The West African Regional War Essay Example For Students

The West African Regional War Essay The West Africa Regional WarFor observers of the West Africa regional war, the recent calm in the war-torn Mano River Union (MRU) states Liberia, Sierra Leone, and Guinea has given rise to optimism. Guarded, as this optimism might be, the decrease in violence in West Africa during the second half of 2001 is an important development given the scope and intensity of fighting that gripped these states earlier in the year. While observers agree that the current absence of widespread violent conflict in the MRU is a much-welcomed development, it must not mask the profound cleavages within these societies, the tenuous nature of the UN-imposed peace in Sierra Leone, and the continued serious threat of renewed warfare in the region. A brief overview of the horrendous and persistent conflicts that have engulfed the MRU over the past decade underscores the need for vigilance by the international community in its pursuit of lasting peace in West Africa. The past dozen years of violent conflict in West Africa have led to the death, injury, and mutilation of hundreds of thousands of people and the displacement of millions more. Conservative estimates place the total number of war-related deaths during the seven-year civil war in Liberia (1989 1996) at 150,000, more than 5 percent of Liberias estimated population (SIPRI Yearbook, 1996). We will write a custom essay on The West African Regional War specifically for you for only $16.38 $13.9/page Order now But this number only begins to tell the story of the horror that civil war brought to this small nation of 2.8 million United Nations Development Program (UNDP), Human Development Report, 1995. Hundreds of thousands more Liberians were injured, displaced, and terrorized by the conflict, and today the tiny state remains the hostage of its corrupt and brutal dictator, Charles Taylor. After the war spread into Sierra Leone in 1991, it had a similarly devastating effect. As in Liberia, armed insurgents preyed on the rural populations, raping, pillaging, and forcefully inducting children into their ranks. During the eight years of warfare that followed, it is estimated (conservatively) that over 60,000 of Sierra Leones estimated 4.2 million inhabitants were killed and hundreds of thousands more injured, mutilated, and displaced (SIPRI Yearbook, 2001; UNDP, Human Development Report, 1995). The 2001 UNDP Human Development Report ranks Sierra Leone last out of the 162 nations rated on the human development index (HDI), a composite measure based on life expectancy, education, and gross domestic product per capita. Most of the refugees sought shelter in neighboring Guinea. The end of the 1990s housed over 500,000 refugees housed in hundreds of camps and settlements in Guinea, one of the largest refugee populations in the world (U.S. Commission for Refugees, Guinea: Country Report 1999, www. refugees.org/world/countryrpt/africa/1999/guinea.htm). While the destabilizing effects on Guinean society of large numbers of Liberian and Sierra Leonean refugees was profound throughout the 1990s, sustained cross-border conflict did not break out between Guinea and her neighbors until 2000. Cross-border attacks into Guinea by Sierra Leones Revolutionary United Front (RUF) and various Liberian-based rebel groups precipitated a harsh military response from the Guinean military, which led to thousands of militia and civilian casualties. Of course, fighting in West Africa during the 1990s was not confined to the MRU states. Serious bloodshed occurred in Guinea-Bissau (1999), the southern Casamance region of Senegal (ongoing), and Nigeria (ongoing) and conflict threatens to engulf c?te dIvoire. Sometimes referred to as the arc of conflict in West Africa, these wars escape simple classification. While the war that started in 1989 in Liberia has become regionalized in the rest of the MRU, the other areas of instability in West Africa are based on intra-state phenomena. Nevertheless, the broader and deeper that instability grows in West Africa, the greater the risk that conflicts will merge and spread, further exacerbating conditions that make West Africa the most impoverished region in the world. The Big PictureIn light of this fighting and the gloomy specter of a growing regional war in West Africa, the United States Institute of Peace convened a group of experts on the conflicts in West Africa and formed a working group to bring together individuals from various national and international agencies and organizations to shed light on the nature of the conflicts in West Africa and recommend appropriate American responses. In this way, the group endeavored to inform itself and support the Bush administrations new Africa team that was confronted with complex and difficult polic y choices. This effort led to four gatherings of the West Africa Working Group (WAWG) between March and August. From the outset, the working group adopted a big picture analytical focus. That is, the group quickly agreed that the series of conflicts in the MRU stretching over the 1990s and into the 2000s should be looked at as a whole. Conceptually, the MRU conflict was therefore seen as a regional war with regional dimensions. Thus, what started in Liberia in 1989 is related to the war in Sierra Leone and to the fighting that broke out in Guinea in 2000. And while different dynamics are responsible for the instability radiating beyond the MRU into other parts of West Africa today, these conflicts further menace regional peace and complicate efforts to find a lasting peace across the West African region. The working group attracted a diverse array of U.S. and foreign specialists that varied depending on the topic of the particular session. The group included representatives from Capitol Hill, British and French governments, Center for Strategic and International Studies, Georgetown University, intelligence agencies, International Peace Academy, Interaction, Johns Hopkins School of Advanced International Studies (SAIS), National Security Council, Pentagon, Physicians for Human Rights, State Department, United Nations, and United States Agency for International Development. The views expressed here represent a summation of issues examined by the WAWG, highlighting the most salient findings and policy recommendations. There were few points of disagreement during the many hours of discussions, both over what has led to the current crisis in West Africa and how the United States should move forward in the region. Perhaps the most significant and sustained point of contention within the WAWG was the degree of optimism/pessimism shared over the current process of demobilization, disarmament, and resettlement (DDR) in Sierra Leone. While some WAWG members were cautiously optimistic that the RUF is finished as a military force, others believed that the rebel group will dig up its guns and resist expulsion from the diamond fields. These group members also concluded that the UN mission lacks the will to confront the RUF if such a scenario plays out. Causes of the ConflictThe group quickly reached a consensus that there are many deleterious forces at play in the region, beyond Charles Taylor and the RUF, that have led to violent conflict in the MRU. .u34400184f7bf6551aa3d8359cf9dd825 , .u34400184f7bf6551aa3d8359cf9dd825 .postImageUrl , .u34400184f7bf6551aa3d8359cf9dd825 .centered-text-area { min-height: 80px; position: relative; } .u34400184f7bf6551aa3d8359cf9dd825 , .u34400184f7bf6551aa3d8359cf9dd825:hover , .u34400184f7bf6551aa3d8359cf9dd825:visited , .u34400184f7bf6551aa3d8359cf9dd825:active { border:0!important; } .u34400184f7bf6551aa3d8359cf9dd825 .clearfix:after { content: ""; display: table; clear: both; } .u34400184f7bf6551aa3d8359cf9dd825 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u34400184f7bf6551aa3d8359cf9dd825:active , .u34400184f7bf6551aa3d8359cf9dd825:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u34400184f7bf6551aa3d8359cf9dd825 .centered-text-area { width: 100%; position: relative ; } .u34400184f7bf6551aa3d8359cf9dd825 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u34400184f7bf6551aa3d8359cf9dd825 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u34400184f7bf6551aa3d8359cf9dd825 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u34400184f7bf6551aa3d8359cf9dd825:hover .ctaButton { background-color: #34495E!important; } .u34400184f7bf6551aa3d8359cf9dd825 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u34400184f7bf6551aa3d8359cf9dd825 .u34400184f7bf6551aa3d8359cf9dd825-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u34400184f7bf6551aa3d8359cf9dd825:after { content: ""; display: block; clear: both; } READ: The Problem of Sustainability Essay Internal factors stemming from poverty, lack of economic opportunity, ethnic animosities, and a history of political abuse and corruption have fueled the brutal conflicts. External factors have also had a major impact on the duration and ferocity of the conflict, especially the interventions of Burkina Faso and Libya (states that have reportedly trained and armed Taylor and the RUF) and the activities of non-state actors, mostly profiteers such as diamond, timber, and arms traffickers. Working group participants also reached the early conclusion that while the poor socio-economic factors in the regions West Africa contains 11 of the worl ds 20 poorest states were exacerbating both the duration and intensity of the regional conflict, efforts to change the state of underdevelopment in West Africa will be fruitless until the security aspects of the problem are addressed (UNDP, Human Development Report, 2001). Accordingly, the group focused its analysis on containing and ending the fighting. U.S. Interests in West AfricaThe working group agreed that underlying the proliferation of the so-called soft threats (non-traditional security threats to the United States, like the spread of contagion, international criminal networks, and terrorism) is the growing phenomenon of state collapse. In Afghanistan, Colombia, the Democratic Republic of the Congo, Indonesia, and Somalia, the deleterious effects of the crumbling state are plain to see. In each of these cases, instability and violence have ultimately led to the weakening, and in some instances the failure, of central government and to direct costs for the United Stateseconomically, militarily, in terms of regional stability, and in humanitarian terms. While each of the above cases has elicited a strong policy response from past and current administrations, U.S. policy toward the war in West Africa is still taking shape. Yet state collapse in Liberia (1989) and Sierra Leone (1991) now threatens to spread to a number of West African states including the bordering nations of Guinea and c?te dIvoire. A review of what is at stake for the United States in West Africa illustrates the importance and urgency of developing a policy to stop the spread of the conflict in the region and to cut the legs out from under the wars two main vectors: Liberias Charles Taylor and Sierra Leones RUF. The cycle of state collapse now occurring in the three member states of the war-torn MRU places the entire West African region at risk. Indeed, this area is home to numerous military dictatorships and simmering ethnic rivalries. And as we have already witnessed in other parts of the world, as fighting and instability spread in West Africa, so too does the growth of terrorist networks and international criminal organizations; the destruction of the environment; the spread of disease, refugees, poverty, and ethnic strife; and the general unraveling of living conditions for the regions nearly 240 million people. Nowhere in West Africa is stability more important to the United States than in Nigeria, the continents most populous nation (estimated to be 126 million in 2001, according to the World Fact Book, www.cia.gov/cia/publications/factbook/geos/ni. html) and our most important regional ally. Not only does the United States rely on Nigeria as a major source of oil (10 percent of U.S. imports in 2000), but Nigeria is also one of two (along with South Africa) focal points of American foreign policy in sub-Saharan Africa. The United States has strongly supported the democratic government of President Olusegun Obasanjo and has established a strong military cooperation program with Nigeria that has led to the training of five battalions of Nigerian soldiers. Moreover, the United States clearly has an interest in supporting the success of next years important local elections (scheduled for April) and state and federal elections in 2003. The partnership with Nigeria therefore presents an important test case for the United States: support for our friend will not only increase the chances for domestic and regional stability in West Africa, it will demonstrate to other friendly African states that the United States is engaged on the continent. Indeed, increased U. S. engagement in the region is also necessary to counter the deleterious effects of the activities of corrupt non-state actors, the potential growth of militant Islam, and Libyan expansionism in West Africa. The United States should also maintain a keen interest in the success of the United Nations Armed Mission to Sierra Leone (UNAMSIL). Since its near collapse in 2000, UNAMSIL has regrouped with the strong support of the British and today appears to be more coherent and effective. The success of this mission is essential to the strengthening of the UN Department of Peacekeeping Operationsa development that is clearly in the interest of the United States. Moreover, the United States has invested heavily in the mission. In fiscal year 2000, the United States contributed over $128 million to UNAMSIL, a figure that grew to nearly $190 million in fiscal year 2001. This accounts for a significant proportion of the U. S. humanitarian aid budget, funds that are desperately needed elsewhere. Finally, the intangible costs of American inaction in the region would be substantial. The marginalization of African crises from American foreign policy concerns perpetuates the perception within the international community that the United States does not care about the plight of Africans. This undercuts our status as the international leader for democracy, human rights, and peace and damages our national credibility abroad. Just as the marginalization of West Africa jeopardizes U.S. interests, targeted American engagement in the region could bear ample fruit. U.S. engagement in the region in cooperation with our French and British allies could provide an important test case and perhaps a model of Western cooperation that could be called upon elsewhere on the continent (notably in the Democratic Republic of the Congo, DRC) to address war and state collapse. The working group agreed that the key to future collaborative efforts in the region between the United States and its Western European allies will be to identify ways to harness Frances considerable regional influence and elicit policies from Paris that are more compatible with our own. In addition to working more closely with our Western allies on the formation of Africa policies, U.S. cooperation with the Economic Community of West African States (ECOWAS) could also set an important precedent for future cooperative actions on the continent.U. .ue5ccffcfcc098c99239563cc610a5bff , .ue5ccffcfcc098c99239563cc610a5bff .postImageUrl , .ue5ccffcfcc098c99239563cc610a5bff .centered-text-area { min-height: 80px; position: relative; } .ue5ccffcfcc098c99239563cc610a5bff , .ue5ccffcfcc098c99239563cc610a5bff:hover , .ue5ccffcfcc098c99239563cc610a5bff:visited , .ue5ccffcfcc098c99239563cc610a5bff:active { border:0!important; } .ue5ccffcfcc098c99239563cc610a5bff .clearfix:after { content: ""; display: table; clear: both; } .ue5ccffcfcc098c99239563cc610a5bff { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ue5ccffcfcc098c99239563cc610a5bff:active , .ue5ccffcfcc098c99239563cc610a5bff:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ue5ccffcfcc098c99239563cc610a5bff .centered-text-area { width: 100%; position: relative ; } .ue5ccffcfcc098c99239563cc610a5bff .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ue5ccffcfcc098c99239563cc610a5bff .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ue5ccffcfcc098c99239563cc610a5bff .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ue5ccffcfcc098c99239563cc610a5bff:hover .ctaButton { background-color: #34495E!important; } .ue5ccffcfcc098c99239563cc610a5bff .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ue5ccffcfcc098c99239563cc610a5bff .ue5ccffcfcc098c99239563cc610a5bff-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ue5ccffcfcc098c99239563cc610a5bff:after { content: ""; display: block; clear: both; } READ: The World of Culinary Arts EssayS. Policy toward the RegionAccording to administration sources, Americas policy toward Africa is based on three goals: increasing peace and stability, spreading democracy, and increasing economic prosperity on the continent. Within this approach there are several substantive policy priorities: addressing disease (HIV/AIDS, tuberculosis, and malaria), opening markets (Africa Growth and Opportunity Act, AGOA, and perhaps the creation of AGOA II designed to increase the number of items covered by the free-trade agreement), political liberalization, and ending wars on the continent (especially in the DRC, Sierra Leone, and Sudan). The government intends to do this while at the same time supporting African states such as Senegal, Mali, Ghana, Nigeria, South Africa, Mozambique, and Botswana, where socio-economic progress has been made. In West Africa this policy undergirds a number of U.S. programs. First, the United States has continued to support UNAMSIL financially and through military training of African peacekeepers. The U.S. government has also worked closely with the United Kingdom and supported Britains lead role in restoring peace in Sierra Leone. Finally, the United States continues its military and financial support to the Cont? government in Guinea. These efforts comprise part of a broader U.S. strategy in West Africa designed to support our regional allies and contain the spread of the war. The main target of this policy has been the Charles Taylor government in Liberia. The administration has thus attempted to break the link between the Taylor regime and the sale of conflict diamonds through the support of legislation in the United States and of UN sanctions on diamond exports and arms sales and a travel ban on Liberian government officials. In addition to its containment policy toward Taylor, the United States has also attempted to shore up regional allies like Presidents Kufour (Ghana), Konar? (Mali), Wade (Senegal), and Obasanjo (Nigeria). It is also clear that the United States has little choice but to work with President Gbagbo (c?te dIvoire), despite his contested rise to power, to preserve stability. Challenges to U. S. PolicyBeyond these policy thrusts, the working group identified several challenges to the administrations policy and important questions that have yet to be addressed. Short-Term Issues How can the United States best support the United Kingdoms lead role in Sierra Leone? What else should the United States do to bring about a more democratic regime in Liberia? How can the United States avert increased instability in Guinea, Guinea-Bissau, and c?te dIvoire while fostering socio-economic liberalization in these states? How should the United States collaborate with the French to foster economic development and good governance in West Africa? How will the administration prepare the political terrain in Washington to win support for these initiatives on the Hill? ong-Term Issues What are our long-term commitments to UNAMSIL and how will the United States define an exit strategy? How does the U.S. government envisage moving from DDR to economic growth in Sierra Leone and the rest of the West African region? ConclusionThe working group agreed that the international community, striving to end the horror of West Africas regional war, must begin by overseeing the successful resolution of conflict in Sierra Leone. Yet despite recent progress made in ending that war and the implementation of DDR, a number of unpleasant realities remain, making policy formation for the United States and the rest of the international community extremely difficult. UNAMSIL thus must be seen for what it is: a quick-fix, capacity-building effort that is not sustainable over the long run. The economies, political organs, and state institutions in Sierra Leone and Liberia are in a shambles and human capital is entirely depleted. The Kabbah government is a shell, and as one WAWG member put it, There is no there there in Sierra Leone. Still more troubling is the possibility of further violence and destabilization in the region: the RUF continues to menace the peace process; the Cont? and Gbagbo governments lack legitimacy at home and are threatened from within their own states; and tensions remain high between northern Muslims and southern Christians in c?te dIvoire after several years of divisive ethnic politics that have set the groups against one another. More broadly, profound socio-economic problems grip the entire West Africa region, making it fertile ground for future violent conflict. This reality points to several fundamental questions for the U. S. government: have the events of September 11 given rise to a renewed appreciation of the dangers of collapsed states? Or, will the current war on terrorism continue to draw attention and resources away from the crises in West Africa? And finally, can the United States work with its European (especially French) and African allies to help manage conflict and build economic prosperity in the region? Recommendations1.Provide strong support to British leadership in Sierra Leone. 2. Successfully marry the administrations West Africa program with the ambitious conflict prevention/development programs being articulated at the U.S. Agency for International Development. 3. Consider Sierra Leone a model for learning how the United States should approach complex humanitarian crises, state collapse, and regionalized conflict in Africa. 4.Increase U.S. domestic political will to engage in the region through public education and awareness building. 5.Find a middle ground for working with the French on the role Liberias Charles Taylor will play in the future of the region. 6. Develop a mid- and long-term regional plan for West Africa that accounts for big-picture economic and human development trends. 7.Implement the Africa Growth and Opportunity Act as soon as possible and draft and then implement AGOA II, thus extending the number of products covered by the legislation. 8. Buttress socio-economic development in Nigeria, the most populous and perhaps most important U.S. ally in sub-Saharan Africa. 9. Cut off financial resources to warlords who gain sustenance from non-state profiteers like diamond and timber buyers as well as from state actors intent on creating instability to further their own political and economic goals. 10.Continue military assistance to the key regional armies to professionalize them and build linkages with the United States. 11. Speed up debt forgiveness, especially for those countries that play by the rules and are in the process of socio-economic liberalization. 12.Increase aid to the region as an investment in stability, socio-economic development, and the creation of new markets for the United States and to help prevent state collapse. Words/ Pages : 3,186 / 24

How To Empower Freelancers To Improve Your Content Quality

How To Empower Freelancers To Improve Your Content Quality Do you ever wish you had another set of hands to help you create content? More marketers are hoping to create not only more content, but more valuable content. Training and hiring freelancers can help you make that happen. Today’s guest, Kaleigh Moore, is a successful freelance writer who works with marketers to make their clients more successful. She’s written for Entrepreneur, Inc.com, and other well-known publications. Today Kaleigh will talk to our listeners about why you might need a freelancer, some best practices in using a freelancer to help with content creation, and how to best grow your relationship with your freelancer. Some of the highlights of the show include: How Kaleigh helps marketers as a freelance writer, as well as why freelancers can be useful when creating the most effective types of content. Some specific situations that would make a freelancer the best choice for completing the work, as well as reasons why a freelancer would be more beneficial than using someone in-house. How marketing teams can help freelancers create marketable, valuable content. Kaylee talks about what freelancers need from marketers so the content is created more effectively. What you might want to look for in a freelancer so your needs are met. An ideal workflow that works well for freelancers. Kaleigh’s thought on outlining and how having one can make the process much more efficient. Some frameworks that are great for collaborating on content. Advice on where to start and what to look for when hiring a freelancer. Good ways for freelancers to put their names out so marketers can find them. Powered by PodcastMotor Actionable Content Marketing powered by By 00:00/00:00 1x 100 > Download file Subscribe on iTunes Leave Review Share Links: Campaign Monitor Kaleigh on LinkedIn KaleighMoore.com Google Docs Trello Slack Basecamp If you liked today’s show, please subscribe on iTunes to The Actionable Content Marketing Podcast! The podcast is also available on SoundCloud, Stitcher, and Google Play. Quotes: â€Å"If you use in-house writers to create thousands of words, that’s a huge time suck.† â€Å"Freelancers are looking for marketing personas, a style guide, a company tone, and who your competitors are.† â€Å"It’s very easy to over-complicate things when it comes to writing.† â€Å"Having a separate [organizational] tool without the clutter of an inbox is extremely helpful.†

Employment of Minors between the Ages of 12 and 18 Essay - 1

Employment of Minors between the Ages of 12 and 18 - Essay Example (c) It is necessary for the individual to submit the following elements before they are able to be granted a certificate: (1) A certified copy of a birth certificate or birth registration card; and (2) A statement from the potential employer indicating that if he were given a certificate from the school superintendent, he could employ the minor immediately and describing the type of job offered. It shall be understood that the potential employer, by furnishing such statement, does not promise to employ the minor for any specific amount of time. (d) A copy of the certificate will be made a part of the minors school file, for all minors between the ages of 16 and 18. The certificate must show that the minor is at least 16 years of age in order to qualify the minor to work between the hours of 9:00 P.M. and 6:00 A.M. and to be employed in any of the occupations covered by Code Section 39-2-2. In addition to the certificate, the superintendent of schools, or an authorized member of his staff, shall issue an identification card to each minor in this category. The identification card will demonstrate that the minor is eligible for employment. The minor will then not have to attain future employment certificates unless his certificate is revoked by the Commissioner of Labor. (e)(1) The certificate mentioned above must be accompanied by a letter from the minors school administrator indicating that the minor is enrolled in school full-time and has a good attendance record. The employer of the minor must maintain a copy the certificate and the letter in the minors employment file. The letter must be updated in January of each academic year during which the minor is working. This process will continue until the minor turns 18, receives a high school diploma, a general educational development (GED) diploma, a special education diploma, or a certificate of high school completion, or has terminated his or her secondary education and is enrolled in a postsecondary school. Any employer failing to comply with these rules is guilty of a misdemeanor and if convicted will  be subject to a fine not to exceed $1,000.00, up to twelve months imprisonment, or both, for each violation.

Revenue Recognition and Lucent Technologies, Inc Essay

Revenue Recognition and Lucent Technologies, Inc - Essay Example In the case of Lucent Technologies, Inc. ("Lucent"), the recognition policies proved to be unfortunate in light of the SEC action against them. Generally, one of the most reliable methods for revenue recognition is the critical event basis. When a critical event takes place within the operating cycle, such as a final sale, there are few questions regarding the recognition of the revenue. This more conservative method is "justified because the price of the product is then known with certainty; the exchange has been finalized by delivery of goods, leading to an objective knowledge of the costs incurred" which allows the revenue from the transaction to be accurately recorded (Riahi-Belkaoui 45). This results in a faithful representation of the company's underlying financial condition because it is unbiased and verifiable. In terms of relevance of the information, the company may take the position that, since investors use the data to make decisions regarding timely investments, they should be given information that presents the company in the best possible light. This approach can result in more aggressive methods, like the on es used by Lucent, via a scheme of issuing credits to recognize revenue as soon as possible. ... Revenue should be recognized at the final sale. In the case of Lucent, the company's actions demonstrate the worst aspects of ignoring conservative revenue recognition. They chose to use any means necessary to present investors with a positive picture. Lucent's management decided that it was more important to show higher levels of income than engage in a faithful representation of true financial condition. The problem for Lucent was that investors were relying on the overstated revenues as a basis for owning the company's shares, and when the true revenue numbers were revealed, the stock lost over five percent of its value. Management's decision to massage the numbers toward the higher revenue representation was a poor one. This case demonstrates the down-side of tampering with information to meet sales goals so that investors will be please. It is far better to use a reliable methodology. Lucent's aggressive revenue recognition policies ultimately hurt the company because they were dishonest and biased. When a vendor has an ownership interest in a customer, it is easier to engage in these practices. By using the leverage of customer ownership, Lucent could claim the revenues it originally reported while knowing that renegotiated terms would result in subsequent credits against that revenue. The issue is one of control. Rising to the level of collusion, Lucent could over-ship to its partner/customers, show the gross revenue on its financials, and then control the final customer cost through credits. The failure to book the impending credits, when management knew that such reporting would temporarily meet the sales targets but ultimately result in reduced revenues, was

Importance of HRM for the Function of Organisations

Importance of HRM for the Function of Organisations The functioning of modern organizations is highly dependent on the effectiveness of human resource management, which affects consistently the organizational development. In actuality, human resources comprise important assets of any organization. In such a situation, many organizations are concerned with the improvement of the performance of human resources through motivating employees and developing effective approaches to human resource management. Traditionally, human resource management played an important role in the effective functioning of an organization. At the same time, the present epoch is characterized by the development of numerous human resource challenges which were practically unknown in the past. In such a situation it is extremely important to clearly identify the problem or problems and their major causes in order to be able to cope with the HR challenges and maintain normal functioning of organizations. In this respect, it should be said that the wide implementat ion of new technologies is one of the main HR challenges many organizations working in different fields, including healthcare, face since they create serious problems caused by the gaps in the professional qualification of the personnel and the wide implementation of new technologies. In such a context, it is obvious that human resource management affects consistently the performance of organizations and the improvement of the organizational process that can be achieved through effective motivation of employees and effective leadership. In the contemporary business environment, human resources play an extremely important role because the development of organization occurs on the ground of the introduction of innovations. The introduction of innovations helps companies to take a leading position in the market and get competitive advantages over their rivals. In fact, the potential of human resources may be the major source of innovations because employees are able to generate new knowledge and introduce innovations. In this regard, the improvement of the organizational performance occurs due to the effective human resource management that can stimulate employees to innovative activities. At the same time, the effective human resource management may be a serious challenge for organizations. On analyzing the major HR challenges caused by the implementation of new technologies, it should be pointed out that probably the most serious problem is the lack of experience and essential skills of the personnel to work with new equipment and apply new technologies in practice. To put it more precisely, the current development of new technologies turns to be faster than the professional training of the personnel. What is meant here is the fact that professionals simply do not have knowledge, skills and experience to practically implement new technologies (Notorantonio, 2006). As a result, new technologies that could be very perspective and could increase substantially the work of the personnel and the performance of the organization at large are used only partially or, at any rate, their potential is not fully used. At the same time, the implementation of new technology and the lack of essential skills and knowledge engender another serious challenges the necessity of the professional training of the personnel in order to increase the qualification of professionals and prepare them to work effectively with new technologies. However, it should be said that the organization of training courses and implementation of some educational programs may be viewed only as a partial solution of this problem because in the modern, rapidly progressing world it is practically impossible that professionals could maintain the high professional level only with the help of special training or some educational programs (Clarke, 2001). In fact, nowadays, good professionals should be able to acquire new knowledge and develop new skills independently from any training programs or educators. In fact, self-education should become the major trend in the preparation of professionals to work in the modern world. In such a way, they should learn to progress constantly and improve their professional level without any external assistance but on the basis of their own skills and abilities to acquire new knowledge and develop new skills. Today, organizations attempt to keep their employees motivated and satisfied with their position and work that contributes to the higher productivity and effectiveness of work and, therefore, it contributes to the better organizational performance. In such a situation compensation methods and benefit programs may be crucial for employees and organizations, but it is important to understand the fact that compensation and financial stimuli are not the only factors that can have a positive impact on the organizational performance. First of all, it should be said that compensation methods are primarily used to motivate employees work better. In this respect, it should be said that such motivation heavily relies on the idea of utility as the cornerstone of the utilitarianism. In other words, the motivation is defined by individuals needs and interests, which are prior to all other factors that can motivate him/her. To put it more precisely, the utilitarian approach to the motivation stands on the ground that people are more likely to get motivated to do some actions, for instance, when they get some benefits from it and, on the contrary, the risk of losses or some harm that may be caused by these actions is an important factor that decreases considerably the motivation of an individual. It should be pointed out that the utilitarian approach to the motivation heavily relies on the rationalism of an individual since, in terms of this theory, human actions are determined by their utility or profitability (Clarke, 2000). This means that it is only a perspective of some benefits that can really motivate a person, but, on the other hand, such a utilitarian view implies that an individual should evaluate carefully all his/her action and motivation is also rationally justified and evaluated because it is on the basis of the racial judgment an individual can get either motivated or non-motivated to take an action. At first glance, such an approach seems to be logical and quite convincing, but, in actuality, it proves to be rather naÃÆ' ¯ve because such a view on the motivation means that people are unable to spontaneous actions. In other words, the motivation is rather a rational act than a spontaneous or unplanned act. In such a context, the use of financial compensation seems to be efficient. At the same time, different types of compensations may have different effects. For instance, skill-based pay implies that employees skills play the primary role in their benefits. Hence, they are motivated to train and improve their qualification, but, on the other hand, it does not ensure really effective and productive work because the quantity or productivity of work is not mirrored in benefit programs and compensations. The same trend may be traced in regard to the competence play. On the other hand, compensation and benefit programs cannot rely solely on the productivity of employees, the amount of products or services they create and provide for customers because it does not stimulate the professional development of employees. In this respect, the variable pay seems to be the most balanced compensation and benefit program because it stimulates both professional development of employees along with high effectiveness and productivity of their work. As a result, employees are interested to work better and, what is more important, they are conscious of the fact that if they learn, train and improve their qualification they will have better career prospects and higher benefits. In such a situation, the motivation of employees is very important because it contributes to the improvement of the organizational performance consistently. At the same time, the development of effective human resource management and motivation of employees leading to the consistent improvement of their organizational performance is impossible without the effective leadership. The process improvement occurs in the course of the organizational development, which is grounded on the development of the human resource management and effective leadership that helps employees to maximize the effectiveness of their organizational performance. In this respect, it is important to lay emphasis on the fact that the organizational performance is grounded on the effective leadership and the process improvement is impossible without the leadership as well. At this point, it is worth mentioning the fact that the leadership contributes to the consistent improvement of the organizational performance. However, contemporary leaders pay a particular attention to the improvement of the organizational performance through the improvement of the effectiveness of the human resource management. In actuality, leaders are particularly effective in motivating of employees. At this point, it is important to lay emphasis on the fact that effective leaders can motivate employees without using financial motivators. Consequently, organizations can save costs and maximize their organizational performance using the power and leadership qualities of their leaders to motivate employees and to maximize their performance. Moreover, charismatic and effect ive leaders can encourage their employees to develop innovations and introduce innovative approaches to their work. Therefore, the development of the effective leadership style can be crucial for the process improvement and the improvement of the organizational performance. In actuality, it is possible to distinguish different leadership styles which are considered to be effective. In this respect, it is possible to single out transformational leadership style as one of the most effective leadership styles in the contemporary business environment. In fact, the transformational leadership style facilitates the introduction of changes and innovations in organizations and managers can use the transformational leadership style to maximize the effectiveness of the organizational performance. The transformational leadership style implies that leaders act as stewards to their employees and guide them in the course of the introduction of change, innovation, or their regular work. In such a way, leaders close the gap between them and their subordinates and help to facilitate the introduction of changes and maximize the effectiveness of the performance of employees. Therefore, the organizational performance depends consistently on the effectiveness of the leaders hip and human resource management. In such a situation, leaders can stimulate and motivate their employees to improve their performance and the organizational performance at large that leads to the overall improvement of the organizational development. Thus, taking into account all above mentioned, it is important to lay emphasis on the fact that contemporary organizations depend on the effectiveness of the performance of their human resources and leadership. In this regard, leaders can facilitate the introduction of changes and other processes that improve the organizational development and organizational performance. In fact, the motivation of employees and ability of managers to introduce changes contribute consistently to the improvement of the organizational performance. As a result, it is possible to estimate that the rapid technological development, leading to numerous HR challenges related to the unpreparedness of professionals to the practical implementation of these technologies and leading to the necessity of organization of training courses and educational programs, can be used more effectively if the personnel comes prepared and being conscious of the necessity to continue their education and development of new skills and knowledge on their own as a part of their professional development. Consequently, modern organizations are dependent on the leadership, motivation of employees, effective human resource management that facilitates and improves the organizational performance. References Anonymous (1994, May). New technologies will impact HR departments. HR Focus 71 (5), 11. Clarke, R. L. (2000).   Investing in the human resource.   Healthcare Financial Management 54 (2); 16. Keener, R. (1999, May). Problems for everyone in IT staffing needs. Healthcare Management Technology 20 (4), 10. Minehan, M. (1997, December). Technologys increasing impact on the workplace. HR Magazine 42 (12), 168. Notorantonio, R. (2006).   Going Once, Going Twiceà ¢Ã¢â€š ¬Ã‚ ¦ Health Management Technology 27 (2), 30. United States Department of Labor, Bureau of Labor Statistics (2003). Employment Unemployment.   Retrieved on December 8, 2003, from http://www.bls.gov/.

Pupil’s educational success Essay

The education system is mostly controlled by white middle-class people. Those who share these characteristics may well be viewed more positively and be more likely to succeed in the tests and examinations created to assess their abilities. Many working class and ethnic minority pupils may feel undervalued and demotivated by an education system that does not recognise their qualities, class or ethnic culture. The Marxist idea of â€Å"Cultural Capital† (Bordieu) also determines a student’s ability to excel in the education system. Schools are middle-class institutions run by the middle-class. The forms of knowledge, values, ways of interacting and communicating ideas that middle-class children possess are developed further and rewarded by the education system. Working class and ethnic minority children may lack these qualities and so do not have the same chances to succeed. Studies have shown that middle-class parents are able to use their cultural capital to play the system so as to ensure that their children are accepted into the schools of their choice. However, ethnic minority parents are disadvantaged when trying to get their children into better schools. The parents, especially if born abroad, may not have much experience of the British education system and may not be able to, or confident enough about their English skills, to be able to negotiate the system. Some sociologists have argued that the curriculum disadvantages pupils, particularly the working class and ethnic minorities. The knowledge that they encounter at school does not connect with their own cultural experience. Working class experience is almost invisible in the school curriculum. History, for example, tends to deal with the ruling classes rather than with the vast majority of ordinary people. Coard (1971) showed how the content of education also ignored black people. The people who are acclaimed tend to be white, whilst black culture, music and art are largely ignored. Coard argued that this led to low self-esteem among black pupils. Since the 1970’s some effort has been made to make the curriculum â€Å"Multicultural†, but it is still criticised for only looking at â€Å"Saris and Samosas†. The National Curriculum has still been criticised today for being ethnocentric – emphasising white middle-class culture at the expense of other cultures – especially in its focus on British History and literature.

Clean Edge Razor: Splitting Hairs in Product Positioning

Clean Edge Razor: Splitting Hairs in Product Positioning Name: Yuanxu He (Jason) Semester: Fall, 2012 Course Number: MBA 812A Date of paper: September 25th, 2012 Executive Summary The Clean Edge which is Paramount’s newest nondisposable razor has powerful influence in the market since 2010. It was improved design and used the new skills to make the razor’s properties become better than before. Lots of men like it and consider it was the closest, cleanest and smoothest. The article analysis the Paramount’s situation, competition, product positioning, marketing strategy through the U. S. azor market, market segments and consumer behavior and the trends of nondisposable razors and refill cartridges. After the company overview, the analysis of competition, design and testing and compare the marketing budget, Randall think that the Clean Edge has the significant mainstream potential and will become the new standard in men’s shaving. 1. Non-disposable razor category has changed a lot these years. The article pointed that nondisposable razors experienced approximately 5% growth per year from 2007 to 2010. Numerous innovations and product in the super-premium segment has grown a lot.The expenses of advertising increased a lot because of the need to promote new benefits from advances in razor technologies. Changes in retail channel distribution have also been noted in the category. Male-specific grooming products seemed to be a bright spot in the industry from 2007 to 2010 and the segment saw much more growth because shaving became more than just shaving – it started to include body spray, fragranced shower gel and skincare lines proliferated. Channel distribution for the razor category has become increasingly important through the Exhibit 4. It has been quite demand for male-grooming products.Competitive Position: Paramount has been a global consumer products giant with over $13 billion in worldwide sales an d $7 billion in gross profits for 2009 since it entered the nondisposable razor market in 1962. Paramount established itself as unit-volume market-leader in 2009 based on nondisposable razor sales. The nondisposable razor category market is entering a new phase with technology products and new competitors entering the market, it’s a threat to Paramount. Strategic Life Cycle Challenges: Consumers are becoming more experienced and always looking for new technologies.Namely, they want to spend more money and buy products which are satisfy the necessity of a smooth shaving experience. In other words, through the Exhibit 1, there is a category of consumers called â€Å"Maintenance users† that made up 33% of consumers; they were not interested in buying products with superior technology. These consumers cannot be ignored. So, to the challenges, it should provide a product with good cost x benefit but with a short life cycle for the 33% called â€Å"Maintenance users† keeping these users buying their products and interested in their brands. And then, launch the Clean Edge product with a longer life cycle. Meanwhile, making this product profitable creating a high quality from the consumer when they buy cartridges for refill.2. The nondisposable razor market is segmented to three parts base on price and quality which are: value, moderate and super-premium. From 2009, consumers purchased razors and replacement cartridges more frequently and they were distinct to â€Å"Maintenance Shavers†, â€Å"Social/Emotional† and Aesthetic†. The â€Å"Maintenance Shavers† who almost not interested in the product category. The â€Å"Social/Emotional† shavers were motivated by the overall shaving experience and â€Å"Aesthetic† shavers were interested in cosmetic results.3. Niche| Mainstream| Pros| Cons| Pros| Cons| Increase profits and market share| Increased marketing budget costs to launch the new product and provide inc entives to â€Å"Maintenance users†| Increase profits| Potentially could result in elimination of Paramount Pro| Existing products can be retained and used to target â€Å"Maintenance users†| | Increase market share| Paramount will not be focusing â€Å"Maintenance  users† with new product line| Branding strategy can be arefully planned and deployed for maximum success| | Help prevent loyal Paramount customers form being wooed away to more innovative brands| Opportunity to utilize existing products and gain increased sales| Through the pros and cons, I will recommend the Clean Edge for a niche strategy. Because Rosenberg said that they will siphon off consumers if he considered a mainstream positioning strategy. A niche strategy will make more sense.4. | Niche| Mainstream| Planned capacity Razor (Year 1)| 1. 0| 3. 3| (Year 2)| 1. 5| 4. 0| Razor: Production per unit cost| $ 5. 00| $ 4. 74| Razor: Manufacturer price| $ 9. 09| $ 7. 83| Razor: Suggested price| $ 1 2. 99| $ 11. 19| Revenue (Year 1)| 9. 09| 25. 84| (Year 2)| 13. 64| 31. 32| Production Costs (Year 1)| 5| 15. 64| (Year 2)| 7. 5| 18. 96| | Planned capacity Cartridge (Year 1)| 4. 0| 9. 9| (Year 2)| 10. 0| 21. 9| Average Production unit cost| $ 2. 43| $ 2. 24|Manufacturer price| $ 7. 35| $ 6. 22| Suggested price| $ 10. 50| $ 8. 89| Revenue (Year 1)| 29. 4| 61. 58| (Year 2)| 73. 5| 136. 22| Production Costs (Year 1)| 9. 72| 22. 18| (Year 2)| 24. 3| 49. 06| | Capacity costs (Year 1)| $ 0. 61| $ 1. 71| (Year 2)| $ 0. 87| $ 2. 45| Advertising (Year 1)| $ 7| $ 19| (Year 2)| $ 7| $ 17| Consumer (Year 1)| $ 6| $ 17| (Year 2)| $ 6| $ 14| Trade promotions (Year 1)| $ 2| $ 6| Year 2)| $ 3| $ 8| Subtotal of Other Costs (Year 1)| 15. 61| 43. 71| (Year 2)| 16. 87| 41. 45| Total Costs (Year 1)| 30. 33| 81. 53| (Year 2)| 48. 67| 109. 47| Trough the chat above which compares the revenues and costs, it’s easily to find out the Niche is the better one. About the marketing budget, through the c omparing, the advertising and promotion of Clean Edge Razor is $15m and $ 16m, and we can reduce the budget for existing products of advertising.Because the consumers become more sophisticated and the research shows that these will be the mature phrase of the product life cycle in the future. I consider that if it launch the product to the Niche market, it will bring a huge profit to Paramount. So, I want to make the brand name called The Clean Edge Razor by Paramount.ConclusionBy the time, consumers really purchased razors and replacement cartridges more frequently than they than in any year previously. It’s no doubt that the Clean Edge has huge potential in the super-premium segment.It should keep developing by the Niche strategy and this will bring the biggest benefits and profit to the company and beat the other competitors.Work Cited S. E. Smith, â€Å"One Tool, Many Uses: Single Edge Razor†, (Aug 02, 2012), http://www. networx. com/article/one-tool-many-uses-sing le-edge-razorJeremy Pingul, â€Å"Paramount Health & Beauty: The Clean Edge Razor†, (2012, January), http://prezi. com/pjd6evuzfndc/paramount-health-beauty-the-clean-edge-razor/