Is Britain becoming too diverse Essay Example | Topics and Well Written Essays - 4000 words

Is Britain becoming too diverse - Essay Example Multi Cultural Britain – Land of Immigrants VIII. Conclusion IX. Work Cited. Introduction The greater cause of concern in Britain these days has been the ever increasing diversity. This can be sense from the range of ways through which people might experience a unique group of identity; this includes gender, gender identity, race, ethnicity, sexual orientation, and age. Any countries’ ethnic and racial differences are very much significant for its political position. Considering these variations this paper has been written to focus on the diversity that exists in British society and how Britain is approaching the phase of too much diversity. The ever increasing number of people from different ethnic and racial backgrounds and countries was among most significant a change occurring in Britain from 1950’s to until now, as it stands today claiming the title of the world in one city. When describing London in his work Mayor Ken Livingstone says that London is as if à ¢â‚¬Ëœone sees the world being gathered in just one city, living harmoniously, setting example for all’ (in Freedland 2005). ... eral The condition of being or having composed of different sets of elements: that is variety; especially: the inclusion of various types of people (as of people of different cultures or races) in organization or group programs that intend to promote diversity in several schools. It can even be defined as an instance of being composed of different sets of qualities or elements: a moment of being diverse (diversity in opinion). Diversity (politics) If we look at in the political arena, we may find that the term diversity (or the word diverse) is used to primarily describe political entities (student bodies, neighborhoods, etc) with several members having identifiable differences in their lifestyles or backgrounds. The term covers differences in age, gender, religion, racial or ethnic classifications, philosophy, socioeconomic background, genetic attributes, behavior, intelligence, mental health, physical health, sexual orientation, physical abilities, , gender identity, attractiveness , or other identifying features. For measuring human diversity, one may makes use of a diversity index that measures the probability of any two residents, randomly chosen, would have different ethnicities. If all the residents are from the same ethnic group then the diversity is zero. If half of the residents are from one group and half are from another it's then 50. (Diversity Index) Ideology Political creeds that support the idea that diversity is desirable and valuable hold that promoting and recognizing these diverse cultures may help communication among people of different lifestyles and backgrounds, resulting in greater understanding, knowledge, and peaceful coexistence. For instance, "Respect for Diversity" is one of those six principles from Global Greens Charter, a a public

The different influences of AD and PR in the market Dissertation

The different influences of AD and PR in the market - Dissertation Example tising and Public Relations Departments 56 4.2 Target Audience for Advertising and Public Relations Departments in Various Firms 59 4.3 Insights about Satisfaction with the Work of Advertising and Public Relations Departments 60 4.4 Annual Expenditure for Advertising and Public Relations 61 4.5 The Process Flow for Advertising and Public Relations 62 4.6 The Position of Advertising and Public Relations Departments 63 4.7 The Significance of Advertising and Public Relations in Firms 63 4.8 Perceptions about the Future of Advertising and Public Relations 65 Chapter 5: CONCLUSIONS, RECOMMENDA... on of Originality MASTERS DISSERTATION SUBMISSION FORM Student’s family name: First names: Student ID No: Course: Supervisor: Dissertation Title: Influences of Advertising and Public Relations on the Market Declaration I certify that this dissertation is my own work. I have read the University regulations concerning plagiarism. I am willing to allow The University of Leicester Centre for Mass Communication Research to use my dissertation as a sample for future students. Signed †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Date †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Abstract This research study presents an attempt to understand better the capacity of advertising and public relations to influence a market. Although this topic of research is not new, the reality of today presents a demand for accountability of significant marketing communication spending in the face of constantly increasing costs associated with advertising and public relations in a tough and highly competitive business environment. Thus, it makes sense to re-examine an old topic of research to decide about how firms should proceed to try to enhance brand recognition, brand image, reputation and consumer knowledge in the market in an attempt to enhance the bottom-line. Relevant themes that emerge from authoritative literature examined in a review of literature and insights made available by those who are familiar with the workings of advertising, and public relations functions in United Kingdom companies emphasise the essential utility of both advertising and public relations. Thus, a need exists to try to maintain a synergy between the two to deliver the optimal in an age of ubiquitous computing that presents new opportunities for innovation in both advertising and public relations. The research suggests that

Business Decision Mapping Essay Example for Free

Business Decision Mapping Essay The Shamrock Manufacturing Chicago plant manager, Sean Fitzpatrick is contemplating replacing a large piece of manufacturing equipment. Mr. Fitzpatrick is also inline for a promotion to Shamrocks larger Houston plant within the next year, and is hesitant to make any decisions that will reduce short-run operating income and his performance evaluation. While the prospective replacement equipment promises to reduce cash operating costs, it costs $90,000, as well as the loss on disposal cost of the old equipment, which has not fully depreciated. Prior to making a decision, Mr. Fitzgerald must identify all relevant costs and chose a decision for the best interest of Shamrock (Datar, Rajan, 2013). Analysis The available data to consider in this case is the old machines purchase price ($150,000); the current book value of the old machine ($60,000); the market value of the old machine ($36,000); the cost of the new equipment ($90,000); and the reduction in annual cash operating costs ($32,500). All historical costs are considered irrelevant, as they have already occurred and have no effect on future costs. The only relevant costs that should be considered for this decision are the future cash operating costs, the disposal value of the old machine, and the cost of the new machine that will be deprecated over the next two years. Based on the #1 and #2 worksheets in Appendix A of this document, year one yields an increase in expenditures of $6500, but includes the $24,000 loss of disposal of the old machine, which is irrelevant. The only relevant data is the total two-year costs shown on worksheet #2 that shows a reduction in total relevant cash flow of $11,000. The results of worksheet #1 are not beneficial for Mr. Fitzgerald, but the overall results in year two benefit Shamrock. Based on the #3 worksheet, with a lower new equipment cost ($77,000), year one breaks even, which is irrelevant, and the total two-year reductions in total relevant cash flow are $24,000. Conclusion Based solely on the worksheet information (Appendix A), the company should replace the equipment. All relevant costs located in worksheets #2, and #3 indicate that Shamrock manufacturing will benefit by replacing the machines at either equipment cost. However, worksheet #1 presents a problem for Mr. Fitzgerald as it shows a $6500 increase in the first year expenses, which are irrelevant in the long-run, but may encourage Mr. Fitzgerald not to purchase the new equipment because it may reflect badly on the short-run net operating income of his plant during the evaluation period for his promotion. Worksheet #3 offers a breakeven scenario in the first year and a $24,000 reduction in relevant cash flows in year two, which is the best option for Mr. Fitzgerald and Shamrock, if available. Reference: Datar, S., Rajan, M., (2013). Financial and Managerial accounting, custom edition, Pearson Learning Solutions, Ch. 9 Appendix A Shamrock Manufacturing relevant cash flow analysis Appendix B 5-Step Critical Thinking Decision-Making Process Matrix Step 1: Identify the problem(s) and uncertainties. What exactly is the problem†¦ Sean Fitzpatrick has an opportunity to decrease long-run cash flow by replacing a large piece of plant equipment. The problem is this †¦ Mr. Fitzpatrick is up for a promotion and is concerned that any short-run decreases in operating income will affect his performance evaluation. This is an important problem because†¦ Mr. Fitzpatrick’s decision may be good for the company, but could hurt his career aspirations. The key question(s) that needs to be answered to solve this problem is†¦ What is the best decision for shamrock in the long-run? Step 2: Obtain information. The following information is needed to answer this question†¦ What are the relevant costs that impact the decision to keep or replace the equipment? Based on the #1 and #2 worksheets, what decision would be made in years one and two? Based on the #3 worksheet, would the decision be different for years one and two compared to the initial cost of the new equipment? Some important assumptions I am using in my thinking are†¦ I believe that the best decision for Shamrock is not the best decision for Mr. Fitzpatrick, which creates an ethical dilemma. The points of view relevant to this problem belong to†¦ Sean Fitzpatrick. Note: Remember to view the information you have obtained for potential bias. This is from the perspective of your own bias to the research and the bias of the authors who compiled the data and the research you gathered. In other words, do not discount the importance of other’s data because of your own bias(is). Step 3: Make predictions about the future. If this problem gets solved, some important implications are†¦ Long-run relevant cash flows will be reduced, and operating income will increase. If this problem does not get solved, some important implications are†¦ An opportunity to decrease relevant cash flows will be missed. The potential alternative solutions to solve the problem are†¦ Keep the status quo or make a tough decision that will benefit Shamrock in the long-run. Note: if the problem is one-dimensional, there may be just one correct solution. Step 4: Make decisions by choosing among alternatives. What is the best solution and why†¦ By the new equipment, because it decreases long-run relevant cash flows. Step 5: Implement the decision, evaluate performance, and learn. In business, the fifth step in the decision making process is implementation. In the MBA program, most times you will end with Step 4 since you will not have the opportunity to implement. You may be asked to develop an implementation plan and recommend how you will evaluate performance in some assignments.

The Environmental Factor Impacting On Mcdonalds Commerce Essay

The Environmental Factor Impacting On Mcdonalds Commerce Essay McDonalds Corporation is the worlds leading food service organization. The corporation started out as a small drive-through in 1948 by two brothers, Dick and Mac McDonald. Raymond Albert Kroc, a salesman, saw a great opportunity in this market and advised Dick and Mac to expand their operation and open new restaurants. In 1961 Kroc bought out the McDonald brothers. By 1967 McDonalds expanded its operations to countries outside the U.S.A. This unyielding expansion led the Corporation to open 23,000 McDonalds restaurants in 110 countries in 1994, producing $3.4 bn in annual revenues. In addition, McDonalds opens a new restaurant every three hours. Also, McDonalds has twice the market share of its closest U.S. competitor, Burger King, representing 7% of total U.S. eating-out sales. Similarly, McDonalds serves about 1% of the worlds population on any given day through its 23,000 restaurants internationally. Big Mac, the worlds most sold hamburger was developed by Jim Delligutti in 1967 t o feed construction workers. Big Mac is the biggest attraction and backbone of the corporation. Moreover, McDonalds maintains its competitive advantage by constantly creating new items to add onto its menu. This shows us that McDonalds practices an analyzer type of strategy, introducing new items and defending its existing ones. McDonalds Corporation (NYSE:  MCD) is the worlds largest chain of hamburger fast food restaurants, serving nearly 47 million customers daily. At one time it was the largest global restaurant chain, but it has since been surpassed by multi-brand operator Yum! Brands (KFC, Taco Bell and others) and sandwich chain Subway. In addition to its signature restaurant chain, McDonalds Corporation held a minority interest in Pret A Manger until 2008, and owned the Chipotle Mexican Grill until 2006 and the restaurant chain Boston Market until 2007. The company has also expanded the McDonalds menu in recent decades to include alternative meal options, such as salads and snack wraps, in order to capitalize on growing consumer interest in health and wellness. A McDonalds restaurant is operated by either a franchisee, an affiliate, or the corporation itself. The corporations revenues come from the rent, royalties and fees paid by the franchisees, as well as sales in company-operated restaurants. McDonalds revenues grew 27% over the three years ending in 2007 to $22.8 billion, and 9% growth in operating income to $3.9 billion. McDonalds primarily sells hamburgers, cheeseburgers, chicken products, french fries, breakfast items, soft drinks, milkshakes, and desserts. In response to obesity trends in Western nations and in the face of criticism over the healthiness of its products, the company has modified its menu to include such healthier alternatives as salads, wraps and fruit. McDonalds MISSION AND VISION: They serve people with good quality food, fast and at low cost. McDonalds vision is to dominate the global food-service industry. Global dominance means, setting the performance standard for customer satisfaction and increases market share and profitability through successfully implementing our convenience, value and execution strategies. McDonalds brand mission is to be our customers favorite place and way to eat. Our worldwide operations have been aligned around a global strategy called the Plan to Win centering on the five basics of an exceptional customer experience People, Products, Place, Price and Promotion. We are committed to improving our operations and enhancing our customers experience. Main Body Analysis: Environmental Factor Impacting upon MacDonalds: The impact of environmental factors is far-reaching upon the Macdonalds which is being discussed below followed by environmental factor. Environmental Factor: The notion of environment in general systems thinking is a wild, all-embracing and woolly concept. Everything is in the environment. The environment is all yet we are interested in specifics. It is people who decide what is significant in the environment and what is not what the forces are that must (imperative language) be attended to. Thus prevailing pictures of what the environment is are socially constructed. Various definitions and concerns assume the characteristics of propaganda. They are not necessarily neutral definitions and the nature of the elements that supposedly are acting on us in the environment, are difficult to define and measure. Similarly environmental events have to be interpreted and we will often refer to environmental forces of various kinds in our post hoc rational and justification of the decisions we have made. We blame the environment for action we have taken and the results of that action. Finally people e.g. government and powerful decision-makers in business organizations, may intervene to influence and shape events in the environment to their own advantage e.g. speak to the press, lobby for a change, buy up a rival, try to tickle the equities market up and even cooperate with others to ensure that information on the environment is accurate rather than uninformed and misguiding decisions by others than can affect the companys position (vested interests). John Childs concept of strategic choice, and its manifestation in terms of managerial behavior, is significant in this regard. So environment is not what it may seem. Certainly if we here the green lobby speak about environment, they will hold particular values and positions dear to their hearts, some of which others might accept but some of which others might also rebut. However a typical, neutral and managerial description of environmental factors and pressures would cover the following areas (and more). Environmental factors include social-cultural, technological, economic and financial and political-legal events and possibilities. These are often referred to by the mnemonics S.T.E.P. (social, technical, economic and political factors) also PEST or S.T.E.E.P.L.E (social/demographic, technical, economic, environmental (natural), political, legal and ethical factors) The biological and adaptive metaphor comes into play when we argue for business change. Typically, if the business cannot respond to the pressures and influences of its environment then it may not survive. It has to adapt. If it serves the needs of clients or stakeholders and satisfies for example its market mission then it may prosper. A dominant theme in the study of business is that of competition in the market-place. A businesss relationship with its environment is typically founded on its service to key customers and their satisfaction with its performance revealed by buying patterns, new legislation, party conferences, annual general meetings and stock market prices. Learning and adaptation occurs in response to stimulus across organizational boundaries. Any organization that is too inward looking becomes atrophied and can stagnate. In the language of general systems theory any system is subject to the process of entropy. Environmental factors can be political, social, ecological, cultural, technological and ethical in nature. Any organization that develops a product or service that they want to market domestically or globally must consider what the impact each of these factors may have for them. Not considering these factors can result in the failed attempt to market a product, which may be successful domestically, in other countries where there is a significant market potential. Impacting upon MacDonalds: Mainly there are 2 types of factors affecting international business like MacDonalds. 1) Internal factors 2) External factors. 1) Internal factors:- Internal factors of international business include political parties, suppliers, buyers, competitors and consumer of respective country. 2) External factors: External factors of international business are those where you need to examine the whole criteria these are political environment, legal environment, socio-cultural environment, demographic conditions of respective country. Figure: Environmental Factor Analysis the environmental factors impacting upon MacDonalds: To have a clear picture of McDonalds corporation we need to look at its Task Environment, which includes its: .Customers .Competitors .Strategic Allies .Suppliers .Regulators CUSTOMERS: Customers are those who pay money to acquire an organizations goods or services. For many years McDonalds mostly targeted the young people, however this has changed in this decade; McDonalds has turned towards a more general market. By doing this McDonalds concentrates on the family, targeting a diverse market which includes consumers ranging from children to elderly people, using products such as the happy Meal for children and Egg McMuffin for the elderly. McDonalds also realized the changing world we live in and the need for healthier food, since there is an ever changing demographic group, who demand fast, top quality food that is low in calories. McDonalds responded to this opportunity and introduced a new and innovative product. This new product was a regular hamburger that tasted like the real thing but was made of plant material like Soya beans. This same product also targets another demographic group, vegetarians. McDonalds mostly uses psychographic segmentation targeting th e working and middle classes. These are the people that are more susceptible to enter a fast food restaurant, since these are the people that lead a fast moving life and thus require a fast meal. In brief McDonalds customers are of all classes, but largely working and middle classes, and people of all ages. COMPETITORS: A competitor is an organization that competes with other organizations for resources. In our findings, McDonalds has two types of competitors in the Lebanese market: Indirect Competitors: Indirect refers to firms producing one or two products that compete with McDonalds products and therefore be a threat to the company. We have identified four indirect competitors: Henry J. Beans, T.G.I. Friday, K. F. C. and Popeyes. Henry J. Beans offers hamburgers and fries on its menu, therefore competing with McDonalds for customers of these products. However, Henry J. Beans also known as Hanks is a more of a bar restaurant and therefore a hang out place, as a result charging more money for its products. Hanks targets middle to upper class customers, so where most of these customers overlap are in the middle class. T.G.I Friday is another indirect competitor reflecting the same characteristics as Henry J. Beans. Other indirect competitors are K. F. C. and Popeyes, both competing for the chicken nuggets and fries customers. In brief, Hanks and T.G.I. Fridays competes with McDonalds by offering hamburgers and fries, whereas K. F. C. and Popeyes compete with McDonalds by offering chi cken nuggets and fries. Direct Competitors: Direct competitors refer to firms producing the same products or services as McDonalds does. Here we found that McDonalds has three direct competitors: Burger King, Wendys and Hardees. McDonalds closest rival is Burger King, which operates a total of 9644 restaurants in 110 countries. Wendys is McDonalds second largest rival, which is also in the fast food business, where Wendys operates 6776 restaurants in 32 countries. Hardees, McDonalds third largest rival is also in the fast food business and is the only direct competitor apart from Juicy Burger in the Lebanese market. Hardees operates 3080 restaurants in 20 countries. As we have illustrated McDonalds faces stiff competition from three major competitors, Burger King, Wendys and Hardees. Suppliers: Suppliers are an organization that provides resources for other organizations. McDonalds has practiced a backward vertical integration, by replacing most of its suppliers. It has done so for two reasons, 1) To reduce costs, and 2) To ensure that its products are of top quality. These supplies include beef and milk to be used in its products, which it gets from its farms. Other suppliers include local grocery stores that supply McDonalds with fresh vegetables. Soft drinks are supplied exclusively by Coca-Cola, which is also its ally. McDonalds supplies also include raw material such as flour, sugar, yeast, etc.,. Strategic Allies: A strategic ally is an organization working together with one or more other organizations is a joint venture or a similar arrangement. McDonalds has formed a strategic alliance with: Walmart, Chevron, Amoco, Disney and Coca-Cola. Walmart, which is a large shopping mall chain in the U..S. and several neighboring countries, is allied with McDonalds, which offers great opportunities for both companies. McDonalds has restaurants in each Walmart, offering its customers conveniences and excellent fast food at a low cost ease of accessibility. McDonalds corporation describes it best in this scenario: Imagine a busy shopping day at your local Walmart and having the ability to sit down with the kids and enjoy many of our McDonalds favorites, like Big Mac sandwiches, world famous fries and kids favorite Happy Meal. McDonalds understands your busy lifestyles and the demands on your time. Thats why we are making it easier for you to do more things in less time. McDonalds is engaged in an allianc e with two petrol companies, Chevron and Amoco. This alliance represents the ultimate in convenience. At these locations, one finds a full-menu McDonalds restaurant with dining room service. Nothing can be more convenient, because one can fill up the car with gas and get a meal all in one stop. Another important alliance that McDonalds has is with Disney. Here McDonalds has the sole right to sell fast food in Disneys theme parks around the U.S., and other Disney operations in the world. Under the terms of the agreement, McDonalds will operate restaurants and Disney will promote its films through McDonalds. Regulators: Regulators are groups or governmental agencies that can control and influence the organizations policies and practices. An example is Lebanon a few years ago when the U..S. government banned all U..S. citizens and organizations to come or operate in Lebanon. Another good example would be the embargo imposed on Iran where U..S. organizations were banned to operate in this country. Another group of regulators called interest groups can and have influenced McDonalds to treat its animals (cow and chickens) in a much more humane manner, which resulted in the restructuring of McDonalds farms throughout its operations around the world. The summary of the task environment which is by definition a specific organizations or groups that affect the organization, which includes competitors, suppliers, customers, strategic allies and regulators. Here we described the task environments importance to McDonalds, where McDonalds faces both opportunities and has threats in its environment. Emphasis on the key driver of MacDonalds: We shall also explore McDonalds Workforce Diversity and its Total Quality Management to emphasis on the key drivers. These are given below: Workforce Diversity: Diversity exists in a group or organization when its members differ from one another along one or more important dimensions such as age, gender, and ethnicity. Diversity is very important for McDonalds. Here millions of teens start out by working at McDonalds. Here some of the teenagers move on to get various jobs such as movie stars, skilled workers, famous athletes, management positions and other educated positions in society. At McDonalds two thirds of middle and upper management started out as crewmembers in a McDonalds restaurant. There are opportunities for everybody in McDonalds from teenagers to elderly workers, and from people just entering or reentering the job market. Moreover, McDonalds offers special jobs for people who have disabilities, such as people who are in wheel chairs and those who must use crutches permanently. Furthermore, McDonalds offers their workers flexible working hours. For example, hours for people seeking just a few hours of work per week and those wh o seek full time positions. The work force at McDonalds also have some say in their working hours, such as if they prefer the morning, mid-day, or evening shifts in the restaurant. So, McDonalds uses diversity to create a good atmosphere in their work places among workers and management. Here they offer work to all kinds of people without discrimination and the workers have flexible hours that provides customer satisfaction. Top Quality Management: Quality is the entirety of features and distinctiveness of a product or service that stand on its ability to satisfy stated or implied needs. For McDonalds, total quality management (TQM) involves that the employees are at work on time, are neatly dressed, and are clean. The employees must make sure that the customers constantly receive safe food, which implies that the employees must wash their hands often to remain clean. Moreover, the employees must follow certain Standard Operational Procedures, so the customers always receive exceptional quality and service. This includes the employees using plastic gloves when they prepare the food, that the meat and fries are properly fried, and that the vegetables are thoroughly washed when used in the food. Another TQM is that the employees rely on teamwork and high energy to get the job done, so that the customers do not have to wait long for their food. Furthermore, McDonalds management emphasizes that their restaurants should be clean. Th is involves that the restaurants are tidy, sparkling and spotlessly clean. As McDonalds illustrates the quality is that the employees delivers fast, accurate and friendly service with a smile. External and Internal Factors Affecting McDonalds The purpose of this paper is to discuss external and internal factors affecting McDonalds management functions. This will be accomplished by explaining how McDonalds deals with each of the external and internal factors. There were three factors that were chosen to outline the success of McDonalds corporation. The first factor is globalization, which is define as closer contact between different parts of the world, with increasing possibilities of personal exchange, mutual understanding and friendship between world citizens. Diversity, the difference among people and cultures, is the second factor discussed in the paper. The final factor is ethics, which can be defined as a set of principles of right conduct. This paper explains how the McDonald Corporations uses the factors to conduct business around the world. In todays society, corporations and enterprises are expanding their businesses in the global markets. Globalization is necessary for success and survival in the worldwide market; however, global competition is not easy (Bateman Scott, 2004). By the end of the twentieth century, the list of Fortune 500 companies was no longer only United States corporations due to an increase in international companies joining the list (Global Capitalism, 2005). As a leading food service retailer, McDonalds joins those corporations with restaurants in 119 countries (McDonalds, 2004). Important strategic decisions are a key factor to their success with consideration for both internal and external factors. When considering the foreign market, companies need to consider there are risks. There must be local marketing to appeal to the local consumers and also to build relationships and trust (Bateman Scott, 2004). Therefore, the strategic planning for marketing has to be effective. McDonalds caters its m enu in other countries to the cultures of the regions. For example, in India, the non-vegetarian menu includes chicken and fish items only (Welcome, n.d.). Beef is not on the menu in India because are considered sacred. Global marketing decisions are no different than those made domestically but the decisions are unique to each country (Sister Sister, 2005). Furthermore, operating on a global scale allows a companys employees to experience working in different cultural environments. This is a good marketing strategy for recruiting employees. McDonalds has a global core curriculum for its restaurant management (McDonalds, 2004). Paula Doherty, a general manager states, Ive had incredible experience in different countries andà ¢Ã¢â€š ¬Ã‚ ¦culturesà ¢Ã¢â€š ¬Ã‚ ¦as a trainee manager from Poland to Israel to the Philippines and more. Doing the job successfully has given me a real sense of achievement This business strategy speaks to their commitment to a diverse workforce. McDonalds commitment to diversity is established on the foundational belief that diversity is not just a moral and ethical issue, but also a business issue (McDonalds, 2005). Due to the global expanse of McDonalds business, diversity has become an integral part of the internal company culture. McDonalds has over 30,000 restaurants around the world, which means franchise owner/operators, employees, and customers represent just about every culture, religion or ethnicity on earth. In addition, McDonalds promotes the use of local suppliers and based on their policies of diversity, expects and retains suppliers that have a similar diversity culture. Knowing and understanding the local customs and traditions of the communities where McDonalds has established businesses, integrating people from these communities into the company, and adapting locally to the tastes and cuisines of the community, has made McDonalds the leader in their industry. In the United States alone, McDonalds has won numerous awards and received national recognition for diversity. According to McDonalds website, www.mcdonlads.com, awards include; PUSH-Excel Corporate Partner Award, Corporate Achievement and Image Award, Nullities Corporate Award, Corporate Vision Award, and the Circle of Inclusion Award. These awards and recognitions are not the result of a surface attempt to appease the critics. They are the result of McDonalds embracing and integrating diversity into their company ethos as an asset and an ally. McDonalds realizes that having diversity as an asset greatly enhances the profitability of the company. Diversity is a direct reflection of a companys interpersonal relationships. These relationships, if positive, result in a rewarding venture. Conversely, if the relationships are negative, the companys morale declines and if not addressed, leads to the deterioration of the company. This deterioration directly impacts the companys income and the communitys acceptance of the business. However, McDonalds leadership encourages diversity through their policies and programs. McDonalds proven success with leveraging the advantages of diversity can be attributed to their core value of ethics. McDonalds success is built on the foundation of personal and professional integrity (www.mcdonalds). From the beginning, McDonalds has based its reputation on trust and dependability, and their commitment to the community made them a household name. Founder Ray Kroc, believed in giving something back to the community in order to make the world a better place. Throughout the 1970s, McDonalds became involved with a lot of charity work. In 1974 established a charity called Ronald McDonald House. The purpose of this program was to provide temporary housing for the families of seriously ill children receiving treatment at nearby hospitals. Since the 70s, more than 10 million families around the world benefited from the comfort provided by Ronald McDonald Houses (www.rhmc). In addition to their community involvement, McDonalds has a long-standing commitment to environmental protection. Restaurants around the world have innovative programs for recycling, resource conservation, and waste reduction. The environmental achievements of this corporation have been recognized by organizations such as the Audubon Society, Conservation International, Keep America Beautiful, the National Recycling Coalition, and the U.S. Environmental Protection Agency (www.mcdonalds). McDonalds is also an equal opportunity employer. As an equal opportunity employer McDonalds ensures that employees and job applicants are selected, trained, and promoted without discrimination to race, gender, sexual orientation, age or disability. The company promotes their employees based on their relevant skill, talents, and performance. In support of this McDonalds promotes and sustains a working environment, which is free from unlawful discrimination, harassment and bullying. Employees are regarded as members of a team where everyones opinion is valued and respected. The Human Resources department monitors the effectiveness of the discrimination policies at regular intervals and takes corrective action as necessary to ensure that they being complied with (www.mcdonalds). Employees who feel that they have been treated unfairly are encouraged to use the remedies outlined in the Companys handbooks. McDonalds ethical standards, as well as their strategies for globalization and diver sity are instrumental to the overall success of the company. The purpose of this paper was to discuss external and internal factors that have affected McDonalds. This was achieved by explaining what the factors are where and how McDonalds dealt with each of the external and internal factors. The factors discussed were globalization, diversity, and ethics. The paper illustrates how globalization is necessary for success and survival of McDonalds in the worldwide market. The paper also shows how diversity integrated people from different communities into the company, and adapted tastes and cuisines of the community. McDonalds showed ethics by being an active leader in the communities. There are many different values to the dollar around the world, many issues that have occurred in many of those regions/websites, and about 119 countries served by McDonalds that rely on the functions of management to succeed. Critical Evolution the current strategy of MacDonalds: The current strategy involve of SWOT analysis as well as SWOT matrix or strategies which is given below accordingly. SWOT Analysis Framework Environmental Scan   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  / Internal Analysis  Ã‚  Ã‚     Ã‚  Ã‚  External Analysis /   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  / Strengths  Ã‚  Ã‚  Weaknesses  Ã‚  Ã‚     Ã‚  Ã‚  Opportunities  Ã‚  Ã‚  Threats | SWOT Matrix Figure: SWOT Analysis Framework SWOT Strategies of Macdonalds: The SWOT Matrix A firm should not necessarily pursue the more lucrative opportunities. Rather, it may have a better chance at developing a competitive advantage by identifying a fit between the firms strengths and upcoming opportunities. In some cases, the firm can overcome a weakness in order to prepare itself to pursue a compelling opportunity. To develop strategies that take into account the SWOT profile, a matrix of these factors can be constructed. The SWOT matrix (also known as a TOWS Matrix) is shown below: SWOT / TOWS Matrix Strengths Weaknesses Opportunities S-O strategies W-O strategies Threats S-T strategies W-T strategies Figure: SWOT / TOWS Matrix S-O strategies: S-O strategies pursue opportunities that are a good fit to the companys strengths. As like MacDonalds expands their Chinese market and increasing advertising and restaurant location because Chinese population is increasing day by day .In addition their car ownership is growing rapidly which is another opportunity for MacDonalds to expand their market development. Horizontal integration is the another opportunity which is tuned into strength for MacDonalds because by acquiring Krispy Kren Corporation they captured the market of them .As well as the advantages of horizontal integration is expansion of a firm within an industry in which it is already active for the purpose of increasing its share of the market for a particular product or service. Cost minimization, raw material availability, quick delivery and others factors are the advantage of horizontal integration which is adopting MacDonalds as a current strategy. It can adapt to the needs of the societies and undergo an innovative product line which might be the good opportunity for MacDonalds to transform into strength. It would be the remarkable opportunities to turn in to strength. Researching green energies and green packaging solutions and incorporating these findings as a part of their marketing strategy and advertisements which would be another opportunity to transfer into strength. Create new product offerings. Continue to use technology to influence revenue strategy: possibly use text messages to deliver specials offers to individuals who sign up for such services .These also might treated as opportunity which can be concerted in to strength. W-O strategies: W-O strategies overcome weaknesses to pursue opportunities. As MacDonalds weakness is lack of menu development so they have to work hard with this strategy and currently they are working with that as well which is being convert to pursue opportunity. They are currently doing menu development as well as product development of healthy lifestyle and Hispanic food lines which were weakness of them. In addition MacDonalds has several weakness which might be tune in to pursue opportunity if they overcome that weakness.Like- It uses advertising that mostly targets children. High employee turn-over. It has yet to accomplish going on the trend of organic food. Price competition with the competitors resulting in low revenue. Lack of innovative products. S-T strategies: S-T strategies identify ways that the firm can use its strengths to reduce its vulnerability to external threats. Macdonalds are increasing their number of restaurant as well advertisement in the Disney and Ocean Park as well as key markets to avoid the external threat of competitors like Burger King, Starbucks, Wendys Taco Bell, and KFC. Moreover there are numerous strength which can use its strengths to reduce its vulnerability to external threats. . It takes steps in adjusting the Ingredients and product offerings in order to comply with the upgraded health standards deemed necessary by the USDA. Its recognized as one of the worldss most recognized logos.It has branded menu items i-e Big Mac, Chicken McNuggets, which further promote McDonalds. Active Childrens Charity: The Ronald McDonald House. It is recognized as a socially responsible and community oriented firm. Globalization: 31,000 restaurants serving 120 countries. Of the 31,000 restaurants at least14, 000 restaurants in the US. It has located itself in major airports, cities, highways, tourist locations, theme parks. Earns revenue not merely by fast food sales, but also as a property investor, a franchiser of restaurants. It earns revenue by fast food sales as well as a property investor and a franchiser of restaurants. W-T strategies: W-T strategies establish a defensive plan to prevent the firms weaknesses from making it highly susceptible to external threats. As Macdonalds concentrate their development of product and redesign of website which is being user friendly. In addition they are increasing their sales promotion and advertisement to reduce external threat.

Modernism vs Neo-Traditionalism Essay -- essays research papers

Modernism vs Neo-Traditionalism: A debate on the merits and failures of two major competing paradigms in architecture and urban planning.   Ã‚  Ã‚  Ã‚  Ã‚  Beyond the term modernism underlies one of the greatest ideas in architectural development. Modernism was meant to provide more green areas, cheaper housing and more efficient use of space. This was to be accomplished by creating vertically dense spaces with the use of the new inventions of the nineteenth century, such as steel, glass, electricity and elevators. By decreasing costs of building, modernists hoped to provide cheaper housing, affordable to almost anybody. The modernist movement was also promising to meet the growing demand for office spaces, hence the motto â€Å"form follows function† . Today, the inhabitants of every large city are able to see products of modernist influence. Its opposite, neo-traditionalism, is admired for its beauty and variety. â€Å"Small City U.S.A.† is an extremely popular concept among today’s citizens, looking to escape the ordinary, colorless office buildings. Boring and redundant, is modernism today wh at it was conceptualized to be? Its ideas shape today’s housing, from housing projects to single homes that have neo-traditional skin. Modernist concepts are of incredible importance and necessity; however, they were misunderstood in application.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Modernism was a response to the rise of industrial manufacturing as man’s chief economic activity.† Modernism fulfilled the growing demand for office space. It made use of such inventions as steel, glass, concrete and elevators. Steel and concrete allowed building to go to whole new heights. Glass and electricity provided lighting, thus making the workday longer. Elevators made the office buildings possible by carrying its inhabitants to any floor in the building. These materials also solved the problem of fireproofing and were definitely less costly than the materials used for traditional buildings. At the same time, modernist buildings became uniform: built from the same materials, modular, colorless with the same components, flat roofs and lack of ornamentation. Kunstler argued that such buildings have seized to have any meaning that they destroy social arrangements and do not consider natural resources. He blamed modernism for ruining the c ities with corporate gigantism, failing to creat... ... supposed to provide for both.   Ã‚  Ã‚  Ã‚  Ã‚  People who despise modernism, probably do not know what it is supposed to be. Post-modernism seems to be more or less of an answer. It finally lets modernist buildings nurture creativity. Post-modernist buildings vary in shape, size and color, thus making them more appealing to the eye and less redundant. It seems that the costs of such innovations would still be less than those of traditional buildings.   Ã‚  Ã‚  Ã‚  Ã‚  I believe that our society needs post-modernism. People long for trees and parks and waterfronts, as well as for buildings that one can look at and think, â€Å"Oh, G-d, that is beautiful.† We need this no less than we need office buildings. Modernism and post-modernism are deemed to be different, and they are in the sense that post-modernism is exactly what modernism was supposed to be, may be with a bit more variety. In many instances, post-modernist buildings are even more attractive than neo-traditional. So, maybe one day when all modernist ideals are realized, a person will come out of the new Federal Plaza and for a hundredth time think, â€Å"This is the most relaxing landscape I’ve ever seen.

Caste Discrimination Essay

Caste systems are a form of social and economic governance that is based on principles and customary rules: Caste systems involve the division of people into social groups (castes) where assignments of rights aredetermined by birth, are fixed and hereditary. The assignment of basic rights among various castes is both unequal and hierarchical, with those at the top enjoying most rights coupled with least duties and those at the bottom performing most duties coupled with no rights. The system is maintained through the rigid enforcement of social ostracism (a system of social and economic penalties) in case of any deviations. Inequality is at the core of the caste system.  Those who fall outside the caste system are considered â€Å"lesser human beings†, â€Å"impure† and thus â€Å"polluting† to other caste groups. They are known to be â€Å"untouchable† and subjected to so-called â€Å"untouchability practices† in both public and private spheres. â€Å"Untouchables† are often forcibly assigned the most dirty, menial and hazardous jobs, such as cleaning human waste. The work they do adds to the stigmatisation they face from the surrounding society. The exclusion of ‘caste-affected communities’ by other groups in society and the inherent structural inequality in these social relationships lead to high levels of poverty among affected population groups and exclusion from, or reduced benefits from developmen t processes, and generally precludes their involvement in decision making and meaningful participation in public and civil life. The division of a society into castes is a global phenomenon not exclusively practised within any particular religion or belief system. In South Asia, caste discrimination is traditionally rooted in the Hindu caste system. Supported by philosophical elements, the caste system constructs the moral, social and legal foundations of Hindu society. Dalits are ‘outcastes’ or people who fall outside the four-fold caste system consisting of theBrahmin, Kshatriya, Vysya and Sudra. Dalits are also referred to as Panchamas or people of the fifth order. However caste systems and the ensuing caste discrimination have spread into Christian, Buddhist, Muslim and Sikh communities. Caste systems  are also found in Africa, other parts of Asia, the Middle East, the Pacific and in Diaspora communities around the world. In Japan association is made with Shinto beliefs concerning purity and impurity, and in marginalized African groups the justification is based on myths. Caste discrimination affects approximately 260 million people worldwide, the vast majority living in South Asia. Caste discrimination involves massive violations of civil, political, economic, social and cultural rights. It is often outlawed in countries affected by it, but a lack of implementation of legislation and caste-bias within the justice systems largely leave Dalits without protection. Videos – Cases of Caste Discrimination Click here to see a Playlist from IDSNs YouTube Channel with a selection of videos dealing with cases of caste discrimination and the consequences of this. Understanding ‘Untouchability’  A comprehensive Study of practices and conditions in 1589 Villages Caste-based discrimination is the most complex human rights issue facing India today. To date, the tools used to assess its status have been divided by discipline—human rights, legal and social science. Although significant contributions toward understanding untouchability have been made in each of these areas, it is difficult to comprehend the scope and pervasiveness of the problem without combining the tools of all three. We have spent the last four years compiling quantitative, comprehensive and reliable data exposing the current state of untouchability (caste-based discrimination) against Dalitsi (â€Å"untouchables†) in Gujarat, India. This report presents data on untouchability practices in 1,589 villages from 5,462 respondents in Gujarat on the issue of untouchability. In 2000, Martin Macwan of Navsarjan received the Robert F. Kennedy Human Rights Award, initiating a long-term partnership between Navsarjan and the Robert F. Kennedy Center for Justice & Human Rights. In response to Navsarjan’s identified need for an extensive study on caste discrimination, members of the RFK Global Advocacy Team from the University of Maryland/Kroc Institute at the University of Notre Dame, and Dartmouth College/University of Michigan joined the team. The objective was to contribute to a more comprehensive understanding of the topic in order to better drive Navsarjan’s advocacy and intervention work. In its efforts across Gujarat and India, Navsarjan has experienced first-hand that a deeper  understanding gained by intensive data collection leads to the development of more effective strategies to address the contin ued practice of untouchability. Indeed, interactions with individuals across age, caste, gender and social sectors during the implementation of this study reveal that the potential for ending untouchability may exist within two large groups of people that can be seen as sources of hope. First, a large segment of Indian society, primarily of younger generation Indians, though largely ignorant about its scope and practice, appears ready and willing to learn about untouchability and work towards its true abolition. Second, another group of people across caste, nationality and religious affiliations have become deeply concerned about the prevalence of untouchability practices viewed from the perspective of human rights. This group of activists, advocates, donors, lawyers, students, academics, politicians and ordinary citizens has developed an awareness of untouchability as an issue of civil and human rights law. The report presents both a general and multi-disciplinary view of current untouchability practices across rural areas in Gujarat (bringing together political science, sociology, law, public policy and community organizing) and provides evidence to refute the belief that untouchability is limited to remote and economically underdeveloped corners of India. The broad picture of untouchability can be used to educate Indian society about these practices and to initiate an informed national and international debate on how to address the problem. Equally important, this report presents a picture of untouchability that promotes global visibility on the continued human rights violations suffered by Dalits and provides an example to other countries on methods for identifying, understanding and eliminating discriminatory activity. We believe that a systematic approach to understanding untouchability shatters the myth that the problem is intractable. Instead, we hope that the data presented here and the understanding it generates will spark new energy and commitment to the movement to end the injustice and indignity of untouchability. (to view the full report hit the link below) Caste-based discrimination is a form of discrimination prohibited by  international human rights law. Although it may not be equated with racism, it is quite clear from several references made by several UN treaty and charter-bodies that this issue warrants due recognition as an example of gross human rights violation that needs to be taken into consideration by all human rights mechanisms available in the UN system. ICERD definintions and CERD practice on descent-based discrimination The ‘descent’ limb of the definition of ‘racial discrimination’ Article 1(1) of ICERD defines ‘racial discrimination’ as follows: Any distinction, exclusion, restriction or preference based on race, colour, descent, national or ethnic origin which has the purpose or effect of nullifying or impairing the recognition, enjoyment or exercise, on an equal footing, of human rights and fundamental freedoms in the political, economic, social, cultural or any other field of public life (emphasis added) The term ‘descent’ as a prohibited ground of discrimination springs unheralded and unexplained into the basic framework of ICERD. It is one of only two terms in this list that isn’t borrowed directly from the UDHR formulation (the other being ‘ethnic origin’, in lieu of ‘social origin’). It does not appear in any of the key pre-ICERD texts on racial discrimination. It is also noteworthy that, although included in the definition in article 1(1), the term ‘descent’ was omitted from the list of prohibited grounds of discrimination in article 5 of ICERD. CERD General Recommendation No. 29 on descent CERD has confirmed its interpretation of ‘descent’, in the form of its General Recommendation No. 29 on ‘descent-based discrimination’, adopted on 22 August 2002. This General Recommendation: Confirms â€Å"the consistent view of the Committee that the term ‘descent’ in Article 1, paragraph 1 of the Convention does not solely refer to ‘race’ and has a meaning and application which complements the other prohibited grounds of discrimination†; and Reaffirms that â€Å"discrimination based on ‘descent’ includes discrimination against members of communities based on forms of social stratification such as caste and analogous systems of inherited status which nullify or impair their equal enjoyment of human rights†. From this review of CERD’s practice, it is apparent that the Committee has consciously and consistently adopted an interpretation of the ‘descent’ limb of article 1 of ICERD that e ncompasses situations of caste-based discrimination and analogous forms of  inherited social exclusion. Read CERD General Recommendation No. 29 on descent CERD General Recommendation No. 32 on special measures This CERD General Recommendation on the meaning and scope of special measures in the ICERD, adopted at its 75th session in August 2009, affirms General Recommendation 29 on Article 1, paragraph 1, of the Convention (Descent), which makes specific reference to special measures. The Committee also states that special measures should be ‘carried out on the basis of accurate data, disaggregated by race, colour, descent and ethnic or national origin and incorporating a gender perspective, on the socio-economic and cultural status and conditions of the various groups in the population and their participation in the social and economic development of the country.’ Subsequent CERD practice Any â€Å"subsequent practice in the application of the treaty which establishes the agreement of the parties regarding its interpretation† may also, in such circumstances, be taken into account. In the course of reviewing state party reports, CERD has expressed explicit reliance on the ‘descent’ limb of article 1 in order to address the situation of Dalits in India, Nepal, Bangladesh, Pakistan, the UK, as well as the analogous situations of the Burakumin in Japan. CERD has also addressed situation of ‘descent-based discrimination’ in a number of other instances, even though in some of these additional cases the reliance upon the ‘descent’ limb of the article 1 of the Convention has been implicit. Concluding observations have been made by the Committee in respect of Yemen, Nigeria, Chad, Mali, Senegal, Madagascar, Mauritania, Burkina Faso, and Mauritius. Conflicts in Somalia had also been viewed by CERD as being based on descent, thus bringing them within the purview of ICERD. As CERD expert member Patrick Thornberry has argued, â€Å"whatever the argument on the relation between the specific reference to ‘race’ in Article 1 and the caste issue, there is a suggestion here that in the context of the Convention as a whole, and in particular in the context of special measures, the redress of caste disabilities finds a place.† Response by affected countries In early August 1996, CERD considered India’s consolidated tenth to fourteenth periodic reports. In this context, India sought to establish that discrimination related to caste did not fall within the scope of ICERD or within the jurisdiction of the Committee. â€Å"The term ‘caste’†, the Indian report declared, â€Å"denotes a ‘social’ and ‘class’ distinction and is not based on race.†The report expressly acknowledges that â€Å"Article 1 of the Convention includes in the definition of racial discrimination the term ‘descent’†, and that â€Å"oth castes and tribes are systems based on ‘descent’†. However, the Indian position concerning the interpretation of this term was that: †¦ the use of the term ‘descent’ in the Convention clearly refers to ‘race’. Communities which fall under the definition of Scheduled Castes and Scheduled Tribes are unique to Indian society and its historical process. †¦ it is, therefore, submitted that the policies of the Indian Government relating to Scheduled Castes and Scheduled Tribes do not come under the purview of Article 1 of the Convention. In the course of discussion of the report in the Committee, the Indian delegation said that India’s report â€Å"had focused on matters relating to race as distinct from other categorizations referred to in the Constitution. †¦ Constitutionally, the concept of race was distinct from caste. †¦ To confer a racial character on the caste system would create considerable political problems which could not be the Committee’s intention. In the spirit of dialogue, however, India was prepared to provide more information on matters other than race, without prejudice to its understanding of the term ‘race’ in the Convention.† A number of CERD members challenged the Indian Government’s interpretation of the term ‘descent’, and in its concluding observations CERD insisted that â€Å"the term ‘descent’ mentioned in article 1 of the Convention does not solely refer to ‘race’†. Moreover, the Committee affirmed that â€Å"the situation of the scheduled castes and scheduled tribes falls within the scope of the Convention†, and went on to specifically recommend that â€Å"special measures be taken by the authorities to prevent acts of discrimination towards persons belonging to the scheduled castes and sc heduled tribes, and, in cases where such acts have been committed, to conduct thorough investigations, to punish those found to be responsible and to provide just and adequate reparation to the victims.† The Committee specifically stressed â€Å"the importance of the equal enjoyment by members of these groups of the rights to access health  care, education, work and public places and services, including wells, cafà ©s or restaurants.† CERD also recommended a public education campaign on human rights, â€Å"aimed at eliminating the institutionalized thinking of the high-caste and low-caste mentality.† Nepal has also appears to have acquiesced to CERD’s interpretation and practice in this regard. CERD has now taken up the issue of caste-based discrimination in Nepal on three successive occasions without demur from the Nepalese Government. Indeed, Nepal has volunteered substantial amounts of information concerning caste-based discrimination in its periodic reports. When Pakistan was examined by CERD in February 2009, the Government took a principled decision by engaging constructively in a dialogue with the Committee on how to tackle the challenges faced by the Government in addressing the issue of caste-based discrimination in contemporary Pakistan. CESCR General Comment No. 20 on non-discrimination General Comment No. 20 on Non-Discrimination in Economic, Social and Cultural Rights was adopted by the UN Committee on Economic, Social and Cultural Rights (CESCR) at its 42nd session in May 2009. In this General Comment, the Committee reaffirms CERD GR No. 29 that â€Å"the prohibited ground of birth also includes descent, especially on the basis of caste and analogous systems of inherited status.† The Committee recommends States parties to â€Å"take steps, for instance, to prevent, prohibit and eliminate discriminatory practices directed against members of descent-based communities and act against dissemination of ideas of superiority and inferiority on the basis of descent.† Caste in the Universal Declaration on Human Rights In none of the human rights instruments does the term ‘caste’ appear. Nevertheless, an examination of the travaux preparatoires of the Universal Declaration on Human Rights shows that caste was explicitly contemplated by the drafters as being encompassed in some of the more general terminology in the UDHR’s foundational non-discrimination provision. In 1948, the Third Committee of the UN General Assembly was in debate over the inclusion of the word ‘birth’ in the list of prohibited grounds of distinction in what was to become article 2 of the Declaration. Mr Habib, representing India, said that he ‘favoured the use of the word ‘caste’ rather than ‘birth’, as the latter  was already implied in the article.’ Mrs Roosevelt for the United States of America, and a member of the informal drafting group, demurred to both this intervention. In her opinion, ‘the words â€Å"property or other status† took in to consideration the various new suggestions that had been made.’ Mr Appadorai of the Indian delegation in effect accepted the US and Chinese caste-inclusive interpretations of some of the more general language in the draft article. He said ‘his delegation had only proposed the word â€Å"caste† because it objected to the word â€Å"birth†. The words â€Å"other status† and â€Å"social origin† were sufficiently broad to cover the whole field; the delegation of India would not, therefore, insist on its proposal.’ It is apparent therefore that caste was acknowledged in the drafting process as being encompassed in the terms ‘other status’ and/or ‘social origin’, if not also in ‘birth’ (the specific grounds of the Indian objection to this term not being entirely clear from the travaux). To that extent, a special meaning may be regarded as having been attributed to those terms. As well as appearing in the non-discrimination provisions of most subsequent international human rights instruments, the terms ‘social origin’ and/or ‘other status’ (either or both of them) have been incorporated in the non-discrimination provisions of the significant number of national constitutions that have borrowed these formulations from the UDHR. At the same time, it is noteworthy that a number of national constitutions have put the matter beyond question so far as their domestic legal regimes are concerned by explicitly referring to caste in their non-discrimination provisions. This applies to the constitutions of India, Nepal, Pakistan, Bangladesh, Sri Lanka and Burkina Faso. Caste discrimination: More than 165 million people in India continue to be subject to discrimination, exploitation and violence simply because of their caste. In India’s â€Å"hidden apartheid,† untouchability relegates Dalits throughout the country to a lifetime of segregation and abuse. Caste-based divisions continue to dominate in housing, marriage, employment and general social interaction—divisions that are reinforced through economic boycotts and physical violence. Working in partnership with the International Dalit  Solidarity Network, India’s National Campaign on Dalit Human Rights, and the Gujarat-based Dalit grassroots organizationNavsarjan, IHRC works to hold the Indian government accountable for its systematic failure to respect, protect, and ensure Dalits’ fundamental human rights. In 2007, for instance, the IHRC issued a series of statements and a report based on its analysis of India’s failure to uphold its international legal obligations to ensure Dalit rights, despite the existence of laws and policies against caste discrimination. The report Hidden Apartheid—which was produced in collaboration with Human Rights Watch—was released as a â€Å"shadow report† in response to India’s submission to the United Nations Committee on the Elimination of Racial Discrimination, which monitors implementation of the International Convention on the Elimination of All Forms of Racial Discrimination. IHRC also participated in proceedings related to the Committee’s review of India’s compliance with the Convention and presented the report’s findings.

Filipino Entrepreneurs

Henry Sy Henry Sy is a Chinese Filipino entrepreneur and founder of SM Group. You’ll be hard pressed to not find an SM Mall around the Philippines. Henry Sy started building his own small business called â€Å"Shoe Mart† and eventually turned it into a major corporate identity. Henry Sy inspires many people that you can start small and grow it into a massive empire.2. Manny Pacquio – Champion BoxerManny Pacquiao Manny Pacquio is a famous professional champion boxer and now politician. He won six world titles and is the the first in eighth division world champion category. Manny Pacquio had to drop out of school due to extreme poverty and at the age of 14 started boxing. Manny Pacquio is one of the best icons known in the world today.3. Tony Tan Caktiong – JollibeeTony Tan Caktiong Feeling hungry? Try Jollibee. Tony Tan Caktion started an ice cream parlor in 1975 and then founded Jollibee in 1978. He took on the fast food giant Mc Donalds and expanded his r estaurant chain all over the Phililippines. The big bee standing infront of Jollibee is a reminder of no matter who you are, you can still take on the big boys in the industry.4. Charice – SingerCharice Charice is a Filipino singer who shot to fame using YouTube. She started off with a talent for singing (doesn’t all Filipinos have this talent?) and eventually turned her passion for singing into a world wide phenomenon. Charice is a great story of how you can use what you have, put it in front of as many people as possible online and eventually achieve success.5. Anne Curtis – Actress / Model / SingerAnne Curtis Anne Curtis is a professional actress, model and singer of the Philippines. Half Filipino and Australian, her popularity has grown immensely over the years. One of the most interesting things about Anne Curtis is that she commands â€Å"Front of Mind† awareness. Ask any Filipino who you think of when you think of a female celebrity? It’s An ne Curtis. Anne Curtis inspires many Filipinos to go for their dreams. Fine then, i’ll admit it, she’s pretty6. John Gokongwei – Cebu PacificJohn Gokongwei John Gokongwei is the founder of Cebu Pacific, a Filipino airline company started in 2005. Cebu Pacific is one of the most recognised airline companies in the Philippines. John Gokongwei is a great rags to riches story of how he started entrepreneurship out of poverty. He also is a active philantrophist and donates millions to various charities around the Philippines.7. Jaime Augusto Zobel – Ayala MallsJaime Augusto Zobel Jaime Zobel is the founder of Ayala Corporation is a best known for his malls in Greenbelt and other locations. If you ever visit one of his Ayala Malls, you’ll notice that his architecture carries a unique design that’s reflective on his creative abilities. Jaime Zobel is a reminder of great design and architecture.8. Rob Schneider – ActorRob Schneider Rob Schnei der is a funny guy and famous for appearing in many movies along side Adam Sadler. He does stand up comedy and features in films such as Duece Bigalow, The Hot Chick and Grown Ups. Rob Scheneider puts Philppines on the map through his movies and comedy roles.9. Apl De Ap – SingerApl De Ap Apl De Ap rose to fame through his career singing with the Black Eyed Peas. His famous song â€Å"BeBot† is completely sung in Tagalog and features Filipino people around the globe. Apl De Ap is a reminder of how you can make it in the music industry through the right contacts and associations.10. Eduardo Cojuangco Jr – San MigelEduardo Cojuangco Jr Feel like a beer? Try San Mig! Eduardo Conjuangco Jr is the founder of San Migel Corporation and produces one of the most trusted food and beverages in the Philippines. Locals love drinking San Migel beers and enjoy Eduardo’s creation on a regular basis, sometimes too much. Eduardo Conjuangco is a reminder of how you can have more fun the Philippines. So there’s my list, the top 10 Filipino Entrepreneurs. Of course, there’s many more people who would easily make this list, however it would take forever for you to read the entire list. After my study of these successful Filipino Entrepreneurs, I have discovered a common characteristic behind these people.The 6 Secrets of Success of Filipino Entrepreneurs1. They all loved what they are doing. These Filipino entrepreneurs all enjoyed what they were doing. They never did anything they hated or anything they didn’t want to do. Their careers was built around what they enjoyed and had a natural talent for. 2. They didn’t need a qualified and formal education to become successful. Some of these Filipino Entrepreneurs didn’t have any education at all. They dropped out of school and somehow created success from it. 3. They all failed.Before they â€Å"arrived† to success, they all previously failed in whatever they did to get there. This is an extremely common pattern. Everyone fails on their way to success. 4. They worked hard. None of them took the easy route to get where they were today. They all worked long into the night on their craft, their business and their careers. They paid the price for success. 5. They all had dedication and persistence.Along their journey, they all continually kept working towards their goal of being successful in their field. They never gave up after their first attempt, they just kept on going for many years. 6. It took time.Lots of it. These Filipino Entrepreneurs shows that you can’t achieve success over night, it takes hard work, dedication and continual improvement to get where they were. They all focused on their careers and made it successful. So there you have it, my list of top 10 Filipino Entrepreneurs and their 6 secrets of success. Please send me your thoughts or suggestions.If you liked this article, please share it with your friends and together w e can all learn from Filipino Entrepreneurs and succeed in our careers. To your success. Khoa Bui (no I’m not Filipino)