performance Evaluation† since managers want their works to be evaluated well so that sometimes they make some decisions that are not comply with rational model, this constraint is related to Nationwide Insurance company. The second constraint is †Historical Precedents† which is relevant to American Airline industry, since choices that were made are largely a result of choices that were made over the years. The last two constraints are, †System-Imposed time Constraint† as they restricted their ability to gather or evaluate information, and †Formal Regulation† where due to organisational purposes, some policies restricts managers to make a decision, these constraints are relevant for both American Airline industry as well as JetBlue Airline. Q4: How do you think people like Rommel, Burgin, and Neeleman factor ethics into their decisions? Do you think the welfare of policy owners and passengers enter into their decisions? People with high ethical standards are less likely to engage in unethical practices, even in organisations or situations in which there are strong pressures to conform. The first ethical theory that arise in this case is Utilitarianism, where Rommel, Burgin and Neeleman did not seek to maximize good for the greatest number of people who were affected by their decisions. The second theory is right theory, as it appears that they also did not respect and protect the basic rights of individuals. Finally, according to the justice theory, Rommel, Burgin and Neeleman did not impose and enforce rules fairly and impartially when they made decisions.

Viable System Model

ORGANIZATIONAL BEHAVIOR III ASSIGNMENT â€Å"VIABLE SYSTEMS MODEL (VSM) AS APPLIED TO A MAJOR ORGANIZATION† Study of Viable Systems Model at ITC Ltd. Submitted by: Daksh Kumar Anand Uh11013 Introduction This paper is intended as study of the Viable System Model for better understanding. It deals with some of the basic concepts embodied in the model, the modeling process, and its use in practice in ITC Ltd. ITC’s transformation from cigarette to a conglomerate. Why we need Organizational Models We all interpret the world through models; these can be explicit, or tacit. For all managers in all organizations, their ability to manage a situation or organization effectively is in direct proportion to the accuracy and relevance of the models they are using to understand it. By far the most common organizational model in use in management today is still the hierarchical model though it has various disadvantages. What it doesn’t model is any of the more fundamental things about the organization: what it is, what it does, how it does it, its processes, formal and informal structures, communications and information transfers, or decision making. The VSM (Viable Systems Model) offers a more sophisticated alternative, one that can be used both for diagnosing existing organizations, and for designing new ones. The Viable Systems Model: The  viable systems model or  VSM  is a  model  of the organizational structure of any viable or  autonomous  system. A viable system is any system organized in such a way as to meet the demands of surviving in the changing environment. One of the prime features of systems that survive is that they are adaptable. The VSM expresses a model for a viable system, which is an bstracted  cybernetic (regulation theory) description that is applicable to any organization that is a viable system and capable of autonomy. A viable system is composed of five interacting subsystems which may be mapped onto aspects of organizational structure. In broad terms Systems 1–3  are concerned with the ‘here and now' of the organization's operations, System 4 is concerned with the ‘t here and then' – strategical responses to the effects of external, environmental and future demands on the organization. System 5 is concerned with balancing the ‘here and now' and the ‘there and then' to give policy directives which maintain the organization as a viable entity. * System 1 (Operations)  in a viable system contains several primary activities. Each System 1 primary activity is itself a viable system due to the recursive nature of systems as described above. These are concerned with performing a function that implements at least part of the key transformation of the organization. System 2 (Coordination)  represents the information channels and bodies that allow the primary activities in System 1 to communicate between each other and which allow System 3 to monitor and co-ordinate the activities within System 1. * System 3 (Operations Planning ; Control)  represents the structures and controls that are put into place to establish the rules, resources, rights and responsibilities of System 1 and to provide an interface with Systems 4/5. System 4  (Development Research an d marketing) – The bodies that make up System 4 are responsible for looking outwards to the environment to monitor how the organization needs to adapt to remain viable. * System 5 (Decisions to maintain identity) –  is responsible for policy decisions within the organization as a whole to balance demands from different parts of the organization and steer the organization as a whole. According to the above descriptions, these systems can be organized into three groups reflecting the three management perspectives: * Operational Management (Systems 1,2,3) Strategic Management (System 4) * Normative Management (System 5) VIABLE SYSTEMS MODEL AT ITC LIMITED ITC was incorporated on August 24, 1910 under the name Imperial Tobacco Company of India Limited. In recognition of the Company's multi-business portfolio encompassing a wide range of businesses – Cigarettes & Tobacco, Hotels, Information Technology, Packaging, Paperboards & Specialty Papers, Agri-business, Food s, Lifestyle Retailing, Education & Stationery and Personal Care – the full stops in the Company's name were removed effective September 18, 2001. The Company now stands rechristened ‘ITC Limited'. The success of ITC lies in the fact that it has been able to adapt to the changing environment and market needs through searching more and more viable options for sustainable growth. Let us apply the VSM model in systematic fashion: * System 1 (Operations)  in a viable system contains several primary activities. Though the first six decades of the Company's existence were primarily devoted to the growth and consolidation of the  Cigarettes and Leaf Tobacco businesses, the Seventies witnessed the beginnings of a corporate transformation that ushered in momentous changes in the life of the Company. It entered into the chosen portfolio of FMCG, Hotels, Paper, Paperboards & Packaging, Agro Business and Information Technology. These were chosen on the basis of internal capabilities, the emerging opportunities in these areas and confidence that ITC would be able to achieve leadership positions in these business segments. * System 2 (Coordination)  ITC has a diverse portfolio of product offerings and proper coordination between them is necessary and it does take place even at the very basic level. E. g. ne of the primary products in its portfolio — Aashirvaad Atta [wheat flour] — is today a leader in its segment within a very short time since its launch. Its success is an example of the synergies that ITC derives from the diversity of its businesses. ITC's pioneering rural initiative, the e-Choupal network, enables cost effective sourcing of wheat but, more importantly, lends a competitive strength given the traceability of the commodity through identity-preserved pr ocurement. This enables customized blending, which again is a strength honed from the practice of tobacco lending over the years, to support local tastes and preferences. This is a perfect example of how the coordination takes place in ITC Ltd. * System 3 (Operations Planning ; Control) Flowing from the philosophy and core principles, Corporate Governance in ITC takes place at three interlinked levels, namely – * Strategic supervision by the Board of Directors * Strategic management by the Corporate Management Committee * Executive management by the Divisional Chief Executive assisted by the Divisional Management Committee. It is ITC's belief that the right balance between freedom of management and accountability to shareholders can be achieved by segregating strategic supervision from strategic and executive management. This 3-tier structure ensures that a. Strategic supervision (on behalf of the shareholders), being free from involvement in the task of strategic management of the Company, can be conducted by the Board with objectivity, thereby sharpening accountability of management. b. Strategic management of the Company, uncluttered by the day-to-day tasks of executive management, remains focused and energised; and c. Executive management of the divisional business, free from collective strategic responsibilities for ITC as a whole, gets focused on enhancing the quality, efficiency and effectiveness of its business. ITC also benchmark the health of each business comprehensively across the criteria of Market Standing, Profitability and Internal Vitality. * System 4  (Development Research and marketing) – ITC is committed to delivering world-class products and services. This requires a clear focus on continuously striving to create a higher value to customers by achieving excellence in all Company's operations. ITC always look out to know the customer demands and needs and work upon them. e. g. ITC's hotels business and its master chefs interact with millions of consumers throughout the year and are able to understand the nuances of regional and local tastes that delight the consumer palette. This knowledge is utilized by the foods business to deliver a superior and differentiated product. System 5 (Decisions to maintain identity) –  ITC has developed core values in order to bring out the balance between demands of the organization as well as the demands of the customers. ITC's Core Values are aimed at developing a customer-focused, high-performance organization which creates value for all its stakeholders and these are: * Trusteeship * Customer Focus * Respect for People * Excellence * Innovation * Nation Orientation. It is clear from the above discussion that ITC follows the Viable Systems Model up to a great extent which is a reason for its sustenance in dynamic environment.