Public Administration and Management Essay Example for Free

Public Administration and Management Essay Introduction Public administration in Britain takes place through a variety of state agencies with varying histories, functions, as well as patterns of political control and accountability. These comprise the civil service; a large number of local bureaucracies serving an elective system of local government; another massive organization administering the National Health Service (NHS) and, under the acronym quango, a diverse range of organizations responsible for a assortment of administrative, consultative, advisory in addition to regulatory roles. In addition there is a compound of tribunals, inquiries, an ombudsman system and the judiciary, which together dispense administrative justice. The architecture of the modern state was drawn mainly in the nineteenth century, when the rising industrial bourgeoisie required a means of supporting the emerging capitalist economy. A number of major reports and Acts of Parliament offered blueprints for a competent and meritocratic modern civil service and the system of carefully managed municipalities. Reconstruction following the Second World War added a new layer to the modern state with the making of a inclusive welfare state, including the NHS, and the nationalization of a number of chief industries in the form of public corporations. From the 1980s an additional chapter was opened, as the post-war Keynesian beliefs were challenged in the rise of neo-liberalism under the government of Margaret Thatcher. The bureaucratic terrain was re-landscaped, part of a procedure distinguished as a hollowing out of the state (Rhodes 1994; 1997). Even though talk of reform had long featured on the political program, the public bureaucracies had established a renowned capacity to resist change. However, this time the thoughts were backed by resolute political will. A significant intellectual dynamic came from interpretation based on rational individuality under the name of public choice theory (Niskanen 1973). This was usually suspicious of public bureaucracies, which were seen as principally self serving. Much of the practical reform in structure and management was stirred by the model of the private sector, where it was reasoned that the restraint of the profit motive secured greater efficiency, effectiveness as well as economy. The oratory spoke of reinventing government (Osborne and Gaebler 1992); though to critics it emerged as abandoning government in an anti-statist crusade. A program of privatization cut sheathe through the state industrial sector while giving rise to a new generation of regulatory agencies. Much of the civil service was recast into a compound of agencies with a greater level of autonomy from the centre, and the collection of quangos began to grow as responsibilities for a variety of functions were transferred from the realm of elected local government. Indeed, processes of market testing as well as compulsory competitive tendering saw the stipulation of certain services passing from the state altogether and into the hands of the private sector. The arrival of a Labour Government in 1997 did little to stem the tide of change. Furthermore, this new government occasioned further seismic shifts through devolution to Scotland and Wales. Great Britain includes the nations of England, Wales and Scotland, while the United Kingdom extends the embrace to Northern Ireland. These cultural forms were recognized in an outline of administrative regionalism. For long this motivated little political feeling; only in Northern Ireland were separatist tensions felt. Nonetheless, during the 1980s, nationalist movements gathered speed in both Wales and Scotland; this sequentially generated some pressure towards English regionalism. Thus the state has been forced to concern itself with issues of territorial management and make some chief allowances to diversity (Thompson, 1997). Rooted in a history dating from the take-over of Ireland by the Tudors and re-conquest first by Cromwell and later by the Protestant William of Orange, Northern Ireland dwarfs all other territorial problems of UK Government. Coming to office in the year 1997, Tony Blairs first official journey was to Ulster and Sinn Fein was invited into new peace talks. After indirect negotiations, which included some mediation from US President Bill Clinton, an agreement was reached which included: A Northern Ireland assembly of 108 elected by PR with legislative powers under an all-party executive A North-South Ministerial Council to reflect on issues for instance cross-border co-operation The Irish Government to give up constitutional claims to Northern Ireland and Westminster to reinstate the Government of Ireland Act A Council of the Isles comprising members from the north and south of Ireland and the Scottish and Welsh assemblies There were also to be releases of prisoners in addition to a decommissioning of arms. The agreement was effectively put to referendums in Northern Ireland and the Republic in May 1998. Elections were held, but advancement began to slow down. Scotland and Wales In the UK mainland, Wales and Scotland had been governed as provinces from London, with Secretaries of State in the Cabinet and Grand Committees in Parliament. Public administration in the provinces came under Whitehall outposts, the Welsh and Scottish Offices. Nonetheless, from 1979 an extremely centralizing government heightened a mood of separatism, placing strains on the veracity of the state which were to go off in tectonic constitutional shifts in 1998. The configuration of the two new assemblies was intended to release a safety valve on the separatist pressure. On the other hand, opinion polls began to show rising support for the SNP and its objective of complete Scottish independence in the background of the EU. Comparable murmurings were heard in Wales, a country that had done very fine from its European involvement (Jones 1997). Labor’s central machine showed an enthusiastic concern to have its chosen men as the leaders of the provincial parties (and hence first ministers in the assemblies) representing a keen aspiration to keep the provinces under the Westminster wing. Nonetheless, when the elections by the additional member system (dHondt version) to the new assemblies were held on 6 May 1999, the Labour Party, with 28 of the 60 seats in the Welsh Senedd, and 59 of Scotlands 129-seat assembly, failed to win unconditional majorities in either province. A future of alliance government loomed. furthermore, with 17 seats in Wales and 35 in Scotland, the nationalists were second placed in both cases, possibly presaging further separatist pressure (Drewry, Butcher, 1991). England Devolution debate reverberated into England with requirements for regional independence. A political split was opening as from the early 1980s voting patterns gradually more revealed the Conservatives as a party of the southeast. past the ballot box an economic split yawned as huge deindustrialization and the collapse of mining confounded communities in the north. The economic forecasting organization, the Henley Centre, found per capita income in the south-east to be 20 per cent higher than in the rest of Britain (Wagstyl 1996). A European Commission report of November 1996 established that, while post-war economic revival had closed the poverty gaps between Western Europes states, wide dissimilarities remained between regions, the greatest being within the UK.   The British public sector, with numerous of its customs cast in the nineteenth century, has for long been criticized as managerially incompetent. The post-war era saw repeated efforts at reform all through the public sector, though few made any lasting notion before the 1980s. Ever since this time there has been something of a revolution as what was phrased a new public management movement became a familiar international influence (Hood 1991; Lowndes 1997). It was to send shivers to the very foundations of the state, reforming structures as well as practices. The nineteenth-century reforms recognized a custom of elitist generalism and social superiority in which Oxbridge graduates schooled in the classics were to lead the upper reaches of the state bureaucracy. This was to stimulate substantial post-war debate. The onset in office of a Labour Government in 1964 pledged revolution and the 1968 Fulton Committee set up by Harold Wilson criticized the cult of the amateur. It resulted in the formation of a Civil Service Department (CSD) in Whitehall to supervise managerial reforms all through the service, and the establishment of a Civil Service College to offer continuing operating training. One proposal which failed to stimulate was that entrants should hold relevant degrees: the place of the generalist administrator remained unassailed. In the 1990s, Richards (1996) initiated the generalists promotion prospects still significantly brighter than those of the specialist. In the interim, the Civil Service College had fallen well short of the determined position envisaged for it and the CSD had been ignominiously wipe out from the bureaucratic map. Not until Thatcher took the bit between her teeth did a grave breakthrough come. In her first year of office an Efficiency Unit was set up headed by Sir Derek Rayner of the retail giant Marks Spencer. He initiated a system of scrutinies in which competence teams studied recognized practices and suggested reforms, an initiative which achieved more than anything before (Hennessy 1990:619). Even so, the reforms did not go far enough for those of a fundamental bent. An even greater culture shock was to come when Robin Ibbs took over the Efficiency Unit and produced the 1988 report, Improving Management in Government: The Next Steps. This was the report which led to the recasting of the Civil Service as executive agencies. Despite its structural impact the intent in this initiative was essentially managerial (Elcock 1991:236-42). Once established, the new chief executives were given a free rein to introduce a wide range of management practices such as performance-related pay and short-term contracts in the quest for efficiency. A special unit was created in the Cabinet Office to maintain the reforming impetus. The government also assisted developments by abolishing the Northcote-Trevelyan model of centralized recruitment through the independent Civil Service Commission for some 95 per cent of appointments. Responsibility was to lie with the various departments and agencies themselves. A Recruitment and Assessment Service was created to offer central assistance if required although, amidst heated controversy, this itself was privatized in 1991. The result was a variety of terms and conditions of employment throughout the service. There were limits to the revolution. Government radicals had wanted the reforms to reach the senior mandarins, subjecting them to short-term contracts, market-testing and large-scale appointments from the private sector on the revolving-door principle. For most civil servants, anticipating a life insulated from the chill winds of the market economy, much of the managerial reform process was demoralizing. While academics in the right-wing think tanks applauded the changes, many other academic critics saw in the quest for efficiency serious threats to the fundamental public service ethos (Elcock 1991:188; Chapman and OToole 1995). There was some feeling that the reforms reflected governmental antagonism towards civil servants as much as a quest for improved management; the term deprivileging was sometimes heard. The Treasury and Civil Service Select Committee noted that in 1992/3,  £768 million worth of activities out of the  £1.119 billion subjected to market testing were contracted out without civil servants even being allowed to make in-house bids. The traditional management structure in local government entailed separate departments responsible for the provision of various services, each headed by a chief officer and responsible to a particular council committee. A legion of post-war critics saw this as slow, cumbersome and diffuse. A major debate in the 1960s concerned a corporate management model in which a powerful chief executive would displace the traditional town clerk to give strong leadership at the centre. Councilors, faced with a palpable loss of power, proved resistant and traditional practices persisted, although often under the camouflage of some changed nomenclature. New impetus came with the Thatcher regime and was elaborated under John Major (Kingdom 1999). Looking as always to the private sector, much was made of the concept of the enabling authority; the emphasis was not on the direct provision services but on contracting them out to the private and voluntary sectors. Such a practice was by no means new but, from the late 1980s, it became central to government policy, with compulsory competitive tendering (CCT) introduced for an ever-widening range of functions, from refuse collection to professional, legal and accounting responsibilities. A policy of care in the community, coming into force in April 1993, added impetus by requiring local authorities to make use of private and voluntary-sector residential homes for their widening community care responsibilities. In opposition Labour had poured scorn on the policy; in government it maintained the contracting out principle under the term Best Value. The managerial implications in CCT were profound. Although local responses varied with political complexion, few authorities could remain untouched by the culture shift. Even where there was no stomach for contracting out, teams of officials had to endure considerable stress in producing competitive in-house bids in order to keep their jobs. Colleagues found themselves in competitive relationships with each other, some becoming contractors and others providers (Audit Commission 1993). Moreover, the drawing up and monitoring of contracts required the skills of lawyers and accountants rather than elected councilors. Majors Environment Secretary Michael Heseltine produced a consultation document, The Internal Management of Local Authorities, stressing that the control and co-ordination of large workforces would no longer be the central management task. The paper looked for speedy decision-making and strong leadership, advocating local cabinets, appointed council managers or, most radically, directly elected US-style mayors with high public profiles. The latter had held little appeal to Heseltines party but, in a February 1998 consultation paper, Modernizing Local Government: Local Democracy and Community Leadership, the new Labour Government declared itself very attracted to the model of a strong directly elected mayor (para 5.14). The promised Greater London Authority was seen as a suitable flagship for innovation. Here the mayor, served by three or four deputies and a small bureaucracy of around 250, would set policy objectives and an annual budget (of some  £3.3 billion). The role of the councilors in the assembly would be approving rather than determining the budget. Responsibilities of the new mayor would include public transport, the fire brigade, strategic planning, trunk roads, traffic management, the ambulance service and possibly the arts. In addition, responsibility for the Metropolitan Police Force would be taken over from the Home Secretary. The potential power of the new office would be considerable, and both main parties showed alarm as the names of some of their more maverick members were canvassed. For Labour leader Tony Blair, the nightmare candidate appeared to be the left-wing Ken Livingstone, ex-leader of the old GLC and extremely popular with Londoners. The nightmare became reality in May 2000. There was an expectation that this model would be extended to other major cities. All 494 councils were asked to submit plans to central government showing how they would separate the decision-making role from that of representing constituents. Three options were offered: †¢ a leader elected by the council who would appoint a cabinet from the council A directly elected executive mayor who would appoint a cabinet from the council A directly elected mayor working with a full-time manager appointed by the council Conclusion The general election of May 1997 saw the end of an 18-year period of Conservative rule during which the administrative landscape of the state had been radically recast. Few corners of the public sector could be said to have escaped some aspect of the winds of change which included privatization, agencification, CCT, market-testing, public-private partnership ventures, the emergence by stealth of the new magistracy and the general spread of a private-sector managerial ethos. In opposition, the Labour Party had maintained a prolonged crusade against most of the reforms, and many supporters had looked forward to the advance of the political bulldozers to level the ground. In power the party kicked off with a number of significant constitutional moves over devolution, the electoral system, the ECHR, the House of Lords, the Bank of England and the reform of local government. However, the party in power termed itself New Labour and preservation orders appeared over the recently privatized sector; indeed further privatizations were soon mooted in the cases of the Royal Mint and Air Traffic Control, and the remodeled Civil Service and NHS. In local government grant-maintained schools remained under the term foundation schools, and the replacement of CCT with Best Value was, in the eyes of critics, little more than cosmetic (Theakston, Fry, 1998). Moreover, there remained something very much like a capping regime over local government expenditure. In managerial terms, the three Es of effectiveness, economy and efficiency continued as the holy trinity. As the millennium closed it was safe to say that, while the British public sector would remain in the state of flux allowed by its vague and unwritten constitution, the substructure had seen some tectonic shifts from which there would be little reversal.   Reference: Audit Commission (1993) Realising the Benefits of Competition: The Client Role forContracted Services, London: HMSO. Birkinshaw, P. (1997) Freedom of information, Parliamentary Affairs, 50, 1:164-81. Chapman, R.A. and Toole, B.J. (1995) The role of the civil service: a traditional view in a period of change, Public Policy and Administration, 10, 2:3-20. Elcock, H. (1991) Change and Decay: Public Administration in the 1990s, Harlow: Longman. Hennessy, P. (1990) Whitehall, London: Fontana.   Hood, C. (1991) A public management for all seasons, Public Administration, 69, 1: 3-19. Jones, B. (1997) Wales: a developing political economy, in M. Keating and J. Loughlin (eds), The Political Economy of Regionalism, London: Frank Cass. Kingdom, J. (1999) Centralisation and fragmentation: John Major and the reform of Local Government, in P. Dorey (ed.), The Major Premiership, Basingstoke: Macmillan, pp 45-7. Klug, F., Starmer, K. and Weir, S. (1996) Civil liberties and the parliamentary watchdog: the passage of the Criminal Justice and Public Order Act 1994, Parliamentary Affairs, 49, 4:536-49.   Lowndes, V. (1997) Change in public service management: new institutions and new managerial regimes, Local Government Studies, 23, 2:42-66.   Mandelson, P. and Liddle, R. (1996) The Blair Phenomenon: Can New Labour Deliver? London: Faber.    Nicholson, E. (1996) Secret Society, London: Indigo. Osborne, D. and Gaebler, T. (1992) Reinventing Government, Reading, MA: Addison-Wesley. Rhodes, R.A.W. (1994) The hollowing out of the state: the changing nature of the public service in Britain, Political Quarterly, 65:138-51. Rhodes, R.A.W. (1997) Understanding Governance: Policy Networks, Governance,Reflexivity and Accountability, Buckingham: Open University Press.   Richards, D. (1996) Recruitment to the highest grades in the civil service-drawing the curtains Open, Public Administration, 74, 4:657-77. Wagstyl, S. (1996) Nice work if you can get it, The. Financial Times, 18 December, 23. Theakston, K. and Fry, G.K. (1998) Britains administrative elite: permanent secretaries 1900-1986, Public Administration, 67, 2:129-48.   Ã‚   Thompson, B. (1997) Conclusion: judges as trouble-shooters, Parliamentary Affairs, 50, 1:182-9.   Drewry, G. and Butcher, T. (1991) The Civil Service Today (2nd edn), Oxford: Blackwell.

Causes of Road Traffic Accidents (RTA)

Causes of Road Traffic Accidents (RTA) Road accident fatalities are one of the major causes of death and injuries in Malaysia. Believed it or not, every years more people died because of road accident compare to diseases. Human factors, including their attitudes, carelessness and health contributed to almost all road accidents in this country and number keep on increasing every year and last year alone it shown increases of 397,194 cases in which fatal death accident note down 6,218 cases sources from Road Safety Department Malaysia (RSDM). In Asia, it estimated 400,000 people are killed because of road accident and about 4 million suffered injuries. Apart from that, about 15 million more suffered disability for life sources from Transport Research Laboratory, United Kingdom. The increasing number of road accident fatalities is contributed from the fast growing of economic, population, motorisation and the improvement development of the industrial sector in this country on wide scale. Each year, Malaysian has a new car o n the road due to most of Malaysian, affords to buy a new car each year. Last year alone, car sales peak up 2 percent nearly 536,905 vehicles said Aishah Ahmad (2010). The aim of this paper is to provide critical knowledge and understanding the causes and nature of accidents, statistical data regarding road accidents, social-economical context and impact towards my practise environment especially nursing profession. Hopefully, I critically enable too highlight the reflected issue. Nurse is a noble career. This career suit appropriate for a particular person with warm hearted, caring, concern and patience in accept challenges. A nurse has a great deal of responsibility in saving people lives like a doctor who are skillful medical expert and healer. Nurse as a healthcare provider, working shoulder to shoulder with doctors. In fact, the nurses presence indeed can make a difference between life and death. Im a nurse, working in Emergency and Trauma Department (ED), ED provides twenty four hours emergency care for the population of Putrajaya and Cyberjaya district and its surrounding area and responsible for the immediate recognition, evaluation, treatment, stabilisation and disposition of medical and surgical emergencies. Other emergency care services provided include Definitive Care Management, Pre Hospital Care, Call Centre and Disaster Management. As an ED nurse working at twenty four hours emergency care unit facing up with the increasing fatalities of road accident injury had burden up the workload towards nurses job itself. Delivering effective, accurate and carried out appropriate triaging system can be at stack. Why? Because of the stress amount had to carried out due to interpersonal attitudes, physical ability, shortage of working personal like doctor, nurses or assistant medical assistant (AMO), lack of appropriate equipment, working staff poor of knowledge and skill in dealing with patient with unstable conditions, that need to be treated quickly. Because time is such an essential factor in emergency treatment and proper triaging of patient in ED allows life-saving and first aid measures. In fact, triaging reducing patient waiting times that are in need of urgent attention and assessment on arrival. This will determine their priority of care, this was adapted from military medical practice as describe by Crouch R (199 2). The goals and the potential benefits of triage especially at ED is in assessing patient priority of care upon arrival, provision of life-saving and first aid interventions, reducing the anxiety frustration by quick assessment, provide information to patients and relatives, more efficient use of resources by early and appropriate directing of patient, it is according to the my department Patients Charter. The benefit of this assessment, able to direct patient to the most appropriate care area. Bailey. A (1997). Because of patient care increasingly needed on treating the sickest, the need for advanced practice nurse to provide and coordinate care in emergency rooms or trauma care has never been greater. In response to the increasing demand and changes within the scope of professional practice as a qualified nurse. There are few essential responsibilities carried out by nurses at ED. For instance, identifies Substantial psycho-emotion need by evaluate and assessing patient before distribute them for appropriate care area, age-specific plans for patient accordance to the standard nursing guidelines for proper care and treatment, perform constant observation of vital sign. Perform duties as a mentor and key player particularily in advanced area for other nurses and health care professional. In providing good quality nursing care as outlined by Nurses Act 1950 (Revised-1969). Currently and in future ahead nurses role will increase along side with the rising health consciousness and in need of good quality health care worldwide. In reality, nurses are one of a crucial component in patients recovery stated by Richardson LD (2001). As defined by Dictionary.com, nurse in ED is who has a nursing practice with formal post-basic education in holistic assessment, physical diagnosis, treatment and promotion of health. Similarly, Tritsch (1998), has observed that the transition into excited environments has highlighted the need for theory-based practice to new level. Nurse in ED performs all responsibilities or duties meets Nursing and Midwifery Board, Malaysia standard of service. There are still some debate about nursing roles in the ED, suggesting that there have been some erosion of conventional nursing value such as care, compassion and loyalty. The responsibility of nurses in ED needs to be clarified; as we know, nurses not practically care for non-critical patients as review by Watkinson S, (2006). The nurses role in ED is high recognisable and which is also allow the development of the nursing knowledge and skill. This includes triage, trauma care for patient in the entire areas of the ED as required. Jones (1990); found that normal practice in these departments was impossible to establish, such was the variety of skills of a medical practitioner being undertaken. In making these potential roles in patient care are to be realised, the ED nurse should not be viewed as a replacement to the junior doctor or AMO, but view as a professional with high qualities and skills said Hooker R (2006). In addition, there should be determine some appropriate scope of practice for ED nurse to established a position within the multidisciplinary team in enhance ED care. Theres should be inter-professional discussion to clarify the manpower, educational and professional/political implication of the ED nurse role. The implication of the ED nurse role system can provides towards the development of nursing practice in each trust on a multidisciplinary basis, providing of vicarious liability by the employing right for each ED nurse, providing appropriate education programmes i.e. ED nurse should retain a generic education programme such as Post-Basic in Advanced Emergency Medical Trauma Care (AEMTC) or separate module of high tertiary level of education in Degree or Master and also provide with short time programme development like MTLS(Malaysia Trauma Life Support), ACLS(Advanced Cardiac Life Support), BLS(Basic Life Support) and in PALS(Paediatric Advanced Life Support), but this unique opportunity not an effective resource whereby, possible de-skilling of the emergency nurse practice in other aspects of nursing care. There are many causes of accident on the road. Driving recklessly examples awful personal habits, speeding, lack of awareness, in proper or unacceptable behaviour and not wearing proper safety gear or attire especially for motorcyclist and other road user are some of the problems that contribute factor for accidents. According to a study by Universiti Sains Malaysia (USM, 2009), it shown nearly 500 drivers involved in road accident, it found out that some of car driver driving when sleepy, driving late night and driving for six to eight hours non-stop or lack of sleep, this linked up with a significant raise and risk of a car crash and would resulting in severe injury or death. Human error is a central element in accidents. Peter (1998) defined an error is a set of human series of action that exceeds level of tolerability. Usually, the normal judgment in behavior and human error is a departure from a normal human being. Reason (1990), reflect unsafe acts is an errors, mistake and violation. Errors can happen with or without conscious thought. It like an action that result from misinterpretation of the actual situation. In other words, mistakes are accidental behaviors that involve incorrect choice of inappropriate action for that particular situation. Routine violations come from the rules which involve behaviors, such as driving faster than the speed limit i.e.120 km/h. According to the Royal Malaysia Police (RMP) Malaysia, the road accident fatality in Malaysia for year 2008 are 373,407 compared with years 2009 which is estimated 397,330 road accident. The difference is about 24,283 or 6.5 percent cases of road accident throughout the whole state of Malay sia. In the meantime, if comparing with other developed countries like Switzerland, Germany and the United States they have managed to reduce the percentage of road accident percentage from 1.9 percent to 1.4 percent said Road Safety Department, Malaysia. See appendix. The number of casualties due to motor vehicle accident (MVA) in the year 2009 for my ED alone stated up to 854 cases. Accident was the first main cause of hospitalization and cause of death for my hospitals. From recent analysis shown that, accidents are more commonly involved motor vehicles and non-motorized vehicles. For 2009, the majority of emergency call for ambulance service which is my ED had this specialized mobilised team in attend patient involved in MVA for early stabilisation and treatment, followed by attending patient who had injuries at workplace and domestic accidents. The increasing of trauma cases were related to the coverage area involving the opening of Maju expressway and the increased of population of office area, commercial centre and housing area. See Appendix. Statistical analysis shown most of the admitted or received patient at my ED for 2005-2009 reported the significant case of head injury was due to MVA. It can be sub-divide into different type of category range from severe to minor head injury. See appendix. The most common cases involved in road accident fatalities caused by severe head injury with 86 patients out of 269 of total head injury suffered from MVA. About 90 percent of the total patient was in coma or with low GCS (Glasgow Coma Scale), the level of consciousness in most of the patient were 3/15 in scale. Enlighten with the government policies and needs on extended the roles of nurses at ED, provided with the underline guidelines and together with the ethical framework of professional practice. As highlighted the requirement for a safe standard of care, nurses have a responsibility to act accordance with rules and guidance which adopted the ethical theories of Deontology; where it is a special duty and obligation to specific people or community. Ethically it is a good practice for examples a healthcare worker have an obligation to protect and safe people who had an injury or in need of help. Here, I have identified six principles for professional practice can be widen; recognition that the nursing practice carried out meet the needs of patient, continually striving for skills and knowledge that provide safe and competent care delivery, recognize the personal limitation of skill and knowledge and effort to ensure meet of patients needs, identify the expansion role must maintain continu ously for safety of the patient care, recognition of the effort of other healthcare workers involved in patient care and provide treatment and lastly the ability to delegate task appropriately. These projections are affected to some and this in fact extent to our context where; in our modern society road accident constitute a major problem thus imposing a significant burden on the workload and financial resources to the government. Malaysia is one of the countries, who have the highest road accident fatality in comparing with among other Southeast Asia country. Road accident fatality causes this country losses man power or working power professional or non professional workers, causes property and infrastructure damage, medical billing burst up sky high, create poor productivity due to disability suffered from injury and lack of professional workers and other revenue maintenance management costly increased and this effect the country economic growth edited by Radin Umar (1998). An average compensation of insurance in the event of damage to or loss of property, life or a person has peak up tremendously. The increasing number of road accident fatalities could push the insurer to press on the insurance premium and the money paid up in the event of damage was a terrible lost of economic profit to the country. According to from Transport Research Laboratory, United Kingdom reported, during 2005-2009 between 750.000 and 880.000 people died in road accidents worldwide. Most of them from the developing and mid-develop countries. Globally, most of the productive age group was involved in the road accident fatalities and loss of disability. The General Insurance Association of Malaysia (PIAM) is concerned over the recent rise in accidents involving commercial vehicles definitely will definitely increased insurance compensation because generally, the whole nation not just Malaysia suffered the effect and economic burden of road accident fatality and its estimated about 500 billion dollar. This event causing the held back of social and economic development at large. It involved million of money compensation due to raise of death toll and injuries, costly medical bill, rigorous demand on resources in providing welfare service and contribution, economic growth below per-average, the state become p oorer due to loss of productivity. Conclusion I found out the current situation of healthcare in ED, nurses need to adapt to the constantly changing healthcare procedure, skilled and technique in treating a patient and find new ways to deliver good care-specifically in terms of make it more practical and effective nursing practice to a utmost level ED standard. Having seeing the increasing number of patients involved in road fatality and in-accomplished the goal for urgent-care centers and integrated standard of care of a patient in ED. Nurse are excellent in communicating with patients and in collaborate with other colleague of the para-professional team. Nurses can deliver an exceptional role in terms of reorganizing the ED standard of practice with the current emergency crisis. While road safety has long been consider one of the social responsibilities to the government of Malaysia. I believe this responsibility should not solely rest on the government because there are many ways that the private sector can support government road safety campaigns and initiatives. I hoped members of the private sector would participate and contribute to the effort of increasing road awareness. The government will carry on investing seriously on road safety campaigns in bringing down the fatality rate to below two for every 10,000 registered vehicles by 2020, on par with other developed countries. With the governments spending on multimedia awareness campaigns for road users and upgrading accident-prone roads for safer use is hopefully will further reduce road deaths. Of all road accidents in Malaysia, fatal accident justified a higher degree of concern. However, road authorities feel contend with the figures of 6,218 cases death for last year alone. Although studies shown that causes to most of the accident is because of the drivers themselves. The need for providing a safe and efficient road system has been a main concern to the Malaysian government. Extra measures have to be taken up such as aggressive road safety campaign awareness in civilizing and educate road user to abide by the law and road regulation. Other relevant agencies such as Ministry of Works, Malaysia (MOW) in providing a better and safer road and Ministry of Transport, Malaysia (MOT) constantly make an positive effort in order to improve traffic accident in Malaysia, alongside with the Ministry of Health, Malaysia (MOH) in providing better emergency aid management in attending and treating MVA cases and other government authority efforts to reduce traffic accident and to achiev e its targets, because prevention is better than cure as point up by Answer.com. Furthermore, positive steps have taken into respond by encourage people especially road user to shared care when go for work, encourage to use and support public transport, promote walking as part of health exercise and use of bicycle as an option to traffic congestion and for better and cleaner air for environment and to people to breath. As whole year, most Malaysian will witnessing and exposed with sizzling catchphrase advertisement throughout the radio, television, internet, poster, newspaper and giant electronic screen placed in most major city throughout Malaysia. Some of the phrase held like Stop on Red Light, Ware your seat belt, Celebration, Drive safely, Driving in patient and other sought kind of positive catchphrase. The campaign brought by Road Safety Council Malaysia (2010) and they will highlight on four main issue such as; road safety is a together and community effort and not a sole effort of a government, road regulation and rules is a mandatory ruling to be follow by all road user or bear-up will the summon and severe penalty, follow the law will reducing and avoid fatality and lastly if every citizen support this campaign with uncompromisingly. Hopefully, in future; collaboration between intra and inter government agency will improve more on road safety and nevertheless, the government could achieve road accident death toll to below par level. As it will also could, save million of Ringgit in term of property damage, working force and productivity loss and also medical cost.

Telecommunications Industry Overview

Telecommunications Industry Overview Telecom Sector Global Perspective Components and factors responsible behind the growth of telecommunications industry Two major factors responsible for the growth of telecommunications industry are use of modern technology and market competition. One of the products of modern technologies is optical fibers, which are being used as a medium of data transmission instead of using coaxial or twisted pair cables. Optical fibers can carry a high volume of data and are easier to maintain and install. Use of communication satellites makes this telecommunications industry a booming industry. The use of mobile network has a crucial role behind the growth of an improved telecommunications industry. Leading companies are showing their interest to invest in this telecommunications industry. Telecommunications industry is going to be a digitized one. Use of ISDN (Inter Services Digital Network) makes this telecommunication industry a total digitalized system and eventually enhanced the speed and quality of digital communication. Economical aspect of telecommunication industry World telecom industry is taking a crucial part of world economy. The total revenue earned from this industry is 3 percent of the gross world products and is aiming at attaining more revenues. One statistical report reveals that approximately 16.9% of the world population has access to the Internet. Present market scenario of world telecom industry Over the last couple of years, world telecommunication industry has been consolidating by allowing private organizations the opportunities to run their businesses with this industry. The Government monopolies are now being privatized and consequently competition is developing. Among all, the domestic and small business markets are the hardest. Market potentiality of world telecommunication industry The world telecommunications market is expected to rise at an 11 percent compound annual growth rate at the end of year 2010. The leading telecom companies like ATT, Vodafone, Verizon, SBC Communications, Bell South, Qwest Communications are trying to take the advantage of this growth. These companies are working on telecommunication fields like broadband technologies, EDGE(Enhanced Data rates for Global Evolution) technologies, LAN-WAN inter networking, optical networking, voice over Internet protocol, wireless data service etc. Top Global Telecom Players NAME ABOUT THE COMPANY SUBSCRIBERS in millions (09) REVENUE (in US billion$) China Mobile State owned Company, one of the 2 mobile phone monopolies in China Over 508 16.115 Vodafone Group Britains largest Telecom operator Over 427 68.32 Telefà ³nica, S.A. Multinational Company with stakes in Spain, Latin America Europa. Owns the O2 Brand Over 210 72.13 Amà ©rica Mà ³vil Mexican Operator. Controlled by the worlds richest man Carlos Slim Over 201 30.2 Telenor Group The company has a strong footprint in Central and Eastern Europe and Asia with over 40,000 employees. Over 172 15.73 Deutsche Telekom AG German telecom Company. Also owns t-mobile. Over 150 82.13 China Unicom China Unicom (BVI) Limited effectively holds 40.92% of the company and China Netcom Group (BVI) Limited holds 29.49%, while the remainder is traded on the Shanghai, Hong Kong and the New York stock exchanges. Both majority shareholders are state controlled enterprises. Over 186 14.62 TeliaSonera AB Offer services in 20 markets in the Nordic and Baltic countries, the emerging markets of Eurasia, including Russia and Turkey, and in Spain. Over 150 15.04 France Tà ©là ©com S.A. It is the main telecommunication company in France, the third largest in Europe. It currently employs about 180,000 people worldwide. Over 193 68.08 Bharti Airtel One of Asias leading integrated telecom services providers with operations in 19 countries across Asia and Africa. Zain is the new acquisition. Over 124 7.254 Mergers Acquisition Mergers and acquisitions (MA) and corporate restructuring are a big part of the corporate finance world. Every day, Wall Street investment bankers arrange MA transactions, which bring separate companies together to form larger ones. When theyre not creating big companies from smaller ones, corporate finance deals do the reverse and break up companies through spinoffs, carve-outs or tracking stocks. Not surprisingly, these actions often make the news. Deals can be worth hundreds of millions, or even billions, of dollars. They can dictate the fortunes of the companies involved for years to come. For a CEO, leading an MA can represent the highlight of a whole career. And it is no wonder we hear about so many of these transactions; they happen all the time. Next time you flip open the newspapers business section, odds are good that at least one headline will announce some kind of MA transaction. Sure, MA deals grab headlines, but what does this all mean to investors? To answer this quest ion, this tutorial discusses the forces that drive companies to buy or merge with others, or to split-off or sell parts of their own businesses. Once you know the different ways in which these deals are executed, youll have a better idea of whether you should cheer or weep when a company you own buys another company or is bought by one. You will also be aware of the tax consequences for companies and for investors. Defining MA One plus one makes three: this equation is the special alchemy of a merger or an acquisition. The key principle behind buying a company is to create shareholder value over and above that of the sum of the two companies. Two companies together are more valuable than two separate companies at least, thats the reasoning behind MA. This rationale is particularly alluring to companies when times are tough. Strong companies will act to buy other companies to create a more competitive, cost-efficient company. The companies will come together hoping to gain a greater market share or to achieve greater efficiency. Because of these potential benefits, target companies will often agree to be purchased when they know they cannot survive alone. Distinction between Mergers and Acquisitions Although they are often uttered in the same breath and used as though they were synonymous, the terms merger and acquisition mean slightly different things. When one company takes over another and clearly established itself as the new owner, the purchase is called an acquisition. From a legal point of view, the target company ceases to exist, the buyer swallows the business and the buyers stock continues to be traded. In the pure sense of the term, a merger happens when two firms, often of about the same size, agree to go forward as a single new company rather than remain separately owned and operated. This kind of action is more precisely referred to as a merger of equals. Both companies stocks are surrendered and new company stock is issued in its place. For example, both Daimler-Benz and Chrysler ceased to exist when the two firms merged, and a new company, DaimlerChrysler, was created. In practice, however, actual mergers of equals dont happen very often. Usually, one company wil l buy another and, as part of the deals terms, simply allow the acquired firm to proclaim that the action is a merger of equals, even if its technically an acquisition. Being bought out often carries negative connotations, therefore, by describing the deal as a merger, deal makers and top managers try to make the takeover more palatable. A purchase deal will also be called a merger when both CEOs agree that joining together is in the best interest of both of their companies. But when the deal is unfriendly that is, when the target company does not want to be purchased it is always regarded as an acquisition. Whether a purchase is considered a merger or an acquisition really depends on whether the purchase is friendly or hostile and how it is announced. In other words, the real difference lies in how the purchase is communicated to and received by the target companys board of directors, employees and shareholders. The Deal Start with an Offer When the CEO and top managers of a company decide that they want to do a merger or acquisition, they start with a tender offer. The process typically begins with the acquiring company carefully and discreetly buying up shares in the target company, or building a position. Once the acquiring company starts to purchase shares in the open market, it is restricted to buying 5% of the total outstanding shares before it must file with the SEC. In the filing, the company must formally declare how many shares it owns and whether it intends to buy the company or keep the shares purely as an investment. Working with financial advisors and investment bankers, the acquiring company will arrive at an overall price that its willing to pay for its target in cash, shares or both. The tender offer is then frequently advertised in the business press, stating the offer price and the deadline by which the shareholders in the target company must accept (or reject) it. The Targets Response Once the tender offer has been made, the target company can do one of several things: Accept the Terms of the Offer If the target firms top managers and shareholders are happy with the terms of the transaction, they will go ahead with the deal. Attempt to Negotiate The tender offer price may not be high enough for the target companys shareholders to accept, or the specific terms of the deal may not be attractive. In a merger, there may be much at stake for the management of the target their jobs, in particular. If theyre not satisfied with the terms laid out in the tender offer, the targets management may try to work out more agreeable terms that let them keep their jobs or, even better, send them off with a nice, big compensation package. Not surprisingly, highly sought-after target companies that are the object of several bidders will have greater latitude for negotiation. Furthermore, managers have more negotiating power if they can show that they are crucial to the mergers future success. Execute a Poison Pill or Some Other Hostile Takeover Defense- A poison pill scheme can be triggered by a target company when a hostile suitor acquires a predetermined percentage of company stock. To execute its defense, the target company grants all shareholders except the acquiring company options to buy additional stock at a dramatic discount. This dilutes the acquiring companys share and intercepts its control of the company. Find a White Knight As an alternative, the target companys management may seek out a friendlier potential acquiring company, or white knight. If a white knight is found, it will offer an equal or higher price for the shares than the hostile bidder. Mergers and acquisitions can face scrutiny from regulatory bodies. For example, if the two biggest long-distance companies in the U.S., ATT and Sprint, wanted to merge, the deal would require approval from the Federal Communications Commission (FCC). The FCC would probably regard a merger of the two giants as the creation of a monopoly or, at the very least, a threat to competition in the industry. Closing the Deal Finally, once the target company agrees to the tender offer and regulatory requirements are met, the merger deal will be executed by means of some transaction. In a merger in which one company buys another, the acquiring company will pay for the target companys shares with cash, stock or both. A cash-for-stock transaction is fairly straightforward: target company shareholders receive a cash payment for each share purchased. This transaction is treated as a taxable sale of the shares of the target company. If the transaction is made with stock instead of cash, then its not taxable. There is simply an exchange of share certificates. The desire to steer clear of the tax man explains why so many MA deals are carried out as stock-for-stock transactions. When a company is purchased with stock, new shares from the acquiring companys stock are issued directly to the target companys shareholders, or the new shares are sent to a broker who manages them for target company shareholders. The shar eholders of the target company are only taxed when they sell their new shares. When the deal is closed, investors usually receive a new stock in their portfolios the acquiring companys expanded stock. Sometimes investors will get new stock identifying a new corporate entity that is created by the MA deal. Why They Can Fail Its no secret that plenty of mergers dont work. Those who advocate mergers will argue that the merger will cut costs or boost revenues by more than enough to justify the price premium. It can sound so simple: just combine computer systems, merge a few departments, use sheer size to force down the price of supplies and the merged giant should be more profitable than its parts. In theory, 1+1 = 3 sounds great, but in practice, things can go awry. Historical trends show that roughly two thirds of big mergers will disappoint on their own terms, which means they will lose value on the stock market. The motivations that drive mergers can be flawed and efficiencies from economies of scale may prove elusive. In many cases, the problems associated with trying to make merged companies work are all too concrete. Flawed Intentions For starters, a booming stock market encourages mergers, which can spell trouble. Deals done with highly rated stock as currency are easy and cheap, but the strategic thinking behind them may be easy and cheap too. Also, mergers are often attempt to imitate: somebody else has done a big merger, which prompts other top executives to follow suit. A merger may often have more to do with glory-seeking than business strategy. The executive ego, which is boosted by buying the competition, is a major force in MA, especially when combined with the influences from the bankers, lawyers and other assorted advisers who can earn big fees from clients engaged in mergers. Most CEOs get to where they are because they want to be the biggest and the best, and many top executives get a big bonus for merger deals, no matter what happens to the share price later. On the other side of the coin, mergers can be driven by generalized fear. Globalization, the arrival of new technological developments or a fas t-changing economic landscape that makes the outlook uncertain are all factors that can create a strong incentive for defensive mergers. Sometimes the management team feels they have no choice and must acquire a rival before being acquired. The idea is that only big players will survive a more competitive world. The Obstacles to making it Work Coping with a merger can make top managers spread their time too thinly and neglect their core business, spelling doom. Too often, potential difficulties seem trivial to managers caught up in the thrill of the big deal. The chances for success are further hampered if the corporate cultures of the companies are very different. When a company is acquired, the decision is typically based on product or market synergies, but cultural differences are often ignored. Its a mistake to assume that personnel issues are easily overcome. For example, employees at a target company might be accustomed to easy access to top management, flexible work schedules or even a relaxed dress code. These aspects of a working environment may not seem significant, but if new management removes them, the result can be resentment and shrinking productivity. More insight into the failure of mergers is found in the highly acclaimed study from McKinsey, a global consultancy. The study concludes that companies often focus too intently on cutting costs following mergers, while revenues, and ultimately, profits, suffer. Merging companies can focus on integration and cost-cutting so much that they neglect day-to-day business, thereby prompting nervous customers to flee. This loss of revenue momentum is one reason so many mergers fail to create value for shareholders. But remember, not all mergers fail. Size and global reach can be advantageous, and strong managers can often squeeze greater efficiency out of badly run rivals. Nevertheless, the promises made by deal makers demand the careful scrutiny of investors. The success of mergers depends on how realistic the deal makers are and how well they can integrate two companies while maintaining day-to-day operations. Conclusion One size doesnt fit all. Many companies find that the best way to get ahead is to expand ownership boundaries through mergers and acquisitions. For others, separating the public ownership of a subsidiary or business segment offers more advantages. At least in theory, mergers create synergies and economies of scale, expanding operations and cutting costs. Investors can take comfort in the idea that a merger will deliver enhanced market power. By contrast, de-merged companies often enjoy improved operating performance thanks to redesigned management incentives. Additional capital can fund growth organically or through acquisition. Meanwhile, investors benefit from the improved information flow from de-merged companies. MA comes in all shapes and sizes, and investors need to consider the complex issues involved in MA. The most beneficial form of equity structure involves a complete analysis of the costs and benefits associated with the deals. Telecom Sector Overview INDIA Sub Base: 635.51 mn second largest market Wireless Penetration: 53.77% lowest in the world HHI Index: very high one of the most competitive market Prepaid Base: 96% one of the highest in the world Usage per sub per month: Minutes: 480 one of the highest ARPU: US$ 4.6 one of the lowest Rate per minute: US$ 0.01 one of the lowest in the world VAS:-11.6% One of the lowest Wireless Market Structure Subscriber Trends Customer Market Share (CMS) About Bharti Airtel BhartiAirtel, a leading mobile service provider in India is Bharti Enterprises flagship company. According to Forbes Global 2000 list, BhartiAirtel, Indias pioneering private telecommunication service provider is ranked no. 826. This integrated telecom service provider operates three strategic business units covering 23 telecommunication circles. These 3 strategic businesses are mobile business, enterprise business, and Airteltelemedia business. Their mobile business comprising fixed wireless and mobile services is spread over 23 telecom circles, whereas their Airteltelemedia business provides telephone and broadband services to clients in 94 cities. International and domestic long distance services and end to end telecommunication solution for companies are included in Airtel enterprise business. Brief history BhartiAirtel was established as Bharti Tele-Ventures Limited in 1985. This telecommunication company is a joint stock holding enterprise headquartered in New Delhi. BhartiAirtel, commonly called Airtel is among largest mobile service operator with a subscriber base of nearly 75 million. Airtel has a submarine cable landing station in Chennai connecting this South Indian city to Singapore. Products and services Services offered by BhartiAirtel can be classified into the following: Mobile services Based on number of customers BhartiAirtel is largest mobile service operator in India. This company offers mobile services based on GSM technology. For convenience of its customers BhartiAirtel has both pre- paid and post-paid facilities. Enterprise business BhartiAirtel provides integrated services comprising mobile, telephone, broadband, data and connectivity services internationally as well as nationally for small, medium and large scale enterprises. Its carrier service provides network connectivity through optic fiber over a distance of more than 35,000 km. BhartiAirtel is a member of South East Asia Middle East Western Europe 4 consortiums which include 15 global telecommunication service providers. AirtelTelemedia Services This Company offers high speed broadband services through landlines in 94 cities. Financials BhartiAirtel till March 2008 had assets worth US $6.61 billion. During period between April 2007 March 2008, it achieved sales amounting to US $6.61 billion and profits of US $0.94 billion. Awards and recognition BhartiAirtel was adjudged Best Carrier India at 2008 Telecom Asia. It was recognized as Best Cellular Service Provider and Best Broadband Service Provider at VD 100 awards for 2008. In 2007, BhartiAirtel won Business Leadership Award from NDTV Profit. BHARTI AIRTELS ROADMAP The management of BhartiAirtel Ltd is led by ManojKohli who planned to introduce affordability and high usage in its African portfolio which is currently a high price environment (with tariffs in some markets as high as Europe/US according to Bharti). Some of the key points about replicating Indian Wireless business model in Africa that are in favor of Airtel are, Bhartis 15-country portfolio has a population is 459m as of June 2010. Share of population living in urban areas in Africa is ~40% according to Bharti and expected to grow to 40%. This compares to 30% of Indias population living in urban areas. The youth population in Africa accounts for a fourth of the global youth and had a median age of 17-18 years. The working population is estimated to be higher than that in China and the middle class is 400m people, expected to growth to 500m. GDP growth in 27 economies in Africa is 5%+. BhartiAirtel stressed that governments had received Bharti well in Africa and that some officials stated that Bhartis plans are in-line with their own. Current Wireless penetration adjusting for Multiple SIMs is around 24%. Operators have 20MHz of 2G spectrum and 10MHz of 3G (those who do) which Bharti stated implies little room for more competitors. COMPANIES OF BHARTI ENTERPRISES BhartiAirtel: BhartiAirtel is Indias leading provider of telecommunications services. The company provides GSM mobile services across India in 23 telecom circles and broadband telephone services in 90 cities. Bharti Teletech Ltd.: Bharti TeleTech manufactures and exports world-class telecom equipment under the brand Beetel. It is the only Indian telephone company to be present in 30 countries mapping 5 continents. The companys product range include Basic Telephones, Caller ID Phones, Caller ID Boxes, Cordless Phones, 2.4 GHz Digital Cordless Phones, DECT 1.8 GHz Phones, and Set Top Boxes. Telecom Seychelles Ltd: Telecom Seychelles Ltd provides comprehensive telecom services including GSM Cellular, PSTN (Fixed Lines), Fax and Data, International Roaming, connectivity to Internet Services, Maritime Telecom Services (INMARSAT) and International Collect and Credit Card calling, in Seychelles, under the brand Airtel. BhartiTelesoft Ltd: BhartiTelesoft Ltd provides value added services and solutions to wireless and wireline carriers worldwide. BhartiTelesoft Ltd ha deployed products and solutions in 25 countries to over 100 network, and has a customer base of 150 million across 5 continents. TeleTech Services (India) Ltd: TeleTech Services (India) Ltd is a joint venture between TeleTech Holdings, Inc., worlds leading full-service provider of business process outsourcing and Bharti TeleTech Ltd. The company offers offer the entire spectrum of front-to-back-office business processes ranging from voice and non-voice customer support, back office administration (including credit and collections, account maintenance, application processing, claims processing, asset management, document management etc.), sales and marketing (including database marketing, marketing support, web sales and marketing etc.) to global customers. FieldFresh Foods Pvt Ltd: FieldFresh Foods (P) Ltd is an equal partnership venture between Bharti Enterprises and ELRo Holdings India Ltd, an investment company of the Rothschild family. The company provides premium quality fresh produce to the markets worldwide and promotes world class standards for agricultural practices, progressive farming techniques identification and adoption of appropriate technologies. Bharti Retail Pvt Ltd: Bharti Retail Pvt Ltd. is a 100% subsidiary of Bharti Enterprises. Bharti Retail is planning to launch its retail outlets in multiple consumer friendly formats in several cities across India African Telecom Sector It is one of the best penetrating opportunities for the global telecom players is the telecom market in Africa. In Asia, Europe, North America, the telecom sector is approaching a saturation point. The growth in these areas will be comparatively slower. The companies always look for the maximization of profit, whether it may be through cutting down of cost or increasing the sales. If the market reaches a saturation point then there is no opportunity to increase the sale. And if the company cannot decrease the cost then it will try either to diversify or to expand its grip in the global market. If the areas like North America, Asia and Europe are already in a saturation point then the next growing market for the global player will be Africa continent. Some of the major players in the telecom sectors of Africa are MTN, Zain, Vodacom, STC etc. Since the processes of liberalization and privatization have been taken into consideration by African countries such as Uganda, Tanzania, Nigeria, The Sudan, South Africa and Kenya, their telecommunication infrastructures have improved drastically. Many African governments have developed their telecommunication infrastructure by privatizing their former state-owned enterprises. So these open up the stage for global players to perform in it. Africa has become the fastest growing mobile-network market during last five years. The mobile user base has increased to more than 82 million in Africa. A survey by Ernst Young shows that between 2002-07, the industry grew by 49.3 percent as opposed to Asia which recorded a 27.4 percent growth. This reports estimate growth of the industry almost doubles that of Brazil which stood at 28 percent in the same period and is almost seven times the growth of France which grew at 7.5 percent over the same time. Even there was a report by The World Bank in which it mentioned that Afro-nations like Kenya have 95% of mobile network penetration and coverage gap of only 5%. Thus making it an attractive market to lure some of the major player from the world. Lets think a bit over this scenario. Why the Afro mobile market is developing so late and faster than any area that used to be at the same period of time. In 2004, only 6% of the African citizen owned mobile. The supply side was much higher than the demand side. And the prices dropped, but made the African mobile network market a huge potential market for the global players. They produced low cost and user-friendly phones and network plans to attract more and more customer so that the company can increase its customer base. But there some other criteria or which we also call as external environment of a company which affects a company to operate in that area. The Law of Land also affects the company to design its operation in a country. They may be the tax-policy, the FDI policy of the government, the policy regarding and regulating the telecom sectors etc. Because of these regulations, there are many Afro-nations like South Africa which hold a huge potential market. In South Africa, there are only three players in telecom network market. The heavy tax burden on both the operator and consumer is the major challenge for the industry, with an average taxation on the operators profits standing at 30%. For example, in Kenya, people pay tax of 26% on mobile communication and the operator pay the remaining 4%. The total tax paid is 30%. But still the government of these nations opines that the industry is highly profitable, despite of the fact that return on investment could be delayed due to poor infrastructure. The Afro-nation doesnt have the apt infrastructure or the geographical hindrances as well as the population is scattered. The main problem lies with the electric infrastructure. The company has to keep more than 2000 standby generators because of frequent power failure. On of the company operating in Kenya, Safaricom spends over KShs 171 million on diesels due to lack of power supply. This makes the cost of investment much high in comparison to the other area. The operating cost of the company is high in this area because of frequent power cut and even the tax rate is also high, thus bringing down the profit of the company. But it may be the future scenario of these countries which lures the global players. The company may sustain the loss in the short-run but it may earn profit in the long-run. Because the economy of Afro-nations are growing at a remarkable rate and the infrastructure are also gradually increasing. So it may in the long-run be aptly developed so as to favor the network industry. Moreover this is the entry level of the network sector in Africa as it is developing but once it get saturated the threat to entrants decreases because if they enter in to the segment, they will not find any extras to lure the customers. African Wireless Market Customer base: 36.36 Mn Perfomance Indicators: Revenue: 9,583 Mn EBITDA: 2,635 Mn Prepaid Base: 99.3% à ¯Ã†â€™Ã‚  one of the highest in the world Usage per sub per month: 103 Minutes à ¯Ã†â€™Ã‚  one of the lowest ARPU: ~US$ 7.4 à ¯Ã†â€™Ã‚  one of the competitive market Rate per minute: ~US ¢ 7.2 à ¯Ã†â€™Ã‚  one of the highest in the world VAS: ~7.9% à ¯Ã†â€™Ã‚  one of the lowest Emerging Market Characteristics in India Africa: Source: Airtel Investor Presentation Aug 2010 About Zain Zain is a Kuwait based company started under the name of Mobile Telecommunication Company (MTC) in 1983 and was later rebranded to ZAIN in 2007. Zain has present operation in 25 countries covering 17 countries in Africa and 8 countries in Middle-East, with a estimated workforce of 15000. As on February 2010, about 60% of the Zain customers are in Africa contributing only 15% to the net profit of Zain. Zain has a total of 65 million customers. Out of which 39 million customers are from Africa. The eight countries in Middle-East where Zain has it Operation are Bahrain, Iraq, Jordan, Kuwait, Saudi Arab, Lebanon, Palestine and Sudan, It has its operation in Lebanon under the brand name of MTC TOUCH. The seventeen countries which comprises of the members of the Zains Operative family in Africa are Burkina Faso, Chad, Democratic Republic of Congo, Republic of Congo, Gabon, Ghana, Kenya, Madagascar, Malawi, Niger, Nigeria, Sierra Leona, Tanzania, Uganda, Zambia and Morocco. Mr. Nabeel Bin S alamah is the CEO of the Zain Groups and Mr. Barak Al-Sabeeh is the chairman of the board of Director of the company. FINANCIAL FIGURES OF ZAIN Revenue : US$ 7.441 Billion Net Income :US$ 1.196 Billion Overview 4th largest mobile operator in the world in terms of geographic footprint, with a commercial presence in 23 countries 580 Million+ people under l

Financial Manager Career Data Analysis Essay -- essays research papers

As the economy expands and employment opportunities increase, the need for workers with financial expertise will go up. I will enter the workforce at an excellent time to pursue a career as a financial manager. The information I have acquired concerning this field including opportunities, salary, and working conditions will justify my decision to obtain a position as a financial manager for a major corporation. The opportunities available to someone with a degree in finance are limited to only a few facets of the business world, but according to Job Outlook 2004, a finance degree is one of the top ten degrees in highest demand. Employers are starting to seek graduates with a master’s degree as well as a bachelor’s degree, which makes competition tough among applicants. Technology plays a major role in the financial world and applicants that possess strong computer skills will have a better chance of being hired in their desired field. In the Occupational Outlook Handbook, it says that financial managers must possess critical thinking skills and work well in a team environment. We are part of a global economy, which means that it is essential for applicants to have knowledge of international finance, and be willing to travel to other business markets around the world. In addition to business travel, financial managers are expected to work between 50-60 hours a week as an entry-level associate, and are required to attend office meetings. Up to date information is critical, th...

romeo and juliet vs. west side story :: essays research papers

Romeo and Juliet’s balcony scene vs. Westside Story’s rooftop scene   Ã‚  Ã‚  Ã‚  Ã‚   The romantic tension between Romeo and Juliet and Tony and Maria in Shakespears original play and its modern day remake, Westside Story, is what makes them have such passionate and entrancing scenes. The main reason for romantic tension in these two plays is because the two couples can’t be together like they want to be. There are many different aspects that create different quality of romantic tension in these two scenes. Although the two plays have similar plots, the romantic tension between the two lovers is very different because of the setting, the language and the circumstances in which the lovers face.   Ã‚  Ã‚  Ã‚  Ã‚  In Romeo and Juliet the setting takes place on Juliet’s balcony after she has just come home from the Capulet ball and has met fair Romeo. She is speaking aloud to herself when Romeo hears her and interrupts. This scene contains so much tension because Romeo has snuck into her garden and if he were to be caught, he would be killed. In Westside Story, however, the fear is of Bernardo coming home and seeing them together creates a different kind of tension.   Ã‚  Ã‚  Ã‚  Ã‚  The language used in these two scenes is quite different. In Romeo and Juliet the majority of the scene is of the two lovers confessing their undying love for each other using beautiful language and many metaphors. They also discuss marriage and serious commitments to each other. In Westside Story, this scene is spent singing to each other, which I find, makes it more romantic but has less tension. They also don’t seem as serious about commitment towards each other.   Ã‚  Ã‚  Ã‚  Ã‚  The circumstances that Romeo and Juliet and Tony and Maria are in differ in many ways. For example, Romeo and Juliet come from rival families that would not allow them to be together. Tony and Maria, on the other hand, come from families of different backgrounds, which isn’t nearly as bad. Tony and Maria’s parents have no say in whether or not they are together, it is just their friends and gangs that are against it.

Compare and contrast Malcolm X, David Walker

I would like to thank my entire group members and Professor Donaldson whose comments and suggestions had been very helpful to improve the quality of this final paper. I have tried for the best of my ability to incorporate in this final version, all their great ideas about the format and the content of the documents. Professor Donaldson suggested â€Å"I am going to suggest that you do a little reorganizing. First of all, you should get rid of all of the headings. Then you should move the biography blurbs to the beginning of each discussion of each respective author. † This idea abstracts Joseph’s and Kandice’s. Following these directions, I have removed all the headings, and the biography blurbs. I also have quoted from the required textbook, and mentioned related page numbers in parentheses. Kandice wanted â€Å"I would organize the paper in a different way and also try and tie the writers and speakers background more into their writings†. Copy and Past were the best tools to satisfy that other nice suggestion. Once again thank you; Malcolm X’s leadership style and his viewpoint about how the Civil Right Movement should be implemented was very similar to David Walker’s, but greatly conflicted with Booker T Washington whose ideas appealed to a completely different audience. The Civil Right Movement is the Africans- Americans movement that dominated the debates in the United Stated political sphere during the period of (1955-1968). The movement was about the fight against inequality, Americans struggles for social justice, and the racial discriminations. In order to reach their objectives, Africans Americans leaders had displayed many different ideas about how to conduct the movement. Some believed that the movement should be implemented without violence; some thought that the economic freedom was the first to be reached, while others believed that the freedom could not be achieved without confrontation. If the ideas of those bright leaders were saluted by the majority of the Americans people today, it is however noticeable that some of them are still been seen as controversial figures. David Walker was born in Wilmington, North Carolina 1796. His father was a slave man and his mother a free black, so was David Walker because of the existing laws that defined the status of the child based on the mother's. As many of his fellow blacks, a freeman status could not prevent anyone from being an unfortunate witness of the human cruelties. In 1820 he was part of the associate back activists to denounce slavery and discrimination; he also took part of the Freedom's Journal in New York City, and many others forms of social justice fight. In 1830 David was found dead in his home. David Walker had accomplished many works for the Civil Right movement in America to make the United States a better country for all Americans. Among those works, one of the written that had brought so much attention to the public is walker's Appeal to the Coloured Citizens of the World. In this document, Walker made the true to be heard as it was based on his observation in the United States and around the world. He spoke not only to his brethren, but the white Christian Americans. He reminded the Christians about their values, the history of the Egyptians, and Romans Slaveries. He also reminded them about the history of those slaveries and how they had been destroyed because of their God anger based on the inhuman treatment they used to impose to the slaves whom supposed to be treated with the same human dignity they would want for their families. â€Å"God made man to serve Him alone, and that man should have no other Lord or Lords but Himself— that God Almighty is the sole proprietor or master for the Whole human family, and will not on any consideration admit a colleague†. (P. 230) His appeal was also for the black asking their sense of capability of rising up and demands what is their civil right: † Oh! y coloured brethren, all over the world, when shall we arise from this death-like apathy? –And be men!! † â€Å"Are we MEN!! -I ask you, O my brethren! are we MEN? Did our Creator make us to be slaves to dust and ashes like ourselves? Are they not dying worms as well as we? Have they not to make their appearance before the tribunal of Heaven, to answer for the deeds done in the body, as well as we? Have we any other Master but Jesus Christ alone? Is he not their Master as well as ours? -What right then, have we to obey and call any other Master, but Himself? How we could be so submissive to a gang of men, whom we cannot tell whether they are as good as ourselves or not, I never could conceive. However, this is shut up with the Lord, and we cannot precisely tell-but I declare, we judge men by their works† (P. 237). Clearly, Walker's strategy encourages the revolt and the civil disorder. Unlike David Walker, Booker Taliaferro Washington was born slave in 1856, from a slave mother and a white father. As many young slaves, he had been exposed very soon to the routines; his early duty was to carry the books of James Burroughs's daughters at Franklin County School. After the Emancipation Proclamation was read in April 1865, his family went to his stepfather's house in Malden, West Virginia. Booker started working at a salt mine and going to school. Few years later, booker got a houseboy position with a wealthy towns-woman, a person who promoted his learning. When he was 16, he used to travel back to Virginia to the new school for black students. He studied at Hampton Institute while working. His admission to Hampton changed his life; he was instructor. In 1881 he founded Tuskegee Institute in Alabama. Booker was nationally recognized as the back educator. He was more focused on pushing for black's economic well being and fighting against racisms. He died in 1915. Monday, 21-Aug-2006 In his famous and historical speech of compromise before a majority white audience in Atlanta on September 18th, 1895, Booker T Washington had laid out a strategy for the blacks' economic freedom; Booker urged his fellow blacks Americans to be more focused in their own economic development â€Å"Cast down your bucket where you are—Cast it down in making friends in every manly way of the people of all races by whom we are surrounded. Cast it down in agriculture, mechanics, in commerce, in domestic service, and in the professions†. (P. 595) He also spoke about the role the whites Americans would have to play to help them to achieve that goal. â€Å"Cast down your bucket among the eight millions of Negroes whose habits you know whose fidelity and love you have tested in days when to have proved treacherous meant the ruin of your firesides. Cast down your bucket among these people who have, without strikes and labour wars, tilled your fields, cleared your forests, builded your railroads and cities†(P. 95) The compromise had reminded the whites Americans to their role and responsibility tower the blacks Americans based on the choice they would have to make. A positive choice would be the whites’ willingness to promote black education and make them the most intellect and useful citizens; while the wrong choice would simply keep them doing the business as usual, denying the basic right of education to the blacks Americans, keeping them ignorant at the same exposed them as, the threats for the whites. Booker's strategy in this speech appealed to the blacks' economics development in a peaceful environment with the whites Americans. Unlike the two first leaders, Malcolm Little was born free in Omaha, Nebraska on May 19th, 1925. His parents were both blacks Americans; his mother was a homemaker and his father was an outspoken Baptist minister also a strong supporter of Black Nationalism. In 1929 their home was burned, and his father's body was found mutilated after two years. Years later, his mother Louise had the mental issues because of the situation the family went through. Malcolm is graduated from junior high as the top of the class. He did not continue his studies because he was influenced by the negative advise that suggested that his goal of becoming a lawyer was not reachable for a nagger. He worked numerous jobs in Boston before traveling to New York; he was associated to many criminal activities. In 1946 Malcolm was arrested in Boston with burglary charges and sentenced for seven years in prison. Malcolm used his prison term for self studies and taking part in the organized debates. He was influenced by Elijah Muhammad a leader of the Nation of Islam; before he left prison, Malcolm was a strong follower of the Nation of Islam. He changed his last name to â€Å"X† as a way to repeal to the slave name while expressing the backs' identity issues. Unlike many of the Civil Right Leaders, Malcolm X is a complex transformational figure in American history. His accomplishments and his different life stories continue to generate heats debates among his supporters and opponents. The transformation from a criminal Malcolm Little, the influential Black Muslim leaders Malcolm X, and his controversial position on the public issues. In April 1964, Malcolm X delivered a speech that defined his position about the direction of the Civil Right Movement. The speech is famously called The Ballot or the Bullet. In that speech, like David Booker, Malcolm spoke about the Negroes revolt; similarly both men were not afraid to die for the cause, and both believed in action. Both of them were ready to take any action against oppression. The Southerners were ready to offer $1,000, against David Walker's heart after his Appeal to Coloured Citizens of the Work. He was found died in his home; it is not clear what killed him. Malcolm X ended up by getting killed. Booker T Washington like Malcolm X was for the blacks' economics development even though the methods were different. Booker would like it peacefully and inclusively in compromise with the white people. Malcolm X would like it exclusively in black communities even if they had to confront the white people whom he accused of the causes of the blacks' struggles. Malcolm X believe â€Å" the Negroes who through their lives have been kicked about, treated like children—Negroes who never have met one white man who didn’t either take something from tem or do something to them. (P. 1871). David Walker, Booker T Washington, and Malcolm X were Africans Americans leaders whom had influenced Americans history through their work in the Civil Right movement. Their belief, theories, and actions in the process of the Civil Right Movement, Malcolm X and David Walker had the same philosophical views that made their voices more appealing to the same group of audience in majorly blacks. Booker T Washington who had philosophical difference with his fellows X and Walker, believed in a peaceful resolution of the matter with a possible cohabitation of all Americans. As his fellow leaders David Walker and Booker T Washington, Malcolm X had a tremendous contribution to the American history, but because of his outspoken position to many issues of public interest, his enemies had portrayed him as a controversial figure, and did not want him to be recognized as a great American leader. He was someone who used to speak fearlessly from the heart about any kinds of issues. The way he used to express his viewpoints was the same to his enemies as well as his to friends and his leaders whom introduced him to Muslim religion. As far as the controversy is concerned, it depends of who you are and on which side of the issues you on. The black people would see David and Malcolm as the voices of those without voices; their outspoken actions against the system were the direct translation of many frustrations among the black communities. Obviously, a white person would see them as dividers and would try hard to expose them as bad guys. Booker T Washington would be seen as a centrist. David Walker and Malcolm X had the same stand point about how to conduct the Civil Right Movement. They both promoted the civil disorders, revolt, unity, and economic improvement between blacks in exclusion with the white Americans. Booker T Washington would prefer the black economic empowerment in compromise and friendship with the whites Americans. He wanted the black people to give up of some claim of the civil right, and the white people to help black to realize their economic development. All of the three leaders, David Walker, Booker T Washington and Malcolm X agreed about black people's education, their economic development, and unity among them. David Walker and Malcolm X believed that the confrontation, revolt and exclusion were the way to go without any compromise. They did not trust the whites Americans' willingness to compromise. They believed that the freedom could not be negotiated, but could be earned by fighting for it. Booker T Washington did not agree with them. He believed that the revolt and exclusion were not the best answers, but the compromise and inclusion. He believed that there was a possibility for both communities to dependently work together in the mutual respect.

How Do You Actually Learn to Love Yourself Essay

5 ways to learn to love yourself more 1-Do something kind: There are lots of different ways to do something kind, but one of the best, long-term ways you can do something for someone else is by volunteering. For example, you could help out at a local swimming club, befriend an elderly person or use your marketing experience to promote a local charity. 2-Become your hero for the day: If you want to try this out for yourself choose someone that you can identify with, but who is also well known for his or her confidence. Then begin to act like them. Although you don’t have to speak in their accent, envisioning your hero can have a surprisingly positive impact upon your own body language and tone of voice. 3-Retrain your thoughts: How many times in a day do you think negatively about yourself? Now ask yourself how many times you compliment yourself during the day.A great way to alter your behaviour and learn to love yourself is to retrain the way you think. You can do this by following up every negative thought you have about yourself with a positive. For example, if you tell yourself that you are ugly, old or overweight, follow this bad thought up with something positive, like: ‘I have great skin, hair and a good smile’. Increasing the number of positive thoughts you have about yourself during the day will hopefully help you to enjoy being you and will help to boost your self-esteem. 4-Admit your flaws and take action: We all have flaws and that’s fine. It is just something that we have to accept. Yet some people’s flaws can interfere with their life and become an obstacle that stands between them and their happiness. If you have a flaw that is becoming a problem it is time to admit that you need to change. 5-Relationship analysis: There are some people in this life that are just no good for us. If you have friends, boyfriends, girlfriends or colleagues who undermine you, belittle you or are just plain mean, you need to have a thinking about confronting them about their behaviour. This can be extremely daunting, especially if they bully you. Remember though that no one has the right to put you down and the only way people will stop acting in this way is if they know you won’t accept it. Be brave, plan what you are going to say so that you can communicate clearly and then sit down and talk through your issue face to face. If the problem continues it might be time to consider cutting them out of your life altogether. Life is too short to waste on people that don’t make you feel good and hanging around with negative people will make it hard for you to love yourself.