Sustainable Tourism Development

This article was downloaded by: [113. 210. 1. 106] On: 22 March 2013, At: 07:28 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK Journal of Sustainable Tourism Publication details, including instructions for authors and subscription information: http://www. tandfonline. com/loi/rsus20 A Framework of Approaches to Sustainable Tourism Jackie Clarke Version of record first published: 29 Mar 2010.To cite this article: Jackie Clarke (1997): A Framework of Approaches to Sustainable Tourism, Journal of Sustainable Tourism, 5:3, 224-233 To link to this article: http://dx. doi. org/10. 1080/09669589708667287 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www. tandfonline. com/page/ terms-and-conditions This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, lo an, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden.The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae, and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand, or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 A Framework of Approaches to Sustainable Tourism Jackie ClarkeSchool of Business, Oxford Brooks University, Wheatley Campus, Wheatley, Oxford OX33 1HX Based on an extensive literature review, this paper proposes a framework of approaches to sustainable tourism. The framework is composed of four positions, chronologically sequenced according to th e dominant understanding of sustainable tourism as a possession or goal. The positions are those of polar opposites, continuum, movement and convergence. The framework offers insights into the development of the sustainable tourism concept and enables identification of an author’s approach to the concept. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013Introduction The understanding of sustainable tourism has developed from the early ‘is it or isn’t it sustainable tourism’ debate, to the acceptance that research energy should be channelled into practical ways of assisting all forms of tourism to move towards sustainability. The fundamental difference is the assumption of the former, that sustainable tourism is, in some manner, already a possession of certain types of tourism or situation, against the acknowledgement of the latter, that sustainable tourism is not an inherent characteristic of any existing form or situation, but a goal that all touris m must strive to achieve.The tremendous volume of output on the subject over the last decade (Brown, 1991) has contributed to the recognised ambiguity in terminology (Beioley, 1995; De Kadt, 1990; Lanfant & Graburn, 1992; Murphy, 1994; Pearce, 1992, etc. ) and the surfeit of labels. For example, ecotourism has no unequivocal usage. It has been expressed as a symbiotic relationship between tourism and nature conservation (Farrell & Runyan, 1991; Valentine, 1993), been equated with nature tourism (Boo, 1990), and constructed as a Venn diagram (Buckley, 1993; Wight, 1995). Occasionally, labels are combined to produce hybrids (see, for example, Dernoi, 1988; Wight,l995).As a concept, sustainable tourism is still evolving. A Framework of Approaches to Sustainable Tourism Based on a critical literature review of both academic and industry contributions, the proposed framework comprises four positions of understanding of sustainable tourism. These four positions:  · are broadly chronolog ical, reflecting the dominant approach to sustainable tourism and offering insights into the concept’s development;  · provide a structure within which an author’s approach to the concept may be identified, affording insights for literature reviews.The framework is envisaged as complementary to other work (see, for example, Cazes, 1989; Pearce, 1992). As early literature commonly fixed on scale as the distinguishing feature, this is the unifying theme for the framework. As a 0966-9582/97/03 0224-10 $10. 00/0 JOURNAL OF SUSTAINABLE TOURISM  ©1997 J. Clarke Vol. 5, No. 3, 1997 224 A Framework of Approaches to Sustainable Tourism 225 criterion, scale has shifted from an emotive or even antagonistic role to neutral ground. An overview of the framework shows the positions forming two pairs.The first pair regard sustainable tourism as a current possession of a particular scale of tourism, whilst the second pair treat the phenomenon as a goal to be striven for. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 The first position of polar opposites A term adapted from Pearce (1992), the first, and probably the earliest of the four positions, was that of mass tourism and sustainable tourism conceived as polar opposites (see Figure 1). Alternative tourism was the popular label for sustainable tourism, mutual exclusion being implicit in the term.As a force, sustainable tourism was understood to be pulling away from mass tourism, which served as a point of repulsion (for commentary, see Butler, 1991; Cazes, 1989; Krippendorf, 1987; Nash, 1992; Richter, 1987; Travis, 1988; Valentine, 1993). Thus, sustainable tourism and mass tourism were stereotyped as the ‘good’ and the ‘bad’. The negative social and environmental impacts experienced at destinations were attributed solely to mass tourism, which was couched in emotive terms such s ‘hard’, ‘ghetto’, or ‘destructive’ tourism. Of course, mass tourism also related to scale, and the scale of the tourism involved was the principal defining characteristic for the polar opposite approach. Wheeller (199la) summarised scale as the focal point: the traveller is preferred to the tourist, the individual to the group, specialist operators rather than the large firms, indigenous accommodation to multi-national hotel chains, small not large — essentially good versus bad. Wheeller, l991a, author’s emphasis) Representing mass tourism, a Director of the Thomson Travel Group lampooned the approach by recounting his situation as an ecotourism speaker at a Royal Geographical Society gathering as being: rather like a cattle baron addressing a congress of vegetarians. (Brackenbury, 1992: l0) At its most extreme, advocates of alternative tourism pressed for a total replacement of mass tourism (cited in De Kadt, l990, 1992; Lanfant & Graburn, 1992) and of Cohen’s (1972) institutionalised tourist.Arguably, the position of polar opposites was strengthened by the presentation of mass versus sustainable characteristics in diametrically opposed tables (see, for example, Krippendorf, 1982; WTO, 1989). Such tables were developed into concrete notions of ‘bad’ versus ‘good’ (see Lane, 1989, 1990). ‘Mass tourism’ Conceptual barrier ‘Sustainable tourism’ Figure 1 Position 1: polar opposites 226 Journal of Sustainable Tourism Thus the earliest understanding of sustainable tourism was one of a dichotomised position.Believers in the polar opposite approach clearly regarded sustainable tourism as a possession of an existing type of tourism based on small scale characteristics. Ownership was claimed by tourism forms opposed to mass tourism. In short, small was synonymous with sustainable. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 The second position of a continuum By the 1990s, the original position of polar opposites was generally rejected as u nproductive, but the notion of a continuum between sustainable tourism and mass tourism presented a flexible adaptation of the earlier ideas (see Figure 2).In recognition that sustainable tourism utilised the infrastructure, transport and reservation systems of mass tourism (see De Kadt, 1990, 1992; Krippendorf, 1987; Wheeller, l991a), spawned an accompanying tourism industry structure (see Cohen, 1987, 1989; Krippendorf, 1987), and had the potential to develop into mass tourism if not properly managed (Butler, 1990, 1992; Tourism Concern, 1992), the simplicity of polar opposites was adjusted to a continuum between the two extremes. Variations were appropriately placed along the spectrum (see, for example, Davidson, 1992).Although allowing some measure of degree, the continuum understanding of sustainable tourism still regarded the phenomenon as a possession and used scale as the defining criterion. Polar opposites and continuum therefore formed a natural pair. However, the continuu m approach to sustainable tourism was only ever loosely established; understanding was moving in a new direction. ‘Mass tourism’ ‘Sustainable tourism’ Figure 2 Position 2: continuum Criticisms: too simple, too impractical Criticisms and queries have been voiced over these early approaches to sustainable tourism.The idea of polar opposites representing ‘right’ and ‘wrong’ was denounced as ‘grossly misleading’ (Butler, 1990). Most criticisms related to one or both of the following:  · Too simple: the inadequate appreciation of tourism as a dynamic and complex phenomenon resulting in the inherent flaws in this understanding of sustainable tourism.  · Too impractical: the question of scale and the inability of this narrow view of sustainable tourism to offer practical solutions to the global problem of the burgeoning volume of tourist arrivals.Tourism is a complex and dynamic phenomenon (Heath & Wall, 1992; Przeclawski , 1993), yet sustainable tourism from the polar opposite and continuum positions assumed a homogeneity and simplicity in conflict with reality (Cooper et al. , 1993). Faced with the dramatic growth in international tourism from the 25 million trips of 1950 (WTO, 1993) to the 531 million of 1994 (WTO, 1995a) and its continued predicted growth (WTO, l995b), the replacement of mass tourism with the sustainable tourism promoted by the two positions was illogical. Being small scale, sustainable tourism lacked the capability (Butler,A Framework of Approaches to Sustainable Tourism 227 Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 1990; Cohen, 1987; Cooper et al. , 1993; Fennell & Smale, 1992; Pearce, 1992). Sustainable tourism could neither manage the number of arrivals nor replace the economic benefits accrued (Butler, 1992; Cohen, 1987). For Wheeller (1990, l991a, l991b), the idea was a ‘micro solution’ struggling with a ‘macro problem’. Furthermore, this understanding was inward-looking, failing to recognise the importance of other industry sectors and the wider perspective of sustainable development (Hunter, 1995).Indeed, the second pair of positions better demonstrate the influence of the sustainable development landmarks that shaped the concept (for example, IUCN, 1980, 1991; The World Commission on Environment and Development, 1987; the GLOBE ’90 and ’92 conferences; The United Nations Conference on Environment and Development with Agenda 21). Other criticisms concerned issues such as elitism (Cazes, 1989; Richter, 1987), the problems of ensuring local ownership and control (Cater, 1992), and inbalances in power (Wheeller, 1990, l991a, l991b).Butler (1990) argued that the approach to sustainable tourism portrayed a static picture of impacts. The revision of features related to time and process produced a less flattering scenario (Butler, 1990). For example, the more intense contact between host and guest over a longer duration resulted in greater damage to the fragile host culture than was readily apparent in the ‘good’ versus ‘bad’ tables. The emergence of these tables was partly a response to an over-simplistic interpretation of Krippendorf’s work (1982, 1987). Krippendorf (1987) was not opposed to mass tourism as long as it progressed towards ‘harmonious’ tourism.In fact, he urged that: only if we succeed in living with tourism as a mass phenomenon, ? , can we claim to have made a decisive step forward, (Krippendorf, 1982: 111, author’s emphasis) an assertion often overlooked by proponents of a polar opposite or continuum approach. The third position of movement Criticisms of the earlier understandings of sustainable tourism, coupled with a closer alignment to sustainable development, resulted in the demand to change mass tourism to more sustainable forms (see, for example, Bramwell, 1991; Butler, 1990, 1991; Cohen, 1987; De Kadt, 1 990; GLOBE, 1990; EIU, 1992).If the main problem of modern tourism is that of its huge number, (Krippendorf, 1987: 42, author’s emphasis) then mass tourism was the most visible and sensible candidate for initial reform. The sustainable tourism as understood under movement differed from the earlier definitions of sustainable tourism on three key dimensions:  · The issue of scale became more objective and less emotive. Mass tourism became the subject for improvement, rather than the derided villain.  · Sustainable tourism became the goal for attainment, rather than the possession of an existing scale of tourism. Operationalising current knowledge to move towards the goal became the 228 Journal of Sustainable Tourism (’mass tourism’) Large scale tourism Sustainable Tourism Goal Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 Figure 3 Position 3: movement practical focus of effort, rather than the ‘is it or isn’t it sustainable tourismâ€⠄¢ debate of previous years. Figure 3 illustrates the understanding of sustainable tourism by movement advocates. As a label, large scale tourism is preferred to mass tourism, for it sheds the negative connotations.Viewed objectively, large scale tourism possesses strengths which could be used to advantage:  · The environment is attacked by other industries, such as mining and manufacturing (EIU, 1992; McKercher, 1993), and tourism is dependent on environmental quality. The tourism industry must protect its assets; size is important, as large players exert pressure through lobbying power.  · Large scale operators have the marketing and communication skills, plus contact opportunities in bulk, to actively foster interest in sustainable tourism amongst the millions of consumers who purchase their products. Large size confers influence over suppliers and distributors, which could be used as a persuasive force for the introduction of sustainable policies along the supply chain. Of c ourse, there are less altruistic reasons for large scale tourism to instigate movement towards the sustainable tourism goal. The imposition of environmental regulatory control by governments grappling with world problems of acid rain, ozone layer depletion and global warming require a minimum response of compliance.From the demand side, the rise of consumer interest in green issues (see ETB, 1992a, 1992b; Green, 1990) provides the classic incentive of consumer needs. The interest expressed by consumers through financial institutions in environmental practices is a further motive. There are over thirty an ag em en im ts pa ct ys -e as nv ses tem iro nm s s – re ent men use t al Guid , re au eline cyc di s for le, red t susta uce inab le to urism Equity Company/organisation focus ta lm s pac im cts al pa lob G im al sic y ph al/ gic olo Ec (’sustainable tourism’) Small scale tourism iro nm en En v -e nv iro nm e nt al A Framework of Approaches to Sustainable Touri sm 229 Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 environmental or ethical funds in the United Kingdom, representing approximately ? 750 million of investment; according to independent financial advisors Holden Meehan (1994), the idea of ‘profit with principle’ has moved from the fringe to the mainstream.Investors are stakeholders requiring satisfaction. There are many examples of large scale tourism proactively moving towards the goal of sustainable tourism (see Middleton & Hawkins, 1993, 1994; WTTERC, 1991–1994). British Airways was one of the first tourism companies to publish an environmental report (British Airways, 1991), the International Hotels Environment Initiative was a sector-specific project (Van Praag, 1992), whilst the ‘Green Globe’ programme was targeted across the tourism sectors (WTTERC, 1994).The World Travel & Tourism Council, a coalition of Chief Executive Officers from international tourism companies, established th e World Travel & Tourism Environment Research Centre (WTTERC) to monitor, assess and communicate objectives, strategies and action programmes in respect of environmental management (WTTERC, 1992). Over one hundred guidelines and codes of practice relating to tourism were identified (WTTERC, 1993); the environmental guidelines of the WTTERC itself provide a useful synopsis of the large scale understanding of sustainable tourism (WTTERC, 1992).As Figure 3 demonstrates, the focus of this approach is on the physical/ecological environment, with an emphasis on environmental management systems, incorporating techniques such as environmental audits of products, processes and issues, and environmental impact assessments. The fourth position of convergence The framework culminates in a position of convergence (see Figure 4). This position represents the latest understanding of sustainable tourism as a goal that all tourism, regardless of scale, must strive to achieve (see, for example, Inske ep, 1991).Accepting that the concept of sustainable tourism is still evolving, the absence of a precise goal definition is less important than general movement in the correct direction. Appreciating the wider role of sustainable development, this final position recognises two interpretations of sustainable tourism. The large scale interpretation of sustainable tourism (as portrayed in position three) has a dominantly physical/ecological perspective expressed as a business orientation. The small scale interpretation of sustainable tourism offers a social slant from a local or destination platform.It is akin to the understanding of sustainable tourism as alternative tourism under position one, except for the crucial recognition of the concept as a goal rather than a possession. Both interpretations:  · focus on the implementation of their current knowledge of sustainable tourism to move towards the ultimate goal of sustainability;  · seek future progress towards the desired goal t hrough the twin processes of further development of ideas inherent in their own interpretation and by adaptation of ideas found in the other.Together, this results in convergence towards the goal of sustainable tourism. For example, in this quest, large scale tourism is experimenting with techniques for inducing shifts in tourist behaviour compatible with environmentallyfriendly travel, an educational component instigated by the small scale enterprises. Thomsons now provide environmental guidelines for guests; TUI 230 Journal of Sustainable Tourism Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 Large scale tourism al nm vi ro En Figure 4 Position 4: convergence ave produced an environment ranking for products featured in all their mainstream Euro-brochures. In turn, small scale enterprises are learning about the development of effective environmental management systems, originally the territory of large scale organisations. In the UK, the environmental audit was promoted fo r small scale concerns by the West Country Tourist Board’s (1993) ‘Green Audit Kit’; the project was then taken nationwide. In addition, by embracing sustainable development, both interpretations are receptive to further ideas generated from outside the tourism sector.Like large scale tourism (see position three), the small scale interpretation of sustainable tourism has produced guidelines and codes of good practice (see, for example, ETB, 1991; Countryside Commission, 1991; Green, 1990), established destination-based projects (for example, the Devon-based Tarka Project) and offered and disseminated advice to interested parties (ETB, 1992a, 1992b, 1993). -e nv iro nm en ta l en t im g olo Ec m an ag em y ph al/ ic al sic en ts pa ct ys -e as nv s e s te m ir o nm sm s – re en use tal ent Guid , re au eline cyc s for le, r dit sust edu aina ce ble t ouri sm Equity Company/organisation focus ba Gl p l im s act p im Sustainable Tourism Goal ts ac Local area identity focus Equity Guid e Loc lines for al c sust ont aina Ed rol ble t uc ouri ati To sm on u of Au ris hos tc th t/to e n ha r uri tic act st ity eri s ti cs s act ts mp pac y al i rit ultur l im a c teg loc In o cial/ tion/ a S stin De Small scale tourism A Framework of Approaches to Sustainable Tourism 231 The completed framework Taken as a whole, the framework both structures and partially explains some of the conflicts and debates that have occurred in sustainable tourism.Although due regard should be given to the limitations of a framework based purely on a literature review and purporting to be complementary in nature rather than encompassing, it does present insights to past development whilst taking a view as to the direction of future advances. 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Finance College Essay Example | Topics and Well Written Essays - 1500 words

Finance College - Essay Example Thus, the returns from fixed income securities remain unchanged over the period for which they are invested in. Beyond the period or before the period of investment, the rates would be prone to vary. Changes in the reserve ratio (CRR) stipulated by the Reserve/Federal Bank lead to changes in the rate of interest/ returns for the investor. A shift in the global economy and change in the CRR of the banks in the country which has a dominant role in the global economy can influence the interest rates in other countries too. An investor has a choice of investing in various assets over time. He can invest in movable assets like securities, stocks, fixed deposits and immovable assets like land, buildings etc. Each class of investment has its own risks and returns. The returns from each asset would also vary from time to time, depending on various socio-political, economic and geographical factors. The capital markets offer a wide range of investment options like shares, stocks, debentures, fixed income securities etc. While shares and stocks are high risk-high return instruments, bonds and fixed income securities are safer modes of investment. Capital markets typically tend to move in cycles or phases, called bull and bear phases . A bull market is one in which the majority of the shares move up and there is ample capital appreciation for the investor. A bear phase is one in which there is a negative trend and the prices of shares fall. There is erosion in value of the holding and the investor might not even get back his initial investment amount. The returns in a bull market have been known to be as high as 500-1000% in some cases, while the losses in a bear market have forced several investors to go bankrupt and sell whatever other assets they were holding as investments. Many a times, the economy of the country itself has had to undergo a substantial loss due to the fluctu ations in the capital markets. Fixed income securities are one of the most innovative and dynamic instruments evolved in the financial system ever since the inception of money. Based as they are on the concept of interest and time-value of money, Fixed income securities personify the essence of innovation and transformation, which have fueled the explosive growth of the financial markets over the past few centuries. http://sify.com/finance/fullstory.phpid=14201529, accessed on 27th Aug.,2008. A wise investor would have a combination of investments which give fixed and variable returns over a period of time. The risks involved in investing in stocks are offset by the returns from fixed income securities. Depending on the disposable income, age of the investor and risk-taking capacity of the investor, a financial planner would

How the Draft has changed since the Vietnam War Research Paper

How the Draft has changed since the Vietnam War - Research Paper Example How the Draft has changed since the Vietnam War? Men found to have been insincere by the board for military tribunals tried various offenses with seventeen sentenced to death, three hundred and forty five to penal labor camps, and one hundred and forty two to life imprisonment. In the United States, conscription, or the draft, has been used a number of time, normally in the event of war, as well as when there is nominal peace, such as during the Cold War. The draft was discontinued in 1973 by the US government, which shifted to a military force that was all-volunteer. For this reason, mandatory draft is not in effect at the present time. The Selective Service System (SSS), however, is still in place for contingency purposes. Men aged between eighteen and twenty-five must register for quick resumption of the draft should there be a need for conscription2. However, most military and political experts do not consider conscription likely under the current conditions. The Military Draft While the United States did not initially join the Second World War, the Selective Training and Service Act (STSA) was signed by President Franklin Roosevelt in 1940. This required all American men aged, between twenty-six and thirty-five, to register for drafting into the military3. This acted as the United States’ first draft during peacetime, and it was responsible for the establishment of an independent federal agency, the SSS. Because of increasing threats from Japan and parts of Europe, President Roosevelt decided that it was prudent for the United States to train military personnel in case they had to defend the motherland. Germany had already invaded France and Poland, and it was becoming clear that Hitler was involved in persecution of European Jews, and Great Britain was his next target. In response to the distress that Great Britain was in, Roosevelt decided to sell more weapons to repel an attack by the Nazis, as well as to increase the humanitarian effort for the increasingly isolated British. On appending his s ignature to the STSA, he warned the American citizenry that America was caught in the middle of a war for her destiny with the distance and time that separated the US and Europe becoming smaller4. In his opinion, which was shared by a majority of Americans, it was not possible to remain neutral in a world of increased and rampant force. It was now up to the Americans to be prepared in the event that the war in Europe and the Asia-Pacific got to their shores The Americans were receptive of the draft after that impassioned appeal from President Roosevelt. Whatever resistance there may have been to the draft dissipated with the Japanese attack on Pearl Harbor in 19415. This event led to massive enlisting by American men and enlisting continued until 1973, both in peacetime and when the United States was involved in conflict, such as during the Korean War. Men were also drafted in order to fill the vacancies left by retiring or killed service men, which could not be filled using volunta ry conscription. In December of 1969, the United States military reinstated the lottery drawing, unused since 1942, in Washington D.C.’s Selective Service National Headquarters. This was meant to determine how men born between 1944 and 1950 would be inducted into the army. This lottery was a change from the earlier method where 366 plastic capsules with birth dates, representing the days of the year, were put in a large jar, after which they were drawn manually to assign all men born between the said years with

How do the governments of the Communist East and the Capitalist West Essay

How do the governments of the Communist East and the Capitalist West perpetuate the Cold War - Essay Example Yet this perpetuation of the Cold War corresponds to the anticipation and autonomy to those subjugated in the East Germany and, on the other hand, the cruel existence of Communism to the Capitalist West. This particular transitional zone situates Alec Leamas, a spy of Britain coming up for the defection of one of his secret agents. The subjected man emerges over the border and seems to be set to make his 'run away' when, all of a sudden, he is chopped down in a bombardment of gunfires. Leamas is called again to London by his supervisor, Control (Cyril Cusack), anticipating him to be fired from his job. And then Control changes his mind to keep more Leamas in a Cold War. Though, Leamas is immediately started searching for a job and finally he got a tedious librarian job. With his only companion, whisky, for company, Leamas simmers in his own beliefs, buttressing the detestation not in favor of the British Secret Service. Nobody seems able to make a way into his shell (developed over the time when he was a secret agent) even though his associate librarian, Nan Perry, takes a predilection to him. Regrettably, Leamas beats up a storekeeper and finishes up in a lockup. Nan should like him nonetheless, and also the Leamas in return, since she congregates him on his liberation from jail. The interesting thing that took place is that, there is one more there to see his come back and he comes up to him in the park. Claiming to be from an aid organization which facilitates ex-convicts, Carlton (Robert Hardy) takes Leamas to a pricey lunch. This is completely gibberish for sure -- as a matter of fact it's an approach from the foe, inspecting a peeved previous secret agent and detecting if he'll defect. Leamas appears to undergo that he doesn't owe Britain anything and, rather grumpily, looks to believe (of course, by means of having the only purpose of wealth). After that Leamas circuitously moves towards Smiley's residence, for a get-together with Control. Everything turns out to be obvious Control sketches the plan, a deceitful and wicked endeavor to harm the reputation of the apex East German secret agent, Hans-Dieter Mundt. With eagerness, Leamas is rushed towards Holland for de-briefing by Fiedler, the second in power to Mundt. The bottom line of the arrangement is that Fiedler loathes Mundt and would wipe out him at all cost. By plummeting slight clues in his discussion with Fiedler, Leamas lets the spy to pencil in his own thoughts without so much delay - the unbelievable ability that Leamas has for spying and espionage, and his great understanding skills, embraces him in good stead as he intertwines a compelling story for Fiedler. Realizing the "certainty", Fiedler sent Leamas back to East Germany, where he looks forward to to overthrow Mundt in a closed trial and assessment. Leamas is an additional snag though since his persistence that Mundt couldn't have been a spy or espionage (he was leader of East German maneuvers and probably would have acknowledged). Fiedler still controls to induce an assessment however, completely influenced that Mundt is being disloyal to his State, and then the closed session starts on. It appears as though the court will rule alongside Mundt, ensuing in his carrying out, in anticipation of his defense representative presents an unforeseen and unanticipated

Child Labour in Third World Countries Essay Example | Topics and Well Written Essays - 3500 words

Child Labour in Third World Countries - Essay Example In 2002, the U.S. Congress passed legislation ordering the Department of Labour's Bureau of International Labour Affairs to study the relationship between education and military expenditure in countries where child labour is recognized to be particularly common. The word child labour in general refers to any economic activity carried out by someone not above the age of 15. Not all work done by children is harmful or manipulative. Child labour does not normally refer to part-time work after school or rightful internship opportunities for young people. Nor does it refer to adolescent people helping out in the family business or on the family farm. Rather, the "child labour" of concern is general employment that prevents children from getting education, and which is often performed under conditions dangerous to the physical and mental health of the child. The International Labour Organization, or the ILO, defines child labour as "some types of work" done by children under the age of 18. The ILO also says that child labour includes full-time work done by children under 15 years of age that prevents them from going to school (getting an education), or that is dangerous to their health. More complete definitions of what child labour is in regard, age restrictions, job types, and exceptions can be found in convention 138, convention 182, and the convention on the rights of the child. (Child Labour) Other sources and organizations disagree on what child labour is. Some utter that it is merely perilous work or work that obstruct with a child's education, while others are broader and include any work done by children working for compensation. Some organizations, such as UNICEF draw a line between child labour and child work, which can consist of light work done by children above the age of 12. Child Labour in the Fashion Industry There are no reliable statistics on the rate of child employment in any particular economic activity, including the fashion industry. Most information on child labour in the garment industry comes from eyewitness accounts, studies by non -governmental organizations (NGOs) and academicians, reports by journalists, and studies by the International Labour Organization (ILO). Unreliable information obtained during the preparation of this report indicates that in some of the countries examined, fewer children could currently be working on garment exports for the U.S. market than two years ago. A striking example involves Bangladesh, where great numbers of children worked in garment factories as lately as 1994. Worldwide media attention and intimidation of boycotts and cancelled work orders led to the dismissal of thousands of child workers from the garment sector unfortunately without any backup support for them. Thus, it is possible that in the lack of government programs to help the children, the abrupt discharge of child workers can put them in danger, rather than protect them. More research is required so that governments, industry, international organizations, and others apprehensive of the welfare of children are better capable of designing suitable programs. It is obvious, though, those local and national assurances to collective and free education for children are instant and optimistic steps which can and should be taken. One cause for any possible downward

E-Commerce and the Value Proposal Essay Example | Topics and Well Written Essays - 6000 words

E-Commerce and the Value Proposal - Essay Example The platform of e-commerce has emerged as one of the popular modes of performing related operations of retail chain businesses in an electric form. Notably, the activities in e-commerce include performing operations and making transactions with the use of internet. For several businesses, the platform of e-commerce is also used for gathering relevant information about consumer market and competitors’ actions amid the prime ones. The rationale behind conducting this study was to explore the benefits and identifying the challenges that Sainsbury’s experienced with respect to introduction of e-commerce in its business process. Besides, further supporting the assessment of the identified issues, certain recommendations has been made that will certainly assist the business of Sainsbury’s to improve its operational process. Considering the fact that the platform of e-commerce has emerged as one of the beneficial approaches to reach more customers in highly conventional setting thus, apparently, the prospective to conduct this study was to explore e-commerce trend in the global retail market. Along with this prospect, the significance of conducting the study also laid in exploring the issues that Sainsbury’s faced within aggressive e-commerce trend in the marketplace by other competitive businesses. Rationale after the study resolution to recognised the problems of the corporation that can be positively to sustenance the company in developing its commercial procedure. Appropriately, this study will support the company.

Management Consultancy Services Essay Example for Free

Management Consultancy Services Essay Following the Enron case and others, the place and role of professional advisers within corporate governance was thrown into public focus and as a result the professional management bodies across the world revisited their policies on various regulatory mechanisms. The policies formulated by Institute of Management Consultancy, United Kingdom is taken as a reference in the discussions below. The general principles are summarized. Self-regulation is best delivered through a modern, professional approach, i.e. through standards backed by disciplinary arrangements that are supported by external validation and a Code of Professional Conduct and Ethical Guidelines that apply to all members. A framework is required at the organizational and individual level to ensure that clients are able to make an informed decision about their choice of consultancy advice. A sector-wide definition of management consultancy should be developed that will assist in a number of ways, including the debate around self-regulation, and be sufficiently flexible to accommodate new providers of consultancy. The sector-wide definition should be Management consultancy is the provision to management of objective advice and assistance relating to the strategy, structure, management and operations of an organization in pursuit of its long-term purposes and objectives. Such assistance may include the identification of options with recommendations; the provision of an additional resource and/or the implementation of solutions. The definition of a management consultant should be Management consultants are those organisations and/or individuals that participate in the process of management consultancy within a framework of appropriate and relevant professional disciplines and ethics designed for the activity of management consultancy. The principle of detailed technical regulation of management consultancy should be rejected and that the essential skills of consulting are primarily behavioral, stressing the importance of competences and ethical standards. Any regulatory regime requires a significant element of independence from the profession in terms of membership and operation. The option of a regulatory system that provides easily accessible information from clients on the performance of firms and individuals should be considered carefully. The global nature of consultancy means that the complexities of jurisdiction and applicable law need to be taken into account and the dangers of regulatory systems being used as restraints on trade or for the furtherance of the interests of trade blocs recognized. The question of the interaction of parallel regulatory systems needs to be explored thoroughly with a wide range of professional and trade bodies. Management consultancy is immensely competitive. Any self-regulatory regime must not fetter the ability of management consultants to compete for business, with the opportunities for other companies that they may bring. The Government does not have a formal role in regulating the profession of management consultancy. Its role is to encourage and support stakeholders in management consultancy, including clients and other institutes, to develop a system that protects users and enables the UK profession to compete in a global market. 2. PROFESSIONAL CONSULTANCY ORGANIZATIONS CHALLENGES Traditionally the state has awarded associations of professionals the privilege of self-regulation in return for an assurance that members abide by a set of standards and an ethical code of conduct to ensure protection of the public interest. As increasing levels of education and social awareness give rise to greater expectations traditional structures, rules and regulations are challenged and justification for privilege is questioned. The position of trade and professional bodies is also made more complex by the increasing demand from members for such bodies to defend them from these pressures. This representational role has to be balanced carefully against the public protection responsibility. The regulatory function itself is not without its pitfalls. They are cent red on ensuring that everyone in the market is covered, how any regulations are to be enforced and also possibly ensuring that restrictive trade practices legislation is not used against them. All such arrangements are potentially unstable and perhaps are held together predominantly by the fear of more onerous statutory regulation. But these difficulties are compounded in an international environment. The increasing globalization that result in emergence of a single market mean that the developments of rules and regulations concerning two issues competition amongst professionals and standardization of qualifications are of particular concern. But the profession is also global in nature and regulation has also to be seen in against a shifting pattern of international trading and political structures. One driver for change is seen as ..deregulation and privatization, combined with a gradual shifting of policy-making to the global level. If regulation is the key, what form should it take? It can be introduced at a number of levels, i.e. the activity (technical regulation); individuals (standards and qualifications); firms (the trade association model) or the profession as a whole (ethics and principles). All of them have their difficulties. Some believe that the accounting profession in the USA had the wrong approach, i.e. Based on strict adherence to rules, it inadvertently encouraged innovations of the worst kind; creative accounting. 3. SHOULD MANAGEMENT CONSULTANCY BE REGULATED? There is, equally, the view that regulation is not needed at all. The market will regulate itself. This, of course, ignores that fact that business takes place within a societal framework and the view that the market is the ultimate regulator is, surely, flawed. It is based on the notion, sound in theory but questionable in practice, that the market is a perfect mechanism. Others suggest that the secret lies in the education of the client to make it an informed marketplace. It also has to balanced with the view that, if management consultancy wishes to be seen as professional, Professional awareness and behavior come when the early juggling with a little knowledge gives way to skilled application of a generally accepted body of knowledge according to accepted standards of integrity. It is also the case that the development of partnerships between clients and professional service firms (including investment by the latter in the former) may well limit the willingness of clients to shop around. The key question then is what is regulation for. In essence of course it is to ensure that the customers or stakeholders receive the goods and services that they need and that the suppliers claim to provide. In the case of management consultancy this must mean that clients receive the best possible advice to help them in taking their organizations forward. In a market dominated by a few global brands, it is about extending the transparency and extent of choice to enable clients to choose on the basis of expertise, quality of delivery and cost. It is also about balancing the need to extend these principles down from the firm to the individual and the costs of any system. The government view has been that good self-regulation coupled with demanding industry and people standards help companies compete in a global marketplace. When combined with effective self-regulatory systems and where appropriate supporting mechanisms exist to encourage good practice and resolve cross-border disputes, this development will reduce barriers and realize a single market worldwide. 4. STEP 1 IN REGULATAION WHO ARE MANAGEMENT CONSULTANTS? A number of definitions have been developed in recent years. The following is a small selection: Management consultants are used first to provide wider additional expertise than is available within a single organization. Thus a change in production or marketing may require expertise in designing and implementing a new system. Secondly, management consultants are used to provide objective appraisals where it is often easier for the expert outsider to see the broader picture and recognize the long-term requirements. Thirdly, the management consultant may be needed to provide additional assistance where there is a temporary increase in the management workload. This may be to cope with a major change or new development in any area of management responsibility. The rendering of independent advice and assistance on management issues. This typically includes identifying and investigating problems and/or opportunities, recommending appropriate action and helping to implement those solutions. Management consulting is an independent professional advisory service assisting mangers and organizations in achieving organizational purposes and objectives by solving management and business problems, identifying and seizing new opportunities, enhancing learning and implementing changes. The term Management Consultancy applies when a firm is engaged for a definitive duration to undertake specific enquiries, conduct studies, identify options and make recommendations or give advice of a strategic nature relating to the organization, management and operation of [the organization] for consideration/implementation. These definitions or descriptions have a number of threads in common. They are concerned with management issues of a significant, although not necessarily strategic, importance. Secondly, they are concerned with the role of the expert outsider. Finally, they extend the role of management consultants beyond advice and into implementation. Taking these threads into account the Institute believes that the sector-wide definition should be Management consultancy is the provision to management of objective advice and assistance relating to the strategy, structure, management and operations of an organization in pursuit of its long-term purposes and objectives. Such assistance may include the identification of options with recommendations; the provision of an additional resource and/or the implementation of solutions. Some have raised the issue of whether, if the professional activity is defined, the role of the individual management consultant also needs to be placed within a definitional framework. 5. REGULATION WIDER ISSUES Conversely, it is likely to be the case that others, even if introduced for the best of reasons, may see any system of regulation, as a restraint of trade. The danger is that the introduction of any self-regulatory system may also require an accompanying increase in bureaucracy and industry overheads and that the perceived failure of any such system may provoke a call for statutory intervention. The potential costs of any regulatory regime, however light its touch, are also of concern when Government does not seem to appreciate the costs, whether financial or opportunity, that may arise. Additional administration for practices and activity by professional bodies require resourcing and, in many cases, it is practitioners who have to bear the burden. The reality is that management consultancy, like every other business, is immensely competitive. Any regulatory proposals must take into account the need for the consulting profession to retain flexibility to adapt to a new global and technology-driven world. While global practices dominate the market, internal consultancies within domestic companies are turning to external and, hence, foreign markets, for business and small practices in niche markets are also competing on a global stage. The key is responding to the needs of clients rather than a regulatory regime that will always be behind developments in the marketplace. 6. CODE OF ETHICS INSTITUTE OF MGMT CONSULTANTS, USA All IMC USA members pledge in writing to abide by the Institutes Code of Ethics. Their adherence to the Code signifies voluntary assumption of self-discipline. The Code specifies: Clients * Members will serve their clients with integrity, competence, and objectivity, using a professional approach at all times, and placing the best interests of the client above all others. * Members will establish realistic expectations of the benefits and results of their services. * Members will treat all client information that is not public knowledge as confidential, will prevent it from access by unauthorized people, and will not take advantage of proprietary or privileged information, either for use by them, their firm or another client, without the clients permission. * Members will avoid conflicts of interest, or the appearance of such, and will disclose to a client any circumstances or interests that might influence their judgment and objectivity. * Members will refrain from inviting an employee of an current or previous client to consider alternative employment without prior discussion with the client. Engagements * Members will only accept assignments which they possess the expertise to perform, and will only assign staff with the requisite expertise. * Members will ensure that before accepting any engagement a mutual understanding of the objectives, scope, work plan, and fee arrangements has been established. * Members will offer to withdraw from a consulting engagement when their objectivity or integrity may be impaired. Fees * Members will agree in advance with a client on the basis for fees and expenses, and will charge fees and expenses that are reasonable, legitimate and commensurate with the services delivered and the responsibility accepted. * Members will disclose to their clients in advance any fees or commissions that they receive for equipment, supplies or services they could recommend to their clients. Profession * Members will respect the individual and corporate rights of clients and consulting colleagues, and will not use proprietary information or methodologies without permission. * Members will represent the profession with integrity and professionalism in their relations with their clients, colleagues and the general public. * Members will report violations of this Code to the Institute, and will ensure that other consultants working on behalf of the member abide by this Code. The Institute of Management Consultants USA, Inc. (IMC USA) adopted its first Code of Ethics in 1968. Since that time IMC USA has modified the wording of the Code for additional clarity and relevance to clients. The current Code was approved February 22, 2002. It is consistent with the International Code of Professional Conduct published by the International Council of Management Consulting Institute (ICMCI) of which IMC USA is a founding member. Members who apply for the CMC (Certified Management Consultant) designation must pass a written examination on the application of the IMC USA Code of Ethics to client service. The CMC mark is awarded to consultants who have met high standards of education, experience, competence and professionalism. 7. CODE OF ETHICS THE GROUND REALITY This paper is based on an Ethics Survey conducted by the Institute of Management Consultants among American business consulting clients of IMC members who are Certified Management Consultants (CMCs). Results * Over-promising expected results and/or benefits (Nearly half of the respondents-46%) * Not serving the best interest of the client (32%) * Under-delivering results vs. commitment (31%) A high percentage of respondents40%indicated that they believe professional service firms would lie to protect themselves. Thirty-nine percent (39%) also indicated that they think employees would lie to protect themselves. Counterbalancing this, however, was the expression of 54% of the respondents who indicted that in a difficult situation, they believe employees will behave honorably. Half of the respondents also believe that professional service firms do place a high value on the welfare of the clients organization. It can therefore be concluded that while business executives believe that both employees and professional service firms do have an interest in the success and welfare of the organization/enterprise, they also feel that both groups would be inclined to act to protect their own interest or enhance their own position-an action which could inevitably be to the detriment of the enterprise. Two additional issues in which professional service firms can be faulted by business executives included: * Allowing the projects scope to expand/creep. (One-fourth of the respondents indicated this was happening frequently.) * Being imprecise or non-specific when setting expectations. (Only 19% indicated that this happens frequently, yet 68% indicated this occasionally happens.)