Color Theory Essay Example for Free

Color Theory Essay Wonder Woman hated men when she first set off to the world from her home, Themyscira, but later understood that she was wrong in her initial assessment of men because she simply didn’t understand men. In Deborah Tannen’s essay, â€Å"Sex, Lies, and Conversation†, the often misunderstood forms of communication between men and women are explored. Gloria Steinem, American feminist who is a nationally recognized leader of the women’s liberation movement in the 1960’s and 1970’s, who expressed how she felt Wonder Woman is an exemplary model of what a feminist is. I believe Steinem would agree with many of Tannen’s views because they are rational, based on research and her essay is meant to bring the two genders to better understand one another. Steinem and Tannen both have the same goal; they both strive to find peace between men and women. Tannen discusses extensively in her essay about how if you understand that both men and women are raised in separate cultures, American man culture and American woman culture. An example of this would be how women place intimacy as the foundation of relationships, and talking as the cornerstone of relationships. The bonds between men can be as intense as women’s relationships, but they are founded less on talk and more on the activities they experience together. Both forms of communication are used to build bonds between peers but do so in different ways, and that’s a pattern that follows both cultures throughout â€Å"Sex, Lies and Conversation†. I believe that Steinem would agree that to have peace between the two sexes, there must be some sort of understanding of how the two sexes communicate with one another. Through that understanding, women would live far bette r lives in a world that seems dominated by men. Throughout her essay, Deborah Tannen is clearly explaining that the problem between the sexes is that there is much mistranslation but that it is reparable and she even goes to state â€Å"Once the problem is understood,  improvement comes naturally†. Her essay is something Gloria Steinem would agree on and possibly even recommend to members of her various organizations to help improve their relationship with the world around them. Wonder Woman’s values like self-reliance, peacefulness and esteem for human life are all values that Steinem believes that feminists are trying to introduce into the mainstream. Although Steinem focuses heavily on improving the lives on women, I believe she does that because women are at a disadvantage in today’s society and she’s looking to help bring equality between the sexes. The gap that only a few years separated women from men in society having equal opportunities and rights is slowly disappearing and I think its in large part due to the efforts of people like both Steinem and Tannen. People who are looking to both understand that although men and women are different, they should to be allowed access to the same opportunities. Steinem’s efforts to empower women correlates with Tannen’s effort to bring to light the need of a cross-cultural understanding between men and women because in the end, they just want to see improvement in communication. It wouldn’t be much of a stretch to understand that Steinem would agree with Tannen’s attitude towards the failure of communication between the sexes. If people start to understand how to interpret how the two sexes communicate and educate themselves and others, The world would be a better place for everyone. Like Tannen says at the end of her essay, â€Å"like charity, successful cr oss-cultural communication should begin at home.†

Tourism management in a coastal tourism destination

Tourism management in a coastal tourism destination This essay considers tourism management in a coastal tourism destination Indians smallest state Goa. Study critically assesses coastal tourism definitions, tourism background, review of current trends, policies, management issues with recommendations and future concerns. According to many coastal tourism definitions, it might be concluded that sun, sand and sea are one of the most significant types of holiday in the world, provides an important commercial sector of the tourism industry, but with some possibility of negative environmental and socio-cultural impacts. As Page and Connel (2006) stated, the meeting of land and sea creates biologically and geologically diverse environments and unique landscapes which may form the basic for tourism. Works of Nowak (2007) and Gormsen (1997), similarly defined coastal tourism and agreed that the coastal zones and its natural environment play a major role in attracting tourists, offering the best opportunities for leisure, physical activities and pleasure for all age and social groups which applies to the beaches of all continents. Coastal tourism definitions also analysed impacts of tourism at the coast from different perspectives including change of socio-economic and settlement patterns, cultural impacts on the local population and its environmental impacts. J. Page (2005), who defined coastal tourism as site for pleasure, and place for spiritual fulfilment also pointed out that inappropriate tourism development in coastal areas can cause erosion, salination of fresh ground water sources, sewage outfall into shallow waters, environmental degradation, pollution, destruction of habitats and ecosystems, loss of coastal and marine resources and impacts on ground water. On other hand, Marsden (1999) considered seaside tourism as tourism of significant economic and social value and the potential for resorts to contribute to rejuvenating neighbouring areas through employment, leisure and business opportunities which should be exploited. All definitions mentioned positive and negative effects on the regional and national economies, local culture, physical infrastructure and environment. It is therefore essential that local governments issue the relevant laws and set up the methods for efficient control of all the activities made by investors, tour operators and other private and official actors at all stages of tourism. If all the participants collaborate efficiently in general understanding of sustainable development, then tourism at coastal resorts may provide most of positive contributions to the future of coastal areas with less negative effects. Goa has been formed in 3rd century BC and after its rich history it was released to India in 1961. Since 1987 it became a proper state with its own official state language, Konkani. Catholicism and certain Mediterranean customs have been brought by Portuguese colonialism in sixteenth century. Because of its background and history it is multi-lingual and multi religion country with most Goans identify much more with Goa than with Indian subcontinent (Saldanha, 2002). Contemporary change in Goa is very much connected to tourism. Goa first came to the attention of the international tourist ‘community during the 1960s and 1970s when the states palm-fringed beaches became a haven for Western hippie travellers. Odzer (1995) observed that few other types of foreign tourists visited the state in large numbers during this period. Indian government began to consider more seriously the possible economic benefits of promoting international tourism and by 1986 had decided to exploit Goa for the purposes of charter tourism. National Tourism Action Plan of 1992 as part of the Indian economys liberalization placed increasing emphasis on the demand-centred model of international tourism, particularly luxury tourism. The Indian Government designated the 1990s as the ‘Decade of Tourism, and tourism currently dominates the discourse of development within the state of Goa (Routledge, 2001). From 24 charter flights during the 1985-86 season, number increa sed to 758 flights in 2007-2008 season to Daboli, Goas international airport (Department of Tourism, 2009). Tourism in Goa today is one of the major economic activities with multiplier effect which percolates to the local community. Because of its natural scenic beauty, 105km long coast, straight beaches, very hot weather, picturesque villages, its culture, temples, monuments, Goa has a positive tourism profile. The most comprehensive beach resort in India, Goas coastline provides endless sun drenched crescents of sand. Vagator, Anjuna, Baga, Calangute and Candolim beaches stretch out in an unbroken palm fringed line offering facilities for parasailing, yachting, windsurfing, and deep sea diving. There are 29 beaches in Goa, many churches from 16th centuries, temples more than 500 year old, religious centres, science spots, wild lives and other attractions for tourists (Know India, 2009). Goa mostly attracts domestic tourists but also some foreign markets, mainly Britain. In 2008 according to Department of Tourism (2009), Goa was visited by 80% of domestic tourists, by a total number of 2,371,539 tourists; over 388.000 were foreigners from which 41% were British, 8% Russians, 6% Germany followed by tourists from Finland, France, Switzerland, Sweden, USA, Australia and others. International charter tourists accounted for almost 50% of whole international arrivals. And where does Goas tourism rank within whole India? Tourism Statistics (Ministry of Tourism, 2008) shows that Goa is one of the most popular coastal destinations in the country. From total international tourist arrivals in India 5.37 million in 2008, was more than 7% to Goas beaches, even when Goas state population accounts for only less then 0.14% of population of whole country. Average duration of stay for foreigners is 9 days and for domestic tourists 5 days. The growth of charter and luxury tourism in Goa has progressively more concerned investments from transnational corporations. As Menezes and Lobo (1991) noted, most of Goas major hotels have some financial or marketing connections with foreign capital. For example Lufthansa (Germany), Club Mediteranee ´ (France), Intasun (UK), and Hyatt Regency and Ramada (both USA) are all involved in international charter flights holiday tie-ups with Goan hotels. Goa shows significant tourism accommodation availability, however, from the tourist statistics (Department of Tourism, 2009) almost 70% of all rooms do not qualify for even a 1 star rating and are in very poor quality. There are more than 2500 guest houses with number of beds over 4200 to serve tourists, while there are only 83 starred hotels but with almost 12000 beds from which 47% bed capacity are 4 or 5 starred hotels. With new investments in 4 and 5 star hotels the tourism industry in Goa has evolved into a curious mix of low-budget tourism and up-market development, a mix that is according to Wilson (1997) marked with tensions and potential conflicts over the appropriation of resources. More than 90% of domestic tourists and 99% of the international Goas tourists stay at the coastal resorts. Thus, beach tourism is the only type that is keenly encouraged by policymakers. There are different markets which have different motivations to visit the state. The first is the domestic tourists market, who comes in search of the culture that is different from the rest of India. The second is the international tourists market, who visits Goa purely for the natural environment, sun and beaches. Within the category of international tourists, there are two sub-categories, which both visit Goa for its beaches but stay away from each other. Backpackers prefer to mix and live with the local communities, whereas the charter tourists tend to stay in the luxury starred hotels. Domestic and international tourists also differ in terms of the areas they frequent. For the domestic tourist, the beaches hold limited appeal, so they remain away from the places frequented by the international t ourists (Sawkar et al, 1998). As a growing activity at global, national and local levels, tourism needs to be managed in a sustainable and balanced manner. J. Page (2005) examined some basic principles for managing such a destination. He believes that planning, organising, leading and controlling are the most important elements. The management of coastal tourism is complex because the tourism industry is not a homogenous sector or segment of the economy. It is made up of various organisations that are directly or indirectly involved in tourism. The public sector should intervene to ensure that business objectives are balanced with local needs and stakeholder interests are in relation with the tourism utilities, such as beaches, attractions, infrastructure and overall environment. The public sector is though responsible for trying to liaise, plan and manage the diverse group of interests that are associated with tourism. According to WTTC (2003) it is within governments power to unlock the industrys potential to c reate jobs and generate prosperity. Within a structure of co-operation federalism, India has three tiers of government. Central government is the first tier, the second is State government and the third is the village level within the state, known as the ‘panchayat system. Administratively the Goa is organised into two districts,North Goa and South Goa, all together Goa has 189 panchayats. The nodal agency for the formulation of national and state government agencies and the private sector development of tourism is the Ministry of Tourism, Government of India. It is responsible for coordination and supplementation of activities of various Central government Agencies and State governments, catalysing private investments and for the development and promotion of tourism in India.It is also in charge of public sector undertaking, the India Tourism Development Corporation, Ltd, and autonomous institutions like Indian Institute of Tourism and Travel Management, National Council for Hotel Management and Catering Technol ogy, National Institute of Water Sports etc. Functions of the Ministry consist of the development policies, incentives, external assistance, manpower development, investment facilitation, planning, regulation, infrastructure development, human resource development, marketing strategies and many others (Government of India, 2009). Development activities are co-ordinated by the respective Ministries. Two main nodal bodies for decision making in terms of potential or actual impacts of activities in coastal areas and the seas or oceans are the Ministry of Environment and Forests and Department of Ocean Development. At the local level, responsible for coastal tourism are State governments, District Administration, Local Bodies and Councils. At the Goa itself, it is Department of Tourism which is responsible for tourism policy and its role is to ensure planned and controlled development of tourism in Goa. The government endeavours to provide appropriate package through progressive fiscal and taxation policies, develop tourism as a non-invasive instrument of revitalization, conservation and growth, entrust regulatory measures to ensure social, cultural and environmental sustainability and involvement of local community. The Coastal Zone Regulation notification in 1991 invited the governments of Indias coastal states and union territories to prepare Coastal Zone Management Plans for their respective areas (Noronha, 2004). These zones regulate development and construction in the coastal regions. The main objectives of Coastal Zone Management are to encourage sustainable use of environment, identify and resolve conflicts, balance economic and environmental objectives and adopt strategic planning. An important provision under these laws limits the nature and development of land that is located close to the sea. Goa as a coastal state has the responsibility to identify the zones and prepare management plans within which all future coastal development is to take place. Government of India, Ministry of Tourism (2005) published Best Practises adopted by the State governments with good examples of how can supervision manage tourism industry. An example from Goa can be the reduction or abolition of luxury tax helps lowering rates. That means more tourists would be attracted to the destination and this could give competitive advantage to the state, as benefits will go to the customers. In order to help cinema theatres to make them financially viable, the Goa government has reduced the entertainment tax from 60 to 40 percent. A complementary reduction on taxes by the Goa Government on water tariff by 22% is noble scheme to attract tourists as well. Goa set up Tourist Police exclusively for providing safety and security to the tourists in frequent areas. Despite these few examples of good practise there is still large scale to provide more benefits for local people in Goa by tourism industry and government should prepare adequate policies for coastal tour ism to help locals to get involved with tourism. Locals should be at the first place in considering about development of tourism and they should intervene in decision process making of tourism policies. The impacts of coastal tourism in Goa have been the subject of discussion amongst academics, researchers and activist groups. Goas tourism has so far concentrated mainly on the coast. Work of Wilson (1997) considered some impacts of tourism in Goa. The growth of coastal tourism has been fast and uncontrolled. The principles of sustainability and the norms related to the conservation of the environment and ecology were generally ignored. There has been unclear firm policy relating to tourism and the policy initiatives have not been introduced attentive to local concerns. This could lead to major changes in land use, shortages of resources, such as land and water, and damage to coastal aquifers, the sand dune system, and mangrove vegetation. It is clear that there is much to be learned about the impacts of tourism in Goa, and that further planning and development requires information gaps to be filled. According to Noronha (2004) almost all difficulties fall into three major domains of coastal policy problems. Those that relate to resource use conflicts, those that relate to resource depletion and those that relate to pollution or resource degradation. It is evident that Goa is facing all these types of policy complications. William (1998) demonstrated that coastal tourism in Goa has resulted in a spatial concentration of buildings in some coastal areas leading to a heavy demand for resources in these places. Another issue observed by Wilson (1997) is the amount of solid waste which is generated and the need for land to cope with the disposal of this waste. With these matters, policy-making should take sufficient note, to make it a case for systematic addressing. There is no clear and specific coastal focus for its development policies in India. Sawkar et al (1998) observed that the current policies and relaxed enforcement have led to the haphazard and uncontrolled growth of townships. Places like Calangute and Candolim in Bardez and Colva in Salcete have become over commercialized and disorganized in their development pattern. Developments along the coasts of Goa and the future plans for it reveals that these follow the ideas submitted in the Coastal Zone Management plan of Goa rather than its Regional Development plan. These areas have a number of unauthorized constructions, which have paid little heed to local planning rules, infrastructural supports or aesthetics. There are also signs of over investment which is spreading a price war. ‘Lots of international people come and because it is small and beautiful they try to invest money and buy huge tracts of land. Locals feel that our land is being sold, said the chief minister of the Go an (Pirie, 2008). Nowadays there are steps from government to reinterpret existing property legislation to deter foreigners from buying property. There has been little effort made in Goa to adhere to the regional plans of creating other types of tourism than beach tourism. That means tourists are almost exclusively accommodated along 105km stretch of the coastline which can impact coastal environment far more quickly than if tourists are spread upcountry. Governments in India prepare Five Year Plans which play an important role in states model of economic development. These plans provide the overall direction and framework for policies, programmes and schemes for the Ministries and Departments. Eleventh Five Year Plan for years 2007-2012, prepared by Directorate of Planning, Statistics and Evaluation (2007), contains some interesting ideas. Goa is being treasure of heritage and has immense potential for growth of heritage tourism activities. The government has introduced ‘Heritage house scheme towards promoting heritage tourism. For this purpose, financial assistance in the form of loans and grants is proposed to be given to the owners of the heritage houses for their maintenance and restoration. Another example is that the Goa has beautiful forests and eco-tourism plans which are being implemented through the budget of Forest Department. This project envisages development of an eco-tourism circuit consisting of Bondla, Cotigao wild life sanctuaries and Mollem national park. This is illustration of cooperation between different governmental departments on the state level which can bring more effective results in terms of sustainable and planned development. Another example could be promoting of discovery and adventure tourism which can attract different market of tourists whether domestic or international. Currently 80% of all tourists visiting Goa are domestic tourists yet most of promotional budget is spent on trying to attract foreign tourists. Since Goa is well established tourism destination, it should try to redirect budget allocation. If one years advertising budget is used to clean up Goas beaches and provide needed infrastructure in those areas it would earn more goodwill for Goa and attract more tourists than any advertising budget would be able to deliver. There is also need to shift away from charter tourism. It is important to increase tourism revenues by moving Goa up-market. Nowadays, charter tourists pay a very low price for the whole tour in their home countries. So they spend very little in Goa itself. The current focus on beach tourism should be diversified to include other areas, like adventure and eco-tourism, medical tourism, hosting conventions, conferences and so forth. The analysis of the development of tourism destination is one of the main topics of tourism research. Over a long period of time, tourism products go through an evolutionary process. Butler (1980) put forward the concept of the tourism area life cycle TALC. The model depicted resorts moving from the initial stage of being found, through the involvement and development stages to a stagnation stage, beyond which there are number of options possible from decline to rejuvenation. This can be seen in appendix A. Goas visitor numbers were continuously increasing, however last season in 2008 there was a decrease of tourists because of global economic recession, there is estimated increase in tourist number in 2009 season (Navhind Times, 2009). In appendix B is illustrated how Goa can be linked to TALC model with further explanation. It is still developing tourism destination with some future developments announced by government in last Five Years Plan (Directorate of Planning, Statistics a nd Evaluation 2007). Goa could still attract a bigger number and different segments of tourists. For example two marinas have been located one in North and another one in South Goa to be build in near future with facilities for pleasure yachts. There is a plan to build two international-size golf courses, also one in each district of Goa. The government has decided to locate new international airport for transporting cargo and passengers at Mopa, which would be particularly attractive for tourists who will be easily linked to coastal resorts. These developments should give Goa competitive advantage as a coastal tourist destination, but there is need for monitoring and management system which would ensure the effectiveness of coastal and environmental regulations. Goa also needs a systematic study of the environmental impacts of tourism, which could be done through a life cycle analysis, and the valuation of the environment to enable its integration into decision-making. Goa still r equires policies for coastal tourism which recognise the type of interconnections among tourism, local communities and the environment, to ensure that tourism contributes to a sustainable development agenda.

Main Reason Behind Trade Union Decline Commerce Essay

Main Reason Behind Trade Union Decline Commerce Essay Trade Union decline is today common across the world. However, in the first half of the last century unions were at the zenith of their power, and were almost synonymous with employment relations in most of the industrialised nations. They were perhaps the only vehicle for employee voice through collective bargaining and industrial action in those times (Freeman and Medoff, 1984). Since the early 1950s, the union movement started seeing a downfall in the United States (Blanchflower and Bryson,2008). While the effect was more pronounced and early in the USA, the trend soon caught up in the UK and European nations. By the 1980s, the effects started to show dramatically on union membership and density figures in UK. Countries like Australia (Waddoups, 2001), Japan, India, and China (Kuruvilla et al.,2002) have also seen a southward trend in membership since the 1990s. Even in a country like Germany where the union membership has not declined sizeably, a variety of factors suggest that u nion power has been declining (Katz, 2005). In the UK, as per the WERS2004 data, aggregate membership density fell from over 50% in the late 1970s to around 30% by 2000. The number of workplaces with union members present fell from 73% in 1984 to 54% by 1998. The proportion of workplaces where unions are recognised by employers fell from 53% in 1990 to 45% in 1998. The number of employees whose pay is determined by collective bargaining fell from around 70% in the late 1970s to 27% in 2004 (Bryson and Forth, 2010). But why is membership so important? Unions derive power by controlling the supply of labour through union organisation and thus union membership is an indicator (or rather a prerequisite) of trade union power (Blyton Turnbull, 2004 p138). The other headspring of union influence is their voice within the political arena and the ability to clog businesses through industrial action. All of these have taken a hit since the 1980s owing to multiple influences arguably leading to membership decline. The scope of this essay is to examine the critical reasons for this decline through the workers lens largely in the UK, with support from similar trends in other parts of the world. It is now beyond dispute that union membership and density have fallen beyond imagination causing much agony to unionists, but, what needs to be explored is whether the perception of unions in the eyes of the worker has indeed diminished. Hence Diminishing Worth, Increasing Woes might have been an apt title for this essay. The CBIs Director of Employment Affairs had once quoted: collective bargaining no longer presents itself as the only or even the most obvious method of handling relations at work; fewer employees and employers feel the need for union mediation in their dealings (Gilbert 1993: 252 as cited by Claydon in Beardwell,1996 p144); Millward et al, (2000) have also concluded that union membership decline was the result of a withering of enthusiasm on the part of workers ( cited in Charlwood, 2003); So, one might be tempted to agree that workers no longer see value in membership; but there is not one single reason which can be attributed to this precipitous fall in union membership. A myriad of factors like the political landscape of the times along with the legal reforms, some macro and micro-economic issues, and the socio-demographic changes have to be considered. In fact, some researchers have looked internal to hint that unions are the architects of their own fall (Dunn, 2009). In order to understand the reasons for decrease in union membership, it might be prudent to ask , Why do workers join a union? Why or Why Not Unions?: The main motive for employees to join a union comes from a pluralist view where they feel they have different interests from managers (Bacon in Redman Wilkinson, 2006). Waddington and Whitstone(1997), provide the top two reasons as to why employees continue to join unions; first, to get support if there was any trouble and second, to improve their pay and conditions. Guest Dewe, advocate a relationship between job dissatisfaction and willingness to unionise (1988); Ratified to some degree by Charlwood,(2002). The rational choice theory explains that workers are inclined to join a union if the benefits they receive exceed the cost of joining (Guest and Dewe,1988). The sociological point of view provided is that, an individuals social context, parental occupation and pattern of social interaction are likely to influence the desire to be a union member (Guest and Dewe,1988; Visser, 2000). Therefore, people do come with a pre-conceived belief whether to join or not join a union which might get subsequently modified based on their experience and political inclination(Charlwood, 2002). Hyman was quoted on BBC News, (2004), being a union member has ceased to be the social norm, and a new generation has grown up who not only are not trade unionists, but whose parents have never been in unions either. John Monks (2001), former General Secretary of the TUC, also confessed, there is a general assumption among non-union workers that unions are for blue collar workers with problems, not white collar workers with opportunities (Blyton and Turnbull,2004 p141). These socio-psychological contexts are to be borne in mind before we look at the other reasons which might have influenced workers attitudes and thereby union membership. Thatcherism: 10 Downing Street is considered to be the place where it all began; where the future of employment relations in the UK was rewritten by the conservative government under Mrs Thatcher in 1979. The impact of the iron ladys legislative reforms on trade unions and membership is an all time favourite with most writers. The exclusion of unions from any role in national policy making, encouraging management to assume greater control within the workplace (Waddington, as cited in Edwards 2003 p216) were direct hits on the source of the Unions power. At the peak of union membership and density in 1979, almost 40 per cent of all trade unionists (23% of all workers) were covered by a closed shop (Dunn and Gennard, 1984). So in 1980, when closed shop agreements were almost made illegal, coverage fell to 8% and in 1990 to 2 %.(Millward et al., 2000 as in Blyton and Turnbull 2004). The 1982 Employment Act, also delivered a severe blow to the Unions which had its desired repercussions ( Taylor, 2000). In fact, the WERS98 data indicates that only a minority of members (46%) believe that unions can make a difference to what it is like to work here'( Cully et all,1999, p213) Blyton and Turnbull suggest the reason behind this cynical view might be the impact of the legislation that weakened both individual and collective employment rights (2004). Hence government legislation combining with employer policies can be seen as a synergistic project to create a potent gradualist route to union exclusion (Smith and Morton 1993: 100 as cited in Beardwell 1996 p156). But this might not hold true in hindsight today, since the Conservatives have lost power for over 15 years and yet the trend has not reversed or even rectified even after some of the future governments have taken a liberal view of the unions with the statutory support for unions reinstated in 1999. In his book charting the growth and leadership of the TUC, Robert Taylor (2000) indicates that the union leadership wa s well aware of the changing times much before the Thatcher government came into power and that the termites of ineffective leadership had already hollowed the unions from within; so when the winds blew hard after the winter of discontent the structure just fell apart as a natural process. Union De-recognition: Managements attitudes towards unions and their growing indifference to union recognition has also been considered to be an additive to union decline (Disney et al., 1995). Ackers and Payne are of the view that, businesses are increasingly turning hostile to unions (1998). Edwards, mentions a unitary view where unions are looked upon as external pathological elements causing disturbance [to management] (2003). Encouraged by the changing legislations, management in the private sector did not miss the opportunity to sideline unions. While they did not really work towards de-recognition, they carefully eliminated collective bargaining rights affecting pay conditions from unions in newer and private sectors (Beaumont and Harris, 1995). This has been a key determinant in membership decline as mentioned by Bryson and Forth, (2010). Thus, Charlwood, (2003) agrees any withering of enthusiasm for unions on the part of the workforce was a response to the assertion of manag erial prerogatives. Undoubtedly, the presence of a union is the least required for an employee to join a union. Green (1990), for example, found that ( using data from the general household survey) 30% of female part-time workers were Union members, but where a union was available to join, the membership rose to almost 60%. The 1998 British Social Attitudes survey shows 40% of non union employees expressed a willingness to join a union if they had one. If all these people join a union then membership will increase by 3.2 million, this is consistent with similar studies in North America (cited in Charlwood, 2003). Rise of HRM: When the news of alternative practices in non unionised companies like IBM and HP travelled the Atlantic in the early 80s, it affected management practices here in the UK and Europe as well. It has been suggested by Lucio and Weston(1992, as cited in Blyton Turnbull,1992) that unions were unable to focus on the emerging issues concerning employment such as health and safety, equal opportunities, worker participation and others and continued to reflect on the narrow areas of pay and conditions; and as they neglected to tie the new issues back into collective bargaining , the legislative framework surrounding these issues left management the task of unifying these rights within Employment relations as HRM. In a study of an IBM plant in the UK by Dickson et al(1988), employees identified with the individualistic ethos of the company and deemed no requirement for a Union, since the company provided them with good pay and conditions, fair performance management systems and i ncentives, opportunities for growth and development, job security and grievance mechanisms, and a positive ER climate which might have been the functions of a union (cited in Redman and Wilkinson,2006). The rise of newer practices of voice representation and direct employee participation have added to the agony of traditional IR practitioners. These HRM strategies are perceived by trade unionists as an encroachment into their territory (Blyton and Turnbull, 1992) However, empirical evidence does not support this view in totality. The first general finding from WERS98 is that HRM practices are strongly associated with a recognised union presence (Cully et all 1999). Guest (2001), mentions in the 1998 IPD survey among union members 26% employees felt they were more fairly treated because they were union members; only about 3 percent felt that they were treated less fairly. This means about 69% were indifferent about unions; a similar trend showed in non union members where almost 70% thought union membership made no difference. It also showed that workers are more likely to put credence to a union at work where they felt management did not have great HRM practices (Storey, 2001). Workforce Composition: In the 1950s union membership was largely concentrated among the 3M workers male, manual and manufacturing (Visser, 2000). Between 1999 and 2009, the pedigree of union members became more feminized, older, educated, dominated by workers in non-manual jobs and those working in the public sector (Bryson and Forth, 2010). Many researchers (Brown et al., 1997; Millward et al., 1992, Bryson and Gomez, 2005, Towers, 1989) have argued that the changing composition of the workforce, like the shift in employment from manufacturing to services and the growing labor market participation of women and part- time workers have been important contributory factors to lesser propensity to unionisation . However, this is just a symptom, not a diagnosis of the problem. As Kelly(1990) pointed out there is no reason why a decline in manufacturing or growth of female employment should automatically signal a decline in union membership'( as cited in Blyton and Turnbull, 2004 p142). A point worth considering is that with the rise in real wages, workers had no stipulation to join unions, while the rampant unemployment of the times provided employers with wider choices and hence an opportunity to resist unionisation. The increase in free-riding and never- membership have also posed a setback to unions as mentioned by Bryson and Forth(2010). There are currently almost three million free-riders among the eight million covered employees in Britain. This increasing trend is causing more problems for trade unions since they are representing such workers in collective bargaining without receiving anything in return in terms of membership dues. By 2006-8, half of all employees were never- members (Bryson and Forth,2010). This might be attributed to a rise in individualism among workers as opposed to a collective approach in the past or it might be an indication of failure to organise on part of the Unions. Failure to Organise: Undoubtedly, the perception of union power has diminished over the years leading to the waning of appetite to join unions. One of the primary causes might be that Unions could not organise themselves well in the changing years to retain their agenda or increase their agenda. Whether pressurised by legislation or de-recognition by management, unions have accepted concessions in collective bargaining in recent years, which has led to further erosion of their perceived powers. Trade unions were initially slow to meet the neo-liberal challenge posed by the Conservative government, with the consequence that its impact was amplified. Until 1987, the majority of unions openly opposed the legislation and hoped for the election of a Labour Government that would repeal the legislations (Taylor, 2000; Edward 2003). Millward et al, (2000) and Machin (2000) believe the key reason for union decline is their failure to organise workers and gain recognition for collective bargai ning in new firms and workplaces. The poor organisation of the union leaders and stewards has also led to a loss of faith in members and left no choice for workers but to renounce their collective rights and give in to the devils bargain in lieu for a more individualistic employment contract. Geary, (2006) found that only 24 percent of non union employees in unionised companies were ever asked to join the union and the remaining 76% were never even approached. In difficult times as these, this lackadaisical approach has cost unions a lot more than what they could anticipate. Union Response and Future Trends: Unions of late have embarked on a series of reforms to policy, structure and activity to pull up their act (Williams, 1997; Wright ACAS, 2011). In spite of the decline in membership, Unions still have many areas of opportunity. As Hyman (1997) has indicated, workers have a broad range of potential and competing interests, à ¢Ã¢â€š ¬Ã‚ ¦ (as cited by Heery, 2003) and Unions as representatives have the choice both in terms of picking the interests and the methods. Some studies suggest that HRM initiatives introduced over the past 20 years have had little impact on workers perceptions of them and us ( Kelly and Kelly 1991;Dart and Turner 1999) So unions will benefit if they were to take a more proactive approach rather than reactive to HRM practices. Guest (in Storey, 2001) mentions that WERS98 offered a list of nine conventional items like pay, payment systems, grievances handling, health and safety and training. There was no negotiation with union re presentatives over any of these nine issues in half the workplaces where unions were recognised. On a average unions negotiated on only 1.1 of the nine issues while non-union reps negotiated over 0.9 issues. Hence, the picture that emerges is one of limited industrial action. There are almost half of all organisations and a majority in the private sectors where there is neither a union presence nor great HR practices this could be an opportunity for unions. the other ray of hope for unions is that, the percentage of employees in British Social Attitudes Survey (BSA) who say the workplace union is doing its job well has been rising since 1997 both among union and non-members (as seen in Fig 1. Bryson and Forth, 2010). There is thus some support for the notion that unions have re-oriented themselves in recent years. Fig. 1 Percent age agreeing union doing its job well, 1983-2008 (Note: Employees working 10+ hours in unionised workplaces.) Source: British Social Attitudes Survey. In conclusion, it cannot be denied that the perceived power of unions has been severely affected and this could have led to workers not seeing value in their membership. The reason why workers might have been indifferent to unions are manifold but the key reason that emerges is the inability of the unions to organise and sell their benefits to their customers. The legislation, alternative management practices, undoubtedly aided the workers feelings and so the statement given cannot be the main reason for trade union decline. But if we take the BSA in fig 1. above, this notion is slowly giving way to some expectations from unions. While the image and brand of trade unions has been severely affected and the damage is considered beyond repair by many, as Purcell (1993) said, this is the end of institution IR, but there are areas where unions can make a difference only if they organise themselves well and there are pockets of opportunity if they are willing to look beyond traditional IR practices. But can they reverse the trend? Do they have the will or skill to do it ? Only time can tell.

Reflection Upon A Critical Incident Essay -- Reflection Upon Nursing S

This paper will reflect upon and explore a critical incident which occurred whilst attending a clinical placement. Reflective practice has become very popular over the last few decades throughout a variety of professions. In some professions it has become one of the defining features of competence. The wide spread utilization of reflective practice is due to the fact that it ‘rings true’ (Loughran, 2000). Within different disciplines, what is understood by reflective practice varies considerably (Fook et al, 2006). Despite this, some agreement has been achieved. In general, reflective practice is understood as the process of learning through and from experience towards gaining new insights of self and/or practice (Boud et al 1985; Boyd and Fales, 1983; Mezirow, 1981, Jarvis, 1992). This often involves examining assumptions of everyday practice. It also tends to involve the individual practitioner in being self-aware and critically evaluating their own responses to practice situations. The point is to recapture practice experiences and think about them critically in order to gain new understandings. This is understood as part of the process of life-long learning. Critical Incident Definition Critical Incidents are regarded as valuable learning tools for nurses. (Bailey 1995). Nurses are responsible for providing quality of care to patients (NMC 2015). In order to provide this care there is a need to have the ability to critically think, problem solve, make judgement and contribute to planning. Through the use of Critical thinking these skills can be developed, which can allows the nurse to analysis the situation through evidence , logical thinking and the actions that lead to the incident and will result in a change of p... ...lassets/siteDocuments/NMC-Publications/NMC-Standards-for-medicines-management.pdf O'Shea, Ellen (1999) Factors contributing to medication errors: a literature review Journal of Clinical Nursing 8:496-504] http://onlinelibrary.wiley.com/doi/10.1046/j.1365-2702.1999.00284.x/abstract?deniedAccessCustomisedMessage=&userIsAuthenticated=false Parkinson's Disease National Clinical Guideline for Diagnosis and Management in Primary and Secondary Care (2006) NICE Clinical Guidelines, No. 35. London: Royal College of Physicians (UK) http://www.ncbi.nlm.nih.gov/books/NBK48513/ Parkinson's UK (2015) http://www.parkinsons.org.uk/news/news-topics/research Pyne, R. On being accountable. (1988) Health Visitor Jun;61(6):173-5. http://www.ncbi.nlm.nih.gov/pubmed/3378907 "Understanding Parkinson's" Parkinson's Disease Foundation (2015) http://www.pdf.org/symptoms

The Issue of Inflation Control as an Objectice of Central Banks Essay e

The Issue of Inflation Control as an Objectice of Central Banks This paper looks at the issue of inflation control as an objective of central banks. Viewing the British Commonwealth and Continental European models of ‘zero inflation’ in contrast with the moderate inflation policy of the US provides a case against zero inflation as a policy objective. A variety of issues that surround inflation; e.g., the inflation/unemployment relationship, etc, will be brought to the fore. In the final analysis, it is clear that efforts to eradicate inflation are misguided and more moderate inflation is preferable in an era where steady economic growth is desirable. Introduction Hyper inflation has plagued most of the world’s developing countries over the past decades. Countries in the industrialised world, too, have at times duelled with dangerously high inflation rates in the post WWII era. With varying degrees of success, all have employed great efforts to bring their inflation rates within acceptable limits. Generally, a moderate rate of inflation has been the ultimate goal. More recently, however, a few countries have pursued policies that strive to eradicate inflation altogether through complete price stability. This has proven to be a contentious enterprise, which clearly indicates that there is still no universally accepted solution to the inflation problem. Indeed, there is not even an agreed consensus regarding the source of inflation itself. The monetarist perception that the root of inflation is solely the excessive creation of money remains. So too does the belief that inflation originates in the labour market. And amongst a variety of others, the opinion that inflation â€Å"serves the critical social purpose of resolving incompatible demands by different groups† is also strong. This last, and more widely accepted, case shows that the problem is hardly a technical one; but rather a political one. It highlights the now unquestionable fact that politics and inflation are inextricably linked. And as with all inherently political issues, consensus is difficult, if not impossible, to achieve. But, political characteristics do provide flexibility. In some countries, high rates of inflation have clearly been compatible with rapid economic growth and fast rising standards of living. In such cases, it is quite reasonable to suggest that higher r... ...n and France. And unless the elusive benefits of zero inflation soon manifest themselves, it is only a matter of time before the rest of the ‘no inflation’ pack realises they are barking up the wrong tree. Bibliography: Akerlof, George., Dickens, William., Perry, George., ‘The Macroeconomics of Low Inflation’., Brookings Papers on Economic Activity (1996 NI) Dale, Reginald., ‘Zero Inflation is Not a Great Idea’., International Herald Tribune (Tuesday, September 10, 1996) Fortin, Pierre, ‘The Canadian Fiscal Problem: The Macroeconomic Connection’ in Lars Osberg and Pierre Fortin (eds.), Unnecessary Debts (Lorimer, 1996) Fortin, Pierre., ‘The Great Canadian Slump’., Canadian Journal of Economics (November 1996) Freedman, Charles, ‘The Role of Monetary Conditions and the Monetary Conditions Index in the Conduct of Policy’., in Bank of Canada Review (Autumn 1995) Friedman, Milton., ‘The Role of Monetary Policy’., American Economic Review (March, 1968) Frisch, Helmut., Theories of Inflation (Cambridge University Press, New York, 1983) Lovewell, Mark., ‘Getting to Zero: Bank of Canada Policy in Context’., in Bank of Canada Review (Autumn 1996)

Top 10 Risks of Offshore Outsourcing

Top 10 Risks of Offshore Outsourcing Summary:  Offshore outsourcing is growing 20%-25% per annum, with little evidence of slowing. Indeed, while most enterprises experience initial resistance, most technical issues are readily resolved and geopolitical risk is deemed insignificant after careful evaluation. By Dean Davison | December 9, 2003 — 00:00 GMT (16:00 PST) Offshore outsourcing is growing 20%-25% per annum, with little evidence of slowing. Indeed, while most enterprises experience initial resistance, most technical issues are readily resolved and geopolitical risk is deemed insignificant after careful evaluation.Even the current political fervor about jobs being moved offshore via outsourcing is not impacting the demand or strategy of IT organizations. Offshore outsourcing will continue to grow as a â€Å"labor arbitrage† model until 2008/09. META Trend: During 2004/05, outsourcing will divide into commodity and transformational services. Infrastructure service s will mirror grid-computing structures and develop consumption-based pricing (a. k. a. , â€Å"utility services†). Through 2006/07, transformational services (e. g. application development maintenance and business process outsourcing) will segment along horizontal (function commonality) and vertical (specialized) business process/services outsourcing functions. Although vendors will attempt to bundle infrastructure with â€Å"value† services, clients will demand â€Å"line item† pricing by 2008/09. Through 2004/05, IT organizations will outsource discrete projects/functions offshore (e. g. , from application development projects to specific call center support). Growth will continue at 20%+.Offshore strategies by domestic vendors will shift business from large, integrated outsourcing contracts, but most IT organizations will still develop strategies that focus on pure-play offshore vendors. The top 10 risks of offshore outsourcing are as follows. 1. Cost-Reduct ion Expectations The biggest risk with offshore outsourcing has nothing to do with outsourcing – it involves the expectations the internal organization has about how much the savings from offshore will be. Unfortunately, many executives assume that labor arbitrage will yield savings comparable to person-to-person comparison (e. . , a full-time equivalent in India will cost 40% less) without regard for the hidden costs and differences in operating models. In reality, most IT organizations save 15%-25% during the first year; by the third year, cost savings often reach 35%-40% as companies â€Å"go up the learning curve† for offshore outsourcing and modify operations to align to an offshore model. 2. Data Security/Protection IT organizations evaluating any kind of outsourcing question whether vendors have sufficiently robust security practices and if vendors can meet the security requirements they have internally.While most IT organizations find offshore vendor security p ractices impressive (often exceeding internal practices), the risk of security breaks or intellectual property protection is inherently raised when working in international business. Privacy concerns must be completely addressed. Although these issues rarely pose major impediments to outsourcing, the requirements must be documented and the methods and integration with vendors defined. 3. Process Discipline (CMM) The Capability Maturity Model (CMM) becomes an important measure of a company’s readiness to adopt an offshore model.Offshore vendors require a standardized and repeatable model, which is why CMM Level 5 is a common characteristic. META Group observes that approximately 70% of IT organizations are at CMM Level 1 – creating a gap that is compensated for by additional vendor resources on-site (see  Figure 1). Companies lacking internal process model maturity will undermine potential cost savings. 4. Loss of Business Knowledge Most IT organizations have business knowledge that resides within the developers of applications. In some cases, this expertise may be a proprietary or competitive advantage.Companies must carefully assess business knowledge and determine if moving it either outside the company or to an offshore location will compromise company practices. 5. Vendor Failure to Deliver A common oversight for IT organizations is a contingency plan – what happens if the vendor, all best intentions and contracts aside, simply fails to deliver. Although such failures are exceptions, they do occur, even with the superb quality methodologies of offshore vendors. When considering outsourcing, IT organizations should assess the implications of vendor failure (i. . , does failure have significant business performance implications? ). High risk or exposure might deter the organization from outsourcing, it might shift the outsourcing strategy (e. g. , from a single vendor to multiple vendors), or it might drive the company toward outsourci ng (if the vendor has specific skills to reduce risks). The results of risk analysis vary between companies; it is the process of risk analysis that is paramount. 6. Scope Creep There is no such thing as a fixed-price contract.All outsourcing contracts contain baselines and assumptions. If the actual work varies from estimates, the client will pay the difference. This simple fact has become a major obstacle for IT organizations that are surprised that the price was not â€Å"fixed† or that the vendor expects to be paid for incremental scope changes. Most projects change by 10%-15% during the development cycle. 7. Government Oversight/Regulation Utilities, financial services institutions, and healthcare organizations, among others, face various degrees of government oversight.These IT organizations must ensure that the offshore vendor is sensitive to industry-specific requirements and the vendor’s ability to: 1) comply with government regulations; and 2) provide suffici ent â€Å"transparency† showing that it does comply and is thus accountable during audits. The issue of transparency is becoming more significant as requirements such as the USA PATRIOT Act and the Sarbanes-Oxley Act place greater burdens of accountability on all American corporations. 8. Culture A representative example: although English is one official language in India, pronunciation and accents can vary tremendously.Many vendors put call center employees through accent training. In addition, cultural differences include religions, modes of dress, social activities, and even the way a question is answered. Most leading vendors have cultural education programs, but executives should not assume that cultural alignment will be insignificant or trivial. 9. Turnover of Key Personnel Rapid growth among outsourcing vendors has created a dynamic labor market, especially in Bangalore, India. Key personnel are usually in demand for new, high-profile projects, or even at risk of bein g recruited by other offshore vendors.While offshore vendors will often quote overall turnover statistics that appear relatively low, the more important statistic to manage is the turnover of key personnel on an account. Common turnover levels are in the 15%-20% range, and creating contractual terms around those levels is a reasonable request. Indeed, META Group has seen recent contracts that place a â€Å"liability† on the vendor for any personnel that must be replaced. The impact of high turnover has an indirect cost on the IT organization, which must increase time spend on knowledge transfer and training new individuals. 0. Knowledge Transfer The time and effort to transfer knowledge to the vendor is a cost rarely accounted for by IT organizations. Indeed, we observe that most IT organizations experience a 20% decline in productivity during the first year of an agreement, largely due to time spent transferring both technical and business knowledge to the vendor. Many offsh ore vendors are deploying video conferencing (avoiding travel) and classroom settings (creating one-to-many transfer) to improve the efficacy of knowledge transfer.In addition, employee turnover often places a burden on the IT organization to provide additional information for new team members. Business Impact: Offshore outsourcing can reduce IT expenditures by 15%-25% within the first year. Longer term, process improvements often make great impacts on both cost savings and the quality of IT services delivered. Bottom Line: As IT organizations consider the vast benefits and allure of offshore outsourcing, they must balance the risks and uncertainties with the potential for labor arbitrage.Strategic Decision Challenges Researchers have applied different perspectives to understand sourcing decision, the key among them being production and transaction cost economics (Ang & Straub, 1998), resource-based views (RBV), and resource-dependence views (Teng et al. , 1995). The Resource-Based View (RBV) argues that a firm’s competitive advantage depends heavily on its resources, as well as how these are used. Resources that are valuable and rare can lead to the creation of competitive advantage (Wade & Hulland, 2004).Competitive advantage can be sustained over longer time periods to the extent that the firm is able to protect against resource imitation, transfer, or substitution. The knowledge-based theory (KBV) of the firm considers knowledge as the most strategically significant resource of the firm. Its proponents argue that, because knowledge-based resources are usually difficult to imitate and socially complex, heterogeneous knowledge bases and capabilities among firms are the major determinants of sustained competitive advantage and superior corporate performance.There is certain level of paradox in outsourcing when viewed from RBV or KBV prisms. Proponents of outsourcing have often used RBV to justify outsourcing decisions. The lack of resources, or resourc e gaps, that a firm has can also be rectified by acquiring resources from outside the firm boundaries by souring arrangement (Teng et al. , 1995). Outsourcing has been considered as a part of the way that firms assemble knowledge from suppliers (Shi et al. , 2005). Thus, information systems (IS) outsourcing can be seen as a mechanism to integrate IS knowledge from IS vendors.Knowledge sharing by both, client and supplier sides, is considered to be a success factor in outsourcing (Lee, 2001). However, some researchers have raised concerns regarding the potential loss of internal know-how through IS outsourcing (Willcocks et al. , 2004) and the potential loss of intellectual property (Chen et al. ,2002; Evaristo et al. , 2005). Outsourcing involves the inherent risk of forgoing the development of the knowledge base of the firm. Hoecht and Trott (2006) argues that innovative capability of the firm is largely dependent on cumulative knowledge built up over many years of experience.Innov ative ability cannot be simply bought and sold. Earl (1996) argues that innovation needs slack resources, organic and fluid organizational processes, and experimental and entrepreneurial competences – all attributes that external sourcing does not guarantee. Aron (2005) describes these risks as the long-term intrinsic risks of atrophy. These risks are an inevitable byproduct of the process of outsourcing. Over time, if a company outsources an activity completely, it loses the core group of people who were familiar with it. They retire, they leave for employment where their skills are more alued, or they simply become less technically competent and out of date. Reliance on outsourcing is problematic, not only because key areas of expertise may be gradually lost to the outsourcing organization but also because outside providers may not have the desired leading edge expertise over the long-term (Earl, 1996) or may spread their expertise among many clients so that it degrades fro m core competency to mere industry standard. Hoecht & Trott (2006) remind senior managers of the harm that may be inflicted on the ability of the organization to survive in the long term if its core competencies are slowly eroded through outsourcing.A related issue is that of the strategic intent (DiRomualdo & Gurbaxani, 1998) behind the offshore outsourcing decision by organizations. Strategic intent in this context can range from an improvement in the IS unit of the organization (which generally provides the lowest degree of benefits), an improvement in the business processes of the overall organization, or a commercial intent to generate profits by developing core expertise in the domain of outsourced IT service (Kishore et al. , 2004–2005).The commercial intent is exemplified in the oft-cited case of American Airlines who established a new subsidiary to sell airline reservation related services commercially to other airlines and travel agents using Sabre, its airline rese rvation system, and to generate new revenues and profits from this line of business. Strategic intent behind outsourcing is an important challenge as it has been shown that stock market reacts favorably and rewards companies when they outsource with an intent of creating the maximum returns for the firm (Agrawal et al. 2006). On the vendor side, vendors can develop their expertise through building knowledge from experiences and holding the knowledge for competitive advantage. Szulanski (Szulanski, 1996) identifies lack of incentives, lack of confidence, turf protection, and the â€Å"not invented here† syndrome as motivational factors potentially influencing knowledge transfer in outsourcing arrangements.This two-sided nature of knowledge transfer is expected to create asymmetric information leading to outsourcing failures. From a client’s view several challenges then arise including deciding what is the right proportion of IT function insourced or outsourced, and what IT application should be outsourced or kept within for strategic reasons.

Internet Piracy and Its Economic Effects

The ongoing dispute over illegal Internet-based file sharing between the entertainment and software industries and the vast, online pirating community has been one of the most debated upon topics that has gripped public attention for the past decade. What was once a single public website created by a college dropout has become an empire of trafficking communities, used by hundreds of millions of people, that robs billions in revenue each year. Although these rogue websites claim to strictly serve only as hosts for illegal file sharing, the United States government must take action to eliminate Internet piracy and protect copyright by implementing digital encryption technologies and strict laws that prohibit tampering these encryptions. The trafficking of copyrighted goods must be put to an end because it promotes illegal transactions of an owner's intellectual property, causing sales in the entertainment and software industries to plummet and thereby restricts the growth of the economy. Internet piracy is the unlawful reproduction and/or distribution of any copyrighted digital file without the consent of the owner. It is driven by the consumers demand for a desirable product that would otherwise be unobtainable, either because of financial limitations or cultural factors, such as the Chinese culture's emphasis that the free sharing of knowledge creates and preserves both civilization and traditional values across generations (Lu 310). Consequently, such a mindset that has caused many people to believe piracy to be the solution to their individual economic problems has resulted in the slow, yet unrelenting destruction of the economy. Spearheaded by several websites hosting millions of users every day, illegal file sharing services have robbed entertainment and software companies of billions of dollars each year and have direct correlations to the current economic depression. The era of internet piracy began in May of 1999 when a college student founded an internet website called Napster that allowed users to upload and download music for free through connected computer networks (Internet Piracy). In the first four months of its initial release, Napster hosted roughly 1 million users (Bach 4). After one year, however, the service became so popular that the Napster community expanded to an unprecedented 20 million users. Though it was eventually charged for copyright infringement and lost a series of legal battles, Napster had already introduced the world to internet piracy. For the first time ever, Napster, in just two years, caused the music industry, specifically in compact disc sales, to steadily lose roughly $500 million in revenue in each preceding year (Bach 5). The damage that these rogue websites have done to the entertainment industry by promoting and hosting file sharing services has been catastrophic. In the fifth annual global piracy study by the Business Software Alliance, BSA discovered that in 2007, â€Å"Worldwide, for every two dollars' worth of software purchased legally, one dollars' worth was obtained illegally. BSA) † Not only is internet piracy hurting the economy by dramatically lowering sales in the worldwide market, it is also making it increasingly difficult for artists, developers and their companies to produce new content to stimulate economic growth because of the daunting fact that their product will more likely be copied and redistributed rather than acquired legally through purchase. In the United States music industry, for example, the NPD group reported that only 37% of music acquired by consumers in 2009 was paid for (RIAA). If there is no payout, producers have less incentive to quickly develop new content. Likewise, without the revolving door of investment and revenue, the ability to bring the next generation of talent, such as artists and inventors, to the marketplace is diminished- as is the incentive for the aspiring talent to pursue a full time career in his or her desired industry (Gee 20). Furthermore, a decreasing amount of new products entering the market, coupled with the increasingly scarce number of new talents willing to enter the slumping entertainment industry and the continuously growing pirating community will only add fuel to the pre-existing fire that is the recession. Previously passed bills Protect IP Act and the Digital Millennium Copyright Act have done little in the war against Internet piracy as a majority of the pirating sites have turned to Bit Torrent technology as the method of choice to avoid drawing blame for directly handling intellectual property during illegal transactions. This advanced protocol maximizes transfer speed by gathering pieces of the file you want and downloading these pieces simultaneously from the computers of those who have downloaded from the same source- referred to as â€Å"seeders (Carmack 1, 3). As of 2009, Bit Torrent file sharing has accounted for approximately 43% to 70% of Internet trafficking, making it one of the biggest contributors to the declining entertainment and software industry (Schulze). Although it would be impossible to shut down every rogue website that provides file sharing services, it is possible to prevent consumers from uploading purchased products onto these sites by implementing digital encryption keys that are unique to each product, in which content is distributed not as raw data, but rather inside a secure container (Bach 7). Dubbed â€Å"Digital Rights Management (DRM), † these technologies have already been implemented in America's motion picture industry and have greatly limited the number of pirated DVD's. Moreover, digital encryption keys may be able to help stimulate the economy. Consider the notion that a good must be scarce, exclusive and rivalrous in order to draw consumer demand. Now, take into account that illegally copying and redistributing a good on the internet has zero marginal cost. The majority of people would rather commit to the latter instead of paying for said good, therefore eliminating rivalry, scarcity and exclusiveness in the market. If, however, encryption keys were to be equipped to each product, DRM would re-establish excludability and thus an artificial notion of rivalry and scarcity because each product would require a unique key code acquired upon purchasing the good (Bach 9). Companies would have more control over the distribution of its property while consumers can still keep their legally purchased product. What is more, the addition of laws prohibiting the tampering of these keys as well as severe punishment and fines would act as a strong deterrence to piracy. Unless the United States government adopts the ideas of implementing digital encryption technologies and passing strict laws that severely punish those who tamper with these electronic locks, the cycle of economic depression and inflation of products in the market will continue forever. Some may argue that these ideas to reinforce copyright will tip the balance of power away from consumers to the producers and also infringe upon the rights of an individual's freedom of expression, the right to privacy, and the right to communicate (Lu 299). Yet, implementing key codes and laws to protect them (key codes) in no way limit a person's right to speech, privacy, nor expression. For instance, a boy named Bob purchases a digital version of the hit song â€Å"Gangnam Style† and really enjoys the instrumental as well as lyrics. Though he cannot upload his copy of â€Å"Gangnam Style†Ã¢â‚¬  to the Internet and share it with others, he may still express his feelings about the song and tell others why he likes it. Bob is not restricted to enjoying the song by himself. In fact, he can post links of his new favorite song to his Twitter, Facebook, or any website; he just cannot distribute HIS copy in any way to anyone else. Though suggested method of protecting copyright may seem like it infringes about human rights, it does not. It merely serves, literally, as a protective cage surrounding your digital content.