Telemachus in The Odyssey Essay -- Papers Odyssey Essays Papers

Telemachus in The Odyssey The first four books of the Odyssey are sometimes known as 'Telemachy'. It is a self-contained section that could in fact be easily removed, allowing the story to begin with Odysseus without damaging the plot. They deal with Telemachus' struggle and coming of age through his travels and quest. Telemachus is sent on his travels because although he has grown to adulthood, when Athene first visits him in book one, he is somewhat pathetic, lonely and very much a young boy and is not strong enough to remove the suitors from his father's palace: "Sitting disconsolate among the Suitors, imagining how his noble father might come back out of the blue, drive the Suitors headlong from the house, and so regain his royal honours, and reign over his own once more" Telemachus had no one strong to support him and there were 108 suitors for his mother. Telemachus at this point would not impress the great Odysseus (his father). As Telemachus was only an infant when his father left for Troy, he was desperate for some news about him. Telemachus says that he knows that he is Odysseus' son only by what he has been told and he is also very negative about ever finding his father, and his conviction that he is dead is obvious: "My father's unhappy end" Also, his grandfather Laertes was not at the palace and so he has no male role model to lead him on the right path to becoming a man. His travels also give Telemachus a chance to develop his own identity and Kleos and become a man. He develops somewhat in books one to four. Kleos in Homeric context meant what people said of you and defined how you'd be r... ...s, which tie him to his childlike life with his overly emotional mother. He needs to learn about being a hero and polite etiquette in the company of gods or heroic men. He must prepare himself for the imminent arrival of his father, which is delayed by Homer whilst Telemachus becomes a son resembling his father in ways other than physically. He gains a role model in characters such as Menelaus and a positive attitude that comes from reassuring words from him and confidence from Athene. Telemachus discovers the last known whereabouts of his father, is given hope that he could still be alive and learns that his father was indeed a hero with many important friends. We feel sorry for Telemachus' difficult childhood, and yet think that he needs to become a stronger, more confident character, that his father can be proud of.

History of Jute Industries

Chapter 1: Introduction 1. Introduction Jute is a natural fiber with golden and silky shine and is known well as The Golden Fiber. It is the cheapest vegetable fiber procured from the skin of the plant's stem. Jute is the second most important vegetable fiber after cotton, in terms of usage, global consumption, production, and availability. It has high tensile strength, low extensibility, and ensures better breath ability of fabrics. Jute fiber is 100% bio-degradable and recyclable and thus environmentally friendly.It is one of the most versatile natural fibers that have been used in raw materials for packaging, textiles, non-textile, construction, and agricultural sectors. It helps to make best quality industrial yarn, fabric, net, and sacks. Jute, the golden fiber, is the raw material for one of  Bangladesh’s oldest industries. The first jute mill started production in Bengal in 1856. After more than 150 years; the jute industry is now challenged by competition from altern ative materials, by the recession in the international markets and by low awareness among consumers of the versatile, eco-friendly nature of jute fabric itself.Yet this industry still provides a livelihood to more than 250,000 mill workers and more than 4 million farmers’ families. It is a golden bond with the Earth; its use is a statement about ecological awareness as it is a fully bio-degradable and eco-friendly fiber. It comes from the earth, it helps the earth and once its life is done it merges back into the earth. Advantages of jute include good insulating and antistatic properties, as well as having low thermal conductivity and moderate moisture regain.It includes acoustic insulating properties and manufacture with no skin irritations. Jute has the ability to be blended with other fibers, both synthetic and natural, and accepts cellulosic dye classes such as natural, basic, vat, sulfur, reactive, and pigment dyes. While jute is being replaced by relatively cheap synthe tic materials in many uses, but  jute’s biodegradable nature is suitable for the storage of food materials, where synthetics would be unsuitable. 1. Report Background One of the unavoidable aspects of modern business studies is exposure to the practical experiences.As a part of the BBA program requirement, I was assigned by my honorable course instructor Prof. Dr. Nargis Akhter to prepare a Project Work on â€Å"The History of Jute Industries† to fulfill the requirement of 3 credit course, Course Code: BUS 498. It endowed me with the opportunities to experience the real life exposure to the Jute sectors of Bangladesh. 2. Methodology In order to prepare the project report I use both secondary and primary data. For primary data I talked to some employees of BJMC and BJMA over phone and face to face.I also crosschecked the information found over the internet by some people. For secondary data, I used the vast knowledge of internet, the websites of different research org anizations, different news websites and different article found in the internet. 3. Scope & Limitations For this report, I used graphs, chart, tables etc to show necessary information. Firstly, the history of jute industry in the Indian subcontinent has been described elaborately. The history is divided into four parts such as, Ancient Period, Pre-colonial period, post colonial period, after nationalization.The production, sales, contribution of jute industries in Bangladeshi economy, present condition, labor unrest, industrial relations situations etc. are discussed afterwards. Finally I have sum up by some recommendations and showing my findings and analysis. Chapter 2: Literature Review 2. Literature Review The paper titled â€Å"Jute Manufacturing Sector of Bangladesh; Challenges, Opportunities and Policy Options†, written by Khondokar Golam Moazzem, MD. Tariqur Rahman, Abdus Sobhan, is all about production and sales of jute mills, prospects of jute mills features and cha llenges faced by the jute mills of Bangladesh [1].News published in ‘Financial Express† is about the demand fulfilled by the jute industries, the ill management of jute industries and the present management situation of jute industries in Bangladesh [2]. An article published in Business Standard in 31 December 2009 written by the staff reporter Bhubaneswar which says that Jute industries of India seeks ban on imports of Bangladeshi jute goods for positive success of their own jute goods[3]. The article says the news about 48 hour strike held in state owned jute mills.The workers called the strike along with the trade union members for their right of increased wages and other arrears [4]. Information from the website gives a thorough idea about the earlier history of jute industries in Bangladesh [5]. The website provides jute related news about Bangladeshi jute industries. It consists of the news of 2009, 2010, 2011 and 2012[6]. On 18 March 2012, workers threaten to go o n strike, a report by Arafat Ara published in Financial express [7]. Government targets to double the production within 2011-12[8].While writing on â€Å"history of jute industries† some authentic information were found in the cited website [9]. Some valuable information about the history of jute industries in the Indian subcontinent were found in the website of ‘jute industries’ [10]. †Jute Dilemma† an article by Khalid Rab published in 20th Anniversary supplement of The Daily Star newspaper on March24, 2011 Thursday that talked about the dissatisfactory performance of the jute sector [11]. Chapter 3: Findings 3. 0. History of Jute Industries 3. 1. Jute in Ancient Time (Pre-Colonial Period)Jute has been used since ancient times in Africa and Asia to provide cordage and weaving fiber from the stem and food from the leaves. In several historical documents ( Ain-e-Akbari by Abul Fazal in 1590) during the era of the great Mughal Emperor Akbar   (1542 à ¢â‚¬â€œ1605) states that the poor villagers of India used to wear clothes made of jute. Simple handlooms and hand spinning wheels were used by the weavers, who used to spin cotton yarns as well. History also states that Indians, especially Bengalis, used ropes and twines made of white jute from ancient times for household and other uses.Chinese papermakers from very ancient times had selected almost all the kinds of plants as hemp, silk, jute, cotton etc. for  papermaking. Qiu Shiyu, researcher of the Harbin Academy of  Sciences and expert of Jin history, concluded that Jews used to take part in the work of designing â€Å"jiaozi,†Ã‚  made of coarse jute paper. A small, piece of jute paper with Chinese characters written on it has been discovered in Dunhuang in Gansu Province, in northwest China. It is believed it was produced during the Western Han Dynasty (206 BC–220 AD). 3. 2. Colonial PeriodThe British East India Company was the British Empire Authority delegat ed in India from the 17th century to the middle of 20th century. The company was the first Jute trader. The company traded mainly in raw jute during the 19th century. During the start of the 20th century, the company started trading raw jute with Dundee’s Jute Industry. This company had monopolistic access to this trade during that time. In 1793, the East India Company exported the first  consignment of jute. This first shipment, 100 tons, was followed by additional  shipments at irregular intervals.Eventually, a consignment found its way to  Dundee, Scotland where the flax spinners were anxious to learn whether jute  could be processed mechanically. During the same period, the Scotlanders were experimenting on whether jute fiber can be mechanically processed. 1830 is the year when the flax machines were used by Dundee spinners for spinning jute yarns. Since Dundee mill was the only supplier of jute, the use of flax machine ultimately led to increase in production and export of jute products in entire continent. Margaret Donnelly I was a jute mill landowner in Dundee in the 1800s.She set up the first jute mills in India. The Entrepreneurs of the Dundee Jute Industry in Scotland were called The Jute Barons. Starting in the 1830's,  the Dundee  spinners learned how to spin jute yarn by modifying their power-driven flax  machinery. The rise of the jute industry in Dundee saw a corresponding increase in the  production and export of raw jute from the Indian sub-continent which was  the sole supplier of this primary commodity. The major jute growing areas were mainly in Bengal at the Kolkata side. Calcutta (now Kolkata) had the  raw material close by as the jute growing areas were mainly in Bengal.There  was an abundant supply of labor, ample coal for power, and the city was ideally  situated for shipping to world markets. The first jute mill was established at  Rishra, on the River Hooghly near Calcutta in 1855 when Mr. George Aucl and  brought jute spinning machinery from Dundee. Four years later, the first power  driven weaving factory was set up. Although Bengal, particularly Eastern Bengal, was the main producer of quality raw jute, the first jute mill was established at Risraw near calcutta on the bank of the hughli only in 1855, after 20 years of mechanical spinning of jute in Dundee.The delay was due to the non-availability of technical hands and power to drive machines. In 1854, coal mines were opened at Raniganj. Attracted by the easy availability of power, George Aucland, an Englishman established the first jute mill. But he could not make reasonable profits and left the business. In 1859, the Bornee Company founded the second mill with spinning and weaving facilities. Unlike the Aucland mill, it started prospering after its establishment. Figure 1 Dundee Jute Mill in Scotland. The Entrepreneurs of the DundeeJute Industry in Scotland were called The Jute Barons. Figure 2 Dundee Jute Mill in Scotl and. In 1833, Jute fibre was spun mechanically in Dundee, Scotland. Within five years it doubled its plant size. By 1866, three new mills were established. Between 1868 and 1873, these mills made large profits. Five new companies started in 1874 and eight more in 1875. Thus Bengal experienced a real boom in jute industry towards the end of the nineteenth century. With the establishment of jute mills, Bengal became a major exporter of sacking bags.Calcutta appeared to be a strong competitor of Dundee and successfully penetrated into Dundee's hessian market in many parts of the world, including America, primarily because Calcutta had the cost advantage in producing jute goods. Secondly, it was situated in close proximity to the jute growing districts of Eastern Bengal and Assam. Thirdly, it had cheap labour. Fourthly, the mills ran for 15 to 16 hours, and sometimes even for 22 hours daily. This led to a clear advantage of Calcutta manufacturers in monetary terms. Moreover, they could offer a finer quality of jute.In sixty years between 1880 and 1940, the number of mills increased by 5 times, that of looms by about 14 times, of spindles by 19 times, and of persons employed by 11 times. The growth of the industry was significant during the 20 years between 1900 and 1920. During the Great Depression of 1929-33, the jute industry was severely hit since the demand for jute goods declined drastically throughout the world. In the following three decades, the jute industry in India enjoyed even more  remarkable expansion, rising to commanding leadership by 1939 with a total of  68,377 looms, concentrated mainly on the River Hooghly near Calcutta.These  mills alone have proved able to supply the world demand. Several historical events were responsible for the growth of the jute industry. In 1838, the Dutch government specified bags made of jute instead of flax for carrying coffee from the East Indies. At that time flax was imported from Russia. But the Crimean War of 1854-56 led to the stoppage of supply of flax from Russia and forced Dundee, the famous jute manufacturing centre of UK, to look for substitutes.In Dundee the flax mills were converted into jute mills. The American Civil War (1861-65), on the other hand, gave further impetus to the jute trade, as supplies of American cotton were much restricted. Since then, the industry did not return to flax or cotton again. The main reason for this permanent shift had been its comparative cost advantage. The jute industry grew rapidly and jute mills were established in many countries, including USA, Germany, France, Belgium, Austria, Italy, Holland, Spain, Russia, Brazil and Bengal.This led to a rapid increase in the demand for jute. The Bengali peasants responded quickly to][ meet the world demand by increasing the area under jute cultivation. The outbreak of the First World War led to a rapid increase in the demand for raw jute, since it was used to manufacture sandbags to protect soldiers in trenches and to produce gunny bags for carrying food grain for the army. Inevitably, the price of jute also rose sharply. Table 1 Growth of jute industry in Bengal, 1879-1939 Year |Mills |Looms |Spindles |Employment | |1879-80 |22 |5,000 |71,000 |27,000 | |1900-01 |36 |16,100 |331,400 |114,800 | |1920-21 |77 |41,600 |869,900 |288,400 | |1938-39 |110 |69,000 |13,70,000 |299,000 |Before it was put to industrial use, jute was used mostly for domestic purposes. With the conversion of the Dundee flax mills into jute processing mills, the demand for jute increased manifold in the world. Bengali peasants were highly experienced in jute cultivation and could respond quickly to meeting this increased demand. In 1872, when industrial use of jute had begun, it was mainly grown in the districts of pabna, bogra, darjeeling, dinajpur, rangpur and Hughli (West Bengal). The ratio of land under jute cultivation to total cropped land in these districts in 1872 was 14%, 11%, 9%, 7%, 6% and 5% respect ively.Subsequently, jute cultivation spread to other districts. In 1914, leading districts in terms of the above ratio were Rangpur (28%,) Bogra (25%), Tippera (comilla, 24%), Pabna (21%), Dhaka (18%), Faridpur (16%), Hughli (West Bengal, 13%), Rajshahi (11%), Jessore (10%), Nadia (10%), and Dinajpur (7%). After the end of the First World War in 1918, the world demand for raw jute decreased. This had a negative impact on the area under jute cultivation. The situation worsened for jute cultivation during the Great Depression of 1929-33. The prices sank so low that jute growing became unprofitable.As a result, peasants greatly reduced their area under jute cultivation. By 1939, economic recovery took place. The breaking out of the Second World War caused an increase in the demand for jute and between 1939 and 1945; peasants put more areas under jute cultivation. The earliest goods woven of jute in Dundee were coarse bagging  materials. With  longer experience, however, finer fabri cs called burlap, or hessian as it is  known in India, were produced. This superior cloth met a ready sale and,  eventually, the Indian Jute Mills began to turn out these fabrics.The natural advantage these mills enjoyed soon gave Calcutta world leadership in   burlap and bagging materials and the mills in Dundee and other countries turned  to specialties, a great variety of which were developed. 3. 3. Post-Colonial Period After the fall of British Empire in India during 1947, it was found that all jute mills of the region fell in West Bengal, which became a part of India and all major jute growing districts became part of East Bengal, a province of Pakistan. Because it had no jute mills, East Bengal faced problems in marketing of raw jute.The problem was, however, quickly overcome by establishing jute mills in East Bengal. During that time, most of the Jute  Barons started to evacuate India, leaving behind the industrial setup of the Jute Industry. Most of the jute mills in India were taken over by the Marwaris businessmen. In East Pakistan after partition in 1947 lacked a Jute Industry but  had the finest jute fiber stock. As the tension started to rise between Pakistan and India, the Pakistani felt the need to setup their own Jute Industry.Several groups of Pakistani families (mainly from West Pakistan) came into the jute business by setting up several jute mills in  Narayanganj of then East Pakistan, the most significant ones are: Bawanis, Adamjees,  Ispahanis and Dauds. 3. 4. After Nationalization After the liberation of Bangladesh from Pakistan in 1971,  most of the Pakistani owned Jute Mills were taken over by the government of Bangladesh. Pakistani mill owners (about 68% of the total loom strength) left the country, leaving the industry in disarray. Abandoned jute mills were subject to heavy looting.The new government of Bangladesh had to take up the responsibility of rebuilding the industry. By a nationalization order, about 85% of i ndustries, including all jute mills, were nationalized. Later, to control these Jute mils in Bangladesh, the government built up Bangladesh Jute Mills Corporation (BJMC). Bangladesh Jute Mills Corporation (BJMC) was formed to manage and look after all the 73 jute mills having 23,836 looms at that time. At one stage the number of jute mills under the jurisdiction of BJMC went up to 78. BJMC had to resurrect the industry from a ruined position.Immediately after liberation, it became very difficult to solve problem of financial hardship of the jute industry because financial institutions were not working well. Frequent power failures and power stoppages also compelled the industry to suffer heavy losses in terms of production and foreign exchange earnings. In addition to these problems, the short supply of spares, labor unrest, wastage in production etc. also shook the industry severely. For jute industry of Bangladesh, the first two years after liberation was the period of reorganizat ion.The government offered cash subsidy to the industry, which amounted to Tk 200 million annually. The annual cash subsidy was reduced to 100 million since 1976-77. Thanks to this policy and periodic devaluation of currency, Bangladesh could retain its position of a prime exporter of jute goods in the dollar areas of export. The industry earned profit in 1979-80, when the subsidy was withdrawn. By December 1979, BJMC had 77 jute mills, two carpet backing mills, and two spare parts producing units. In 1980, six twine mills were disinvested to the private sector.In June 1981, BJMC had 74 mills under its administration. These mills had about 165,000 workers and 27,000 managerial and office staff. 3. 5. Denationalization Denationalization of jute mills started in July 1982. The government ordered BJMC to complete the process by 16 December 1982, but only 10 mills could be handed over to Bangladeshi owners by that time. The valuation process and settlement of other organizational matte rs relating to handing over of the mills took a long time.Among the jute mills owned by BJMC, 46 had satisfactory financial performance in 1982-83, when their profit before contribution to national exchequer was about Tk 240 million. The same mills incurred total losses of about Tk 430 million in the previous year. Jute mills incurred losses regularly over years and external donor agencies pressed hard for denationalization. More and more mills were put into the denationalization list. In 1999, BJMC had 33 mills. The World Bank continued to work closely with the government to restructure the jute sector, especially through denationalization, merger, dissolution, closure and setting up of new units.By 1998, BJMC had an accumulated loss of more than Tk 28 billion and a debt of more than Tk 11 billion. Losses incurred by BJMC in 1997-98 were Tk 2. 38 billion. Major features of the BJMC mills in that year were: total production capacity – 451,707 tons; looms in operation – 12,350; loom hours – 59. 3 million; production per loom hour – 5. 33 kg; baled production – 312,000 tons; consumption of raw jute – 319,306 tons; local sales – 29,000 tons; export 256,000 tons; value of total sales (including export bonus) – Tk 8. billion; production cost per ton – Tk 30,349; wages paid to workers – Tk 3. 89 billion; and salary paid to employees and executives – Tk 881 million. 3. 6. Performance of private sector The performance of the private sector jute industry is also not encouraging. privatization itself has been a very problematic and slow process. Resistance from workers/employees of the mills and lengthy formalities forced the process to be slow. In 1998, out of forty jute mills in the private sector, three were closed and two laid off. The private sector jute mills run on a very low profile.Up to December 1999, the private sector jute mills have accumulated losses of more than Tk 12 billion. Th e jute spinning mills in Bangladesh export nearly 100% of their production. In 1998, there were 41 spinning mills, which had an annual production capacity of about 195,000 tons. Products of these mills are yarn and twine, which are used the world over, for carpet weaving, wall covering, jute webbing, fabrics for shopping bags, caps, handicrafts, canvas, decorative fabrics, laminated cloth, and safety fuse for explosives.These mills employ about 25,000 people and the employers have their own trade body named Bangladesh Jute Spinners Association. 3. 7. An overall trend of production and sales 3. 7. 1. Trend of production Production trend of the jute manufacturing sector can be broadly categorized into four periods: first phase (1950-1970); second phase (1972-1981); third phase (1982-1990); and fourth phase (1991-onward) (Figure 1). During these four phases, jute manufacturing sector had experienced various changes in policies, and also in the pattern of utilization of jute and jute go ods.In the pre independence period, jute mills were owned by a small number of private entrepreneurs. During this phase, average hessian production was 155,586 metric ton (MT) per year, of which 87 per cent was exported; the comparable figures for sacking were 267,614 MT and 78 per cent respectively. Production reached its peak in 1969, with an output of 5. 74 lakh MT. Due to political instability and damages caused during the year of Liberation in 1971, operations of jute mills were interrupted. Consequently, production declined in 1971 and 1972. Thereafter, production started to increase.In the second phase (1972-1981), government decided to nationalize the jute manufacturing sector, and took control of all the private sector jute mills. During the 1970s, average level of production of hessian was about 165,000 MT, of which 94 percent was exported, while comparable figures for sacking were 225,460 MT and 86 percent respectively. Growth in the production of jute goods between 1960 and 1980 can be attributed to the growth in production of hessian, sacking and carpet backing cloth (CBC) products. Figure 3 Production of different kinds of jute goods, 1960-2006 (Source: BJMC, BJMA and BJSA)Table 2 Periodic trend of jute goods production |Period |Hessian |Sacking |CBC |Yarn/Twine | |Up to 1970 |155,586 |267,614 |23,929 |0 | | |(86. 9) |(78. 2) |(96. 7) |(0. 0) | |1972-80 |165,033 |225,458 |63,578 |1,953 | | |(93. ) |(86. 3) |(95. 5) |(73. 3) | |1981-91 |219,048 |270,556 |80,415 |61,090 | | |(94. 8) |(83. 7) |(97. 0) |(69. 1) | |1992-05 |87,968 |96,839 |39,777 |163,830 | | |(99. 5) |(71. 7) |(89. 7) |(90. ) | Production of yarn/twine accounted for a small share of total production during the 1970s. During the 1980s (third phase), the then government decided to denationalize a number of jute mills in line with the initiative of economic liberalization. A mixed trend is observed in the production of jute goods during this phase, which reached its peak in 1990 with a production of 5. 96 lakh MT. Production of yarn gradually increased in the 1980s. Most importantly, production of hessian and sacking- two major traditional products gradually declined, especially since the late 1980s. Production of CBC declined as well.In the fourth phase (1990-onward), following the suggestions of the World Bank, government started to denationalize a number of other public sector jute mills which resulted in the shutdown of many jute mills as well. However, production of jute goods has not picked up even after adoption of various policy measures. Indeed, production of traditional products such as hessian, sacking and CBC has continued to decline with the exception of growth in the production of yarn and twine. Yarn/twine now accounts for the major portion of jute goods and over time, its production has also been on a steady rise.During 2006, Bangladesh’s share in the global production of jute goods was approximately 18 per cent. 3. 7. 2. Trend of Sales Both public and private sector jute mills sell their products in either the domestic market or the international market. Although overseas export comprised major share of Bangladesh’s jute goods production, domestic sale has been posting a rise, which now accounts for 38 per cent of the total production. Bangladesh is the leading exporter of jute goods in the world and her share in the global market is gradually increasing- which accounted for 60 percent of the global exports in 2006.If export of raw jute is taken into account, total export would reach more than 75 per cent. According to Bangladesh Jute Association (BJA), Bangladesh exports about 25 lakh bales of jute goods which accounted for about 56 per cent of the total raw jute grown in the country. It is worth noting here that Bangladesh and India currently meet more than 90 per cent of the global export demand for jute and jute goods; to compare, this share was 79 per cent in 1970. [pic] Figure 4 Sales in Domestic and Inte rnational market (%) 3. 8. Contribution in Economy The contribution of jute sector to economy of Bangladesh is enormous.Bangladesh holds the 2nd position as a Jute producer in the world with the average production of Jute 1. 08 m ton/Year. More than 85% of world production of Jute is cultivated in the Ganges Delta & having the major portion of it; Bangladesh became the largest producer of Raw Jute or Jute Fiber in the world. For centuries, Bangladeshi Jute had and still has demand in the international market for higher quality fibers. This fact makes Bangladesh the major exporter (80% + market share) of Jute Fiber in the world; while India has nominal dominance over export of Raw Jute Fiber.Total average export earnings from jute and jute goods are US$ 611 million (60 lakh bales)/Year. Average export value of raw jute is US$ 140 million and the numbers of factories are 187. Earnings from jute and jute product exports hit the billion dollars mark for the first time in the country's h istory in 2010. Jute sector is contributing 4. 68 percent in export earning last fiscal year and two per cent increase during 2009-10. This sector has been generating employment to a large segment of total population of the country, directly and indirectly over the years. Bangladesh produces 5. -6. 0 million (55-60 lakh) bales of raw jute every year of which some 3. 2 million (32 lakh) bales are used in the existing 148 jute mills. The country exports 2. 4 million (24 lakh). The total demand for jute goods in the international market is 0. 75 million (7. 50 lakh) tons. Bangladesh exports 0. 46 million (4. 60 lakh) tons of jute goods while India enjoys a share of 0. 285 million (2. 85 lakh) tons in the international market. Dhaka controls 62 per cent share of the total jute goods market of the world and earn Taka 20. 125 billion (2012. 5 crore) by exporting jute goods.Bangladesh is the lone exporter of raw jute. In the year 2006, the country exported 2. 4 million (24 lakh) bales of r aw jute valued at Taka 9. 77 million (977 crore). In total Bangladesh fetched Taka 29. 395 billion (2939. 5 crore) by exporting raw jute and jute goods. There are 50 private jute spinning mills producing jute yarn/twine under Bangladesh Jute Spinners Association (BJSA). The mills under jute spinning sector produce 0. 29 million (2. 90 lakh) tons of jute yarn/twine and export 0. 261 million (2. 61 lakh) m. tons of quality yarn/twine consuming 1. 9 illion (19 lakh) bales of high quality raw jute and earn foreign exchange worth Taka 12 million (1200 crore) per annum. 3. 9. Present Situations It has been recognized that Jute and Allied fibers occupy a unique position as eco-friendly, bio degradable, renewable natural fiber. We should also understand that Jute sector of Bangladesh has made and continues to make significant contribution to the national economy. Apart from its versatile use from domestic area to industry, it protects environment from different ways. All the export earnings from the Jute Industry vis-a-vis Jute sector are net foreign currency earnings.Domestic value additions are exceptionally high. So, a viable Jute Industry would be an ideal type of activity for the economic development of the country. We should always consider that Jute Industry is indigenous one. Jute, of the best quality in the world, is available in Bangladesh. It is one of the few natural resources that the country has and it has provided Bangladesh with a comparative edge in the world trade in jute goods. But, over the past decade, the jute industry has suffered more downs than ups for no fault of its own.It has been allowed to suffer gradual decline mainly due to lack of appropriate policy actions. Jute industry in Bangladesh (erstwhile East Pakistan) was established as export oriented industry with the aim of rapid industrialization. It became the major source of foreign currency earnings. The industry was made viable and kept expanding with the Govt. financial assistance on export of jute goods through bonus voucher. After liberation of the country in 1971 and nationalization of the Industry in 1972, such financial assistance to Jute Industry was withdrawn and the Industry started incurring losses.On the other hand, the newly established BJMC had to concentrate mainly on rehabilitation of the war torn Jute Industry and expand the world export market share which was taken by the competitors during war of liberation. At the initial stage Bangladesh Jute Industry i. e. BJMC had to face serious problems to recover the lost market. By the untiring efforts to improve the management, production and export, the Industry i. e. BJMC started achieving positive results from 1973-74 with the production of 500 thousand tons and export of 445 thousand tons from 320 thousand tons and 225 thousand tons respectively of 1971-72.With help of pie chart the result can be shown in the following. [pic] Figure 5 Bangladesh Export in Major Products during 1972-73 In 1977-78 BJ MC could achieve an export of 531 thousand tons, mainly traditional products (hession, sacking & CBC) against the previous highest export of 506 thousand tons in 1969-70. In 1980-81 Jute Industry could achieve highest production of 590 thousand tons exceeding the production of 1969-70. In 1981-82, the Jute Industry again could break the export record of 1969-70, exporting around 537 thousand tons against production of 586 thousand tons.Large scale denationalization started in 1982-83. But, private sector jute mills could not perform the way it was expected for many reasons. As a result, performance of the overall Jute industry started deteriorating gradually from 570 thousand tons (production) and 514 thousand tons (export) in 1982-83 to 286 thousand tons (production) and 192 thousand tons (export) in 2003-04. It is seen in the figure below more clearly. [pic] Figure 6 Bangladesh Export in Major Products during 1993-94 During Eighties the new jute yarn/twine mills came into the pict ure and expanded gradually.It could increase export of yarn/twine from 28 thousand tons in 1983-84 to around 380 thousand tons in 2009-10. The gradual increase in the production and export of yarn/twine could help increase of overall export of Jute products to nearly 600 thousand tons with the share of only around 200 thousand tons of traditional products i. e. Hessian, sacking & CBC. It may be seen from the figures given below that production and export of BJMC and BJMA mills (mainly traditional products) recorded gradual decline over the years. Table 3 Productions and Export of BJMA and BJMC Mills Year |Production |Export | |1981-82 |587 thousand tons |537 thousand tons | |1991-92 |416 thousand tons |408 thousand tons | |2001-02 |321 thousand tons |257 thousand tons | |2009-10 |302 thousand tons |219thousand tons | Position in current financial year is also not encouraging in BJMC & BJMA mills as may be seen from the table (6months/ July-Dec'10) below. Table 4 Production and Expor t of BJMC & BJMA Mills during July-Dec’10 Types of Mills |Production |Export | |BJMC |78 thousand tons |56 thousand tons | |BJMA |60 thousand tons |37 thousand tons | |Total |138 thousand tons |93 thousand tons | However, the production and export of yarn/twine mills mainly under BJSA (Bangladesh Jute Spinners Association) recorded increase gradually from 50 thousand tons and 28 thousand tons in 1983-84 to 399 thousand tons and 380 thousand tons in 2009-10 respectively. It may be maintained during this financial year also on the basis of its production and export of 227 thousand tons and 193 thousand tons of July-Dec'10.Table given below on the comparative position in production of traditional products reveal that while Bangladesh jute industry is sinking, Indian jute industry is booming. Table 5 Comparative Position of Bangladesh & India in Production of Traditional Products |Years |Bangladesh |India | |1999-2000 |3. 10 lac tons |12. 45 lac tons | |2005-2006 |2. 43 lac tons |13. 42 lac tons | |2009-2010 |2. 54 lac tons |14. 50 lac tons |The present govt. has taken some positive steps to revitalize the Jute Industry, particularly BJMC mills. But, piece meal action will not serve the purpose because, production and export of traditional products, both in BJMC and BJMA (private) mills recorded gradual decline to a frustrating level over the years. A recently-created demand for jute sacks in Thailand has come as a boon for the jute industry in Bangladesh, raising hopes for a recovery in exports that fell 13 percent during July-February of the current fiscal year. Also, India has recently increased import of jute and jute goods after its currency started to gain against the US dollar.According to MD Shamsul Haque, director (marketing) of state-owned Bangladesh Jute Mills Corporation that has 21 jute mills running, â€Å"Exports of jute goods to our traditional middle-eastern and African markets have fallen amid political unrest in Libya, Syria, Iraq and o ther countries. But our exports increased in the last three months as we got some new markets, Thailand have emerged as a new market for our jute sacks along with Vietnam. † The market in Thailand has widened after the current Thai-government started buying a huge quantity of rice in jute sacks to fulfill its pledge of providing a guaranteed price to farmers. Bangladesh has received orders for supplying two crore (20 million) pieces of jute sacks from millers in Thailand. Thailand has opened up a new opportunity for Bangladesh. It has come as a blessing as Bangladesh’s stocks were piling up due to a fall in exports.Private jute mills will also be benefited due to the decision of Thailand, which is the largest exporter of rice and forecasts to produce 30 million tons of rice in 2011-12. Thailand needs three million pieces of bags a month to package rice which means around 36 million pieces of sacks will be required a year. According to Mahmudul Haque, managing director o f Janata Jute Mills Ltd, â€Å"Demand for jute sacks is high in Thailand. † He said, as his mill alone could not meet the orders, he tied up with two other mills. Janata ships 3. 2 lakh pieces of jute sacks a month to Thailand, he said. Exporters said the increased demand and higher prices of jute goods will allow them to narrow down the losses in export receipts in the first half of the year.But it may not be possible to offset the past fall and post a positive growth in exports by the end of the fiscal year on June 30, 2012. Export receipts from the jute industry- the second biggest export earner- fell 13. 66 percent to $615 million in the July-February period of the current fiscal year, from $712 million during the same period last year, according to Export Promotion Bureau. In the following figure, workers carry bundles of jute sacks at a factory in Bogra as, Thailand and Vietnam have emerged as new markets for jute sacks. [pic] Figure 6 Workers carry bundles of jute sack s at a factory in Bogra (source: STAR magazine, March 27, 2012).Total figures are not available readily, it reveals from some of the available figures that export of BJMC in the major importing regions e. g. Australia, America, Middle East, Europe, Africa recorded sharp decline in recent years mainly because of decline in production and absence of effective marketing efforts. Present situation of the industry calls for immediate measures/actions in the following areas: ? The new challenges and opportunities presented by the changing global environment of integration in the development of natural fibers; ? Modernize the jute industry to improve efficiency in production and processing to reduce cost and enhance product quality.With the rise of inescapable competition facing our jute sector, in the international field it should be our endeavor to facilitate upgrading the skills of the Workers, Supervisors and Managerial staff who are employed in the Jute Industry. ? Involve and ensure the active co-operation and partnership of Corporation, Financial Institutions, Energy supplying Agencies and Entrepreneurs in the fulfillment of these objectives. ? Power shortage should be reduced either by power supplying agencies or by setting up generators (gas or diesel) in such mills where it is required. ? The efforts need to be put with all earnestness to bring the efficiency level to at least 80%. ? So far management at the mill level is concerned; it should be linked to productivity and efficiency. Enable the jute industry to build world class state-of-the-art manufacturing capabilities in conformity with environmental standards, and for this purpose, to encourage Foreign Direct Investment as well as research and development in the sector. ? Aggressive marketing measures need to be undertaken internationally. Markets like Africa and Middle East should be given top priority to recover the lost market. 3. 10. Major drawbacks Major problems of the jute mills are as follows: †¢ Increase in the cost of production while the sales prices of jute goods remain at the same level or even decline; †¢ Accumulation of huge losses and consequently, of huge debts; †¢ Decline in exports of jute goods; †¢ Electricity failures; †¢ Excessive wastage; †¢ Labor unrest; Poor management that affects productivity and frequent changes in government policies; †¢ High cost of jute goods compared to synthetics led jute goods users to turn to synthetics. Concluding Remarks Before the independence, the country had six jute yarn mills. However, this sector had flourished during the '80s as the industry experienced a setback in the developed countries during the same period. The entrepreneurs of the country bought these second-hand jute mills machineries with a very low investment and started setting up these jute spinning mills. Two types of opinion exist in Bangladesh over the management of existing mills under BJMC. One group is in favor of pri vatization of the xisting state owned jute mills, where another group advocates reorganization/restructuring of BJMC mills. The mills under Bangladesh Jute Mills Corporation are exporting 0. 128 million (1. 28 lakh) m. tons of jute goods i. e. Hessian, Sacking and CBC. Mismanagement, corruption, inefficiency and lack of skilled manpower have gripped the BJMC mills. The mills should be run professionally to remain competitive in the open market but that are not practiced in case of BJMC, which is causing hundreds of millions of taka losses to the national exchequer. Time has come to put pragmatic/realistic thought on the jute sector to revive this promising sector. The government should devise plans to bring back the glory of the golden fibre.The demand for environmental friendly jute products are on the rise in the global market and Bangladesh should tap this opportunity by implementing some short-, mid- and long-term plans to rejuvenate the ailing jute sector of Bangladesh. At pres ent it is useless to be nostalgic about old prime era of our jute industry. Now we must formulate a pragmatic short, mid and long-term plan keeping in mind about future needs of jute goods' demand. Instead of remembering past mistakes, we must take lessons out of that and look forward with practical solutions which will bring back viability to our ailing Jute sector. This should be our only prime object. Recommendations Some recommendations are prescribed below to be considered by the government in the greater interest of the jute sector: To revive the glory of the jute industry, a high-powered committee should be constituted comprising the Finance Secretary under the direction of the Chief Adviser. †¢ The government should implement some short-, mid- and long-term proposals in a bid to revive the jute sector. †¢ The exiting jute mills of the Bangladesh Jute Mills Corporation should be converted into public limited companies keeping some shares in the hands of the governme nt like that of the Bangladesh Biman. The government may create a â€Å"Regulatory Board† to run its existing corporations professionally and efficiently. The Regulatory Body will monitor every unit of the corporation and ensure their accountability. The government should arrange a ‘special fund' to upgrade its existing jute mills to purchase necessary spares for machineries. Under this package the government will provide 50 per cent of the total credit as grants and banks will give rest 50 percent on a long-term credit to jute mills. †¢ Irregular power supply is adversely affecting production of existing jute mills by cutting their competitiveness. The government may ask donor agencies like the World Bank (WB) and the Asian Development Bank (ADB) to arrange a ‘special fund' to provide long term loans at 3. 00 per cent interest to the existing jute mills to help them to procure â€Å"stand-by generators†. The use of stand by generators by the jute mill s will help to save electricity at our national grid. Government is giving 7. 5 per cent cash incentives on jute goods exports. To expand the market and increase competitiveness, the rate of cash incentives should be raised to 15 per cent from present rate. †¢ The government should enact a law making mandatory or compulsory to use of jute bags for internal consumption in packaging. To meet requirement of local markets, an initiative is necessary to pack sugar, rice and pulse in 5-10 K. G. jute bags. The use of jute goods in the local market is limited. To increase the use, the government should also make law to use compulsory at least 20 per cent of total sugar and cement packaging with jute bags. The jute industries being an agro based and 100% export-oriented industry, the commercial banks are not implementing the Bangladesh Bank's order to provide export credit at lower interest rate (7%), commercial banks should provide â€Å"Export Cash Credit† to jute mills which t hey give to the leather sector. †¢ Crisis of quality jute seed is a regular phenomenon in the country every year. The total requirement of jute seeds are 4,000/5,000 tons against government supply of only 400-500 tons. To meet local demand, sub-standard Indian seeds enter the Bangladesh market through imports and smuggling. To improve the situation and ensure quality seeds, the government should set up ‘seed bank' to distribute seeds among planters at subsidized rate. †¢ Government should also arrange to provide fertilizer at subsidized rate. Bangladesh Jute Research Institute (BJRI) should also take appropriate measures to familiarize their new invention â€Å"retting process† among the farmers. †¢ Lack of skilled manpower has put the industries in grave situation. To overcome the situation at least a ‘jute college' may be arranged to set up at one of the closed BJMC jute mills. To address this situation promptly, government should introduce  "Diploma Course† on jute in the six textile institutes as early as these are under the ministry of textile and jute. The significance of Mongla Port has increased as several hundred industrial units have been set in the southern part of the country recently. The government should initiate necessary steps to expand and develop the Mongla Port. †¢ The government should also take measures to promote and expand international' trade of jute products by maintaining existing markets and by developing of new end users. References 1. http://cpd. org. bd/pub_attach/op78. pdf 2. http://www. thefinancialexpress-bd. com/more. php? news_id=14562 3. http://www. business-standard. com/india/news/jute-industry-seeks-banimportsbangladesh/381205 4. http://www. stoppressbd. com/home/news_details/66948 5. http://www. banglapedia. rg/httpdocs/HT/J_0137. HTM 6. http://www. worldjute. com/jute_bangladesh/bangladesh_jute_news. html 7. http://www. thefinancialexpress-bd. com/more. php? news_id=123 813&date=2012-03-18 8. www. theindependentbd. com/business/finance/30375-govt-targets-to-double-jute-production-in-2011-12. html 9. http://www. worldjute. com/about_jute/juthist. html 10. www. jute-industry. com/history-of-jute. html 11. http://www. thedailystar. net/suppliments/2011/anniversary/part4/pg7. htm 12. http://www. bangladeshembassyinitaly. com/bangladesh. php 13. http://www. experiencebangladesh. com/bangladesh-business-jute. php 14. http://bangladesheconomy. wordpress. com/category/jute/

Analysis Of The Movie Forrest Gump - 1220 Words

Nathaniel Pushee Mrs.lee English 10 March 10, 2017 Forrest Gump Research paper Intro: Forrest Gump was in college between the 1961 and 1966 Sports: Forrest Gump during his college year played football for Alabama. He became a star player because of his ability to run faster than most college players. While he was in college there were other major sporting events going on. In the college mainstream, there was the 1961 College Football National Championship Between Alabama and Ohio State. Alabama’s coach was Bear Bryant. He had a record of 323-85-17 which was a record for most wins by the time he retired. He won 15 conference titles, and Alabama was top 25 for 32 of his 38 seasons. Bear Bryant is in the Hall of Fame and one of the†¦show more content†¦Along with Tv shows, The Beatles had 6 out of the top 10 best selling Albums worldwide. Elvis Presley continues to score hits in the early part of the decade but the music continues to diversify with the folk revival. Even though the Beatles had 6 out of 10 top selling albums they only had 3 out of 10 top selling songs and Elvis had 2 out of 10 top selling songs.The t op 5 music artists of the 1960’s were The Beatles, Elvis Presley, The Rolling Stones, Bob Dylan, and the Beach Boys. News: There were many things going on during the 60’s like John F. Kennedy’s assassination and the Vietnam. John Fitzgerald Kennedy was a fervent believer in containing communism. Kennedy made it clear that he would continue the policy of the former President, Dwight Eisenhower, and support the government of Diem in South Vietnam. Kennedy also made it plain that he supported the ‘Domino Theory’ and he was convinced that if South Vietnam fell to communism, then other states in the region would as a consequence. Kennedy received conflicting advice with regards to Vietnam. Charles De Gaulle warned Kennedy that Vietnam and warfare in Vietnam would trap America in a â€Å"bottomless military and political swamp. 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Community Organization Intensifies Community Stability and...

Crisis in community is a regular phenomenon. The need for community organizing addressing community crises is, therefore, evident and perpetual. Bill Lee (2011) suggests that a pragmatic approach to community organizing intensifies community actions addressing community crises associated with the problem of inequality, environmental degradation and crises, and economic instabilities. This paper intends to explore the influences and effects of â€Å"Pragmatic of Community organization† on innovation and vice versa. Bill Lee identifies community as â€Å"a complex notion of the way people live and connect with each other† (Lee, B., 2011, p.20), and defines â€Å"community organization as a social intervention which seeks to maximize the ability of oppressed or disadvantaged people to take action and influence their environment: .....†(Lee B., 2011, p.100). Lee also suggests that a pragmatic community organizing should have specific objectives that include community participation, sense of community, social production (Gamble, N. D. Weil, M., 2009, p.123), proper use of appropriate resources, and social learning in order to achieve community goal focusing upon citizen empowerment (Lee, B., 2011, p. 94). According to Lee, pragmatic community practice adapts two approaches namely healing or traditional social work approach, and reformation or structural social work approach (Lee, B., 2011, p. 77) in order to overcome community crises associated with three perspectives such as: social,Show MoreRelatedHurricane Maand Case Study775 Words   |  4 Pagesand Wednesday. Warnings for this storm included islands that host Marriott operations: U.S Virgin Islands, Puerto Rico, and St. Kitts. On Monday, Hurricane Maria had maximum winds of 160 mph. 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The First Layer Of The Unconscious - 1570 Words

The first layer of Carl Jung was also called the personal unconscious is basically the same as Freud’s kind of the unconscious. The particular unconscious has temporality elapsed information and well as repressed retentions. Jung (1933) outlined an important article of the personal unconscious called complexes. A complex is a collection of opinions, moods, attitudes and memories that focus on a particular idea. The more elements attached to the complex, the greater its effect on the individual. Jung also said that the personal unconscious was much nearer the exterior than Freud advised and Jungian therapy is less concerned with repressed infantile knowledges. It is the present-day and the future, which in his opinion was the strategic to†¦show more content†¦While he was becoming a teen he started reading books and that is where he found out he actually loves philosophy. While Jung was growing he started noticing that he had two personalities just like his mother. Th is personalities are modern Swiss, and the other personality is more to the eighteenth century. The Swiss personality describes more a schoolboy living in the new era. The other one is describing a man which is very influential from the past. Jung decided just to study medicine,but the he developed that he had an spiritual interest in phenomena while he was attending school. Since Jung was into this two interest he then discovered a carrier that was a combination of both carrier which is psychiatry In 1902 he completed his doctoral in Psychology and Pathology of So-CAlled Occult Phenomena. Jung also graduated of a medical degree from the University of Basel. Jung got married in 1903 with Emma Rauschenbach, they were together since until the year of her death which it was 1955. But the death of her wife did not stopped him from having other woman. After having several romances with several women Jung felt in love with his very first patient at the Burgholzli Psychiatric Hospital. She was a Russian named Sabina Spielrein, they exchanged letters for several years. A couple time after they were doing this they broke up their romance since he found out that while they were together he was having negativity in his carrier. Jung also worked

New Jersey corrections officer Free Essays

Paul Leaders has been a New Jersey Department of Corrections Officer (NJDCO) for over ten years.   As a NJDCO, Paul’s role and responsibility is to â€Å"ensure the custody, safety and care of criminal offenders confined in state correctional facilities† (www.state. We will write a custom essay sample on New Jersey corrections officer or any similar topic only for you Order Now nj.us/corrections).  Ã‚   It is his duty to â€Å"ensure the safety and welfare of the staff and inmate population, assist in the rehabilitative efforts for those incarcerated individuals returning to the community and promote public support for the operation and objectives of the Department of Corrections† (www.state.nj.us/corrections). At the age of 25, Paul began his career with the Department of Corrections.   Before he became a full-fledge corrections office, he had to go through a screening process.   The pre-employment screening is a four phase process that includes filling out an application, taking a video test, completing a computer background assessment, a general and intensive background check, a drug test, a written psych exam, a medical exam and a psych interview.   If an interviewee gets through the screening successfully, next comes a 14 week training course at the academy and then an on the job test period (www.state.nj.us/corrections).   The pre-employment screening is vigorous to discourage those who are not serious about making the Department of Corrections their career of choice. Once Paul successfully completed his screening, his on the job test period began in a youth facility.   His eyes were opened to the harsh realities of his position when he was attacked by a 15 year-old inmate. Although, he was not seriously hurt, his perspective changed. Paul realized that to do his job to the best of his ability and to protect himself and his co-workers, he had to treat all inmates as dangerous, no matter what their age.   Throughout the years, the dangers associated with his career choice were clearly seen.   NJDOC’s are often put in a variety of sticky situations. The ratio of officers to inmates is 1 to 3 (www.njpp.org/rpt_moneyfornothing).   Since they are out-numbered, a NJDOC’s goal is to stop potentially harmful situations before they happen.   Paul learned many valuable techniques in his psychology classes during his 14-week training process. (www.state.nj.us/corrections).   It is so much easier to prevent situations from happening than to try to de-escalate a situation once it has started. Paul has found the most challenging aspect of being a NJDCO is the personal standard necessary.   An NJDCO must have a higher set of standards when the bars clang shut.   A daily part of the job includes being taunted, called out of your name, and possibly attacked.   Through all this, a NJDCO cannot retaliate.   It is not the correction officer’s place to get angry or respond in kind.   They must turn away when an inmate is purposely trying to rile them.   If an officer hurts an inmate or is caught abusing their authority, they will be fired.   The duty of a NJDCO is to uphold the laws of the penal code and treat inmates with respect. NJDCOs’ spend time at lease forty hours a week with inmates.   Officers get to know the inmates extremely well and see facets of the human psyche many people are unaware of.   â€Å"40% of NJDOC offenders were convicted of a violent offense such as homicide, sexual assault, aggravated or simple assault, robbery, kidnapping and other personal offenses (terrorist threats, coercion, larceny from a person, death by auto and negligent manslaughter)† (www.state.nj.us/corrections). Dealing with inmates intimately is no walk in the park.   Officer relationships with inmates have gone from one extreme to another.   Some officers have been charged with bringing inmates contraband and others have been charged with assault on an inmate.   The key to survival is finding the balance – living in the middle is an NJDCO officer’s way. The department of corrections has a code of ethics that must be adhered to if an officer is to last on the job.   It is necessary to hold in confidence all information gained on the job, no gifts or services can be accepted from inmates or family members and no personal or financial gain is to be made that is in conflict with duties or will impair objectivity or judgment (www.state.nj.us/corrections).   To sum it up, be honest and do your job.   Unfortunately, for some, that’s easier said than done. The Department of Corrections has a Hearing Appeals Section and an Administrative Law/Civil Employment Litigation Section that handles employee discipline/grievances and resolves cases against employees (www.state.nj.us/corrections).   Whenever a corrections officer is facing an ethical issue, representation is provided so that the officer’s rights are not violated. Of course, there are specific laws correction officers must obey and if they knowingly exceed the extent of their power then they can face a judge and possibly go to jail.   The added stress of the job decreases the correction officer’s life span to 59 years (www.jrank.org).   Therefore, it is necessary to have your guard up continuously if you want to make wise choices, get through the workday with your personal honor intact and live longer than what some researchers have predicted. The stress of the job has caused Paul to think thought about moving into a different area of law enforcement but this might require more training and schooling.   As a corrections officer, his high school diploma was all he needed, along with being a US citizen, having a valid New Jersey driver’s license, speaking English well and being able to handle the job physically and psychologically.   Although he took extra courses during training, he does not believe that will be enough for a transfer to a different department.   Paul has not investigated the move and after an especially hard day with the inmates, he promises himself that he will. Prolonged contact with inmates is the main difference between NJDCO positions and other law enforcement positions.   Policemen and detectives, for example, investigate crimes and track criminals.   They may have to face the individuals in court, but once they are locked up, their contact with the criminal is over.   A NJDCO’s contact with the criminal begins after the other law enforcement officers’ contact has ended and that contact lasts as long as the inmates’ sentence. For the first few years of his career, Paul found fulfillment on his job.   He is serving his state, providing a needed assistance, protecting the residents of New Jersey and helping his fellow officers.   Now, he can’t say that.   The stress of not knowing what will happen from day to day is extremely hard and the last few years have been a struggle.   The constant hassle of the job has become overwhelming and is causing a strain on his marriage of 2 years.   The fact that he cannot express why he dissatisfied and he does not want to talk about the job increases to the couple’s frustration. Add the fact that he cannot talk about confidential information and the situation gets dangerous.   Communication between Paul and his wife has gone from bad to worse.   Because they are planning to have children, Paul recently transferred from the youth facility to a minimum security prison.   They are hoping this change will decrease his stress and ease the strain in their relationship.   Paul believes the transfer will make a big difference in his attitude and stress level, increasing his job satisfaction. In New Jersey, the Department of Corrections is made up of minimum, medium and maximum-security prisons.   With 14 major institutions, including 8 male prisons, 3 youth facilities, 1 female prison, and one prison for sex offenders, there were plenty of facilities for Paul to choose from.   Moving to a maximum-security prison would have meant an increase in pay but for Paul, added money would have brought added stress.   This wasn’t the case when Paul’s career began but today, the salary for a corrections officer is $43,000.   The max amount for a senior corrections officer is $65,000, achieved in nine step increments (www.state.nj.us/corrections). There are over ten different promotions available to senior corrections officers, which include, Central Transportation, Correction Staff Training Academy, Critical Incident Negotiation Teams, Custody Recruitment Unit and SRP Boot Camp.   These are just some of the positions available to Senior Correction Officers (www.state.nj.us/corrections).   Although, all officers go through rigorous training that includes coursework, most officers who move into higher positions have additional schooling.   If things go well in his new position, Paul believes that one day, he may be ready to interview for one of the promotional positions. Paul believes the key to a successful career in the Department of Corrections is to walk on the job daily with a mindset of integrity and tactfulness mixed with firmness.   Inmates are people, just like you, no matter what they’ve done.   An officer cannot take their crimes lightly but an officer must, to the best of their ability, treat them with respect.   Then, do your job, have a life outside of work, leave your job at the door and choose to be happy.   That may be the key.   Paul hopes it will be the key to his future happiness and the future happiness of his family. References 2006.   Retrieved April 3, 2007 from http://www.jrank.org. Forsberg, Mary E.   Money for Nothing?   The Financial Cost of New Jersey’s Death Penalty.   November 2005.   Retrieved April 6, 2007 from http://www.njpp.org. New Jersey Department of Corrections.   1996.   Retrieved April 3, 2007 from http://www.state.nj.us/corrections. How to cite New Jersey corrections officer, Essay examples

Knowledge Management Empirical Integration -Myassignmenthelp.Com

Question: Discuss About The Knowledge Management Empirical Integration? Answer: Introduction Continuous improvement needs the ability to know the operations that affect the goals of an organization; to do changes to these operations and measure its efficiency and effectiveness based on the facts, knowledge and information available. Objectives The objective of this continuous improvement plan is to explain the root of the problems currently being experienced at Latino Engineering and propose long term solutions to address this setback currently at stake. It also outlines approaches and steps that should be put in to practice and possible challenges that may be experienced. Improvement techniques have been described in details so as Latino Engineering can implement them. Currently there are several ways and methods available in the market that can be implemented as a CIP but Latino should develop their own custom-made CIP. The techniques utilized in this documentation are the basic steps and practices common to several CIPs. Strategies The following basic strategies must be implemented for the continuous improvement to succeed: Leadership of senior management which has been sustained must be offered with regards to commitment, support and active attention. Organizational objectives for the continuous improvement plan (CIP) must be clearly stated. The CIP should be included as a part of the organizational business plan. Improvement advantages must be compared with the cost of the CIP development and implementation. Targets and goals which are measurable and specific should be set. Utilization of a simple methodology should be considered. CIP should rely on facts available such as data and other resources as belief of challenging the status quo. Structure of Continuous Improvement Plan This part gives a summary of how an organization can implement a structured continuous improvement plan. At many times individual improvement initiatives are more successful, organization wide technique can be used to achieve greater success so as to achieve the set objectives and standards. The diagram below gives a summary of the continuous improvement plan. Elements of CIP include establishment of organizations vision, identification of overall goals, establishment of continual improvement objectives, creation of a learning culture, selecting improvement projects, managing process improvements, review and improvement of the program. (Anderson Ackerman-Anderson, 2010). Focus on PDCA approach PDCA is the basic acronym of Plan-Do-Check-Act. This approach was developed Dr. Deming in the 1950s. the purpose of this approach was to try understand what causes products and services to fail meeting consumer or customers needs. This is exactly what is happening at Latino Engineering. Customers are starting to raise complains even though the same employees were retained. What changed was only the management. Latino is currently facing these problems: engineering equipment are failing, follow up strategies on clients have been poorly designed and developed, issue resolution takes a very long time, customer service team is non responsive, and sometimes packaging of tong equipment to clients. The question is what happened at Latino Engineering services? What happened to the employees commitment? This approach will help Latino understand wat went wrong where. (Carmen, Elisabeth, Ricardo, Javier, 2012) According to Soliman (2016), PDCA is a repetitive four-phase technique of continuously improving operations, services and products and problem resolutions. It entails categorical assessment of results, testing of the most probable solutions and implementing the one with the highest possibility of working. Lets discuss the PDCA further: This cycle will aid Latino Engineering to solve the setbacks at hand and put into practice the best solution in a swift and technical way. The following steps should be be followed in order to attain the best results: Plan The first step that Latino should do is to find out what the problem is, understand it/ them and identify the opportunity that the company want to take advantage of. In addition, utilizing the Simplex Process of six steps will aid in problem identification and guides when carrying out the activities of fining information, defining the problem, generating and evaluating ideas coming up with a plan and implementing it. The final product of this phase should be expectations if the idea was a success and problem was solved. (Bourne Bourne, 2016). After a most probable solution has been identified and has been subjected to some pilot test; this stage will aid in evaluating whether the proposes solution can attain the desired results, with minimal interruptions to the rest of companys processes. Latino can implement the solution in one department to see the impact of the program solution, that is, does it solve the problem. If not, then go back to step one and plan. Data and results should be collected to show if the change has succeeded or not. (Goksoy, 2016). Check This stage basically deals with evaluation and analysis of the outcome of the test project implementation and whether it meets the objectives set in step 1-panning. If it hasnt meet the desired outcome and objective, then go back to step one and if it has succeeded proceed to step 4. The team may try to do some modifications and repeat Do-check processes. Latino should not settle for not less than desirable results. (Hayes, 2014). This is the final stage where the solution is implemented. It should be noted that PDCA is an iterative process and has not definite start and stop. This then suggests that the enhance solution becomes the new standard as new solutions are continuously being evaluated for Latino engineering. (Kneer, 2013). In addition, PDCA is coupled with several advantages including: This approach is a powerful yet simple process of solving recurring problems in a company or business. Because it is a repetitive approach it enables the program team to evaluate several solutions until they arrive at an ideal solution. It focuses on improvement continuously no matter how small is it as long as it enhances efficiency, increases productivity and eradicates the risks of implementing it in large scale. (Carleton, 2010). However, utilizing this approach can be tedious and slows compared to straightforward approach. Thus, it may this approach might not be the best choice for dealing with an issues that requires urgent attention. It also need a lot of time and immense input form team members and gives limited room for radical creativity. (Russell, 2010). Five Stages of Change Management This is the hardest change management stages. It requires true reflection in the market, leaders and shareholders.it involves comparing the past and the present and deciding whether to redo history or change the course. This stage is normally ignored or carried out wrongly by leaders, organizations and individuals. (Page, 2010). Some of the things done in this stage include; Determining the problem- this is identifying the cause of issues involved in Latino organization like why clients are complaining. The organization should avoid investing in modification initiatives that are unburdening core root causes symptoms. When fundamental causes are impactful and conspicuous, it becomes hard to find solution for problems and symptoms. Avoid interrupting more things- In this stage actions that are likely to be taken in order to improve something that requires to be better are evaluated. Latino organization should avoid breaking things that are working along the way of implementing change. During assessment, it is important to be accountable of people, technology and processes that are working and leave them undisrupted. During the general plan of change management and mitigation, the components should receive minimal effect. The organization should be careful when fixing what is planned and avoid causing more damages. (Soliman, 2017) Organizational Strategy- Latino firms should Conduct the comparisons of the key indicators of performance to search for trends, all other variables held constant such as market conditions. The focus point should be determined whether it is people, process, or technology. The focused feedback should be developed, distributed, and analyzed at the major suspicious components of organizational strategy that requires change. The organization should consider seeking advice from outside. The evaluation and prove expectation should be clearly defined. The organization should not be conservative. The change management plan should be given a priority during budgeting and initiatives involving in-process change. If this plan is not ranked at the top that is incorporated into the budget and cost facts, it will lead to the spike of both direct and indirect expenses. (Jaca, Viles, Mateo Santos, 2012). Leadership Strategy- the root cause of the needed change should be determined. Latino organization should determine whether the conflict of the process is based on the performance of cultural objectives. This is normally the main cause of a sector of change. If possible, the organization should get response from a minimum of two layers. This could be carried out in roundtables, surveys or direct contact as one can get an expression of the whole story. Due to resistance, resources from outside are preferable in facilitating and organizing responses and evaluating sessions to receive full and unbiased view of evolving gaps either in training, process or organizational strategy. The organization should have a clear understanding on what they researching at the start and be open and willing to modify course based on the findings. (Byrne, 2012) Individual Strategy-this is an important change acknowledgement component. Latino organization should slow down in building a strategic plan and robust. Mental, spiritual, emotional and physical preparation need to be done. The organization should begin building a team and support design. It is normal to experience ups and down in this stage but focus should be maintained. Individuals in this organization should assist one another.Some of the things performed in this stage include; modifying the output of Another Change Management Plan- Latino organization should avoid modifying the change management plan results. The situation can be comforting in the short term but lead to significant risks in long term thus making the organization worse than it was before trying to change it. This is the beginning of organizational problems. The issues are quiet and slow at first and then the impacts become large and difficult to recognize. If the problem is not controlled, it can cause destructive constant confusion. The organization should structure change process keeping in mind of the possible issues while trying to perform well in the organization. (Ahmed, 2013) Organizational strategy- based on the assessments, unique areas of change, timelines and measures should be determined. Budgeting process should be carried out either through board of directors executive leadership.it should be backed up with evaluation results and objectives of change management. Continuous assessment of change environments should be performed and whether the direction change should be interfered at any point. (Medinilla, 2014). Leadership strategy- similarly as with organizational strategy, the organization should develop the case and back it up with evaluation results. Identification of the key talent to aid in change initiative and strategic staffing process should commence. The organization should begin recognizing team members that are potential positive, negative or neutral. Most leaders sometimes ignore the positive and neutral individuals and target much on the negative ones. The most destructive team members are the neutral individuals. Ownership and general support is very important to the success of change initiative. As in organizational strategy, the organization should be aware of what they are looking for and be open and willing to change way based on the results. Leaders should avoid starting programs that contradict or overrun other change initiatives therefore causing increase in costs and efforts. Before the team progress with change management plan, they should consult from their leaders whether there exist overlapping or conflicting efforts. (Poirier Houser, 2013). Individual strategy- the organization should determine whether the change feeling is extrinsic or intrinsic. If it is intrinsic, then some soul searching should be carried out. Comparison between the present and past and evaluation on the possible results in the future should be performed. If the response is extrinsic, preparation should be done before dividing in. once objective are outlined, a broad evaluation conservation is performed and feedback is gathered. If it sounds valid, share the same feedback with either colleagues, trusted family, or friends. Search and file differences and commonalities in the comments. Focus should be maintained in all processes. (Brassard Ritter, 2010). Accountability The following things discuss accountability stage in details; Role identification- every member should identify his or her role in what needs to be changed in the organization Reduced Repeated Failures- failure is experienced all over even at the level of organization. Accountability however, helps minimize these failures. Progress is made if there is a clear understanding from initiative and if lessons are learnt to avoid repetition. Success is built at the long run. Every individual in the organization should learn from mistakes and analyze what failed to work. Sometimes external component or event that was not mitigated in the past may have blocked the plan of change management. Through those mistakes mitigation can be carried out for the past issue or similar threats in general change initiative. (Aartsengel, Kurtoglu, 2013). Protecting the best and leveraging it Assess that which work well across business process, organizational strategy and training. It is important to bring forward these components because they will form the basis for the new plan. In the risk countermeasures that is being developed it if necessary to protect the good from the bad. This is an important aspect that most of the time is deliberately overlooked. (Andersen, 2007). Do Not Possess what you should Not It is crucial to understand the limits of effects and influence and where that leads for both failure and success in any improvement program, otherwise the company will find it sell having too much to possess having changed nothing but bringing more damage than solution. (Page, 2010). Awareness Assess the Drive of Purpose There comes a time when decisions driven by purpose are more reasonable, if reaction and fear forms the baseline of the general change, then the organization is having bigger problem than just change management. The organization is experiencing organizational strategy n=and cultural setbacks. (Kreitner, 2009). Align All the Levels in Your Change Management Plan The behaviors and mindsets at this stage are aligned. At this juncture humanization and demystification of change management plan takes effect and is no longer just an idea or concept. The organization is starting to change and bringing out the best of it. All the layers, that is, individual, organizational strategy and leadership are starting to gain confidence in the change management. (Charantimath, 2012). Only the organization can own it. It is important to promote the companys change program. The most important sector that should plan for in change management plan and transformation is at Intelivate. It is crucial to let people know the change the company is looking for and bring it out. Thus, the accountability of completing the change successfully will be reinforced. (Reiss, 2012). Action This is like the continuous cycle of change in the company. This stage doesnt mean you are done even upon completion of the plan. This stage acts as feedback to evaluation or assessment stage. At this stage the team should think and figure out if they are performing the correct thing, carrying it out the right purpose, if there is progress they are making in the change that is required, or do they have to take more risks to achieve what the desire. Confidence and trust to impact yourselves is built over time and this can happen even at company level. (Ramanathan, 2009). Purpose and Objectives Should Always Be Remembered. As an individual, leader or company, you should never forget the core objective and drive of purpose during the challenging times of change. This will help you during the lows and highs and make sure that companys change program doesnt fail or get postponed. Evolution of an individual, that is, a leader, organization or a person, is highly complex but is mirrored excellently by simplicity. (Anderson Ackerman-Anderson, 2010). Procedural Documentation It is important for the company to come up with and implement procedures that will clearly outline duties and roles for: getting improvement plans, prioritizing, assessing and implementing improvement plans, reporting and keeping records. (Andersen, 2007). Conclusion Latino Engineering is in a competitive business thus in my personal opinion requires to utilize all the manpower and other resources like expertise and knowledge it has to remain competitive in the market and among its clients. I believe continuous improvement initiative at Latino will give procedures on how every employee and stakeholders can play so as to improve the business and forge it forward. Working as a team to address the problems currently being experienced at Latino is very crucial as it will enhance sharing of ideas and skills. According to me employee skills can help grow the company and also facilitates people to take responsibility and increase their personal satisfaction. Developing new products may bring about risks like investing money, time and resources to new services, equipment and technologies. I conclude by stating that continuous improvement initiative will help Latino Engineering meet the needs of its clients and enhance their satisfaction and while addressing these requirements and issues, more business opportunies will open up for the company. Therefore, I recommend to Latino Engineering to implementing this continuous improvement plan as a long-term initiative so help the company as a long-term strategy and in return win back customer trust and outdo its competitors and expand its market share. Reference List AARTSENGEL, A. V., KURTOGLU, S. (2013).Handbook on continuous improvement transformation: the lean Six Sigma framework and systematic methodology for implementation. Berlin, Springer. https://public.eblib.com/choice/publicfullrecord.aspx?p=1106183. AHMED, M.H. (2013) Lean Transformation Guidance: Why Organizations Fail to Achieve and Sustain Excellence through Lean Improvement. International Journal of Lean Thinking, 4, 31-40. https://thinkinglean.com/img/files/PAPER_4(2).pdf ANDERSEN, B. (2007).Business process improvement toolbox. Milwaukee, Wis, ASQ Quality Press. ANDERSON, D., ACKERMAN-ANDERSON, L. S. (2010).Beyond change management: how to achieve breakthrough results through conscious change leadership. San Francisso, Pfeiffer. https://www.books24x7.com/marc.asp?bookid=41035. BOURNE, M., BOURNE, P. (2016).Change management in a week. London : John Murray Learning. BRASSARD, M., RITTER, D. (2010).The memory jogger 2: tools for continuous improvement and effective planning. Salem, N.H., GOAL/QPC. BYRNE, A. (2012) The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company. McGraw-Hill, New York. CARLETON, R. (2010).Implementation and management of performance improvement plans: emphasizing group and organizational interventions. Amherst, Mass, HRD Press. https://site.ebrary.com/id/10379769. CARMEN,ELISABETH,RICARDO JAVIER, (2012) "Components of sustainable improvement systems: theory and practice",The TQM Journal, Vol. 24 Issue: 2, pp.142-154,https://doi.org/10.1108/17542731211215080 CHARANTIMATH, P. M. (2012).Total quality management. Delhi, Pearson.