Operations Management in Abu Dhabi National Oil Company

Introduction Management is an important part of any organization. All successful organizations employ successful management procedures in all their functions. The application of operations management in the areas of quality control, human resource, and supply chain is an important practice in management.Advertising We will write a custom report sample on Operations Management in Abu Dhabi National Oil Company specifically for you for only $16.05 $11/page Learn More According to Mentzer, the control of quality in an organization is influenced by the existing structures that are intended at serving these functions (9). The quality of products and services produced in an organization dictates the success that the organization enjoys in comparison with its competitors. Areas such as human resource and job design management constitute other aspects of an organization that determine the level of organizational success. Human resource management ensures that an organization has employees who are devoted to the aims of the organization. Such employees have the skills that are necessary for operating in the respective industry (Mentzer 21). The third area of management that contributes significantly in determining success in an organization is supply chain management. The distribution of goods and services to and from organizations should be managed efficiently. One of the organizations that enjoy success in management of the above areas is the Abu Dhabi National Oil Company (ADNOC). This essay looks at the operations management in the areas of managing quality, human resources and job design, and the supply chain. Managing Quality Management of quality contributes to the output of organizations. The output is only significant when the quality control and management are utilized. ADNOC is located in the mining and distribution industry of petroleum in Abu Dhabi. It is considered one of the global leaders in the petroleum technology. This co mpany is a leader in the provision of petroleum services, with quality control being key in its operations. According to Gitlow, quality control entails putting in place measures that are aimed at enhancing the output in organizations (23). This process begins with setting up a department that is charged with the mandate of overseeing the success of the organization.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More ADNOC has a quality control department whose objective involves the provision of standard petroleum products and/or the provision of services along these lines. ADNOC has branches and subsidiaries in different parts of the country. The ancillaries keep the necessary quality control procedures written in the policy statement of the company. After its establishment in 1971, ADNOC set out to establish many companies, affiliates, and subsidiaries, all of which have quality control de partments. ADNOC has branches in the oil industry. These branches stretch in the areas of exploration, refining, gas production, and transportation of products. The company also distributes crude oil, gas, and refined products to overseas markets, with local distribution forming a significant part in its operations. The management of quality in production, distribution, and storage of products from this organization requires a dedicated workforce with the ability to handle quality control functions of this organization. Quality control in the production of the organization’s chief products is indicated by the organization’s position on the global and local markets. This organization is among the most successful of its kind. ADNOC has a quality control representative in each of its subsidiaries, including the main company. The quality control representative is in charge of the quality control program in each of these subsidiaries. The quality control representative who is responsible for control of the company’s output coordinates activities under the quality control department. Aside from the management of these activities directly in the organization, ADNOC’s quality control representatives and departments have additional functions.Advertising We will write a custom report sample on Operations Management in Abu Dhabi National Oil Company specifically for you for only $16.05 $11/page Learn More The organization requires the quality control and management department to provide information on the latest requirements for suppliers, relevant government affiliates, investors, and other organizational affiliates. The other function of quality control representatives is the provision of modifications in the processes in ADNOC to ensure that the outputs are according to the international standards. Top managers and quality control bosses hold frequent meetings to ensure that the department is operating as it sh ould in terms of making the right decisions. The quality control department is required to provide its findings to the senior management, which makes its adjustments to the organization as deemed possible. Gitlow states that quality control should be focused on ensuring that the output is above or equivalent to the global standards (24). Organizations should seek not only to achieve quality control targets but also to set targets for other organizations in the industry. This function of quality control departments is one that ADNOC has carried out over the last few years. Employees in the organization are part of the quality control management process. Therefore, the organization has developed and implemented training and education programs for its employees who are required to provide feedback to the different departments of the organization. This information contributes to the development of standards in the organization. Quality control managers and representatives in this organi zation also follow up with the findings of quality control department in the organization. Aside from the quality control department in the organization, ADNOC outsources quality control services from third parties. The program in the organization is successful with the combination of internal and external quality control parties. The work of quality check programs in ADNOC is to ensure that the output is acceptable and up to the necessary standards. ADNOC has a dedicated management team that takes value as an important part of the production process.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The mining part of the company is an important one. The quality assurance role in this area includes the promotion of safe mining activities. The company has engaged on a campaign to reduce pollution along the process of oil drilling and mining and in the transfer of this product to the local and international markets. The organization has a crisis and emergency division that is charged with the responsibility of ensuring that the activities that the organization undertakes are safe for the local environment. An oil spill is one of the major disasters that the organizations can face. The prevention of this disaster is a priority of its crisis and emergency management team. The other activity in the management of quality at ADNOC is the frequent surveys that the organization undertakes. According to Ayish, organizations should participate in feedback activities that allow them improve on their service provision or quality of goods and services (33). ADNOC participates in the provisio n of feedback to promote the provision of better products and services. Surveys are sent to the other companies that interact with the organization. Individuals and organizations that are affiliated to the origination add to the employee feedback, which is used to improve the quality of goods and services in the organization. Gitlow states that employees are important in quality assurance and that organizations should ensure that they participate in the process (29). Some of the ways that organizations may improve the quality of their goods and services is through the promotion of better terms for their employees in terms of providing motivational activities and/or offering the best financial terms. ADNOC has thousands of employees in the many subsidiaries and groups of companies that it operates. These workers are guaranteed good employment terms. This plan has led to the high quality of output. The reduction of flaring on the organization is another achievement that adequate quali ty control has implemented. Flaring is a big contributor to environmental pollution. Initially, the organization had a significant flaring, which led to significant pollution. Measures to reduce pollution that is related to flaring have been effective for this business and its affiliated organizations. Gitlow states that environmental protection for major organizations is an important part in the assessment of their quality control measures (29). Therefore, ADNOC is well placed to achieve quality control and management targets that make it an international company. Human Resources and Job Design Human resource management is an important part of organizations. Many institutions are dedicated to the provision of adequate human resource management practices. According to Mentzer, an organization is as good as the human resource that it recruits and manages (19). The job design for any organization should correspond to the needs of the employees. Job design management in an organization consists of a team of employees and managers who are dedicated to the fulfillment of organizational goals in terms of production. Human resource management entails the recruitment, training, motivation remuneration, and other services that are related to employees. Organizations that recognize their employees as the most important stakeholders often have significant levels of success. These organizations also have significant levels of competitiveness. Organizations that wish to succeed in their respective industries should have a human resource department that has human resource managers who are charged with the assurance of employee needs and rights. ADNOC has a human resource sector in place that takes charge of employee needs in this organization. The department plays the role of recruitment of employees, training, motivation, and promotion of employee rights. The organization recruits employees that are highly trained and experienced. These workers proceed with training while still at the organization. ADNOC offers training for internship students who wish to join the organization in pursuit of employment. Some of these students are absorbed into the organization where they get a chance to bring their experience and training to the organization. Experienced individuals who include human resource managers should run human resource management. ADNOC is one of the organizations with an experienced team of human resource managers who serve different functions in this department. The senior human resource manager is involved in policy formulation, including the determination of individuals who the organization can recruit and employ. Employee remuneration is a significant part of human resource management. It ensures motivation within an organization (Mentzer 17). ADNOC offers competitive remuneration for its employees, with this strategies being one of the reasons for its success in the respective industry. The human resource department within the organizati on or its subsidiaries is charged with the promotion of employee rights and the provision of services. The department ensures that the employees constantly get their remuneration, which has been reviewed in their favor. An organization with the desire to succeed in its respective industry should respect the rights of its employees whilst ensuring that their salaries are competitive in the industry (Ermida 271). The organization with the best employee policies usually enjoys success in the industry and market within which it is located. ADNOC is located in an industry that is considered risky for any employee. Job design in this organization ensures employee safety. The company considers fatality of one of its employees an urgent matter that needs attention. The company has previously had accidents at its places of work, with seven employees dying in 2009 because of work-related accidents. The company investigated these incidents as a way of assuring its employees of future safety at the organization and its affiliate companies. The measures put in place at the organization have ensured that no accident is reported since the death of these employees. ADNOC considers its employees one of their important stakeholders alongside its customers, government organizations, suppliers, and the public. These stakeholders enjoy a variety of engagements with the organization. Employees get team meetings where they contribute to the development of the organization. As a result, they feel motivated. According to Mentzer, these team meetings are important in communicating the organization’s goals and objectives whilst motivating employees towards the achievement of these goals and targets (19). The other way that ADNOC engages its employees is in employee appraisals. The organization carries out frequent employee appraisals that are aimed at improving the performance of these employees in the various areas of work. Employee appraisal is important in the determination of employee output. It works through the improvement of their terms and services. The company also has a suggestion scheme in place for its employees, with this plan helping them attain organizational goals. The scheme is run in all affiliate companies of the organization. The intention is to improve the services of the employees and their total output. An organization that embraces technology in its human resource management is often successful in its venture (Mentzer 12). ADNOC is one of the organizations with extensive use of technology in its human resource management. The organization runs online surveys for its employees. It has personalized e-mail accounts for workers (Mentzer 13). Aside from the personalized email services, this organization has an intranet that ensures that the digital platform is fully utilized and exploited in the organization. Employees have access to newsletters and company magazines that it produces. These resources contain the description of the job des ign of the organization. The newsletters provide information to employees on how they should run different parts of the organization. According to Mentzer, organizations should provide continuous education and training for their employees to ensure that they give their best to the business (14). ADNOC has training programs in place for its employees. The human resource department in the organization coordinates these programs. The training is carried out in the form of seminars and workshops alongside other training activities. The other aspect of human resource management that is prominent in ADNOC is the promotion of social and environmental activities. The organization is located in an industry that interacts heavily with the environment in the process of mining. Industries in the mining industry particularly have their employees participate in the environmental sustainability and protection. Job design in this organization entails ensuring the most output with the least destruct ion of the environment. The promotion of social and environmental activities in the workforce ensures that they maintain a safe operating environment and protection of the environment in general. ADNOC is a key player in environmental protection, which leads to its prevention of environmental degradation. Some of the risks include the spillage of oil, which may lead to destruction of marine life. Job design management in the organization is a function of the executive management. It entails a description of the various jobs and slots in the organization. The human resource department also plays part in the job design management, which determines employee numbers and their respective areas. Mentzer states that the job design determines the success that organizations enjoy in their respective industries (17). Organizations that have effective job design management have a better output. ADNOC is a leader in its respective industry, with the products and services in their output being t he best in its class. Supply Chain Supply chain management is another vital part of an organization. Companies are currently recognizing the need for this new aspect of competitive advantage (Mentzer 72). Supply chain management consists of processes and activities that contribute towards the provision of the products to the end users (Mentzer 72). The most vital area in supply chain management includes purchasing, manufacturing, transportation, distribution, and warehousing (Mentzer 78). Supply chain is an aggregate of all these functions that lead to the provision of products and services to the end user. The management of all processes in the supply chain is what encompasses supply chain management. Supply chain management at ADNOC is carried out in a professional manner, with the main method used being the fragmentation of the different functions. The different organizations that constitute ADNOC operate at different levels in the supply chain of the organization. The organizati on is involved in mining oil and gas in the many oil and gas fields in Abu Dhabi while these products are transported to the refineries by a different section of the organization. The company is involved in the management of processes that occur upstream and downstream in the industry. ADNOC has separate groups of companies within it in addition to a host of independent operators that run different parts of its supply chain. This form of supply chain management has worked towards the organization’s advantage, thus ensuring that it distributes petroleum and gas to the readily available markets. Companies that are mainly involved in the exploration and production include the Abu Dhabi Company for Onshore Oil Operations (ADCO), Abu Dhabi Gas Development Company Ltd, Abu Dhabi Gas Liquefaction Company Ltd. (ADGAS), Abu Dhabi Marine Operating Company (ADMA-OPCO), Abu Dhabi Gas Industries Ltd. (GASCO), and ELIXIER. The other constituent companies that are involved in mining and exp loration include the National Drilling Company (NDC) and the Zakum Development Company (ZADCO). The other part of ADNOC’s supply chain that is also managed by constituent companies and affiliates is the marketing and refining part. Companies that are involved in the marketing and refining of petroleum products for ADNOC include ADNOC Distribution, Distribution, the Abu Dhabi Oil Refining Company (TAKREER), and the Abu Dhabi National Tanker Company and National Gas Shipping Company (ADNATCO-NGSCO) (Mezher, Dawelbait, and Abbas 319). These companies are involved in the refining of oil from the oil fields. Companies in the UAE and other parts of the world run the petrochemical directorate at ADNOC. They include companies such as Borouge whose affiliate businesses include Petrochemicals Abu Dhabi Polymers Company Ltd and Borouge PTE Ltd. The other company in the petrochemical directorate is the Ruwais Fertilizer Industry (FERTIL). Apart from the mining and distribution of petroch emicals, other companies such as ESNAAD and the Abu Dhabi Petroleum Operating Company (IRSHAD) are involved in the shared services directorate. Some companies have teamed up with ADNOC in its supply chain. These companies are found at different areas in the supply chain. Examples of these independent operators that are affiliated to ADNOC include Abu Dhabi Oil Company (Japan) Ltd. (ADOC), BUNDUQ, and Total Abu Al Bukhoosh (TOTAL ABK). The above institutions are involved in the supply chain for ADNOC. The organization also runs training services through the numerous academic institutions that it has established or is involved in their support. The presence of different companies along ADNOC’s supply chain ensures that the company’s functions are carried out in an effective manner. According to Mentzer, diversification of the supply chain may be achieved through the involvement of many companies in the process (72). The supply chain with different players often requires efficient management to ensure that they interact in a positive manner. The existence of many organizations as intermediaries in the supply chain often results in reduced efficiency. If unchecked, it may lead to a reduction in the organization’s output (Morsi and Key 23). There is a loss of time and resources in the increased number of intermediaries. Hence, organizations should target to reduce the number of intermediaries. ADNOC is successful in its supply chain management because all organizations within this supply chain are affiliates or part of the larger organization. Automation is another part of the supply chain that contributes to the evident success in organizations. Organizations that apply technology in their supply chain often end up being successful (Abdelal 31). ADNOC has extensively applied technology in its supply chain, with transportation of petroleum products and crude oil being carried out through advanced methods. The company has extensive use of modern ized fleets in the transportation of its products to their markets, especially in the shipping of oil to the international markets. The management of any supply chain requires a dedicated workforce and the utilization of all cadres of employees. These measures are practiced in the ADNOC’s supply chain management. The other aspect of the supply chain management in relation to ADNOC is the cost of managing this supply chain. ADNOC is one of the global organizations that invest significantly in their supply chain management. According to Mentzer, supply chain management should be an integral part of any organization, with adequate funding to ensure a swift flow of goods and services from suppliers to the end consumers (72). ADNOC has a board in place to manage the supply chain. This committee is charged with the investment into the right measures for the maintenance of an intact supply chain. The global market for ADNOC’s products has a number of competitors, with branche s in different parts of the world including Abu Dhabi and the UAE. To ensure that the company is competitive enough, the supply chain management practices include control of pricing and amount of the produced petroleum products. ADNOC is an example of an organization that has effective supply chain management. Employees in the organization and its affiliate companies are trained on how to manage the supply chain whilst maintaining a constant flow of products produced by this organization. A fully-fledged department is charged with the management of ADNOC’s supply chain. The manager does reporting to the board of the organization. Conclusion In conclusion, the success of any organization is determined by factors such as the management of human resource, supply chain, and the quality of their output. The paper has confirmed that these areas are crucial in terms of determining whether an organization achieves its goals and objectives. This paper has also looked at one of the mos t successful companies in the UAE and on the global front. It has highlighted how it has managed its human resource, quality, and supply chain. ADNOC is one of the most successful energy companies in the world. It has recorded profits in the range of billions of dollars each year. The company has efficient quality control methods in use. Examples include the use of technology and recruitment of experienced and highly trained employees. The human resource management at ADNOC is run by the human resource department, which ensures that the right employees are selected for the right work. The supply chain is run in a fragmented manner, with a variety of organizations being involved in different parts of the chain. The organization has effective management practices in all areas as discussed in the paper. Works Cited Abdelal, Rawi. â€Å"Sovereign Wealth In Abu Dhabi.† Geopolitics 14.2(2009): 317-327. Print. Ayish, Muhammad. â€Å"Virtual Public Relations In The United Arab Emira tes: A Case Study Of 20 UAE Organizations’ Use Of The Internet.† Public Relations Review 31.3(2005): 381-388. Print. Ermida, Graà §a. â€Å"Analysis: Strategic Decisions Of International Oil Companies: Arctic Versus Other Regions.† Energy Strategy Reviews 2.Sustainable Energy System Changes 1.1(2014): 265-272. Print. Gitlow, Howard. Quality management. Boston: McGraw-Hill/Irwin, 2005. Print. Mentzer, John. Supply chain management. Thousand Oaks, Calif.: Sage Publications, 2001. Print. Mezher, Toufic, Gihan Dawelbait, and Zeina Abbas. â€Å"Renewable Energy Policy Options For Abu Dhabi: Drivers And Barriers.† Energy Policy 42.2(2012): 315-328. Print. Morsi, Mozzart, and Antonio Key. â€Å"Rehabilitation Of Gas Pipelines: The Experience Of ADNOC In Abu Dhabi.† Corros. Prev. Control 1.1(1994): 5. Print. This report on Operations Management in Abu Dhabi National Oil Company was written and submitted by user Averie W. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Fascinating Facts About Caterpillars

Fascinating Facts About Caterpillars Surely youve seen a caterpillar in your lifetime, and youve probably even handled one, but how much do you know about Lepidopteran larvae? These cool facts about caterpillars will give you new respect for what remarkable creatures they are. A Caterpillar Has Just One Job to Eat During the larval stage, the caterpillar must consume enough to sustain itself through its pupal stage and into adulthood. Without proper nutrition, it may not have the energy to complete its metamorphosis. Malnourished caterpillars may reach adulthood, but be unable to produce eggs. Caterpillars can eat an enormous amount during a life cycle stage that typically lasts several weeks. Some consume 27,000 times their body weight during this life phase. Caterpillars Increase Their Body Mass by as Much as 1,000 Times or More The larval stage of the life cycle is all about growth. Within the span of a few weeks, the caterpillar will grow exponentially. Because its cuticle, or skin, is only so pliable, the caterpillar will molt multiple times as it gains size and mass. The stage between molts is called an instar, and most caterpillars go through 5 to 6 instars before pupating. No wonder caterpillars consume so much food! A Caterpillars First Meal Is Usually Its Eggshell In most cases, when a caterpillar ecloses (hatches) from its egg, it will consume the remainder of the shell. The outer layer of the egg, called the chorion, is rich in protein and provides the new larva  with a nutritious start. A Caterpillar Has as Many as 4,000 Muscles in Its Body Thats one seriously muscle-bound insect! By comparison, humans have just 629 muscles in a considerably larger body. The caterpillars head capsule alone consists of 248 individual muscles, and about 70 muscles control each body segment. Remarkably, each of the 4,000 muscles is innervated by one or two neurons.   Caterpillars Have 12 Eyes On each side of its head, a caterpillar has 6 tiny eyelets, called stemmata, arranged in a semi-circle. One of the 6 eyelets is usually offset a bit and located closer to the antennae. You would think an insect with 12 eyes would have excellent eyesight, but thats not the case. The stemmata serve merely to help the caterpillar differentiate between light and dark. If you watch a caterpillar, youll notice it sometimes moves its head from side to side. This most likely helps it judge depth  and distance as it navigates somewhat blindly. Caterpillars Produce Silk Using modified salivary glands along the sides of their mouth, caterpillars can produce silk as needed. Some caterpillars, like gypsy moths, disperse by ballooning from the treetops on a silken thread. Others, such as eastern tent caterpillars or webworms, construct silk tents in which they live communally. Bagworms use silk to join dead foliage together into a shelter. Caterpillars also use silk when they pupate, either to suspend a chrysalis or to construct a cocoon. Caterpillars Have 6 Legs, Just as Adult Butterflies or Moths Do There are way more than 6 legs on most caterpillars youve seen, but most of those legs are false legs, called prolegs, which help the caterpillar hold onto plant surfaces and allow it to climb. The 3 pairs of legs on the caterpillars thoracic segments are the true legs, which it will retain in adulthood. A caterpillar may have up to 5 pairs of prolegs on its abdominal segments, usually including a terminal pair on the hind end.   Caterpillars Move in a Wavelike Motion, From Back to Front Caterpillars with a full complement of prolegs move in a fairly predictable motion. Usually, the caterpillar will first anchor itself using the terminal pair of prolegs and then reach forward with one pair of legs at a time, starting from the hind end. Theres more going on than just leg action, though. The caterpillars blood pressure changes as it moves forward, and its gut, which is basically a cylinder suspended inside its body, advances in sync with the head and rear end. Inchworms and loopers, which have fewer prolegs, move by pulling their hind ends forward in contact with the thorax and then extending their front half. Caterpillars Get Creative When It Comes to Self Defense Life at the bottom of the food chain can be tough, so caterpillars employ all kinds of strategies to avoid becoming a bird snack. Some caterpillars, such as the early instars of black swallowtails, look like bird droppings. Certain inchworms in the family Geometridae mimic twigs, and bear markings that resemble leaf scars or bark. Other caterpillars use the opposite strategy, making themselves visible with bright colors to advertise their toxicity. A few caterpillars, like the spicebush swallowtail, display large eyespots to deter birds from eating them. If youve ever tried to take a caterpillar from its host plant, only to have it fall to the ground, youve observed it using thanatosis to thwart your efforts to collect it. A swallowtail caterpillar can be identified by its smelly osmeterium, a special defensive stink gland just behind the head. Many Caterpillars Use the Toxins From Their Host Plants to Their Own Advantage Caterpillars and plants co-evolve. Some host plants produce toxic or foul-tasting compounds meant to dissuade herbivores from munching their foliage. But many caterpillars can sequester the toxins in their bodies, effectively using these compounds to protect themselves from predators. The classic example of this is the monarch caterpillar and its host plant, milkweed. The monarch caterpillar ingests glycosides produced by the milkweed plant. These toxins remain within the monarch through adulthood, making the butterfly unpalatable to birds and other predators. Sources Caterpillar locomotion: A new model for soft-bodied climbing and burrowing robots, Barry A. Trimmer, Ann E. Takesian, and Brian M. Sweet, Tufts University, 2006.Unique Means of Animal Locomotion Reported for First Time, Tufts University media release, July 22, 2010.Caterpillars of Eastern North America, David L. Wagner.Encyclopedia of Insects, 2nd Edition, edited by Vincent H. Resh and Ring T. Cardà ©, 2009.Borror and Delongs Introduction to the Study of Insects, 7th Edition, by Charles A. Triplehorn and Norman F. Johnson, 2005.

Buyer Behaviour and Integrated Marketing Communication-Starbucks goes Literature review

Buyer Behaviour and Integrated Marketing Communication-Starbucks goes to India - Literature review Example To go ahead with this task, a detailed customer profile is required depending on the targeted segments because in general, as a long term strategy, customers are segmented based on their demographics, marketing habits etc. India is the largest democracy and has the 'distinction' of having population levels second only to China. Present youth profile gives a clear impression that the youth of the day believes in hanging out with the friend circle after a day-long school/ college/ work. The burgeoning IT-enabled services sector, outsourcing, and the call center phenomenon is giving plenty of opportunities as well as a good amount of spare bucks to spend, to the youth of the day. Call centers have been one of the growth triggers as far as an increase in coffee consumption is concerned. Earlier a coffee house's customer was limited to individuals who worked daytime hours, but no more, now we have the nightlife as well in coffee houses, religiously followed by the neo-rich group of professionals who work a night-time shift. Need for a venue to socialize with others of their age who share their interests comes in handy for a coffee house. Â  Besides the youth, other working class and couples can also be a target market for Starbucks in India. There are competitors like Barista, Cafe Coffee, Cafe Mocha etc. And some of these brands do have a good international presence as well. Having well familiarized themselves with the Indian terrain and coffee habits, these brands will prove to be a force to reckon with. Moreover, at times, for a change, the customer in India relishes to enter a coffee house and look for beverages other than coffee and some other eatables. Therefore Starbucks needs to plan its strategy accordingly. Maybe it can think of having a tie-up with some other established brands like Pepsi, Coke etc. for the presence of their products within its premises. Company-operated retail stores accounted for approximately 84% of net revenues during fiscal 2004.

Federal Bureau of Prisons Research Paper Example | Topics and Well Written Essays - 1750 words

Federal Bureau of Prisons - Research Paper Example Whatever the intended function of prison is, the reality is that they perform a role in our society. We have the need to feel safe from people who would do us harm. Many commit crimes at the state level, so are sentences to local jails or state prisons. Others, however, wrong the country as a whole, and not just a given segment of society. For this offenders, the federal government has set up an elaborate system of prisons across the country divided into six different regions. The purpose of the Federal Bureau of Prisons is to â€Å"Protect society by confining offenders in the controlled environments of prison and community-based facilities that are safe, humane, cost-efficient, and appropriately secure, and that provide work and other self-improvement opportunities to assist offenders in becoming law-abiding citizens† (Roberts, 1997, p. 53). The purpose of this paper is to explain the function of the federal prison and to examine the actually effectiveness of its various pro grams and policies. History and Policies Established in 1930, the Federal Bureau of Prisons has stated its policy to provide more progressive and humane care and treatment for Federal inmates sentenced to serve time (Roberts, 1997, p. 53). ... 53). As one can see, this is quite an elaborate system of institutions, and each is governed by a nationalized set of policies designed to keep everything running smoothly throughout the country. Currently, the federal prisoner system is designed to care for about 219,000 inmates. Policies dictate that each inmate who is incarcerated is done so in order to order to ensure public safety. At the same time, the facilities that the inmates are housed in are designed to be safe, humane, cost efficient, and secure to the level required by each individual offender. Security Levels Just as with state and local prisons and jails, there are various levels of security existent in the Federal Bureau of Prisons. The system is made of five distinct security levels. The goal in this division is to confine offending prisoners in a manner appropriate to their individual circumstance and crime committed. Each level has different features related to the number and presence of external patrols, towers, security barriers, or detection devices (Fliesher, 1998, p. 11). Each level of confinement will also typically have different types of housing within the institution, certain security features, and a different staff-to-inmate ration. It is also interesting to note that each institution in the federal system is designed to house a different security level as needed depending on the space available and the needs of the population (Fliesher, 1998, p. 11). The lowest level of security in the Federal Bureau of Prisons is minimum security. Prisons of this type are also known as Federal Prison Camps and typically have dormitory type housing, a low staff-to-inmate ration when compared to other

Innovation course PowerPoint Presentation Example | Topics and Well Written Essays - 1750 words

Innovation course - PowerPoint Presentation Example ter is to improve the delivery of quality health care conforming to the strict standards of the Joint Accreditation Commission of Health Organizations (JACHO). It basic strategy to attain its vision and mission is to manage innovation through governance and leadership skills. The first strategy is to employ non-nurse managers to head their nursing units. It is strategic move to enable nurses to focus on patient care and not be bogged down with administrative work. This move paved the way to increase morale and productivity in the units, and increased patients’ satisfaction with regard to the delivery of efficient and effective healthcare. The second strategy was an innovative structure necessitating building a two-tower structure which stands on a 1.6-hectare property. This move would capture a more extensive clientele thereby improving their market share. The third move was to institute actions which are â€Å"firsts† in the industry. First to invest in advanced medical equipments to cater to more patients not only in the local market but in the neighboring Asian nations. Further, this strategy puts SLMC in the top spot among the medical institutions in the Philippines. Innovative companies have well defined goals, vision and mission. The vision defined 2010 as the year to achieve its being one of the top 5 hospitals in Asia and would be achieved through highly competent and caring professionals and with the use of world class technology and research. Leadership is essential in managing innovation. The appropriate leadership skills are matched with personalities, characteristics and behavior of its human resources to motivate them into achieving organizational goals. Company’s resources must be maximized. Human resources are acknowledged as their most important asset. Property, equipment, and processes are continuously updated. And management has made a commitment to invest in technologically advanced medical equipments to compete with other top health

abraham Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Abraham, a very important hero from Genesis, was the first person to believe in a single God. He was the first to show devoted faith to God and risk everything to follow God. He always found strength in his faith in God, but sometimes his unyielding, strong faith was a weakness that almost got good people hurt.   Ã‚  Ã‚  Ã‚  Ã‚  Abraham is one of the most important people in the Old Testament because he was the first person to believe in and be called by God. â€Å"The Lord said to Abram, ‘Go forth from the land of our kinsfolk and from your father’s house to a land that I will show you. I will make of you a great nation, and I will bless you; I will make your name great, so that you will be a blessing. I will bless those who bless you and curse those who curse you. All the communities in the earth shall find blessing in you.†Ã¢â‚¬â„¢ (Genesis 12:1-3). This is God’s call to Abraham and God promises to give Abraham all of those things if Abraham will do what God tells him to do. Abraham does what God says not knowing what he might have to do in the future and only knowing that he is leaving almost everything behind him. Abraham has no real reason to believe in God other than what God said to him. Promises from a god that nobody knows and that one person has only briefly spoken with is not much to base leaving everything behind to do what this God says. Another risk Abraham takes i...

Effective Environmental Impact Management through Ecotourism

The world has seen the growth of tourism increase dramatically in the past fifty years and with this growth comes a concern for the cultural and environmental impacts associated with it. Ecotourism is the new breed of tourism based around the concept of nature and cultural appreciation, espoused by many to bring significant economic benefits to the host countries as well as being a sustainable alternative to mass tourism. The aim of this paper is to review the literature that focuses on the environmental impacts of ecotourism. This will be achieved through the discussion of five key areas. First, the multitude of definitions surrounding ecotourism will be examined with a view to identifying the core concepts. Second, the key players involved in the ecotourism industry will be identified. Third, the positive and negative impacts associated with ecotourism will be discussed. Fourth, the contributing factors that determine the level of environmental impact. Fifth, the future of ecotourism and how it can be managed. Finally, conclusions and recommendations for future research. World tourism is growing in terms of number of travellers as well as in economic expansion (World Tourism Organisation (W. T. O), 1997) and as the worlds largest industry (Nelson, 1993) it earns approximately $US 2. 5 trillion annually (Dearden, 1993). Tourism takes on many different guises and nature-tourism is one of these, which, in it's most sustainable form has been labelled ecotourism. Within the worldwide tourism industry ecotourism is one of the fastest growing sectors (Eagles, 1995) and according to a 2001 W. T. O and United Nations Environment Programme study ecotourism may represent between two and four percent of global tourism (W. T. O, 1997). Although this is a relatively small percentage share it is not the volume that is significant but the fact that it is a type of tourism that attempts to minimise the negative effects of traditional mass tourism, be these economic, social or environmental (Doan, 2000). There has been a proliferation of ecotourism-related articles in professional journals since the late 1980s (Sirakaya, 1999) and due to the expansive nature of ecotourism the literature covers a multitude of topics. It is for this reason that for the purpose of this paper I have focused on the journals that are concerned particularly with the environmental impacts of ecotourism. These journals take the form of definition articles (Edwards, 1998; Sirakaya, 1999; Fennel, 2000), articles on particular case studies (Burton, 1998; Doan, 2000; Thomlinson, 1996; Obua, 1997; Nianyong, 2001; Chin, 2000), and articles on impact related aspects from more of a resource point of view (Beaumont, 2001; Tyler, 1999; Acott, 1998). Section 1: Defining the Concept of Ecotourism Before even beginning to identify what environmental impacts ecotourism is having on the environment it is important to clarify the concept of what it is. The problems of defining ecotourism have been debated at length (Blamey, 1997), and there is a tremendous amount of literature exploring the definitions of ecotourism. It can be observed that Ceballos-Lascurain (1983) was one of the first people to provide a working definition (Sirakaya, 1999; Thomlinson, 1996; Edwards, 1998; Fennel, 2001). His definition was normative and he suggested that ecotourism incorporates the notions of travelling to relatively untouched natural areas with the objective of enjoying and admiring the area's natural and cultural manifestations. From that period on the definitions came to include the notion of ecological sustainability and that ecotourism should provide economic benefits for local people, as well as provide funds for conservation of the visited areas (Boo, 1990; Lindberg and Hawkins, 1993; Tyler, 1996). Researchers from the field of biological research tend to focus mainly on the environmental aspects of the definition (Tyler, 1999; Nianyong, 2001; Acott et al. , 1998) when using the term ecotourism in their research papers. While others have not included a definition of what they consider ecotourism to stand for (Obua, 1997; Burton, 1998), suggesting that people reading articles in the tourism journals are assumed to have a comprehensive understanding of what the term ecotourism means. In the recent years research focusing on the definitions of ecotourism have been performed through content analysis of pre-existing definitions, one such being by Sirakaya (1999) who looked at it from a supply side view and identified whether tour-operators in the America's viewed themselves in fit with their own ecotourism definitions and policies. These definitions took a normative and positive viewpoint that can also be seen in Fennels (2001) article. He also used a content analysis method and incorporated the concept of definition alterations over time as well as differentiating between definitions provided by government and individuals (researchers) mainly in the Americas. Perhaps the most exhaustive study of definitions was undertaken by Edwards et al (1998), who conducted a content analysis of the ecotourism policies employed by the government agencies of all the countries in the America's. All these content analyses provide a fresh insight into the definition of ecotourism although they are biased due to the fact that they use very few definitions provided by researchers and governments outside of the America's. A commonly cited definition that I think encapsulates the main findings of the three content analysis studies previously described (Sirakaya, 1999; Fennels, 2001; Edwards et al. , 1998) is one that originated from the Ecotourism Society (1993), and for the purpose of this review is the definition I shall be using. It is:- Purposeful travel to natural areas to understand the cultural and natural history of the environment, taking care not to alter the integrity of the ecosystem, while producing opportunities that make the conservation of natural resources beneficial to local citizens. Section 2: Identification of the Key Players in the Ecotourism Industry In this section I will identify four different groups who have key roles to play in the ecotourism industry; the communities residing in the host ecotourism country/area, the tourists, the tour operators, and the government agencies. All of the above groups are interconnected and affect each other and in turn effect the environmental impact on ecotourism destinations, this will be discussed further in section four. The literature only provides very fleeting references into the nature of the communities that are affected by ecotourism. The main way that local communities would appear to get involved in the ecotourism industry is through being employed in the local tourist activities. Be it through building accommodation (Obua, 1997), guiding (Chin et al. , 2000), or by being involved in local conservation projects (Nianyong, 2001). Yet even descriptions of these activities are very minimal and so will not be addressed further in this review. On a general level of description about the tourist group the authors tend to refer to them as eco-tourists (Beumont, 2001; Acott, 1998), and they are observed to be mainly westerners (Chin et al. , 2000). It is agreed that all eco-tourists have the underlying wish to travel to natural areas with a view to appreciating the unspoilt environment (Tyler, 1999; Beumont, 2001; Acott, 1998) and within this concept is the discussion in the literature concerning the ‘spectrum' of nature based tourists (Burton, 1998). Beumont (2001) identified a range of different types of nature based travellers by suggesting that each eco-tourist is unique in terms of their knowledge of the nature and attitude towards it. This idea can be seen in a slightly different guise in Acott's (1998) research which takes a much more phenomenological approach and segments eco-tourists into ‘shallow' and ‘deep' groups. Shallow eco-tourists are of an anthropocentric frame of mind in that they view humans as separate from nature and that nature is an instrument that serves human ends. ‘Deep' eco-tourists adopt a much more holistic view of the world and view humans to be intrinsically linked with the environment. Burton (1998) identifies these differing types as ‘casual' and ‘dedicated' eco-tourists with ‘dedicated' ones having higher expectations in terms of the quality of the ecotourism experience. Eco-tourism as a product is delivered by the ecotour operators and companies (Thomlinson, 1996). They characteristically have the parent business located in the base country (predominantly western) who prepare nature tour packages and then co-ordinate with the other half of their business in the destination country (Higgins, 1996). The majority are small-scale operations (Blamey, 1995; McArthur, 1994). This enables the operators to practice environmentally responsible practices and to ensure high quality experiences for the tourists (Burton 1998; Thomlinson, 1996). In compliance with the definition of ecotourism ecotour operators ideally should act in an environmentally responsible manner yet many researchers suggest that they are masquerading as ecotour companies and use the term ecotourism as a marketing tool (Nianyong, 2001; Thomlinson, 1996; Beaumont, 2001; Burton, 1998). With respect to government agencies involvement and attitudes towards ecotourism the content analysis study conducted by Edwards et al. 1998) provides the most comprehensive insight into their agenda's. As well as this empirical study the literature identifies them as playing an important role in the management of the ecotourism industry with them being the creators of the policies which control the exploitation of natural areas (Nianyong, 2001; Chin et al. , 2000; Beaumont, 2001; Burton, 1998). This is especially true when the ecotourism activities take place in national parks as designated by governments (Obua, 1997; Nianyong, 2001; Woodward, 1996). The influence they have on environmental impact management will be discussed further in section 4. Section 3: The Positive and Negative Environmental Impacts. The positive environmental impacts are essentially indirect benefits that are derived from educating tourists on environmental issues, and providing economic benefits for the destination country/area to aid in conservation of their natural resources. With respect to issue of education Beumont (1998) cites the writings of Boo (1991) and Goudberg et al. 1991) who argue that ecotourism provides environmental education or interpretation for participants which in turn creates awareness and understanding of the natural environment therefore creating support for conservation. This idea is supported by Chin et al. (2000: 31) whose qualitative study based around a questionnaire completed by 210 eco-tourists who visited Bako national park in Borneo. It showed that â€Å"90% of respondents indicated the importance of learning about nature as part of their experience, suggesting that visitors to Bako would be highly receptive to educational strategies. It is the ecotour operators who are essentially the main providers of the environmental education and Blamey (1995) notes that ecotour operators in Australia primarily set up their businesses because of their personal interest in the environment. Economic benefits derived from ecotourism and that positively impact the environment take a number of forms. Boo (1990) argues that ecotourism can stimulate the economy and in turn generate direct funding for conservation. An example of this is where Doan (2000) cites Wells (1993) who talks about mountaineering fees that are being used for the cleanup of Sagmarth National Park in Nepal, and has led to increased ecological quality. An indirect environmental benefit derived from ecotourism is that it provides an alternative to more damaging types of industry (Thomlinson, 1996). This can be seen in a case study (Obua, 1997) where forest ecotourism was introduced in the Kibale National Park as a sustainable industry instead of ruining the environment through logging. The definition provided by the Ecotourism Society suggests that ecotourism should not alter the integrity of the ecosystem, yet as Tyler and Dangerfield (1999) argue almost any level of human exploitation has impacts on an ecosystem. His qualitative research took the viewpoint of resource management, the resource being the ecosystems that are exploited by ecotourism, and points out that most of the ecosytems that are visited have developed independently of human interaction and have to adapt rapidly to deal with the human incursion, depending on the level of human disturbance. Tyler (1999) does point out that marine environments are particularly susceptible to the development of ecotourism, a topic researched at length by Mason (1998) who, through the use of a qualitative research tool assessed the potential effects on two marine environments and found that predominantly negative biophysical effects occurred due to development of ecotourism. A study on forest degradation due to ecotourism (Obua, 1997) was the only quantitative research on the subject of environmental impact that was found in the literature. Perhaps an area for future research? Other environmental impacts of ecotourism outlined in the literature take the form of general comments about how animal behaviour is disrupted with particular reference to altered eating habits (Burger, 1998; Tyler, 1999; Thomlinson, 1996). Pollution created in the forms of rubbish as well as water and vehicle pollution which is also mentioned in the literature (Mason, 1998; Chin et al. , 2000; Nianyong, 2001) as well as damage done to vegetation due to trampling. An indirect environmental impact that is discussed in some depth by Burton (1998) and to a lesser extent Beaumont (2001) is the fact that most eco-tourists have the expectation of appreciating the natural environment without the presence of large numbers of people. This has led to the exploitation of previously untouched area in an attempt to provide ecotourists with quality experiences. Section 4: Determining the level of Environmental Impact In the literature one of the biggest debates is whether eco-tourism leads to mass-tourism and it's associated environmental problems (Beaumont, 2001; Doan, 2000; Mason, 1998; Obua, 1997). Even if it does not lead to fully-fledged mass-tourism it agreed throughout the literature that an increase in visitors to sensitive natural environments causes an increase in associated environmental impacts. Discussion on at what point the number of tourists is too much for a destination focuses on the concept of carrying capacity (Doan, 2000; Thomlinson, 1996). This is the theoretical limit to the number of tourists that an area can sustain without deleterious effects (Boo, 1990). They also refer to Butler's life cycle model and Burton (1998) cites Thomlinson's (1996) empirical evidence, and argues that once the number of tourists reach a certain level then ecotourism turns into mass-tourism. So as described, the number of tourists converging on a destination is a key factor on the level of environmental impact, yet what factors contribute to the differing numbers of ecotourists? A common idea in the literature is the attitudes of the governing bodies towards the development of ecotourism sites (Thomlinson, 1996; Obua, 1997; Chin et al. 2000; Nianyong, 2001). A common theme is that governments have been tempted by the prospect of making a ‘quick buck', and therefore do not put in place policies limiting exploitation of their countries natural resources, and policies limiting numbers of tourists. Although one country that has minimised environmental impacts through limiting the number of western tourists is Bhutan (Brunet, 2001), yet not totally as they s till allow an unlimited number of Indians to cross their borders, a policy controlled by the government! Nianyong (2001) also illustrates that governments should be instrumental in helping to develop environmentally responsible policies within their country as well as providing funds for research. Yet in the case of Nianyongs' research which was a survey conducted in China, he points out that a lot of ecotourism destinations are in the third world, this is can be seen in the way that most of the case studies on ecotourism are based in the third world. These host countries can't afford to provide funds for appropriate ecotourism development, a point corroborated by Chin et al. 2000) whose study was based in Malaysia. Yet paradoxically authorities were responsible for increasing the number of eco-tourists to the Bako national park in 1988 through tourism promotion. Chin et al. (2000) suggests that this was driven by economic interests. The next area of discussion focuses on how eco-tour operators affect the level of environmental impact that ecotourism destinations experience. As previous ly mentioned it is suggested that eco-tour operators are simply exploiting the concept of ecotourism by using it as a marketing tool. Burton (1998) cites a number of researchers who suggest that surveys indicate that a large number of eco-tour operators cannot be considered to act in an environmentally responsible manner (Botrill and Pearce, 1995; Weiler, 1992; Holden & Kealy, 1996; Jones, 1993). This obviously has serious implications for the level of environmental impact and in Belize supposedly ecotourism companies have destroyed large swaths of mangrove swamps in order to develop luxury bungalows (Thomlinson, 1996). Also although most eco-tour operators are small businesses there are so many of them they can negatively impact the environment through a cumulative effect (Thomlinson, 1996; Beaumont, 2001). As illustrated the number of ecotourists descending upon an area is one of the main factors determining the level of environmental impact Yet there are references in the literature that point out that it is the innate attitude of the actual eco-tourist towards pro-environmental causes that plays an important part in the level of environmental impact that ecotourism destinations experience (Acott, 1998; Chin et al. 2000; Beaumont, 2001). Acott (1998) who discusses ecotourism in terms of ‘shallow' and ‘deep' differentiates different types of eco-tourists in terms of the level to what extent they pursue environmentally sustainable lifestyles. He uses the example of a low impact eco-traveller who stays in very basic accommodation and pursues a minimal impact experience compared to a larg e group of bird watchers staying in a luxury hotel with the expectation of a westernised ecotourism experience. Section 5: The Future of Ecotourism The focus of this section is to identify the numerous variables correlated with the success of ecotourism as a sustainable option for the future, and the recommendations documented in the literature to ensure the long-term success of ecotourism. As it is recognised that large numbers of tourists have detrimental affects on the environment, many of the researchers talk about limiting visitor numbers (Burton, 1998; Thomlinson, 1996; Nianyong, 2001; Chin et al. 2000). Yet how many is too many? Tyler (1999) and to a lesser extent Doan (2000) suggest that the resource base (the ecotourism destination) as an ecosystem needs to be considered primarily, and to define saleable products that will have an absorbable impact. In relation to actually controlling the number of visitors it is generally agreed that government tourism agencies are ones who have the power to implement these controls. Thomlinson (1996) suggests that infrastructure should be limited thus discouraging large scale tours, this was actually achieved in Bako National Park Malaysia, whereby the authorities decided not to build a main road into the park and only allow tourists access to the park via river boats. Nianyong (2001) also suggests that operators wishing to establish ecotourism businesses in national parks should have to obtain licenses thereby maintaining the integrity of the industry. There are also suggestions that as ecotourism is after all a business, causing smaller eco-tour operators (who have less of an impact on the evironment) being forced out of the market by larger operators. These larger operators are seen to be the leading edge of mass tourism and achieve greater profits through economies of scale (Burton, 1998, Thomlinson, 1996). Therefore they argue that government agencies need to promote and perhaps subsidise the smaller operatives and restrict the growth of larger operators. Yet the tension that exists with governments, especially in third world countries, is that they lack funds and by limiting the number tourists they are limiting the economic benefits provided by the ecotourism industry. These government agencies have to realise that although increase in visitor numbers means greater profits, eco-tourists want to experience nature without being crowded by other humans (Burton, 1998). Boo (1990: 96) noted in reference to the environmental effects of ecotourism ‘that tourism, if not managed properly, can destroy tourism'. The issue of educating eco-tourists is the other fundamental tool that can be used in maintaining the sustainability of ecotourism. By creating positive attitudes towards environmental preservation amongst tourists it fosters awareness about the future implications of ecotourism amongst the very people who are the consumers of the product, and who directly impact the environment they are visiting. Fortunately according to Sirakaya's (1999) research ‘according to tour operators, ecotourism also includes involvement in after travel to inspire personal responsibility'. The raises the point addressed at length by Beaumont (2001) that it is the responsibility of the eco-tour operators to provide quality education to the tourists. Nianyong (2001) also points out that local communities in the host destination need to be educated and involved and encouraged to participate in environmental conservation. A point only briefly touched upon in other articles. Section 6: Conlusion Five lines of enquiry were discussed, each focusing on different aspects. However, these aspects are highly interconnected. The first section outlined how research into the definitions of ecotourism had mainly been qualitative. Recently however the research has tended to be functionalist in nature with quantitative studies employing content analysis techniques as a means to attempt to settle the definition debate. I observed definite core themes in the research yet felt as did the most recent researchers did that pinpointing an exact definition was act of futility, due to the global nature of ecotourism. Yet the definition I used at the bottom of section 1 provided the basis of reference for the duration of the review. In the second and third section the research findings illustrated the interconnectedness of the key players in the ecotourism industry and the effects they are having as a whole on the environment. The articles that were found to provide the best insight into the detailed effects of what environmental impacts ecotourism has on host countries were found in Case Study articles, where various regions were examined in depth. Although a problem with these case studies was that they were slightly limited in that they all examined ecotourism activities in national parks. I would suggest future research that focuses on areas that are not national parks, but which do accommodate ecotourism, one such place being Kodaikanal in southern India, a place where as an ecotourist myself, inspired this review. There was also a distinct lack of detailed quantitative research of a geographical nature into environmental impacts, yet research of this nature is inherently difficult due to the complex nature of ecosystems. Section four and five viewed ecotourism and it's capacity to minimise environmental damage in the context of ‘the bigger picture' by pulling together the previous sections. The literature acknowledged that ecotourism is a business after all and that market forces as with nearly everything in this world are driving factors behind whether ecotourism is a success or not in the future. Yet it can be seen just through observing the recent initiation of new journals such as the Journal of Sustainable Tourism that there is concern for the well-being the environment, especially with the dramatic annual growth of tourism. Therefore research into the ecotourism industry will almost certainly continue apace. This is fortunate as Tyler (1999) points out there are a multitude of dimensions and paradigms associated with ecotourism research, ranging from philosophy to ecological economics. To conclude, the future of ecotourism is an uncertain one. Negative environmental impacts have definitely been observed, although in other areas where effective policies have been implemented the environment has apparently not suffered and the sustainability of the industry is assured. There is evidence that supports the theory that ecotourism leads to mass tourism and it's associated problems. Yet, I would observe that the commonality amongst all these issues is that geographical location causes the differing variables associated with ecotourism development and is the deciding factor as to whether ecotourism can be implemented successfully to protect the environment. This is where further research should be directed enabling future ecotourism planners to have a reference point according to their global location.