Initiating Change in the Manufacturing and Distribution Division of Case Study

Initiating Change in the Manufacturing and Distribution Division of PolyProd on page 241-246 in the Cummings & Worley tex - Case Study Example PolyProd is an epitome of failing to upgrade existing information management practices. The Manufacturing and Distribution Division (M & D Div) is in dire need for change initiation. There is a serious gap between the actual thing the company ought to do and what it really does. The M & D Div is riddled with strong opposition to large-scale or externally initiated change. The organization’s headquarter s is characterized by conservatism and unwillingness to change. It is also still wobbling from swift growth that has caused its transformation into universal business center. Lastly, the headquarters suffers from cultural discontinuity. There is extremely high cost of connection between the headquarters and subsidiaries (Cummings & Worley, 2009). The causes of M & D Div’s documentation problems are numerous and intertwined. The top management tried to upgrade documentation quality in the past. The implementation of the change was incomplete leading to the collapse after some early triumph. This happened because the organization’s climate never supported the change. The project social and technical features were not adequately incorporated (Cummings & Worley, 2009). Poor coordination between headquarters and local sites contributed to insufficient organizational climate change. Documentation was also deficient of trained and experienced staff (Cummings & Worley, 2009). Organizational structure and culture played huge role in change implementation failure. The case study is crucial in understanding the complexity of implementing change in large organizations, especially technology-oriented

Personal Negotiations Essay Example | Topics and Well Written Essays - 750 words

Personal Negotiations - Essay Example The passenger airbag light malfunctioned in my Suzuki Grand Vitara. I initially took the vehicle to my local dealer for diagnostic testing. They informed me it would cost $2,000 to repair the malfunctioning airbag light because the sensor was located within the seat, requiring the entire seat to be replaced. I went home and began to research what could have caused the light to malfunction, and discovered there were literally hundreds of complaints from other owners of the same model Suzuki Grand Vitara. I decided to contact Suzuki Headquarters to inquire if there was possibly a recall on the item. They informed me that there was no open recall for the faulty airbag light; however, there was a special warranty for certain Grand Vitaras that fall within a certain range of VIN numbers. Unfortunately, my vehicle’s VIN number did not fall within their specified range. I requested that they consider including my vehicle since it was the same year, make and model as the hundreds that were covered by their special warranty. Opposing Arguments Authorized personnel from Suzuki Headquarters initially indicated that it would not be possible for a recall on the item. I accessed a Suzuki forum on the internet, and located others who were facing the same situation that I was facing. After gathering information, I once again contacted Suzuki headquarters and asked to speak with someone who was authorized to make decisions regarding special warranty coverage. I informed her of what I had previously been told by the other employee at Suzuki, and I explained that I had located several others who were in the same situation. I asked them to consider expanding their special warranty to cover additional VIN numbers since it was evident from my research that numerous other VINs also had the faulty airbag light. I initially asked them to cover the entire amount I had been quoted from the dealership. They declined and stated that if they were able to cover it at all, it would not cover $2,000 in charges. I reminded them that their website states, â€Å"Suzuki engineers outstanding quality, durability and reliability into every car, truck and SUV we build† (American Suzuki Motor Corporation, 2012, p. 1) and that â€Å"Building long-lasting, quality cars that people enjoy is something Suzuki has prided itself on since Day 1† (American Suzuki Motor Corporation, 2012, p. 1). I directed them to the forum that I had discovered and recommended they review all the complaints on that website, and suggested they Google â€Å"Suzuki Grand Vitara faulty passenger airbag light† and review some of the 66,000+ results. They asked for a couple of days in order to review all the information I had given them. The next day, I received a call stating they had decided to extend the special warranty for my vehicle, but they would cover a maximum of $1,000. I was not satisfied with this coverage because it would leave me paying $1,000 for a part that they kne w was faulty from the beginning. I explained to them that I felt as though they were not taking the safety of my family seriously in this situation because the faulty light would cause the airbag not to deploy if the vehicle is in an accident. I again requested they cover the entire amount of the repair. They called me back approximately an hour later and informed me that they could cover $1,500 of the repair. I still felt this was an unfair offer since it had to be replaced through no fault of my own. I

Competences for Nurse Educators Assignment Example | Topics and Well Written Essays - 250 words

Competences for Nurse Educators - Assignment Example From this discussion it is clear that the ways in which nurse educators are prepared vary depending on the roles and site of teaching. Master’s prepared nurses take the role of instruction in practice environments, in staff development programs, associates in faculties and as clinical preceptors. Those who want to take up long term faculty teaching positions in educational institutions need doctorate qualifications. Nurse educators with master’s qualification are also advised to have certifications in their areas of specialization inside the entire discipline.  This study declares that  nurse educators are expected to combine competences in clinical expertise and strong passion for teaching. They have a role to prepare new nurses and advance developments in the practice of healthcare. As such, nurse educators have a strong background in the clinical settings, desirable communication skills and are culturally competent. They must be flexible to fast adapt new curricu la and developments as a result of innovations in their field as well as evolutions in the environment of practice. As a nurse educator the reporter will be conducting research, publishing, shaping public policy, engaging in service to the community and preparing grant proposals.  The field presents a bright career outlook given there is significant shortage of nurses hence a huge demand for persons to teach in nursing schools, public health organisations and other healthcare settings such as hospitals.

New Balance Case study Essay Example for Free

New Balance Case study Essay Good Management structure e. g. Van Rooyen the general manager Wide range of products across every sporting category Functional technological design in terms of fit. Foot widths have been incorporated in the design of the shoe. This distinguishes/ differentiates New Balance product from its competitors. Brand has been kept affordable in terms of price Inspired well-taken care of employees who are performance driven because of the culture of the company Is established in many countries and has quite a big global footprint Good relationship with retailers. They have been accommodated and close bonds have been formed with them. Good marketing techniques, focussing on strategies that the major competition have neglected OPPORTUNITIES (in order of the most lucrative) Nowadays people wear sneakers for leisure/fashion purposes and New Balance could target that market. New balance could establish other lines within their range for Leisure or even high end market, kids market etc. Target the soccer/ black market ( new balance has made little advancement in this sector) New balance was places as number one in the trail category. They should ride this wave; sponsor the person who won in that category. Create branded/ concept stores South Africa has a strong sporting culture that the company could capitalise on ( Netball, court, walking), New Balance needs to have more market share in these sectors Advancement in technology and innovation. New balance has the opportunity to update its products and come up with new innovations to keep up and to penetrate the market. Make headway into the online retailing sector. There is a growing level of health awareness in the public and more people are leading an active lifestyle. This has led to more sales of the running/sports gear. And New Balance has an opportunity to grow. Sports has become a source of entertainment and therefore there is more demand for it, and an opportunity to grow within the market In South Africa particularly there has been large growth in the middle income sector, and that is an opening/ gap market for the company to target. More product lines. WEAKNESSES Limited product line. New Balance has focused mainly on running. However, the market has been shifting to not only include serious athletes, but it now also caters to the more fashion-oriented crowd. This crowd tends to be from the younger generation, the part of the population that New Balance has so far not been focusing on. New Balance needs to expand into new product areas and remain competitive in the changing market. Manufacturing costs. With its competitors outsourcing most of their manufacturing to other countries such as China, Nike, Adidas and Reebok have been able to cut their manufacturing costs significantly. New Balance on the other hand manufactures its shoes in the USA. Has to order stock from abroad. New Balance falls behind its other major competitors, Nike, Adidas and Reebok, in the area of marketing. Unlike its competitors, New Balance does not undertake celebrity endorsements. This puts them at a disadvantage when it comes to brand building. This also causes the company to be at a disadvantage on gaining awareness on a global scale and they lose out on publicity from major global events. Most global brand names generate strong brand recognition through celebrity endorsements in sporting events (e. g. soccer and rugby world cups) that would give them the needed momentum to carry their brand name further into the global market. The fact that new Balance has multiple widths also adds to the cost of manufacturing Van Rooyen’s statement of: ‘’not wanting the shoe to be a giant, but to become known as better’’. Bigger is better, the words are synonymous with each other; there is no need to sacrifice the one to have the other. The company can be both bigger and better. THREATS The sportswear industry is growing and becoming more competitive so the will be new producers and entries in the market with new ‘’aces up their sleeves’’. More competition in the market Sales on the technical running market have been on the decline according to (exhibit 1) in the New Balance Case Study, and this is New Balances’ stronghold. Becoming myopic and not scanning the periphery. Not seeing that there are gaps in the market and focussing mainly on running. Not considering fashion focussed brands such as Puma as competition. This is a myopic trait of assuming indispensability Summary Much of the strengths of New Balance lie in the quality of their product and the good relationships they have with their retailers/ distributers. Their weaknesses are in that they are too focussed on the functionality of product, whereas the market is constantly changing and they need to be evolving with the market. Opportunities lie in the diversification of the product and making it more contemporary. They also need to employ stronger marketing techniques. Question 2: Would you consider New Balance a niche player in the athletic footwear industry New balance is a niche player with regards to their marketing technique. They utilised niche marketing strategies that the bigger firms overlooked. 1. Van Rooyen chose to create awareness at smaller sports club levels e. g. life-saving clubs, rugby clubs and hockey clubs etc. Or doing in store promotions to create awareness about the shoes. These are clubs that the major competitors were not concentrating on, but rather focussing on big marathon races such as the Two Oceans and the Comrades. In store campaigns were a great way to connect with the customer personally. 2. Van Rooyen dedicated a big chunk of the company’s expenditure into the sponsoring of events. This gave the company a lot of exposure. These events ranged from the Total Sports Challenge’s Knysna Marathon, Surf Ski Series and school events. They also targeted top schools in South Africa that are well known for their cricketing, netball. And through this New Balance was on everyone’s mouth. 3. Another way they utilised in-store promotions was to assemble a Fit Tracks Machine, which is a foot scanner that advises a person which shoe product and size a new runner would need. This is a strategy the major brands were not using and this gave New Balance an edge above them, and it also marketed the functionality of their product. 4. Corporate branding and clothing. This is a growing gap in the market that the big giants weren’t focussing on. The opposition targeted soccer teams while NB went for the Army, air force, Police force. 5. Advertisements in running magazines. Other brands had stopped putting adverts in running magazines as this was costly. New Balance saw a gap and advertised in every single issue of Runner’s World Magazine. And this paid off to an extent that the competitors copied them and once more started advertising in athlete magazines. The above marketing strategies are typical concentrated (niche) target market strategies. Although the company did not suffer from limited resources, they chose this route because it was more effective and efficient for their brand. They had thorough knowledge of the market they were targeting (serious, technical sportsmen) and they used this knowledge to get their product into the market. Characteristics of niche targeting (pg. 11, Principles of Marketing Hand-outs): Strategic Factors Niche Targeting New Balance example Target Market One Narrowly defined consumer group Serious Athletes Distribution Carefully selected outlets. Few exclusive distribution New balance targeted independent retailers mostly ( big firms were not supplying these) and although they do supply big shops such as Edgars, Total Sports and such. The independent distributers make up a large portion of their share price Marketing Communication Specialised media e. g. specialised magazines The media strategy that New Balance chose to use was specialised in a sense that it wasn’t mass media and all over the place. They rather targeted specific sectors they wanted to make themselves known in. Sectors that other major players had neglected. Price One price range tailored to the consumer group. The entry level price for New balance ranges from R399-R599 where as for the competitors it ranged from R399-R1500 Strategy emphasis Appeal to one specific consumer group via highly specialised marketing programme New Balance’s appeal is to the serious athlete who prefers functionality over fashion. Their marketing programme (see numbered bullets above) was highly specialised and set them apart from competitors. Question 3: New Balance’s approach to segmenting the market New Balance’s market segmentation approach is that of a concentrated market strategy. New Balance’s segmentation approach is ‘functionality over fashion’. Therefore stressing the functionality of the shoe and targeting the technical sportsman is how New Balance ( pg. 5, New Balance Case Study) has segmented his market. New Balance has chosen this approach because of their: a. Product range/variability. They offer mainly specialized technical running shoes for professional sportsmen. b. Market variability, the market has various sectors but they have decided to target the specific market of running. c. Competitors marketing strategies. Their competitors are focussed on the larger chunks of the South African sporting market e. g. soccer Question 4: New Balance’s marketing mix Product New Balance offers technical running shoes for the serious athlete. They also have a wide range of products in every sporting category e. g. men’s footwear, trail walking, cross-training, court, children’s, soccer and athlesuire. Their product is differentiated from their competitors in that their shoes come in a form of multiple widths and lengths across all the product lines. In order to expand their product range and therefore have a larger customer base I would recommend New Balance: venture into the fashion/leisure market as there is a gap for them there create a line for the children’s market in future, get into the soccer / black market as that is one of the most popular sports in the country and demographically forms a larger part of South African sports players have a high-end line for the more exclusive market which, pricewise will be higher than the entry level of 399-599 that they currently have. New Balance also has the opportunity to do more research and development on their product and come up with other innovative technical features for their shoes. They could come up with other breakthrough technologies that will make them market leaders in speciality sportswear. Branding In branding their product, New Balance has taken an ‘’endorsed by no-one approach, which I believe works well with what the company stands for. There are pitfalls to having a celebrity or well-known sports star as the face of a brand as that places the brand’s image in the hands of one individual. A problem that has affected New Balance’s competition Nike in the recent months. New Balance has therefore kept their image of function over fashion and will be known for that . The company’s focus in on quality and performance which will therefore sell the brand. On the other hand it is good to note that the Michael Jordan and Nike collaboration brought about the world’s bestselling sneaker to date, and therefore meaningful endorsements can push the global image of the brand and give the brand and edge. New Balance could use the world’s best trail runner as the face of their trail category since they are the leading brand in that category. Price New Balances’ aim is to attain 38% to 40% margins and they therefore have kept the brand affordable at the price of R399-R599 for a new balance entry level shoe(pg. 3 New Balance Case study) . Considering that entry level shoes form the bulk of New Balance’s sales another strategy might be need. As mentioned earlier a new high-end line that is for the more exclusive target market can be made with the entry level shoes starting at a much higher price. The customers would be the kind of customers who associate price with quality, and functionality and prestige. The middle income market is growing in South Africa, and therefore with rising incomes people can afford more high-end products. Place New Balance’s retail strategy involved targeting independent sports stores that had been neglected by the their major competitors, these stores ended up making 36% of the company’s business while the bigger stores e. g. Edgar’s, Total sports etc. made the rest of the share. You could say that even their distribution technique was that of a ‘’niche’’ type of strategy, since they targeted what was bypassed by their major competitors. Opening braded shops in the weak areas like Namibia and ‘’keeping a low profile’’, is not a great move. I would recommend that new balance open branded shops in the cities as well. That’s where most activity and population density is, and also where the brand itself can showcase all the aspects of their brand and products that retailers cannot stock. They may be afraid of competing with their retailers, but I believe there is enough room for the retailers and New Balance concept stores to both thrive in the market without cancelling each other out. New Balance can also establish an online retailing system where consumers can order products directly online. Promotion Publicity New Balance has a good form of a public relations strategy to get the name of New Balance out there to the customers. . This infact, formed a big part of their strategy as they would sponsor events, and this made up a big part of their expenditure. This gave them a lot exposure through print media and television e. g. total sports challenge, school sporting events. Advertising New balance created awareness in smaller sports clubs and taking part bin promotions at shops. They also used direct marketing where they kept databases of their customer’s e. g runners in marathons and retailers and directly marketing their new products and events to them. They also advertised in magazines, and went the co-branding route to get their name out there. CHECK EXHIBITS AT THE BACK FOR RECOMMENDATIONS!!! Personal selling The instore campigns wre a graet way to establish a more personal relation ship and connect with the customer.

Tribal friendly rights and government apathy

Tribal friendly rights and government apathy Panchayat Extension to Scheduled Areas (PESA), Forest Rights Act and the tribal situation in India â€Å"The interplay of tribal friendly rights and government apathy† Introduction The enactment of the PESA (The panchayat extension to schedule areas act, 1996) aimed for devolution of power to Panchayati Raj Institutions (PRIs) in the scheduled areas at the grass-root level. While, the FRA (Forest Rights Act, 2006) emphasizes on recognition of claim over the forestland of which the tribals have been inhabitants for generations. However, the legislation has been unsuccessful in mainstreaming the tribals; as well as there have been serious cases of violation creating uproar among the indigenous communities. Since, both the legislation have interdependence in terms of their functioning it becomes very important for one to have a clear understanding of both the acts and their implication in present settings. The paper is an attempt to discuss the so-called tribal friendly acts the PESA and the FRA. The paper starts with the historical background that lead to the formation of the acts followed by some basic features of the act laid down for identifying the basic righ t of the tribal population and their claim over rights. The discussion follows with a case study on violation of these rights. Forests Rights Act 2006 Historical Background The first enactment of the forest rights act was during the colonial periods in British India in the year 1865. The British government drafted the act to oversee the claims by different communities who used the forest traditionally for centuries to procure minor forest produce. On the other hand, the act empowered the British government to demarcate any forest as government forest and accordingly make rules for its management. In fact, the 1865 act termed the forest as worthless and the communities could use it unhindered. However, soon when the demand for use of timber in the railways rise the colonial government embarked upon the idea of bringing a new act that could curtail free use of forest produce. The previous act defined unhindered use of forest produce but the new act specified issue of unwarranted arrest of anyone found offending the new law. Thus, the new law exercised the full control of the state over the forests. Under previous act, any land that has green cover can be declared as a forestland. However; the provisions itself restricted the state to plant trees on a barren land and declare it a forestland. The earlier act also had no mentioning of principles on which a state or certain communities could manage a forest. Similarly, rights on hunting and grazing unmentioned under the previous act, which individuals were accustomed-to. Thus, the colonial government allowed the use of forest by the communities as a privilege but with no legal sanction. In this way, the colonial Government set out to draft a new law where it could exercise full control over a forest. Thus, under the new draft the categorization of forest made (reserved, protected or village) basing upon its valuable use for future and provisions made to safeguard the same. A restriction on grazing was mandated and protection of certain species of plants maintained by the new law to disallow the communities to withdraw minor forest produce including timber. Thus, the Indian Forest Act of 1867 came into being inclu ding all the provision where the state had full control over the Indian forest. The new act also took under consideration of the communities that practiced shifting cultivation by settlements made by the appointed settlement officer on claims made. Thus, new set of provisions clearly demarcated the category of forest to be a reserve, protected or a village forest. However, certain amendments were made to the existing forest acts of 1867, as amended acts of 1927 that included the provisions of imprisonment to violators of the previous acts. Provisions like levying of duties on extracting the timber produce out of the forest. Nevertheless, some consolation were also made on grazing of animals because of increasing conflict between the forest dwellers and the officials. THE SCHEDULED TRIBES AND OTHER TRADITIONAL FOREST DWELLERS (RECOGNITION OF FORESTS RIGHTS) ACT, 2006 The ministry of tribal affairs implements the provisions made under the act. The act came into effect from 31.12.2007. The present act aims at recognizing the forest rights and occupations of the traditional forest dwellers who have been residing in the forestland for generations. The act also has provisions to legitimate the claims of present forest dwellers of their ancient lands whose rights could not be recorded during the colonial period and ensures the same through a framework. However, the right does not allow the unhindered use of the forestland. A traditional dweller can use the forestland for livelihoods only if sustainable for the forest and guarantees to maintain ecological balance as well as the diversity. Some amendments were also made in 2012 regarding the disposal and sale of minor forest produce with exemption from any fees or royalties. Some basic provisions of the act are as follows: An individual if belonging to a member of a traditional forest dwelling community has the right to reside in a forestland for the purpose of habitation or any socio-economic activities like cultivation One can collect minor forest produce within or beyond the village boundary if a traditional forest dweller Community rights to fishing and grazing of cattle if belonging to nomadic or pastoral communities Provisions of community tenure for primitive tribes over a forest land For claims over a piece of land by conversion of pattas to titles by the local authority The act provisions conversion of old unsurveyed forest villages into revenue villages whether or not it had any previous evidence of any form of ratification Customary rights to traditional forest dweller over village forest Non-diversion of forest land that involves felling of not more than 75 trees per hectare for government structure like schools, hospitals, anganwadis or electric/telephone lines or any other government projects Prior permission of gram sabha if at all such structures are built for benefit of the people A community has to be resettled and equally compensated if displaced from a conserved or protected forest that to with prior permission of the gram sabha Panchayat (Extension to Schedule Areas) Act 1996 Historical background of the act The act was enacted as an extension to the 73rd amendment act, for self-governance at grass-root level in schedule v and schedule VI areas. The formation of the schedule areas can be traced back to history during the colonial period with the delineating of extremely backward tribal regions into schedule areas. The areas were scheduled under the Scheduled District Act of 1874, further classification into two broad categories were made under the Government of India Act of 1935. The northeastern states of Assam, Meghalaya, Tripura, and Mizoram declared as schedule VI areas whereas the rest of the tribal areas in different states delineated as schedule V areas. The government of India during the implementation of the Panchayati Raj Act found it difficult to exclude the schedule areas under its ambit. Since, the schedule areas act does not provide legal sanctions to the 73rd amendment. There was also huge uproar since the Tribal Advisory Council and the Autonomous District Council in the schedule V and schedule VI areas respectively holds exclusive rights to administer tribal areas. Moreover, the respective council holds exclusive power to repeal or amend any legislation regarding the administration of the schedule areas under its jurisdiction. Thus, the government of India in 1994 set up a committee chaired by Dileep Singh Bhuria to submit recommendations on providing a framework for administration of the scheduled areas. All the provisions in the 73rd amendment are applicable in schedule areas but only with certain exceptions and modifications. The PESA provisions for democratic participation in decision-making processes at grass-root level, the basic features of the act are as follows: provisions for panchayat to safeguard the customary laws and traditional social and religious practices Rights for villages or habitation to manage its affairs according to traditional and customary laws Gram sabha to safeguard the traditions and customs of the people and resolve dispute according to the customary laws Gram sabha to approve all government developmental projects at village level Gram sabha to decide on the identification of beneficiaries for government schemes Proportionate reservation of seats in panchayat elections Gram sabha or panchayats to decide on land acquisition for development projects with proper rehabilitation of the affected person Panchayat or gram sabha to grant mining lease and prospecting license for minor minerals Concerned state government through panchayats and gram sabha to prevent alienation of land alienated illegally and restoration of such land to ensure management of minor water bodies Case studies The case of Niyamgiri tribes A serious violation of Forest Rights Act and PESA can be seen in Niyamgiri where the Orissa government signed a joint agreement with the state owned Orissa Mining Corporation and the Vedanta Alumina to set up an alumina refinery. The region is the place of indigenous Dongaria tribes who have lived there for almost two centuries. The company plans to extract bauxite from the Niyamgiri hills; for its proposed alumina refinery at Lanjigarh in the Koraput district of Orissa. The hills are also their place of worship for generations, to a male deity â€Å"Niyam Raja Penu.† The Dongaria tribes consider themselves the descendants of the Niyam raja. Thus, the Niyamgiri hills are not just a place of cultural heritage to the tribal community but also of economic importance to the state government for its rich bauxite mines. The government in its series of violation granted mining lease without the consultation of the local tribes. The government also hurried in giving environmental clearance to let the company to set up its unit without studying the environmental impacts of the project. The company in its part violated the basic norms of not conducting the gram sabhas or consulting the panchayats to carry on the project. Moreover, there is no concrete plan of rehabilitation and resettlement of the tribes facing displacement due to the project. The local tribes on the other hand have no plans to negotiate with the company, since they consider it as an invasion into their homeland. The government in its obsession to pursue economic desires violated the fundamental rights of its own citizens against all legalities. The central empowered committee of the Supreme Court also found lot of illegalities against the central government in granting mining lease to the company. Moreover, the region belongs to the sc heduled areas thus it becomes a serious issue since the constitution mandates non-transfer of tribal land to non-tribal. Apart from being rich in minerals, the region is also a place of numerous wildlife animals declared vulnerable. The Dongaria known for their primitive way of life are alien to the outside world. They have been practicing sustainable agriculture depending upon the forest for their livelihood. The name Dongaria itself derives its name from dongar that means ones whose agriculture land are at the hills. However, the Supreme Court ruling on November 27, 2007 provided some respite to the agitating tribal by putting temporary ban on bauxite mining. On the other hand, it also provided the company with an escape clause to request for fresh proposal if it abides by all the guidelines pertaining to the law. Despite regular opposition, the government is adamant to its decision to give the company a free run. Repeated protest from the civil society and Ngo’s has also undeterred the government in its stance. Nevertheless, the government looks keen to facilitate the company in whatsoever situation or allegation of violation of any constitutional rights. Conclusion Although, certain legislations have been implemented starting from the colonial to the post-independence era in the name of tribals they lacked basic understanding of the tribal rights. The acts and laws on one hand guarantees to safeguard the fundamental rights as enshrined in the constitution. On the other hand, the state itself comes up as the biggest violator of the rights of its citizen. The tribal communities have been subjugated to exploitation from time to time and their voices suppressed by use of force by the state. The acts as always termed to be tribal friendly and talks of promoting their rich cultural and social values along with an aim to mainstream them with various developmental projects. However, the state has always failed in its every attempt to listen the voices of the marginalized and still alienates them from not only their land but from worldly affairs. References Guha, R. (1983). Forestry in British and post-British India: A historical analysis.Economic and Political Weekly, 1882-1896. Ray, S., Saini, S. (2011). Development and Displacement: The Case of an Opencast Coal Mining Project in Orissa.Sociological Bulletin, 45-64. Sahu, G. (2008). Mining in the Niyamgiri Hills and tribal rights.Economic and Political Weekly, 19-21. Sharan, R. (2005). Alienation and restoration of tribal land in Jharkhand: Current issues and possible strategies.Economic and Political Weekly, 4443-4446. Upadhyay, S. (2003). JFM in India: Some legal concerns.Economic and Political Weekly, 3629-3631.

The Comanche Helicopter Program Essay -- The Armed Forces

In 1983 the United States began a program to upgrade the aging fleet of U.S. Army helicopters. What was initially known as the Light Helicopter Experimental (LHX), in April 1991 the LHX program would become the Reconnaissance Attack Helicopter (RAH-66). The program was initially designed to replace all light helicopters in the Army fleet, however, this was reduced to a more attainable goal of replacing the AH-1, OH-58, and OH-6 helicopters. This program greatly enhanced the capabilities of the commander on the battlefield of the future.1 The helicopter of the future would far outclass any helicopter on the planet; boasting capabilities like fly by wire controls, stealth, greater maneuverability, greater speed, and far reaching technological capabilities making it the â€Å"quarterback of the digital battlefield†-. What the Comanche program quickly turned into was an over budget, behind schedule, government project that was being built to combat an enemy that no longer existed. Technological advances found through the 6.9 billion dollars spent on the Comanche have yielded some improvements to the current fleet of Army helicopters (block III Apache), however, it could be argued that the Comanche project simply drained the military and held back the advancement of the current fleet. 2 Twenty years after the birth of the LHX, the United States had invested 6.9 Billion dollars and had two RAH-66 helicopters to show for it. In 2003, with the war on terrorism kicking off, President George W. Bush cancelled the Co manche program to better equip the U.S. Military for the fight that was ongoing. History U.S. strategy in 1983 toward the Cold War with the U.S.S.R. was to simply out spend the Soviet Union in the military sector. The... ...ng†, Defense Media Network, December 16, 2010, www.defensemedianetwork.com 3. NATO’s Nations and Partners for Peace, Comanche Terminated, Air Power, 2004 4. Pelletier, A.J. â€Å"Bell Model 406/OH-58D Kiowa Warrior†, Avia Star, www.aviastar.org/helicopters_eng/bell_warrior.php, 1992 5. U.S. Department of Defense News Transcript. Briefing on the Restructure and Revitalization of Army Aviation, February 23, 2004 6. Department of Defense Office of the Inspector General. Financial Management of the RAH 66 Comanche Helicopter Program, August 6, 1998 7. Department of Defense Office of the Inspector General, Acquisition Management of the RAH-66 Comanche, May 12, 2003 8. Wayne, Leslie. Pentagon Says it Plans to Kill Copter Program, The New York Times, February 24, 2004 9. Werthman, Robert W, Col.. The Comanche Helicopter Program: A Strategic Policy Failure, March 30, 2007

Premature Infants Essay -- Health, NICU

Thousands of infants are born prematurely on an annual basis, and it is a challenge in the neonatal intensive care unit (NICU) to facilitate parent-child attachment while still providing the safest clinical environment for the infant. One significant area of research where premature infants are concerned is the effect of early skin to skin contact (SSC), or kangaroo care, between the parent(s) and child during their stay in the NICU. Although it has been found that early and frequent SSC promotes positive physiological responses in preterm infants, there is mostly speculative data regarding the long-term psychosocial effects where parent-infant bonding is concerned. An important question for the clinician working in this specialty area to find a quantifiable answer for is, â€Å"Do parents who are permitted to touch and/or hold their infant in the NICU bond with their infant better than those who are not able to do this?† This type of question is structured in the PICO mod el, which is one of the most common models used in evidenced-based practice (EBP). The question is structured in a way that the patient population and practice or intervention are clearly identified, making it easier for the researcher to find relevant research data using the internet and databases. More specifically, PICO can be broken down into: P (patient population or condition of interest), I (intervention of interest), C (comparison of interest), and O (outcome of interest). (Schmidt & Brown, 2012) For the question at hand, the P (population) was parents of infants in the NICU, the I (intervention of interest) considered was the ability to touch and/or hold their infant, C (comparison) was parents who were not permitted physical contact with their infant,... ...es have to realize that they are not just caring for a premature infant, but also a new family. It is also important for the nurse to understand that the mothers’ and fathers’ approach to touching and bonding with their infant may differ. Although quantitative data from Chiu and Anderson (2009) did not reveal significant differences between the control group and the SSC group at 18 months, the data from Latva et al. (2008) showed significant behavioral differences at six years old when infants were touched as newborns and formed a secure attachment. Therefore, for the health and well-being of both parents and child, time and opportunity to have SSC and bonding experiences must be priorities in the plan of care for infants in the NICU. As one mother stated, â€Å"I need to be allowed to feel that he is mine.† (Fegran, Helseth, & Fagermoen, 2007, pg. 813)