Business Essays Environmental Management System

Business Essays Environmental Management System Environmental Management System Abstract The number of enterprises certified an Environmental Management System due to the Eco – Management and Auditing Scheme (EMAS) and to other Environmental Management System raised in the last few years. Especially companies from the industry sector realized how important it is to be certified. The majority use and implement environmental management systems due to the Eco – Management and Auditing Scheme (EMAS) or due to the ISO 14001 regulation. Lots of them prefer to implement the ISO 14001 regulation because of the worldwide acceptance but others prefer the EMAS norm because the ISO 14401 certificate is absolutely contained into the EMAS regulations. The EMAS certification seems to be very interesting for entrepreneurs because of the incorporations of all employees of a company. This can result that employees could get more ambitioned and the employee loyalty could rise. Additionally, companies often get subsidized by the European Union. Organisations have to pass several stages to achieve the certification, the EMAS registrations and to benefit from it. Chapter 1 Introduction Implementing an environmental management system (EMS) is one of the best ways to show how an enterprise can act environmentally interested and efficient (Emilsson, 2002). An EMS due to EMAS regulations shows to clients and the public that entrepreneurs take care about environmental impacts which are caused by the productions of goods. Additionally, the implementation of efficient environmental management systems improves a company’s processes and brings other economic benefits. Now more and more companies realise how important an EMS is and how much they can profit from it. The two most important and famous regulations are the international standard ISO 14001 developed by the International Organization for Standardization (ISO) and the regulation the Eco-Management and Auditing Scheme (EMAS). The majority of the companies certified their EMS under these two systems because of the worldwide acceptance of the ISO 14001 regulations and the European Union regulation EMAS, which was developed by the European Union. The EMAS regulation is European wide accepted but the included ISO 14001 regulation is as mentioned before worldwide into force. Because of the additional cost and the additional time which is needed to implement an EMS due to the EMAS regulation a lot of companies decide to implement an EMS due to the ISO 14001 norm. The purpose of the following study is to demonstrate how an EMAS EMS should be constructed in small and medium-sized enterprises (SME). In order to get a better overview the current Business and Environment will be defined and Environmental Management Systems will be elucidated with the corresponding literature. The Stages of an EMS due to the EMAS regulation will be shown with its relevant literature in the literature review chapter as well. In addition, the differences between the EMAS regulation and the ISO 14001 norm also were examined and are being treated in the literature chapter review. Followed with the methodology chapter in which the author presents how the corresponding research is done by using the relevant literature research in the secondary research area and by doing a questionnaire in the relevant primary research part. In chapter Four the author presents the results which where discussed in the preceding research and analyses the results which where worked out with the help of the primary and secondary research. Chapter Five considers the research and a conclusion can be worked out. 2 Literature Review 2.1 Business and Environment 2.1.1 Identification of Business Business has experienced dramatic change since the beginning of the Industrial Revolution which took place in Western Europe two hundred years ago (Blair, 2001). New businesses appeared such as chemical industry, motor industry, and retail industry; new technology was applied in everywhere; and new market was opened all over the world. All these changes of business area caused environmental impacts which totally different from two hundred years ago. In order to discuss the environmental impact of business we have to answer a basic question: what is business nowadays? Strictly speaking, business is the range of commercial organizations and their activities that characterize the way in which trading is conducted in a capitalist economy (Blair, 2001). However, commonly the words â€Å"industry† and â€Å"business† are used interchangeably and this is the case in this article. Business with the same meaning of industry which is seen as the collection of firms who operate essentially the same series of processes that result in a related set of products (whether tangible products or services) that a third party wishes to buy (Blair, 2001). By convention, industries are divided into primary, secondary and tertiary industries. Primary industries include fishing, forestry, agriculture and the extractive industries (essentially, the quarrying and mining of minerals). They involve the collection, harvesting and exploitation of resources directly produced by physical processes. Secondary industries are the manufacturing industries. They take raw materials and by a variety of processes produce tangible goods by adding value to the raw materials. The tertiary industries produce services, for either individuals or for other organizations. The way in which primary, secondary and tertiary industries effect the environment are seen as being sufficiently different to warrant separate analysis. 2.1.2 Environmental Impact of Different Businesses The environmental impacts of different industrial sectors vary enormously (Welford, 1998). For example, the oil industry may cause serious environmental impacts while the retail industry has less direct impacts to the environment. This is because the oil industry belongs primary industries while retail industry belongs tertiary industries and the characteristics of these two industrial categories are totally different. Because of their intimate relationship with the environment, the primary industries have a widespread and significant environmental impact. Firstly, they cause high pollution. For example, oil and gas flares, which happened in oil industry, contribute to global warming. Additionally, oil spills can cause great localized harm to marine ecosystems. Secondly, the primary industries generate considerable wastes. The fossil fuel and mining industries are the main culprits in waste generation. However, the wastes of factory farming also should not be neglected. Thirdly, farming and forestry of the primary industries have the greatest overall impact on habitats because they occupy the greatest areas of land. The type of farming or forest has a profound influence on the nature of flora and fauna of a region. Finally, farming and forestry also has significant landscape impacts because they form important landscapes in much of the developed world. Manufacturing is the core of the secondary industries. Raw materials and components are brought together and manufactured into either end product or a component for some other manufacturing process. Manufacturing processes consume huge amount of energy and inevitably produce waste products and pollution. Waste is seen as part of the process, whereas pollution is seen as an inevitable consequence of the process that should not happen in the perfect industrial process but which, in practice, results in the degradation of some physical resource. This is most usually the air, watercourses or the ground. Sound and visual impact may also be included under the broad banner of pollution. In addition to the manufacture process, the products itself also cause environmental impact during its delivery, use and disposal. Tertiary industries or so-called service businesses received relatively little attention on their environmental impacts. This may be because in comparison to primary or secondary industries they appear to depend far less on physical resources and they often deal with a more intangible product. However, the environmental impact of tertiary industries is less obvious but does not mean that it does not exist. For example, compared to an oil refinery, a supermarket seems to be much less environmental impact but it is not without impact. The transfer of goods within the supermarket chain, and the customers travel to the store especially those suburban stores all cause air pollution. Other environmental impacts which tertiary industries cause include energy consumption in heating, lighting and equipment, pollution through the travel of their employees and clients, produce waste from canteens, consume waster and materials and certainly produce large volumes of paper waste. 2.1.3 Strategy Towards Environmental Impacts Since the 1960s, there has been a growing interest in the environment, or more specifically in the damage being done to the environment (Welford, 1998). During the first two decades, it was felt that growth and development and protection of the environment could not go hand in hand. Hence most of the theories that developed during this period were anti-growth. However, the 1980s witnessed a shift in thinking. The concept of ‘zero growth’ was replaced by sustainable development which has been broadly accepted nowadays. Sustainable development, in its simplest form, is defined as development that meets the needs of the present generation without compromising the ability of future generations to meet their own needs (World Commission on Environment and Development, 1987). It implies that it is possible to make development and environmental protection compatible. However, the old ways of development which cause pollution and atmospheric damage, disrupts traditional ways of living, destroys ecosystems and feeds more and more power into international oligopolistic industrial structures must be changed into sustainable ways (Welford, 1998). The Brundtland Report, commissioned by the United Nations to examine long-term environmental strategies, argued that this would require quite radical changes in economic practices throughout the world. As an ultimate objective, the concept of sustainable development is immensely valuable. However, strategies are needed to translate conceptual theories of what sustainable development means into practical ways of achieving it over time within the corporate context. Firms clearly have a role to play in the development of substitutes for non-renewable resources and innovations which reduce waste and use energy more efficiently. They also have a role in processing those materials in a way which brings about environmental improvements. Additionally, firms have the opportunity for considering both the use and disposal of the product during the design period. In order to achieve these goals, companies must seek to develop management strategies which will improve their environmental performance (Welford, 1998). 2.2 Environmental Management Systems Many companies have adopted environmental policies and carried out environmental audits or reviews in response to legislative pressures, green marketing opportunities, increased public pressure, ethical concerns and the commitment of local and central government (Netherwood, 1998). However, companies still be faced with a problem of finding a systematic way of implementing commitments to environmental management within their existing organizational structure. In practical, one tool which companies have generally accepted to facilitate implementation of environmental policy is an environmental management system (EMS). An EMS is defined by the British Standards Institute (BSI) as: the organizational structure, responsibilities, practices, procedures, processes and resources for determining and implementing environmental policy (Netherwood, 1998). Similar definitions are found in the EU eco-management and audit scheme (EMAS) and ISO 14001. Not like legislation, EMS is a voluntary tool which can help companies to control environmental impact caused by their operations (Roberts, 1998). Despite the fact that different companies may develop different environment management system, usually there are some common steps can be found in these EMSs. This is because most of them were designed based on the steps of quality management system such as ISO 9000 (Netherwood, 1998). Therefore, it is possible to create a standard for environmental management systems in order to ensure a certain quality for the EMS, and to encourage organizations to improve their environmental performance. In the last few years a number of voluntary environmental management schemes have been developed. The standard-BS 7750- was published by BSI in March 1992 and was the world’s first environmental management system standard. At the same time that BSI began work on BS 7750, the European Commission was setting out its proposal for an eco-audit scheme and it was from this proposal that EMAS eventually emerged in 1993. In the same year of EMAS publishing, the activity relating to environmental management system standardization began on the international scene. And after a development time of a little under three years, ISO 14000 series were published in October 1996. The standardized environmental management systems are voluntary and are designed to be externally verified by nationally accredited bodies, in a similar way as the quality standard ISO 9000. It is argued that companies which register with the schemes, gaining the EMAS and ISO14001 accreditation, will experience added value such as market advantages, and legal compliance (Netherwood, 1998). 2.2.2 Stages of Standardized Ems Environmental management systems are very much related to quality management systems. They are mechanisms that provide for a systematic and cyclical process of continual improvement. As can be seen in Figure 1, the cycle itself begins with planning for a desired outcome (i.e. improved environmental performance), implementing that plan, checking to see if the plan is working and finally correcting and improving the plan based on observations form the checking process. Logically then, if the original outcome desired remains the same, a system of this nature will, by default, generate increments of progress that continually move toward the desired outcome (Roberts, 1998). In order for a company to achieve environmental performance through a management loop as mentioned above, it will need to define responsibilities for environmental management, deploy resources to ensure that action is taken on environmental issues, train staff to become aware of their environmental responsibilities, monitor environmental performance and audit and review the system of achieving environmental improvement. The basis of all of this activity is an organizational commitment to continual environmental improvement and an environmental policy (Netherwood, 1998). The stages of a typical environmental management system were shown in Figure 2. 2.2.3 Why Develop an EMS? Develop an EMS within a company will definitely cost resources such as time, human resource, and money (Bansal, 2002). Such costs become more apparent when a company applies certification for their EMS. Furthermore, it has been suggested that EMS and the standards will just add another layer of bureaucracy for the company. So why do a company need an environmental management system? The answer is creating a successful EMS could bring more benefits than the costs. The advantages of improved environmental management can be divided into two broad categories (Roberts, 1998). The first category addresses the fact that improved environmental management is good for our planet and a fundamental requirement of global sustainability. This is because respecting that present business patterns are fundamentally unsustainable, improved environmental management will serve at least to move our business patterns towards sustainability. The second category, which seems have a more direct relationship with companies, addresses the fact that improved environmental management could benefit the company a lot. The table 3 lists some of the benefits. 2.3 ISO 14001 2.3.1 Background Information of ISO 14001 ISO 14000 is a series of international standards for environmental management. In order to satisfy the increasing demand of establishing international environmental management standard, International Organization for Standardization (ISO) started to develop it in 1993 and after nearly three year’s development, ISO published this series of standards (ISO 14001 and ISO 14004) in October 1996. It is the first such series of standards that allows organizations from around the world to pursue environmental efforts and measure performance according to internationally accepted criteria (Roberts, 1998). The 14000series consists of over a dozen separate standards. But all these standards are fallen under two categories: specification standards and guidance standards (Krut, 1998). ISO specification standards are prescriptive documents: they describe what a company must do or not do in order to get certification. ISO 14001 is a blueprint for the company’s environmental management system, and it is the only specification standard in the ISO 14000 series. It describes how a company might manage and control its organizational system so that it measures, controls and continually improves the environmental aspects of its operations (Krut, 1998). ISO 14001 is intended to be applicable to ‘all types and sizes of organizations and to accommodate diverse geographical, cultural and social conditions’ (ISO, 1996). The overall aim of both ISO 14001 and the other standards in the 14000 series is to support environmental protection and the prevention of pollution in harmony with socio-economic needs. ISO 14001 applies to any organization that wishes to improve and demonstrate its environmental performance to others through the presence of a certified environmental management system (Roberts, 1998). With the exception of requiring the commitment to continual improvement and commitment to comply with relevant legislation and regulation, ISO 14001 does not prescribe environmental performance requirements. ISO 14001 specifies the requirements of the management system itself, which, if maintained properly, will improvement environmental performance by reducing impacts such as air emissions and wastewater effluents (Roberts, 1998). 2.3.2 Stages for Implementing ISO 14001 2.3.2.1 Environmental Policy Environmental policy is a formal and documented set of principles and intentions with respect to the environment. Essentially, the environmental policy is the guiding document for corporate environmental improvement and adherence to it is fundamental to the integrity and success of the entire EMS (Roberts, 1998). A policy must contain commitments to: Continual improvement; Prevention of pollution; and Complying with relevant environmental legislation and other relevant requirements. 2.3.2.2 Planning The company must then set itself objectives and targets relating to its three policy commitments and devise a plan to meet these objectives and targets. Here the environmental objectives are the broad goals that your organization sets in order to improve environmental performance while environmental targets are set performance measurements that must be met to realize a given objective. All environmental objectives must have at least one target (usually more) and all targets must relate directly to a stated objective (Roberts, 1998). 2.3.2.3 Implementing and Operation Having devised its plan, the organization must then put in place the various elements necessary for its successful implementation and operation. 2.3.2.4 Checking and Corrective Action Having implemented its plan, the organization must then check to see whether it has been successful in meeting its objectives and targets. If any have not been met, then corrective action must be taken. The entire management system must be periodically audited to see that it meets the requirements of the standard (Welford, 1998). 2.3.2.5 Management Review Management must periodically review the system to ensure its continuing effectiveness and suitability. Changes are made to the system as and when necessary. 2.4 Eco-Management and Auditing Scheme (EMAS) 2.4.1 Background Information of EMAS EMAS the Eco-Management and Audit Scheme, is a voluntary initiative designed for companies and other organizations to evaluate, report, and improve their environmental performance. It should be highlight that EMAS is a European Union Regulation, which applied within the European Union and the European Economic Area (EEA) — Iceland, Liechtenstein, and Norway. An increasing number of candidate countries are also implementing the scheme in preparation for their accession to the EU (EMAS, 2004). The scheme has been available for participation by companies since 1995 (Council Regulation (EEC) No 1836/93 of 29 June 1993) and was originally restricted to companies in industrial sectors. The aim of EMAS is to recognize and reward those organizations that go beyond minimum legal compliance and continuously improve their environmental performance (EMAS-UK, 2004). In addition, it is a requirement of the scheme that participating organizations regularly produce a public environmental statement that reports on their environmental performance. It is this voluntary publication of environmental information, whose accuracy and reliability has been independently checked by an environmental verifier, that gives EMAS and those organizations that participate enhanced credibility and recognition. In June 1997 The Commission undertook a 5-year review of EMAS, taking into account experience gained during its operation. The final revised Regulation (Regulation (EC) No 761/2001 of the European Parliament and of the Council of 19 March 2001) published in April 2001, is often referred to as EMAS II. This new Regulation has been open to all economic sectors including public and private services. In addition, EMAS II was strengthened by the integration of EN/ISO 14001 as the environmental management system required by EMAS; by adopting an attractive EMAS logo to signal EMAS registration to the outside world; and by considering more strongly indirect effects such as those related to financial services or administrative and planning decisions. 2.4.2 Stages for Implementing EMAS The objective of EMAS shall be to promote continual improvements in the environmental performance of organizations by (EMAS, 2001): (a) The establishment and implementation of environmental management systems by organizations as described in Annex I (b) The systematic, objective and periodic evaluation of the performance of such systems as described in Annex I (c) The provision of information on environmental performance and an open dialogue with the public and other interested parties (d) The active involvement of employees in the organization and appropriate initial and advanced training that makes active participation in the tasks referred to under (a) possible. Where they so request, any employee representatives shall also be involved. 2.4.2.1 Conduct of an Environental Review Consider all environmental impacts of the organization’s activities: production processes, products and services, assessment methods, the legal framework as well as existing environmental management practices and procedures. 2.4.2.2 Establish an EMS Based upon the results of the environmental review, establish an effective environmental management system aimed at achieving the organization’s environmental policy as defined by the top management. The management system needs to define responsibilities, objectives, means, operational procedures, training needs, monitoring and communication systems. 2.4.2.3 Carry Out An Environmental Audit Assess the management system in place and the organization’s environmental performance in light of the organization’s environmental policy and programme as well as of legal requirements. 2.4.2.4 Prepare an Environmental Statement The environmental statement should specify the results that have been achieved against the environmental objectives of the organization. It should also lay down the means by which the organization plans to continuously improve its environmental performance. 2.4.2.5 Get Independent Verification By an EMAS Verifier An EMAS verifier accredited with an EMAS Accreditation Body (UKAS in UK) of a Member State must examine and verify the environmental review, EMS, and audit procedure as well as the environmental statement. 2.4.2.6 Register With The Competant Body of the Member State The validated environmental statement must be sent to the appropriate EMAS Competent Body for registration and be made publicly available. 2.5 Drivers and Barriers of EMS Implementation In SMEs SMEs face internal and external barriers when seeking to address their environmental issues and adopt and implement EMSs, but it is the internal barriers that initially have the more significant role in impeding progress (Hillary, 1999). Negative company culture towards the environment and the disassociation between positive environmental attitudes and taking action cause the uptake of environmental performance improvements and EMS adoption to stumble at the first hurdle (Hillary,1999). On top of this general culture of inaction on the environment, SMEs are also very sceptical of the benefits to be gained from making environmental improvements (Hillary, 1999). In many cases, especially for the smaller organisations, low awareness and the absence of pressure from customers (the most important driver for environmental improvements and EMS adoption) and insufficient other drivers mean that no efforts are made to address environmental issues (Hillary, 1999). SMEs also face the problem of locating, and having the time to locate, good quality advice and information. Once a SME has embarked on EMS implementation the process is often interrupted and resources are frequently diverted to core business activities (Hillary, 1999). It is the lack of human resources, not financial ones, which SMEs find most difficult to secure and maintain for EMS implementation. The more multifunctional the staff, as is common in micro and small companies, the more likely the process of implementation will be interrupted. Some studies indicate that SMEs, once on the route to certified EMSs, face inconsistency and high charges in the certification system. SMEs are subjected to a variety of stakeholder pressures related to their environmental performance and their adoption of EMSs. Customer and supply chain are also prominent in driving SMEs environmental improvements (Hillary, 1999). However the regulator and local authorities exert greater influence on the general environmental performance of SMEs, in particular medium-sized enterprises, than customers. 3 Methodology 3.1 Introduction This chapter provides a detailed explanation of the research methods used by the author in order to complete the study. White (2000) stated that â€Å"research should be focused, not general† therefore the research conducted for the study will be to specific objectives. Academic theory is used to explain the advantages and disadvantages of research methods. The study will also aim to outline research limitations at the end of the chapter. 3.2 Quantative Approach In this thesis a study is applied to gain information and to fulfill the purpose: â€Å"how can small and medium sized enterprises profit from environmental management systems†. Questionnaires are made with people from 12 different German companies. Two types of methods can mainly be used in the scientific research, they are positivism and hermeneutic. Positivism starts with one well defined knowledge as an ideal, while the hermeneutic methods relate to different knowledge (Proctor, 2003). Conclusively can be said, that the hermeneutic method is about the interpretation and the usage of feeling and understanding when interviews are performed, which is also known as qualitative approach (Thomas, 1997). Thus the quantitative approach has received some critique, mainly when the data is collected. The risk is that the researcher could handle the topic to much facile way, without being aware of it (Thomas, 1997). 3.3 Why Qualitative Approach? The choice of the research of the core and the structure of environmental management systems has led to the discretion of the quantitative approach which was essential due to the interpretation of the environment and the experiences of several companies (Deacon et al, 1999). Furthermore, since the authors wanted to examine the meaning of environmental management systems on different levels, it is preferably to use a quantitative research method (Casell Symon, 2004), given that environmental management systems have potential exploration. What differs a qualitative method from a quantitative method is that the qualitative method a first qualitative perceptive of the fundamental motives and reasons is received, in the quantitative method the researcher is generalizing data from a sample to the population. To enhance the reason of using a qualitative method in this thesis the quantitative approach will help to develop a good definition and a highly topical view of environmental management systems. This is due to the fact that the author will have a better understanding of the different definitions that exist today. 3.4 Literature Study The process of gathering data starts with the secondary research existing of the study of literature such as articles, books and journals. The author chose to use literature resources of the library of Northumbria University and furthermore literature such as articles and journals via databases like Emerald, Ebsco Host, Business Source Premier, FT.com (Financial Times), Science Direct and Nexis. The usage of keywords was as follows EMAS, ISO 14001, sustainability, environmental management systems and continual improvement, thus several gave more hits than other. In order to cover other aspects, in especially the theoretical framework the author tried to use other keywords connected to the specific area. Also sources more connected to the entrepreneurial part of marketing have been used in order to get a broad and specific picture of environmental management systems due to the EMAS and ISO 14001 regulation. The author pointed out that the literature parts into primary and secondary sources. Primary resources are written by an author that also took part in the research behind it. Secondary sources are literature that covers a certain topic but without a specific research behind it. Secondary literature sources do not always give enough

Essay --

During the eleven year long Sierra Leonean civil war, reports of systematic sexual violence against women and girls during the war resulted in international concern over a potential ‘crisis’ of HIV/AIDS in the country. In order to manage the imagined impending outbreak, the Ministry of Health and Sanitation (MoHS) in Sierra Leone received $15 million from the World Bank to create the Sierra Leone HIV/AIDS Response Program [SHARP]. In this paper, I point to the work that the global crisis narrative of HIV/AIDS does to shape specific forms of intervention. In Sierra Leone, the global health interventions associated with HIV/AIDS are further targeted at vulnerable populations, particularly war-affected women and girls, who are often framed as both abject victims in need of care (read: at risk) and potential vehicles of HIV/AIDS transmission in need of control (read: risky). In my conclusion, I ask whether the vision of HIV/AIDS vulnerability communicated by SHARP is indica tive of an uneven or differential landscape of health citizenship in post-war Sierra Leone. The contemporary model of global health intervention is rooted in colonial and post-colonial histories of debt, structural adjustment, the devolution of the state and the rise of multilateral aid-driven health development. As Sparke (2013) illustrates, the growing global health industry increasingly relies on a ‘new Washington Consensus,’ which frames improvements in population health as integral to social and economic development in nations of the Global South. Combating ‘diseases of poverty,’ such as HIV/AIDS, global health interventions often take the form of short-term ‘technocentric’ solutions that are limited in scope and vertical in implementation (Foley & Henrixson 2... ...ent-funded initiatives act as ‘quasi states’ that produce state-like effects of control, regulation and legitimacy. The involvement of these entities in the creation and implementation of HIV/AIDS policies in Sierra Leone simultaneously disrupts national narratives of health citizenship and creates a global moral politics of intervention (Benton 2012; Kenworthy forthcoming). Through the continued utilization of a crisis model of care to address global health emergencies, the international community perpetuates the mobilization of differential forms of health citizenship that are envisioned at the global scale yet enacted and negotiated in a variety of ways at the national and local scales. In the context of the global health industry, such differential health citizenships are practiced through the prioritization of certain bodies for care to the detriment of others.

Digital Cash Can Never Work Essay -- Money Internet Businesses Essays

Digital Cash Can Never Work The continued growth of the Internet and the World Wide Web is making a means of secure, on-line monetary transfers a necessity. This growth requires that companies and individuals be able to transact business safely across Cyberspace. Without incentive, in the form of increased revenues, businesses and individuals will lack the financial incentive to continue investing in the Internet. Without continued investment, the Internet will never reach its potential to dramatically change, and hopefully improve, the way that we live our lives. Fortunately, the push for digital cash is already underway. The only question is, regardless of whichever of these payment systems succeeds, will the transaction be truly anonymous or not? [FN1] The major concern of those opposed to non-anonymous digital cash is a loss of privacy. This is a legitimate concern, although exaggerated by fear of a "Big Brother" type state. The spending of cash has never been anonymous. A cash transaction, whether it be at a store, with a vendor, or just on the street, always involves two parties. In all of these transactions the payee and the payer meet face to face as the cash is exchanged. The privacy that people feel during these types of cash transactions stems, not from cash being a truly anonymous payment system, but from the anonymity of society itself. In a society built of large metropolises, anonymity is achieved by not knowing everybody else rather than not being able to find out who they are. If someone tries to pass off counterfeit money to a shopkeeper, regardless of that individuals anonymity because the shopkeeper doesn’t know them, the shopkeeper has the recourse of calling the police and being able to give a descript... ...where information is power, deleting all information represents an absolute loss of control and safety because information protects us all. [FN 1] For a discussion of the various payment methods proposed and the entities involved see: Udo Flohr, Cash, checks and coupons are all going digital. Here are the technical underpinnings of tomorrow’s legal tender, Byte, June 1996. On the Internet at: http://www.byte.com/art/9606/sec7/art1.htm; and A. Michael Froomkin, Flood Control on the Information Ocean: Living With Anonymity, Digital Cash, and Distributed Databases, 15 U. Pittsburg Journal of Law and Commerce 395 (1996). On the Internet at: http://www.law.maimi.edu/~froomkin/articles/oceanno.htm#xtocid583121 [FN 2] David Chaum, Achieving Electronic Privacy, Sci. Am., Aug. 1992, at 96. On the Internet at: http://ganges.cs.tcd.ie/mepeirce/Project/Chaum/sciam.html

The Adverse Effects of Advertising on Women Essay -- Cause Effect Imag

The Adverse Effects of Advertising on Women Stacey was tall, blonde, tan, and slender. However beauty was not her only attribute. In addition to being voted Homecoming queen our senior year of high school, she was both a straight-A student and the President of our class. She was a strong leader who enjoyed having fun like any other girl her age. Yet in between the jokes and fun that most friends have, she was always talking about going to the gym or counting calories. Despite my constant reassurances that she was beautiful the way she was, she never felt adequate. In Stacey’s eyes nothing less than perfect would do. She believed that there was an ideal image that she had to obtain in order to be considered attractive. After trying diet after diet and joining several health programs, Stacey’s waistline finally began to get smaller; the compliments only made her want to lose more. As time went on, it was clear that her health was beginning to suffer. Her eyes had a more sunken appearance, and her once toned body looked unnaturally bony. Gradually, Stacey was starving herself. An average American will see hundreds, perhaps even thousands, of advertisements on a day-to-day basis, which attempt to manipulate impressionable minds into a new way of living. Advertisements may be good sources of information about new or revised products, but at what cost? The barrage of slender woman with perfect skin and hair emits the idea that there is such a thing as a perfect woman. The actresses, musicians, and models in these ads create a warped sense of beauty, which in turn affects women’s self-perception. Yet this goddess-like image is exactly what advertisers rely upon in order to continue their revenue. D... ...sion ads may not be real, but the affects that they have on women are. From discouragement and sadness to depression and diseases, forms of false advertising oftentimes have a negative impact on the morale of the American people, including Stacey, whose battle with anorexia continues. The saddest part of the whole scenario is that things could be different if advertisers were to put a little of their greed aside in lieu of the unique charisma of people by putting models of all shapes, sizes, and varieties in their ads. After all, who defines the normal woman anyway? Works Cited Greg Apodaca â€Å"Greg’s Digital Archive† Greg Apodaca’s Website. September 22, 2003. National Institute of Mental Health â€Å"Depression† Publication No. 02-3561 (2000).

Factors and Hazards of Infant Development Essay

Author’s note: This essay is a summary of my beliefs of the three most hazards factors in the early stages of Infant Development. This essay is for Mrs. Hacker’s EC100/EEC1700 Section 07 Foundations of Child Development Course. Factors and Hazards of Infant Development There is nothing more precious in life, than hearing your baby heartbeat or feeling it kick for the first time. Mothers and fathers to be should be aware of various hazards that can play a major factor in the development of their infant. The three factors that I feel are the most hazardous are alcohol, smoking, and drugs of any kind. In this essay, I will try to explain to you why these factors are very important to be avoided before and during pregnancy. Alcohol consumption during pregnancy can have serious consequences for mother and the developing fetus (O’ Leary et al., 2010). If a mother is consuming alcohol during pregnancy she can have a miscarriage, stillbirth, low-birth weight, or a premature infant (ACP CS-EBK for Developmental Profiles, pg. 58). A developing fetus consumes whatever the mother puts into her mouth and body. Alcohol is a teratogen that has irreversible effects on infant development. There are several birth defects that a mother who drinks should be aware of; they are fetal alcohol spectrum disorder (FASDs) fetal alcohol syndrome, hyperactivity, heart defects, facial deformities, and speech impairment (Ismail et al., 2010). A mother who drinks mild alcohol during pregnancy could cause their infant to suffer from fetal alcohol effect. Infants with this effect suffer from learning and behavior disorders. It is very important that a mother to be does not consume alcohol. If you care about your baby well-being do not drink during pregnancy. Smoking is a bad habit that’s hard to kick once started. Smoking is dangerous for pregnant women, kids, men, and women. Smoking can damage the lungs of the smoker, and also cause lung cancer to those who smoke for long periods of time. Many pregnant women continue to smoke despite the warning on the U.S. Surgeon General label. Maternal smoking has been linked to many fetal malformations and birth complications (Ashford et al., 2010). Cigarette smoke contains harmful substances, which can harm a person body. These harmful substances are nicotine, tar, and carbon monoxide. All the substances can harm an undeveloped fetus if consumed throughout pregnancy. Mothers who smoke during birth are at risk for having infants who suffer from asthma, allergies, and it can cause SIDS. Prescription and nonprescription medications, pesticides, fertilizer, and street drugs are very dangerous during pregnancy (Mattison, 2010). These drugs and chemicals can have many adverse effects on developing fetuses. It can cause SIDS, miscarriages, stillbirth, and numerous birth deformities to the undeveloped fetus. Drugs of any kind should be avoided during pregnancy, to ensure a better chance of having a healthy fetus. There are many reasons a mother to be should be cautious about the environment and the things she consumes during pregnancy. The best care a mother to be can give to her undeveloped fetus is to eat right, get adequate rest, and regular check-ups, which can better ensure the birth of a beautiful, healthy baby. References Ashford, K., Hahn, E., Hall, L., Rayens, M., Noland, M., & Ferguson, J. (2010).The Effects of prenatal secondhand smoke exposure on preterm birth and neonatal outcomes, Journal of Obstetric, Gynecologic, and Neonatal Nursing, 39(5), 525–535. Mattison, D. (2010). Environmental exposures and development, Current Opinion in Pediatrics, 22(2), 208–218. O’Leary, C., Nassar, N., Kurinczuk, J., de Klerk, N., Geelhoed, E., Elliott, E., & Bower, C (2010). Prenatal alcohol exposure and risk of birth defects, Pediatrics, 1 26(4), E843– E850.

A compare and contrast Analysis of “The Metamorphosis” and “The Things They Carried” Essay

Society’s alienation and misunderstanding of humanity can transform once life, both Gregor Samsa and Norman Bowker suffered from isolation. Freedom is truly conquered when one is at full peace spiritually; one can be imprisoned in its own thoughts, desires and memories. To follow I will provide examples form both narrative texts were both characters are imprisoned in their own thoughts, desires and memories. In the process of discovering true freedom Gregor is pressured by society and his family to support them after his father lost his job. â€Å"At the time Gregor’s sole desire was to do his utmost to help the family to forget as soon as possible the catastrophe that had overwhelmed the business and thrown them all into a state of complete desire.† Trapped in a jam box where he must be exceptional, with a work mentality to support the family. Hating his job as a travelling salesman, but must continue doing it to pay off his parents’ debts all he talks about is how exhausting the job is, how irritating it is to be always travelling: making train connections, sleeping in strange beds, always dealing with new people and never getting to make new friends or even a loved one. We can see this on the text when he has the magazine cover instead of a real picture with a friend or a loved one (pg 89). â€Å" Hung the picture which he had recently cut out of an illustrated magazine and put into a pretty gilt frame. It showed a lady, with a fur cap on and a fur stole, sitting upright and holding out to the spectator a huge fur muff into wich the whole of her forearm had vanished!† Leaving behind his desires as a human being all he will think about was his father’s debt and how much he will have to work to help his family. Gregor had earned so much money that he was able to meet the whole family expenses. We can see evidence in the text on (pg 111). â€Å"They had simply got used to it, both the family and Gregor; the money was gratefully accepted and gladly given, but there was no special uprush of warm feeling.† His family has used Gregors noble hearth for their own benefit, for comfort since he was able to meet the whole family’s expenses and in returned cold hard words, and isolation were given to him, no love. No true family love disgusted by the truth cockroach he had become, an animal treated like one left in the dust, completely alone slowly becoming a curse in his sister’s eyes and the rest of the family. We can see some of the sister’s rejection toward Gregor when she brings in the food on (pg 107). â€Å" But his sister at once noticed, with surprise, that the basin was still full, except for a little milk that had been spilled all around it, she lifted it immediately, not with her bare hands, true, but with a cloth and carried it away.† Trapped inside a body that repulses his family months passed by and Gregor is physically and mentally abused by his father several times, starving for true family love. At the end of the text when Gregor finds humanity, he feels no shame about anything or anybody he moves toward the music fights towards something that he felt passion about without thinking about the others. Is when Gregor truly understand the meaning of freedom and what it is to be human. On the other hand Norman Bowker and courage soldier, a survivor from the Vietnam War who fought for our freedom. A true warrior earned 7 medals in his soldier journey and he will not see the greatest in him. Having difficulty adjusting to everyday life in the late afternoon on the Fourth of July holiday, Norman drives around the lake on his dads Chevy for hours, passing time and thinking about his life before the war, as his memories from Vietnam. He remembers driving around the lake with Sally before the war thinking about how his friends have gotten married or moved away to find jobs. Complete alone, isolated from his family and the world he imagines a conversation with his dad. We can see that Norman Bowker has no pride in him constantly putting himself down like it was no brave thing to accomplish the 7 medals on (pg 162). â€Å"Well this one time, this one night out by the river†¦ I wasn’t very brave.† â€Å" You have seven medals.† â€Å"Sure.† â€Å" Seven. Count ‘em. You weren’t a coward either.† â€Å" Well, maybe not. But I had the chance and I blew it. The stink, that’s what  go to me. I couldn’t take a goddamn awful smell.† Norman continues to drive around the lake while listening to the radio and thinks more about courage and cowardice was something small and stupid. Thinking about the incident that led up to Kiowa’s death on that rainy shit field and recalls the scene with great detail as the memories play again and again in his mind. Torturing him every second, thinking that he could have done more, and extra effort would have saved him and putting the guilt on him. His consciences was stronger them him unable to cope with his life, trapped in thoughts. The war was over and his not free, his locked in in his horrible memory punishing him every second of his life, complete alone from the world and eventually killed himself. He hanged himself. Overall both text Frank Kafka’s, The Metamorphosis and The Things They Carried contributed me to a better constructive symbol of what means to be human since we see the downfalls and rises from each character. Gregor provides the strength to fight for your beliefs for what moves you in life as a person. I realized that one has to enjoy life have friends spend time with their love ones and grow as a person, not just work because at the end you may never know what can happen and Norman Bowker taught me that we have to be at peace with our sol and mind, learning to forgive ourselves to turn the page of that horrible experience we had in life, even if sometimes can take a life time.

Howard Schultz Strategy with Starbucks

When Howard Schultz first experienced Starbucks Coffee, Tea and Spice he was immediately smitten by the operations and business culture, and actively pursued a job with them. At that time, Starbucks Coffee, Tea and Spice was an 11 year old coffee shop with six stores in Seattle specializing in high-quality coffee beans. Starbucks Coffee, Tea and Spice desired to bring fine coffee to their customers, so to that end, they imported quality coffee beans, roasted them to their own exacting specifications and sold the beans and high-end coffeemakers to their customers, so customers could make superb coffee at home.The only coffee brewed onsite was the sampling of a roast, in order for a customer to determine if they wanted to buy that flavor, and as part of the education of their customers base to appreciate, and presumable buy more, quality coffee over the common variety available at the grocery store. Schultz, after a company trip to Italy where he accidently discovered the espresso bars of Milan, came back home with an idea of how to transform the business. His excitement was not shared by the owners, and when little changed over the next two years, Schultz left Starbucks Coffee, Tea and Spice to start his own company Il Giornale.At Il Giornale he did what he wanted to do at Starbucks Coffee, Tea and Spice – create the energy, ambience and community of the Italian coffeehouses in Seattle. Within two years the owners of Starbucks Coffee, Tea and Spice wanted to sell their business and Schultz happily purchased and combined both businesses, calling them Starbucks Corporation (SBUX). Schutlz, now in possession of the original stores, the roasting plant and his coffeehouses, was ready to fully explore his strategy.His plan was to create a place where his customer could enjoy premium coffee and feel pampered and relaxed, making the stop at his coffeehouse a part of the customers’ day – a 3rd place where they could go – an â€Å"urban oasisà ¢â‚¬  (Rumelt, 2011) (the 1st and 2nd place are home and work). This would be a treasured place, just for themselves or to meet with friends. Of course this unique experience was envisioned to expand nationally and create exponential sales as Starbucks became the place to be!To realize this ideal, Schultz needed to attract the right employees and engage his staff to behave so that â€Å"customers (had) a very positive experience in its stores. † (Thompson & Shah, 2010) He did this by a variety of methods, sourced from the six guiding principles the employee team came up with. He was able to achieve the 4th principle –â€Å"develop enthusiastically satisfied customers all of the time† – by having happy employees (1st principle), commitment to sourcing the best beans and standards to make the ‘perfect cup’ (3rd principle), and creating an emotional connection to his customers. Schultz firmly believed that Starbucks had to be a great place to w ork in order to provide the atmosphere and service that he envisioned. † (Brown, 2011) He realized that in order for his employees to be happy, he needed them to trust and feel they could communicate without retribution, and to feel valued. One of the ways he demonstrated their value to the company was to provide health care to even his part time baristas. Employees, now called ‘partners,’ were supported by extensive training in coffee knowledge, brewing, and how to â€Å"go out of their way †¦ to make sure customers were fully satisfied. (Thompson & Shah, 2010) Furthermore, they were rewarded by a recognition program which acknowledged excellence in brewing, customer service, leadership, savings, profits, and other activities that supported the company’s mission. Starbucks broadened their commitment to their staff by offering employee stock options to all employees, and later this would expand to include employee stock purchase programs. Schutzâ€⠄¢s plan created a new romance with coffee and the coffeehouse. His customers flocked to experience the ‘experience. Customers appreciated Starbucks dedication to fine coffee and the attention paid to them from the moment they walked into the store. Starbucks discovered that â€Å"the connections we make in communities create[d] a loyal following. † (starbucks. com) Customers spent afternoons at Starbucks. They brought their work to Starbucks. They dated at Starbucks. And they came back! Sometimes daily. Schultz’s strategy was a success. Starbucks became the number 1 retailer of specialty coffees. When Schultz took a break from everyday operations as CEO in 2000, Starbucks had grown to 3,501 stores.What a growth from a start of 11 stores and 100 employees in 1987. Two CEOs followed Schultz’s tenure and Jim Donald, the second one, put increasing the number of stores and store efficiencies as his strategy above customer service driving the business. â€Å"C omplaints surfaced that Starbucks felt more like a fast-food restaurant than a coffeehouse. † (New York Times ~ Business Day, 2012) This pursuit, along with the Great Recession, created havoc in Starbucks finances, driving stock price â€Å"from a high of $40 (5/1/2006) to $8 (11/17/2008). † (Living Economics) At that point, the Board usted Jim Donald and asked Schultz to come back as CEO and â€Å"lead a major restructuring and revitalization initiative. † (Thompson & Shah, 2010) Just like the first time he walked into Starbucks in 1981, Schultz wanted to be transported by the aromas and the ambience. He found the corporation he came back to missing those points. Making of breakfast sandwiches, added to compete with encroaching competitors, diffused the rich smell of coffee and distracted from the core product. Growth and appeasing Wall Street appeared to have become the product.His dream to â€Å"inspire and nurture the human spirit – one person, one cu p and one neighborhood at a time† (starbucks. com) would need a brutal review of what wasn’t working and what needed to change. â€Å"Mr. Schultz faced a difficult task: He had to slow down the company to make stores feel more like hip neighborhood coffeehouses while also delivering the steady growth that investors have come to expect from Starbucks. † (New York Times ~ Business Day, 2012) Schultz â€Å"concluded that growth had become a ‘carcinogen’ and that the company needed a transformation in its culture and operating approach. (McKinsey Quarterly, 2011) He halted the aggressive store openings and closed 900 underperforming stores. This in turn caused layoffs of 1,500 store employees nationally and 1,700 globally, and 700 corporate employees. He refocused the company back to its passion of obtaining the finest beans and creating the best brew. He recommitted to respect and pay to all – from the small coffee growers to the employees. And to devote Starbucks and their employees to the ‘human connection’ – from the customers seeking a good drink and a respite to meaningful contributions to the neighborhood where the store was located.Keeping coffee at the core, Schultz explored other revenue streams in order to grow the business. They could â€Å"seed and introduce new products and new brands inside [the] stores† (McKinsey Quarterly, 2011) and then license them for sale with diverse retailers. For example Starbucks developed VIA, an instant coffee that was superior to the basic fare that was available. They â€Å"integrate[ed] VIA into the emotional connection [they] had with [their] customers in [Starbucks] stores†¦[doing] that for six to eight months and succeeded well beyond expectations. (McKinsey Quarterly, 2011) With that track record, grocery and drug stores lined up to add this exciting product to their store lineup. Starbucks has added many similar products to distribution â⠂¬â€œ Frappuccino, a flavored iced coffee in glass bottles, now available just about everywhere. Starbucks has licensed Unilever Corporation to manufacture and distribute seven different flavors of super-premium coffee ice cream. Starbucks coffee beans are sold in various retail establishments, whether by the bag or in pods, for single cup dispensers like Keurig.All these items keep Starbucks in control of their brand and have significantly contributed to Starbucks’ financial good health. The stock has clearly responded to Schultz’s revamped strategy by rebounding from the $8. 26 (11/17/2008) to $51. 17 (9/7/12). Today, Starbucks has slowed down from Donald’s ambition of 40,000 stores with a controlled growth of 17,000 stores in 55 countries. As the market, competition and economies change and adjust throughout the coming years, Starbucks can be expected to refine their strategic vision.If they want to continue to grow, Schultz and his successor will need to kee p the same core vision that Schultz first had in 1987 and then again in 2008: passion for the best and commitment to customer service. Bibliography (n. d. ). Retrieved September 2012, from Living Economics: http://livingeconomics. org/article. asp? docId=182 McKinsey Quarterly. (2011, March). Retrieved from McKinsey & Company: http://www. mckinseyquarterly. com/Starbucks_quest_for_healthy_growth_An_interview_with_Howard_Schultz_2777 New York Times ~ Business Day. (2012, January 26).Retrieved from New York Times: http://topics. nytimes. com/top/news/business/companies/starbucks_corporation/index. html Brown, H. (2011, March). External Environmental Analysis of Starbucks and the Coffee Industry. Rumelt, R. (2011). Good Strategy Bad Strategy: The Difference and Why It Matters. Crown Business. starbucks. com. (n. d. ). Retrieved September 2012, from http://www. starbucks. com/about-us/company-information/mission-statement Thompson, A. A. , & Shah, A. J. (2010). Starbucks' Strategy and I nternal Initiatives to Return to Profitable Growth.