Friday, September 6, 2019
The War on Iraq Essay Example for Free
The War on Iraq Essay Introduction            If there’s one country that you would want to go to, the country Iraq would be on your list. Iraq is a country of heritage and historical value. It has been known to the world for housing numbers of archaeological sites and art pieces. It is acknowledged for having one thousand archaeological sites including ruins of their past wars. Iraq has been the place for the oldest churches in the world and the first city of the world. The country’s archaeological sites can be dated back even before Christ was born; the mainland for the Old Testament. Scholars and curators fear the possibility that the civil war in Iraq might destroy the archaeological sites of the country (Guardian, April 2, 2003).            The United States and Iraq conflict began on the twentieth of March of the year Two-Thousand and Three. The main reason for the development of the war is that His Excellence, President George W. Bush along with British Prime Minister Tony Blairand their fellow allies was threatened by the speculations that the Iraq government was developing weapons of mass destruction; nuclear bombs and the likes. The war went on until the defeat of the Iraqi terrorist Saddam Hussein. The war deteriorated this year, two thousand and seven, but the war between Sunni and Shia Muslims continued up to this date (A timeline of the Iraq War,) Shia vs. Sunni Muslim            Sunni and Shia Muslims are only two among the subgroups of the Muslim religion. Sunni and Shia have the same culture, it is homogenous. Although both share the common Islamic beliefs they do not share common beliefs when it comes to political issues and practices. There is diversity within the Islamic groups regionally. The division between Sunni Islam and Shia Islam started when the prophet Muhammad died, leadership of the Muslim was then a big question. Who would take the place of Muhammad was at stake, whether it should be a relative or it is just okay for a capable leader to take his place. The Sunni Muslims agreed upon the election of a new leader among the capable ones. On the contrary, the Shia Muslims believed that the leadership should have been passed to Muhammad’s relatives, particularly to his cousin Ali. All throughout the Muslims’ history, the Shia subgroup never have recognized the authority of their elected leaders. From this initial political issue of leadership, the two subgroups’ spiritual beliefs were divided.            There are theological or spiritual differences between the Shia and Sunni Muslims. The Shia subgroups believe that their Imam or leader is a sinless leader since it was appointed by God. They often make shrines for their Imams because they believe that they are saints. On the contrary, Sunni Muslims contradicted the Shia beliefs; they say that there’s no basis for the veneration of saints and that there’s no such thing as the hereditary succession of spiritual leaders (Huda, 2007).            One of the practical differences between Sunni and Shia is through praying. Shia Muslims pray three times a day wherein they combine their prayers; their prayers can be identified by a tablet of clay from what they call Karbala or a holy place, on which their foreheads are pressed against. On the contrary, Sunni Muslims pray five times a day without combining their prayers.            Temporary marriage or what Muslims call Muttah marriage is legal to Shia but the Sunni Muslims do not consider it. Sunni Muslims believe that Muttah marriage is a forbidden act, thus, believing that the Prophet forbid the act (Hourani, 1991).            There are also differences in the kind of government the Sunnis and Shias wanted to have; the political culture differences. Shias are rebellious and always contradict the tyrannical rulers and are against Sunni injustices. They believed in the modern world democracy, in which avoidance of accountability and tyranny is stressed. They are anti-authoritarians and it is known to be an inherent culture of the Shias; they believed in the justification of fair rulers and that justice is fair and without any bias. On the contrary, Sunnis uphold any kind of government, be it democratic or not for as long as it maintains the order and the stability of the Muslim community. Not to mention that it should also protect the Muslim communities.            Gender relations among the Sunni Islam and Shia Islam have differences also. Shias’ allow a fairer gender relation than the Sunnis. The presence of sexual inequality for them is the absence of democracy; this is what the Shias believed in. On the other hand, Sunni Islam communities believed that women should be a subordinate of men; wives should obey their husbands. Thus, it shows that their differences are completely extreme, because one opposes the other (Chaulia,February 16, 2007) Conclusion                  Like other religions, Muslims also have differences, be it political, cultural and regional diversity. The fact is that they are all the same when it comes to spiritual concerns. The most important thing is to be united with God despite of the differences. Holy war is not supposed to be an issue because we are all the same in the eyes of our creator. Our fellow Muslim should unite instead of continuously building up the wall between them.            Iraq should be a sanctuary and not a place for war and conflict. Shias’ and Sunnis’ differences should not hinder them from being united for the sake of peace for the fact that they are both Muslims. References Chaulia, S. (February 16, 2007 ). Shia Democracy:Myth or Reality?  [Electronic Version] from http://www.worldpress.org/Mideast/2677.cfm. Guardian, T. (April 2, 2003). The end of civilization [Electronic Version] from http://arts.guardian.co.uk/features/story/0,11710,927788,00.html. Hourani, A. (1991). A History of the Arab Peoples [Electronic Version] from http://www.bbc.co.uk/religion/religions/islam/subdivisions/sunnishia_4.shtml. Huda. (2007). Whats the Difference Between Shia and Sunni Muslims? [Electronic Version] from http://islam.about.com/cs/divisions/f/shia_sunni.htm. A timeline of the Iraq War [Electronic ( ). Version]. Retrieved 2005-2007 from http://thinkprogress.org/iraq-timeline.
Thursday, September 5, 2019
Role and Employment of Women in the Indian Armed Forces
Role and Employment of Women in the Indian Armed Forces CHAPTER I INTRODUCTION The highest national priority must be the unleashing of woman power in governance. That is the single most important source of societal energy that we have kept corked for half a century. -Mani Shankar Aiyar 1. It is the society that is the feeder to any organization within its realm and the same is seen through its functioning projection. Traditionally, men were the warriors the women housekeepers, the roles were well demarcated. Changes over the period have merged this distinguished line of specific gender task distribution and has managed to put a wedge into the male dominated culture. The first batch of women officers got commissioned in1992, now 17 years past women still have not been able to break the barrier fully inspite of breaking the crust and making inroads. Yet with time they have started to see the bigger canvas and so also their scope on the same. 2. Defence readiness is one major aspect which is required to be borne in mind throughout while considering their employability options. Their career aspects and opportunities need to be viewed holistically keeping the final aim in focus. Yet a few discriminatory policies as been professed by the government need review such as their short service commission, combat exclusion, and entry into ranks and so on. Fore- planning and systematic approach should be the correct approach prior to deciding on any such issue. Nevertheless, a small beginning is ensuring a greater role for women. Government of India, after the high Court ruling, has decided to grant Permanent Commission in select cadres.[3] 3. Different set of policies will only affect the working efficiency and interaction between the two genders in the services. This exclusion from select working places will only harm the organization and upset the normal working routine. Notwithstanding this, Armed forces have been constituted with the sole purpose of ensuring defence of the country and all policy decisions should be guided by this overriding factor. All matters concerning defence of the country have to be considered in a dispassionate manner. No decision should be taken which even remotely affects the cohesiveness and efficiency of the military. Concern for equality of sexes or political expediency should not influence defence policies.[4] 4. Induction of women into selected fields of Indian Armed Forces has given rise to the issue of their employability in various spheres and how training is to be affected. This study seeks to analyse the above issue in Indian context. CHAPTER II METHODOLOGY Statement of the Problem 5. Justification for the Study 7.Scope 8. This study concentrates on the issue of role training of women in the Indian Army. Questions that are likely to be raised in the context of Air Force and Navy in the light of this study are kept beyond its purview. will only be dealt with in passing as far as its relevance to women in general is concerned. It will restrict itself to the . Methods of Data Collection 9. The following techniques of data collection have been used for the purpose of the present study:- (a) Objective type questionnaires circulated within student officers, staff at DSSC, Wellington and lady officers serving and retired. (b) Interview with a serving lady officer. (c) Books, magazines, journals available at DSSC library and information from the net. 10. Due to vastness of the subject, it is intended to study important aspects of the subject in seven chapters as follows: (a) Introduction. (b) Methodology. (c) Historical Perspective World Overview. (d) Employment Problems and Present Status. (e) Training and Related Aspects. (f) Future Role Prospects. (g) Conclusion. Source of Study 11. Sources of study are the Defence Services Staff College library, personal experiences and Internet. Bibliography is attached as appendix. CHAPTER III HISTORICAL PERSPECTIVE AND WORLD OVERVIEW 12. The Indian mythology sources the whole energy in the entire creation to a female deity called Shakti, the consort of Lord Shiva. The scriptures very vividly describe the first ever war fought in the creation, i.e., between Devas and Rakshashas wherein the commander of Rakshashas, Mahishasura, was killed by none other than the overall commander of Devas, named Durga. To this day we celebrate this victory every year as Durga Pooja. All civilizations have myths based on female goddesses- hunters, warriors, nurturers and preservers. The Greek goddess Athena, Roman Diana, Nordic Valkyries and the Amazons are cases in point. History is replete with such female warrior commanders, Maharani Laxmibai of Jhansi, Razia Sultan and Chand Bibi to quote a few. This trend is in no way extinct. Nonetheless, the women culture in armies drew controversies during the medieval period and since then has refused to die down. Despite various roles in the armies of past societies, it is only recently tha t women have begun to be given a more expanded role in contemporary armed forces of the world, and thus, the debate picks up more vociferously. INA – The Forerunner in Identifying Women Power 13. Subhash Chandra Bose, was the pioneer in recognizing the untapped potential of the Indian women. He therefore, involved them in Indian National Army, which was raised to snatch independence from the colonial builders. The first Rani of Jhansi training camp was inaugurated under the direct guidance of Subhash Chandra Bose, near Singapore on October 22, 1943.[5] The seed sown back then has gained a definite contour whilst making women in Indian Army an imperative part. The image of women of the Rani of Jhansi regiment left the British spellbound. Women in India have always played an active role when it comes to safeguarding the nation. But organizing women into an army was, probably, done for the first time by Subhash Chandra Bose. The women in Indian National Army (INA) fought for their country`s independence along with their male counterparts with equal courage and valour. A World Scan: Recent History of Changes in Womens Roles 14. Its been only 17 years since the women wore the ranks of a Second Lieutenant in the Indian Armed Forces. This period is a very small window in the history of women sacrifices for the military cause in contemporary world. To understand the various facets of this gender developing through the time there is a need to scan through the world armies that gave women equal opportunities to serve their countries alongside men without discrimination. The evolution in various countries is enumerated in subsequent paragraphs. Australia 15. The first women became involved with the Australian Armed Forces with the creation of the Army Nursing Service in 1899. Currently, women make up 12.8% of the Australian Defence Force (with 15.1% in the Royal Australian Air Force, 14.6% in the Royal Australian Navy and 17.5% in the Australian Army).[21] In 1998 Australia became the second nation in the world to allow women to serve on its submarines. Australia does not permit women to serve in military positions involving direct combat. Australias first deployment of female sailors in a combat zone was during the 1991 Gulf War. Britain 16. Women join the British Armed forces in all roles except those where primary duty is to close with and kill the enemy. Today, 71% of all jobs in theNavy, 67% in the Army and 96% in the Air Force are tenable by women. Female personnel currently make up around 9% of the British armed forces.[24] Canada 17. Women served in the Royal Canadian Army Medical Corps during the World War I and II; however they were not permitted to serve in combat teams. Same was during the Korean War of 1950-1953.In 1970 the government created equal opportunities, making it possible for women to reach any rank. In 1982 laws were passed ending all discrimination in employment and combat related roles in the Canadian armed forces were opened for women, with no restrictions in place, with the exception of the submarine service. In 1990 the Ministers Advisory Board on Women in the Canadian Forces was created. Women were permitted to serve on board Canadian submarines in 2002. Canadian women have also become clearance divers, and commanded large infantry units and Canadian warships. On May 17, 2006 Captain Nichola Goddard became the first Canadian woman to be killed in combat during operations in Afghanistan. Today women account for close to 13 percent of the total strength of the Canadian forces. Denmark 18. Women were employed in the Danish Armed Forces as early as 1934. In 1962 women were allowed to volunteer in the regular armed forces as long as they did not serve in units experiencing direct combat. The year 1971 saw the enlistment of women as non-commissioned officers. In 1978, based on the reports of studies on the topic, women were allowed to enlist in an all areas of the Danish armed forces, with combat trials in the eighties exploring the capabilities of women in combat. In 1998 women were allowed to sample military life in the same way as conscripted men, however without being completely open to conscription. NATO reports also indicate that the Danish military does not promote women to positions of leadership.[26] Denmark has different basic physical requirements for men and women in their armed forces; however the requirements for the more physically demanding jobs do not differ for either sex. Finland 19. Finnish Defence Forces does not conscript women. However, since 1995, the women between 18 and 30 years of age have the possibility of voluntarily undertaking the military service in the Defence Forces or in the Finnish Border Guard. In garrison environment, the females are lodged in separate rooms and are given separate toilet and bath facilities. In exercises and aboard ships, women are lodged with men. Yearly, some 500 women complete the voluntary military service.[40] France 20. A study (December 2006[41]) shows that women represent 19% of all French military personnel. They are allowed to serve in all posts (including combat infantry), except submarines and riot control units. However, they still represent a small part of the personnel in combat role specialties. Germany 21. Germany had employed one of the most conservative gender-policies of any NATO country. During the final months of World War II, young boys and old men were called up to fight the advancing Soviet forces, however no woman was called upon, despite the countrys long history of female fighting figures. In the year 1975 the first women were appointed for the medical service of the German Bundeswehr. But it was not until January 2001 that women joined German combat units. Women represent a share of 7 percent of all troops except conscripted soldiers. Women in the German air force have received their jet fighter license.[46] Israel 22. Several women transport pilots served in the 1948 War of Independence, but later the Air Force closed its ranks to female pilots. There is a draft of both men and women. Most women serve in non-combat positions, and are conscripted for only two years (instead of four for men). In 2001, Israels first female combat pilot received her wings. Up to 83% of positions in the Israeli army are open to women. Combat duty is voluntary for women. Norway 23. Women in Norway have been able to fill military roles since 1938, and during the Second World War female officers served in all branches of the military. Between 1977 and 1984, laws expanded the role of women in the Armed Forces, and in 1985 the equal opportunities legislations were applied to the military. Norwegian women are permitted to serve on a voluntary basis, however in the event of national mobilization they will be under the same pressures as men. In 1995, Norway became the first country to allow women to serve on its military submarines.[49] All women between the age 18-20 are given the opportunity to attend national conscription selection. Russia 24. Women have served since World War I as all-female units. Women make up 10% of Russias military strength. Several programs during the height of the cold war were set up to encourage women to enlist. Participation in military orientated youth programs and forced participation in the reserves for ex-servicewomen up to the age of 40 are some examples. United States 25. The United States is considered a pioneer[6] and a trend-setter as regards induction of women in the services. There are approximately 200,000 American women on active duty in the US armed forces. They constitute nearly 20 percent of its strength. The scope of combat-risk assignments for women was redefined to open additional appointments to them. The Womens Army Auxiliary Corps wasestablished in the United States in 1941 and saw combat during World War II. The Womens Naval Reserve and Marine Corps Womens Reserve were also created during this conflict. There were 350,000 American women who served during World War II, 16 were killed in action and 83 were captured and spent three years as Japanese prisoners of war. In 1948, women were fully integrated within units during peace time, with only the WAC remaining a separate female unit. The 1991 Gulf War proved to be the pivotal time for the role of women in the American Armed Forces to come to the attention of the world media. Over 4 0,000 women served in almost every role the armed forces had to offer. Today, women can serve on American combat ships, to include command. However women are not permitted to serve on submarines or to participate in Special Forces. Women are barred from serving in Infantry, Special Operations, Artillery, Armoured, and Forward Air Defence. Some Other Countries 26. Bulgaria has adopted a highly flexible model. Women are appointed to professional military service in the Armed Forces on appointments proposed by the Chief of the General Staff. They have equal training standards and equal professional rights as men. Women constitute about 7 percent of the total force. 27. Turkey has introduced the first female combat pilot of the world. 28. Since 1989 there are no gender restrictions in the Swedish military on access to military training or positions. They are allowed to serve in all parts of the military and in all positions, including combat. [55] 29. Thailand has recently begun recruiting and training women to conduct counter-insurgency operations.[56] 30. Libya is the only Islamic nation to have women in the military. The 500-strong unit of Presidents bodyguard is called variously the Green Nuns and The Amazonian Guard.[47] CHAPTER IV EMPLOYMENT PROBLEMS AND PRESENT STATUS Men are the historic authors of organised violence. Jean Bethke Elshtain,1987[7]. Issues Regarding Womens Role in the Military 32. The role of women in the military has become a burning topic for debate in all Armed Forces and the governments all across the globe. With equality and parity being the norm of the day, womens combat exclusion is tagged as gender discrimination. Thus, the debate continues to rage. Arguments both for and against for inclusion of women as combat soldiers are placed by all in the organization as well as those who are analytical of the same. The Arguments 33. Many argue these arguments have been showcased by those who favor women serving in combat roles as well as by those who are against playing with the system. Much of these arguments are not only based on the physical and physiological differences between the two sexes, but also on varied behavioral aspects and the fallout of the presence of the fairer sex on the battlefield. Some of the arguments are discussed in the succeeding paragraphs. 34. Physical Limitations. One of the most visible attributes in regards to the argument is the fact that, on average, female soldiers are physically weak in strength as their male counterparts. 35. Behavioural Concerns. The dilution of a fighting units esprit de corps is highlighted as another reason for women to be excluded from forward-line combat actions. Indeed, many soldiers have stated that they could not trust a woman to perform her duties in a place where trusting your fellow soldier would be exceedingly critical.[13] 36. Gender Discrimination and Past Trends . Many have viewed the sidelining of women from jobs which can prove their equality with men as the biggest gender discrimination. They advocate that women should not be deprived from serving in these roles just by citing historic well defined gender roles, which view soldiering as a profession for men, and that equal opportunity be applicable in the military. History also provides examples of women outperforming men during conflicts and in specific in the combat roles. 37. On Ground Concerns. Reason for removing female soldiers from the front lines is no reflection of the performance of female soldiers, but that of the enraged male infantryman after witnessing a woman wounded. Australian soldiers had reported reluctance to take women on reconnaissance or special operations, as they feared that in case of combat or discovery, their priority will be to save the women and not to complete the mission. Thus while men might be able to be programmed to kill, it is not as easy to program men to neglect women.[14] [15] How will the media and the public react to the spectacle of a woman being beaten and paraded on TV by her foreign captors? But, is there a difference between male and female POWs? Many offer views regarding females in battle, and that they would be as effective as men. They may be right but then let us put the possibility of one of our female officers being captured and raped, or worse still being repatriated pregnant or bearing the enemys children. The very notion creates turmoil. This point is countered, however, by the fact that women in non-combat roles are also exposed to the similar risk without having benefit of being armed and trained adequately to combat and defend them. In general, it can be stated that volunteer soldiers are expected to have accepted the risk of such treatment when enlisting regardless of gender. When one of the woman officer was asked, if she had fears of being captured and tortured, exactly the same fears as you had imagine, she replied. Why do you feel the need to worry about me? If I get captured it will be my problem, not yours. 39. Dilemma for Commanding Officers. Commanding Officers (COs) have a great role to play in shaping the career of young officers. Therefore, opinion of COs carries heavy weightage since these are formed directly from on ground performance. It becomes their utmost responsibility to ensure safety and security of women officers under their command which they find it quite difficult, especially during field exercises. Another problem encountered by them is regards to their efficient employment. Employing them in isolation and during night hours as duty officers and on other tasks creates threat to their safety and dignity. Thus their male counterparts have to undertake added responsibilities, which they silently detest. 40. Referring to the recent increase in womens service, some COs pointed out that at 14 years of service a lady officer will be second in command of a unit and will officiate as its commanding officer. Initially having been employed on softer appointments, there is an obvious disadvantage to the unit when they grow in rank and service without matching experience. 41. Extra Burden Felt by Male Colleagues. The male fraternity adores the commitment of lady officers. It not only understands but appreciates as well the challenges they faced whilst trying to adapt into a male dominated environment. However, it is desired from the women officers to perform their part without much ado. Biased treatment expected and willfully accepted by them is just not warranted. One officer was outspoken enough to state They have joined the military on the plank of equality of sexes but this plank vanishes the day they join the training academy. Thereafter, they again become the weaker sex needing special dispensations. An officer recounted that a lady officer posted to an Ordnance Depot declined to carry out periodic stocktaking of stores lying in isolated sheds unless provided with escort for security. Other officers had to do her job. 42. In army there is a concept of field and peace postings. Every officer looks forward to a good peace posting to be with his family and sort out family issues. But a large number of peace postings at junior officers level are held by the women officers, thereby depriving male officers of their due share. It has become a sore point with many and cause of low morale. 43. Soldiers View. Most soldiers view womens induction as a fall-out of Government policies and generally take it lightly. They are convinced that women can never lead them effectively. Some Junior Commissioned Officers were blunt enough to state – An officer, who cannot run with us, cannot train with us and cannot exercise with us can barely be expected to lead us. 44. Notwithstanding the above, India is proud of the fact that women in the Indian services are being treated in a manner befitting their dignity and self respect, despite the fact that the Indian soldier is drawn from rustic stock where women to date are confined to household chores. In this regard, India can rightfully claim to have a record which is far better than that of any advanced nation in the world. Major Issues Experienced 45. Women in all militaries are confronted with social, behavioral and psychological problems at all levels. According to many surveys carried out women are not fully satisfied with the ethos of military profession. Some of the major issues concerning women in all defence forces are discussed below in the succeeding paragraphs. 46. Sexual Harassment. This is one single concern that has defied solution so far how to ensure safety and protect dignity of women in the forces. Almost all women view this as their major fear. What hurts women most is the attitude of military officials who dismiss complaints as frivolous and due to over-sensitivities of women involved. Even serious accusations of sexual assault are many times treated in a perfunctory manner. Moreover, many officers tend to adopt an attitude of acquiescence by resorting to boys will be boys apology. 47. Low Acceptance. Acceptance of women in the military has not been smooth in any country. Every country has to contend with sceptics who consider it to be a counterproductive programme. They tend to view it as a political gimmick to flaunt sexual equality, or, at best, a necessary liability. Additionally, every country has to mould the attitude of its society at large and male soldiers in particular to enhance acceptability of women in the military. 48. Lack of Job Satisfaction. Most women feel that their competence is not given due recognition. Seniors tend to be over-indulgent without valuing their views. They are generally marginalised and not involved in any major decision-making. They have to work twice as hard as men to prove their worth. Many women complain that despite their technical qualifications. Lack of individual challenge confronts a vast majority of servicewomen who find themselves in catch-22 situation of being a non- combatant , and often without responsibility commensurate with rank, position and seniority- the three most acknowledged tools of authority in the armed forces.[16] Since women are assigned only to support branches/ corps, the majority of profiles to which women are designated tend to be routine and uninspiring desk jobs. The thrill and adventure associated with a career in the armed forces remains an unfulfilled aspiration for most. Most women find the Services not matching with their expectations, in terms that their work pro files are not challenging enough. Women who do cite achievements in the armed forces are more as a matter of chance and the right connections rather than systematic opportunities accorded to all women officers in the Services. 49. Poor Comfort Level. Most women accepted the fact that their presence amongst males tends to make the environment formal and stiff. Mutual comfort level between men and women colleagues is low. Men miss their light hearted banter which is considered essential to release work tensions and promote group cohesion. They consider women to be intruding on their privacy. 50. Doubts about Role Definition. The profession of arms is all about violence and brutality. To kill another human is not moral but soldiers are trained to kill. They tend to acquire a streak of raw ruthlessness and coarseness. This makes the environment highly non-conducive and rough for women. Women, in general, are confused about the way they should conduct themselves. If they behave lady-like, their acceptance amongst male colleagues is low. On the other hand, their active participation in casual repartee carries the danger of their losing colleagues respect. 51. No Kid Glove Treatment. Women who are mentally robust, physically fit and highly motivated resent preferential treatment being meted out to them. They want to be treated at par with their male colleagues so that they get a fair opportunity to prove their worth. They demand same selection criteria, same training standards and same work schedules. They do not want to be treated as weaklings as it offends their sensitivities and self-respect. They take exception to some women seeking kid-glove treatment to escape hardships. 52. Mismatch between Perception and Reality. However, most of the women opting for a career in the services belong to families where their upbringing has been in a highly sheltered environment. A career in the military is at the other extreme. They admit having limited knowledge of military life at the time of joining. Subsequently, life in the military comes as a big shock to them. While some adapt to it well others find the task to be too daunting. Additionally, many women officers are unsure of their identity they want to be officers and yet be given the deference of service wives. It has been a cause for despair for many. 53. Hardships of Married Life. Women normally get commissioned at the age of 23 to 25 years. Soon, thereafter, family pressures start building up on them to get married. Many women confess that managing married life with military service is difficult, though marrying a service officer helps. Subsequent pregnancy and motherhood prove very demanding. 54. Short Service Commission: A Demoralizing Factor. All the three services offer only a short service commission (SSC). Unlike male officers, who have the option of a permanent commission at the time of joining or at the time of completion of their initial term if SSC officers, women officers are not extended the option of a PC at any stage in their service. At the end of their maximum tenure of 14 years they have to leave the service. The ceiling on their tenure of service has a serious limiting effect on the career, as they reach a certain dead end in their career while they are in their early or mid thirties. As long as women officers in the services are denied the choice of a permanent commission, their service in the armed forces will remain merely a job and never a dedicated career option. 55. Since the shortage of officers is being experienced only at the junior levels, the armed forces do not envisage any role for women officers at senior levels in the foreseeable future. This propensity is reflected in all current policies regarding employability and opportunities offered to women in the armed forces. With a limited service span and the restrictions placed on their role employability, women have a double disadvantage of a prejudicial policy, which even if they overcome, they do not have the experience necessary to attain higher ranks. Since women are not employed in any mainstream roles they miss out on important rungs on the ladder of experience, which are crucial for a command and therefore have no representation at the decision-making levels.[17] This, of course, excludes the Medical Corps. 56. A limited service tenure has overall critical ramifications for women. In their early thirties, faced with a dead end and unemployment, women officers have little choice but to either resign themselves to their domestic responsibilities or to struggle all over again in a highly competitive environment to re-establish themselves in a new career field. To have no options to continue in the armed forces after giving the organisation the best years of ones life is a highly stressful experience and often leads to periods of grave depression. Women officers, once they complete their tour of duty, have to cope with a sudden loss of status, occupation and remuneration all in one sweep. At the end of their short service tenure women officers are not eligible for any pensioners benefits either and so, they lose out on economic gains as well. 57. Combat Exclusions. Career prospects of women are enormously constraint limited due to a strict and formal combat exclusion policy for women.[19] 58. The way to power decision making which includes command of troops with seniority is through tenures in field combat application. Since women officers have been denied this arena they are considered to be on equal footing. Lack of field experiences will never let them compete for higher decision making positions therefore will not be able to stand tall at par with their male counterparts. CHAPTER V TRG RELATED ASPECTS 59. Why women have traditionally been absent from the battlefield is, of course, their relative physical weakness. From antiquity males have been considerably larger and stronger than females; indeed some biologists believe that nature has made them stronger in order that they might fight. Over the last twenty years, studies found that the average US female army recruit was 12 centimeters shorter,14.3 kilograms lighter, had 16.9 fewer kilograms of muscle, and 2.6 more kilograms of fat than the average male recruit. She had only 55% of the upper body strength and 72% of the lower body strength of the average male. Since fat mass is inversely related to aerobic capacity and heat tolerance, women are also at a significant disadvantage when performing aerobic activities such as marching with heavy loads and working in heat. At high altitudes, womens handicap is such that it may affect their ability to reproduce. Finally, even when the experiments were controlled for height, women only ha d 80 percent of the strength of men. Overall, only the upper 20 percent of women can do as well, physically, as the lower 20 percent of men. 60. Thanks to the superior ability of men to add muscle to their bodies, intensive training, far from diminishing the physical differences between the sexes, tends to increase them still further. After eight weeks of such training male plebes at West Point demonstrated 32 percent more power in the lower body and performed 48 percent more work at the leg press than female ones. At the bench press, the men demonstrated 270 percent more power and performed 473 percent more work than the women. One biologist claims that, if the hundred strongest individuals were to be selected out of a random group consisting of one hundred men and one hundred women, then ninety-three would be male and only seven female. Another
Wednesday, September 4, 2019
Comparison Between SSADM And SSM
Comparison Between SSADM And SSM INTRODUCTION The comparison between SSADM and SSM has taken in this topic by using NIMSAD. Both methodologies has shown their own concept of identifying problem situation and finding solution to fix the problems SSDAM (Structured Systems Analysis and Design Method) Structured System Analysis and Design method is a framework that adopts Structure approach to the analysis and design of the information systems alike previous structured methods such as Yourdon in 1976,DeMarco in 1979 . It is sequential development process called as waterfall method. It was produced for Central Computer and Telecommunications Agency (CCTA) and also the UK government now known as Office of Government Commerce (OGC). In 1981 UK government was taken this method as a compulsory for all projects but since then the other countries and some private organization used it greatly (Ashworth et al, 1995).SSADM supports the developers and project managers in understanding four questions they are What is to be done, When it is to be done, How it is to be done, Where the resultant inform is to be documented (Bentley et al, 1995).Some history of this methodology since 1980 Central Computer and Telecommunications Agency determines the analysis and design methods. In the year of 1981 Learmonth Burchett Management Systems (LBMS) method has chosen from shortlist of five. In the year of 1983 SSADM made mandatory for all new information system developments. Version 2 of SSADM was released in 1984. Version 3 of SSADM was released and that was adapted by NCC in 1986. After 1988, SSADM certificate of Proficiency launched, SSADM promoted as open standard. Version 4 of SSADM has released in 1990. (Websites: http://www.dcs.bbk.ac.uk/~steve/1/tsld005.htm). This is a wide methodology and also flexible to apply at any kind of problem situation. It divides the works or projects into distinct units (Downs et al, 1992).SSADM is a basic assumption that systems have an underlying, generic, data structure which changes very little over time (Ashworth et al,1990). The SSADM version 4 has formed five important frames such as, Feasibility Study (FS), Requirements Analysis (RA), Requirements Specification (RS), Logical System Specification (LS) and Physical Design (PD). This five-module framework has seven stages and each stage has explained exactly with their own strategy, controls, and activity, this helps the main purpose of the project management technique (Avison and Fitzgerald, 1995; Downs et al, 1992). Diagram The Feasibility Study (FS) is first module of the methodology; it holds the position of stage 0, this phase has four steps: First one is prepare for study to know measurement of evaluation of the project; then define the problem by using comparison between requirements with current position; selection of Feasibility from among others; the final one is to submit a report of the Feasibility. Data flow diagram and flow documents are used in this technique (Avison and Fitzgerald, 1995). Requirement Analysis (RA) is one of the most important stages of SSADM. This involved with describing the requirements of information systems. This is a fundamental level for business purpose. It has two stages; a major aim of the first stage is to make understand fully about the system for analysts. Analyst should investigate the feasibility of the project if before stage was not done and also the problem situation should be described by using data models and data flow models; Interviewing to the employees and users also included in this stage. The second one is Business System option; during this stage the analysts would determine such business system options by group actions for their customers. The previous stage has named that, a business system option is a potential solution to the system requirements. This includes boundaries of the solution and inputs and outputs. Requirement Specification (RS) is a single stage and it makes over the description of the current environment and business system option which was made by Requirements Analysis. Clients of this system would select business option at the end of RA. During this stage analysts should combine the investigation of all the stages results from 1 to 3 by keep the business option, to develop a specification of the system. It also describes actual function of the system. Entity-event modelling and rational data analysis are the techniques used in this stage. During the stage 3, various models of the system are being developed such as, Data Flow Model (DFM) and Logical Data Model (LDM).This stage brings details the DFM and LDM. The function definition has unites into one for specification process design at this stage. The next module, Logical System Specification (LS) has two stages in it. Such as stage 4 and stage 5, Technical System Option considered as stage 4 and Logical design as stage 5. Technical System Option is the final stage for analysis phase and conversion to the literal system design. Many execution chances are suggested to select nearly suitable solution similar to stage 2. This technical system options are measured by financial cost and performance of the system and limitations etc. After the stage 4, Logical Design took place as a stage 5, the works and investigation has been done as same like before stage. The main execution of Logical Design is about human factor. It defines dialogue and updates enquiries in non-procedural manner, which is independent of any implementation strategy. Physical Design (PD) is the final module of this system. It is the best choice of possible technical and logical solution, the designer combines the result of the previous stages to build the final aim of the system. This is stage 6 and outcomes in PD for the data and processes (Ashworth et al, 1990, Bentley et al, 1995, Downs et al, 1992). The above essay tells that, SSADM has a well-defined structure and easy to understand by everyone. Many of the UK University has taken this information system in comprehensively and completely. These models and diagrams are giving complete definitions for the final users and developers to understand (Ashworth et al, 1990, Avison and Fitzgerald, 1995). ETHICS (Effective Technique and Human Implementation of Computer-based Systems) Ethics methodology came up out of work started by Enid Mumford at Manchester Business School in 1969. Since then, it has been used in industries and the health services. Much experience gained from these usages (Mumford, 1997). Ethics is acronym, but this approach is to represent the ethical position. This is the information system development, which strongly supports the human participation (Avison and Fitzgerald, 1995). This methodology is well-known for its importance and interest in the human side of systems design (Jayaratna, 1994). It includes the socio-technical view for the system to be effective and this technology should be applicable for social and organisational factors. It also means that a valuable quality of working life and increased job satisfaction of the users is one of the major objective of this system design process. Mumford determines the essential quality of socio-technical approach as one which recognizes the interaction of technology and people and produces the work systems which are both technically efficient and have social characteristics which lead to high job satisfaction; and job satisfaction as the attainment of a good fit between what the employee is seeking from his work-and his job needs, expectations and aspirations-and what he is required to do in his job-the organisational job requirements which mould his experience(Avison and Fitzgerald, 1995). To determine the concept of fit is used to describe the job satisfaction in five fields: Firstly, knowledge fit as a good fit lives when employees should accept that their skills are being adequately utilized and their knowledge being improved to make them efficiently; Physical fit is the second area that means; job must suitable for the employee status, encouragement of the progress and work interest; thirdly efficiency fit, it composed of the effort-reward bargain, work controls and supervisory controls; fourthly the task structured fit, that measures the level to the employees task are considered as being fulfilling and demanding; and the final area is ethical fit, this is also represents social value fit and determines whether the employer organisation be compatible with values of employee(Avison and Fitzgerald 1995). Ethics is a methodology that based on human participation and socio technical character. The Ethics design group consist of users, managers and technical experts. The objective of this methodology helps the design group in the way of identifying and formulating the problem, and also it will set objectives and develop alternatives, and allow other actions like implementing and evaluating new system. It aims to construct the computer based system that provides job satisfaction and achieve the efficiency needs of the organisation (Jayaratna, 1994). During this development, the importance placed on both the human and social and the technical views of the system. Users formulate social alternatives to improve job satisfaction, and experts formulate technical alternatives to improve business efficiency. The above aspects are emphasis to identify the best socio-technical fit under the common cost, resource and other environment constraints (Wong, 2001). Here, the ETHICS steps are executed by the design group: Why change? By enquiring about the problem situation of the current system, design group try to get objective through regular meetings and some discussions to answer the question: why do we need to change. This step gives clear reasons about why the changing system needed (Mumford, 1993). System Boundaries. The design team tries to identify the boundaries of the system and also how it is interfaces with other system. Description of Existing System. This step aims to educate the design group to know how the existing system works. Everyone in this group has more comprehensible of previous system before moving to the new system. 4, 5 and 6 Definition of the key objectives, tasks and information needs. Identify the key objectives for the design groups; the task required to achieve these objectives and information is needed to carry out the tasks. 7. Diagnosis of Efficiency Needs. The design group tries to identify the weak link in the system and that is to be documented. These are main reason for errors. Everyone outside the team help to identify the efficiency need. This could be the opportunity for the team to get involved in the development process. 8. Diagnosis of Job Satisfaction Needs. This is achieved by the standard questionnaire given in the ETHICS methodology. As we know earlier ETHICS is a human-cantered method for others to gain the job satisfaction. The design team tries to identify people needs and also ways to increase satisfaction by using ETHICS questionnaire. This questionnaire covers knowledge fit, physical fit, efficiency fit, task structured fit and ethical fit. 9. Future Analysis The new system need to be designed in the way that apart from just being better from previous system, it should also be able to cope with future changes that may occur in the technological, business and organisation or fashion. 10. Specifying and weighting Efficiency and Job Satisfaction Needs and Objectives Mumford identifies that this is the key step for the whole methodology. Objectives are set according to the diagnosis results of the three previous steps. It can be very difficult task and must involve everyone in the organisation. 11. Organizational Design of the New System. This is the logical and conceptual design of the new system. It should be performed in parallel with next step. The output of this step is detailed about the organizational changes which are needed for the job efficiency and satisfaction objectives. 12. Technical Options. The physical design has been taken by this step for new system. There are some various technical systems like hardware, software and GUI would be investigated and evaluated. By end of this step, most suitable one helps to achieve target of the project and job satisfaction. 13. Preparation of Detailed Design Work. In this step the selected system is designed in detail. The previous documentation is recorded and groups are defined, tasks, responsibilities are allocated and finally relationships are created. 14. Implementation. This is the important step of the development project. The design group now applies the success implementation of design. This connects closely to planning the implementation process in detail. 15. Evaluation. After the successful implementation, the system is assured it is meeting its main objectives, particularly in relation to efficiency and job satisfaction (Avison and Fitzgerald, 1995, Mumford, 1993). Mumford recognizes that implementing this methodology is not an easy one; also she is making the addition point that participative may not work at the powerful situations where the objectives of the system have as a part of the reduction of cost and redundancies. Aylors and Myers suggest that participation may be achieved will be dependent on culture and politics of the organisation more than individuals (Avison and Taylor, 1995). However, many organizations are trying to establish the participation approach in flexible and more useful manner. The comparison between two methodologies (SSADM ETHICS): As we said in the introduction before, we will do comparison between two methodologies mentioned above by using NIMSAD (Normative Information Model-Based System Analysis and Design) framework. These methodologies are compared in detail by using the different steps. This framework consists of three steps and one of the steps contains eight stages fewer than three phases and all the stages steps are correctly evaluated. The steps and stages of the framework will be explained below, The Problem Situation (the methodology context). The Intended Problem Solver (the methodology user). The Problem Solving Process (the methodology). Phase 1- Problem Formation: Stage 1- Understanding the situation of concern. Stage 2- Performing the diagnosis. Stage 3- Defining the prognosis outline. Stage 4- Defining Problem Stage 5- Deriving notional systems. Phase 2- Solution Design: Stage 6- Performing the conceptual/logical design. Stage 7- Performing the physical design. Phase 3- Design Implementation Stage 8- Implementation of design. Evaluation. Problem Situation: This framework will be involved with clients and defines different between the action world and thinking world. This step explains that the problem situation lives in only on action world but the problem solving situation will be in both world. A diagrammatic model cannot catch the elements of an organisation, but they could be used to clarify the concepts and components. This clearly tells that the problem solvers own knowledge and skills will not help to understand the problem situation unless he/she know the organisational language (Jayaratna). Diagram of problem solving situation Intended Problem Solver: The intended problem solver is who originate within the organisation or outside of it. We have begun to discuss about the agreement of role and the act of forming relationship to be effective. The NIMSAD framework explains that the intended problem solver adds the single man component to the process and their Mental Construct is used. Diagram for the intended problem solver: Problem Solving Process: NIMSAD defines three important phases and eight detailed stages in this step and can be applicable for any problem solving process. This framework cannot be assumed and this should be achieved at the right time. This methodology could be structured process to alter transformation from current situation to the desired situation. Phase 1.Problem Formulation: Stage1.Understanding the Situation of concern: Understanding the problem is fully based on each one of our mental construct. This stage will build boundaries to determine the field of interest and clear communication of boundaries to avoid danger and this focused on investigation and establish concerned situation. Stage2.Perfoming the Diagnosis: Diagnosis is clearly communicated expression of understanding and that is gained from investigating the problem situation.
Tuesday, September 3, 2019
Video Game Violence Essay -- Legal Issues, Violent Video Games
â€Å"Video Game Violence Does Not Cause Violent Tendencies†An In-Depth Look at Video Game Violence and its Positives Effects â€Å"On Tuesday, November 2, while the rest of the country was voting, the Supreme Court of the United States heard oral arguments in Schwarzenegger v. EMA, the landmark case in which the state of California is petitioning for the re-instatement of a California law banning the sale of deviant or morbid violent video games to minors†(Macris). This case is a current example of the opponents of video games trying to prove video games are a bad influence on children and teenagers. Violent video game opponents have always tried to disprove the positive effects of video games. They also have been known to make up and mislead with tales of terrible side effects. This essay will prove to the reader that many of these various statements against video games and their creators are false. Contrary to opposition arguments, video games actually present benefits to gamers by reducing stress, providing entertainment, and helping to develop motivation that could not otherwise be achieved through conventional means. This essay will attempt to prove, that statements made regarding the inappropriateness of video games are untrue. The advantage of playing video games can be proven in their ability to enhance learning, hand-eye coordination, and this in turn can enable children and teenagers to do better in school. Violent video games can help overcome anxiety by providing entertainment without leaving the house, taking everyday stresses out on the characters in the game instead of real life, takes the adolescent’s minds off worries and stress of the outside world, and encourages children to stay out of trouble. Video games c... ... methodologies and the intrusion of ideology and scientific dogma†(Ferguson 11). Violent Video Games do not cause increased violent tendencies in youth and adolescents due to the fact violent video games have been around for years and in those years violence caused by teens have actually been dropping rather than increasing. Also, violent video games have been shown through research that the negatives are highly outweighed by the positives. Also, with the introduction of interactive gaming there are a new range of possibilities for violent video games. Such as sending a message to children about healthy activities by getting them off of the couch. So hopefully in five years violent video games will have moved to full interactive gaming so that it looks more real-life, but more importantly that it will still be a form of media that helps to relive personal stress. Video Game Violence Essay -- Legal Issues, Violent Video Games â€Å"Video Game Violence Does Not Cause Violent Tendencies†An In-Depth Look at Video Game Violence and its Positives Effects â€Å"On Tuesday, November 2, while the rest of the country was voting, the Supreme Court of the United States heard oral arguments in Schwarzenegger v. EMA, the landmark case in which the state of California is petitioning for the re-instatement of a California law banning the sale of deviant or morbid violent video games to minors†(Macris). This case is a current example of the opponents of video games trying to prove video games are a bad influence on children and teenagers. Violent video game opponents have always tried to disprove the positive effects of video games. They also have been known to make up and mislead with tales of terrible side effects. This essay will prove to the reader that many of these various statements against video games and their creators are false. Contrary to opposition arguments, video games actually present benefits to gamers by reducing stress, providing entertainment, and helping to develop motivation that could not otherwise be achieved through conventional means. This essay will attempt to prove, that statements made regarding the inappropriateness of video games are untrue. The advantage of playing video games can be proven in their ability to enhance learning, hand-eye coordination, and this in turn can enable children and teenagers to do better in school. Violent video games can help overcome anxiety by providing entertainment without leaving the house, taking everyday stresses out on the characters in the game instead of real life, takes the adolescent’s minds off worries and stress of the outside world, and encourages children to stay out of trouble. Video games c... ... methodologies and the intrusion of ideology and scientific dogma†(Ferguson 11). Violent Video Games do not cause increased violent tendencies in youth and adolescents due to the fact violent video games have been around for years and in those years violence caused by teens have actually been dropping rather than increasing. Also, violent video games have been shown through research that the negatives are highly outweighed by the positives. Also, with the introduction of interactive gaming there are a new range of possibilities for violent video games. Such as sending a message to children about healthy activities by getting them off of the couch. So hopefully in five years violent video games will have moved to full interactive gaming so that it looks more real-life, but more importantly that it will still be a form of media that helps to relive personal stress.
Monday, September 2, 2019
Cathedral by Raymond Carver Essay -- Raymond Carver
Cathedral: A Lesson for the Ages Raymond Carver’s short story, â€Å"Cathedral,†portrays a story in which many in today’s society can relate. We are introduced from the first sentence of the story to a man that seems to be perturbed and agitated. As readers, we are initially unsure to the reasoning’s behind the man’s discomfort. The man, who seems to be a direct portrayal of Raymond Carver himself, shows his ignorance by stereotyping a blind man by the name of Robert, who has come to stay with he and his wife. From the very beginning, Carver shows his detest for Robert but over the course of the story eases into comfort with him and in the end is taught a lesson from the very one he despised. The story begins with a description of the relation’s between he, his wife and Robert. It is unveiled that Robert employed Raymond Carver’s wife, whose name is never stated, ten years previous by having her read reports and case studies to him since his blindness would not permit him to do it himself. She hadn’t seen him since those days but â€Å"she and the blind man kept in touch. They mailed tapes and sent them back and forth.†(506) The story also is set up by briefly describing Carver’s wife’s past relations with her first husband. Their past marital troubles seem to be a main basis for the wife’s and Robert’s extended contact. After this background history, the story then jumps into the present with the Blind man on his way to stay for a night. The blind man is invited to stay with the Carver’s by Raymond’s wife for he has just been through the death of his own wife and is now alone. Even this being the case, Raymond Carver’s distaste for the blind man is evident from the first paragraph on. â€Å"I wasn’t enthusiastic about his visit. He was no one I knew. And his being blind bothered me.†(506) Carver’s distaste for Robert is blatantly apparent even subsequent to his arrival at their home. It also becomes quite clear that his wife disapproves of his attitude toward Robert and fails to see how he could be so self-centered. â€Å"My wife finally took her eyes off the blind man and looked at me. I had the feeling she didn’t like what she saw. I shrugged†(509) The other emotion highly present from the beginning is that of the attitude of Robert. We are introduced to what appears to be a quick witted and pleasant man, especially considering the recent death of his wi... ... point the strong change in interaction between the two characters. The blind man diligently places his hand on that of Carver and they draw, together. The two are intently drawing the cathedral when Robert asks Carver to keep drawing but with his eyes closed too. He obeys and continues this is the climax of the story for Carver now briefly gets a glimpse of what it is like to live with the ailment of blindness. He is temporarily awed at the feeling for it is one he has obviously never experienced. â€Å"It’ really something†, he says (515) Although it took this lesson, Carver now seems to understand, even if only for a fleeting moment, his own prejudice and feels compassionate with Robert. He begins the story with a quick judgment but ends with a lesson that we can all learn from. The two gentlemen appear seemingly different and in the beginning but learn form one another and in the end grow to indeed appreciate one another. It seems ironic though that although Robert rendered the physical ailment, we see Carver too was blind to many things. Works Cited Carver, Raymond. "Cathedral." The Harper Anthology of Fiction Ed. Sylvan Barnet. New York: Harper Collins Publishers, 1991.
Women Entrepreneurs
WOMEN ENTREPRENEURS: Women entrepreneurs may be defined as a woman or a group of women who initiate, organize and run a business enterprise. In terms of Schumpeterian concept of innovative entrepreneurs, women who innovate, initiate or adopt a business activity are called business entrepreneur. It is the group of women or single women running an enterprise or company in order to earn profit. Now days because of  women empowerment women are stepping-stone into the industries and are taking the place of men. Now a day's women's are running several business like beauty parlours, switching shops, boutiques, etc.The areas chosen by women are retail trade, restaurants, hotels, education, cultural, cleaning insurance and manufacturing. Women entrepreneurs have been making a significant impact in all segments of the economy in Canada, Great Britain, Germany Australia and US. Till the turn of the century, man has enjoyed a dominant position. But change in position technological innovation and modern way of thinking can reduce the disparity between man and women, and bring about equality and equity between them, the need of the hour in women empowerment both through provision of employment and enterprise creation.The Government of India has defined women entrepreneurs based on women participation in equity and employment of a business enterprise. Accordingly, a woman entrepreneur is defined as an enterprise owned and controlled by a woman having a minimum financial interest of 51% of the capital and giving at least 51% of the employment generated in the enterprise to a woman. They have made their mark in business because of the following reasons: * They want to improve their mettle in innovation and competitive jobs. * They want the change to control the balance between their families and responsibility and their business levels. They want new challenges and opportunities for self fulfilment. Role of women as an Entrepreneur's: 1) Imaginative: It refers to the imaginative approach or original ideas with competitive market. Well-planned approach is needed to examine the existing situation and to identify the entrepreneurial opportunities. It further implies that women entrepreneur's have association with knowledgeable people and contracting the right organization offering support and services. 2) Attribute to work hard: Enterprising women have further ability to work hard. The imaginative ideas have to come to a fair play.Hard work is needed to build up an enterprise.. 3) Persistence: Women entrepreneurs must have an intention to fulfill their dreams. They have to make a dream transferred into an idea enterprise; Studies show that successful women work hard. 4) Ability and desire to take risk the desire refers to the willingness to take risk and ability to the proficiency in planning making forecast estimates and calculations. 5) Profit earning capacity:  she should have a capacity to get maximum return out of invested capi tal. A Woman entrepreneur has also to perform all the functions involved in establishing an enterprise.These include idea generation, and screening, determination of objectives, project preparation, product analysis, determination of forms of business organization, completion of formal activities, raising funds, procuring men machine materials and operations of business. Fredrick Harbiscon, has enumerated the following five functions of a women entrepreneur's : * Exploration of the prospects of starting a new business enterprise. * Undertaking a risk and handling of economic uncertainties involved in business. * Introduction of innovations, imitations of innovations. * Co ordination, administration and control. Supervision and leadership. In nutshell, women entrepreneur are those women who think of a business enterprise, initiate it organize and combine the factors of production, operate the enterprise, undertake risk and handle economic uncertainties involve d in running a business enterprise The role of women entrepreneur in economic development is inevitable. Nowadays, women enter not only in selected professions but also in professions like trade, industry and engineering. Women are also willing to take up business and contribute to the nation's growth. This role is also eing recognized and steps are being taken to promote women entrepreneurship The concept of Women Entrepreneurs may be defined as women or group of women who initiate, organize and run a business enterprise. Women owned businesses are highly increasing in the economies of almost all countries. Women's empowerment in India is still an illusion. Empowering women entrepreneurs is essential for achieving the goals of sustainable development. The government of India safeguards the interests of women authorizer to bring the effective implementation and utilization of social economic and political status of women in India.In order to face the problems faced by women entrepre neurs, the Government of India launched the scheme Trade Related Entrepreneurship Assistance and Development of Women (TREAD). The main objective of the scheme is to empower women through development of their entrepreneurial skills by eliminating constraints faced by them in their sphere of trade. This assistance is to be provided for self-employment ventures by women pursuing any kind of non-farm activity. Promoting entrepreneurship among women is certainly a shortcut to rapid economic growth and development.A successful woman entrepreneur has the attitude and the inner drive to change her dream and her vision to reality. A successful woman entrepreneur should be given proper empowerment that will increase her success with the society. SOCIAL SCHEMES:Women entrepreneurs have achieved remarkable success. The Micro, Small ; Medium Enterprises Development Organisation (MSME-DO), the various State Small Industries Development Corporations (SSIDCs), the nationalised banks and even NGOs are conducting various programmes including Entrepreneurship Development Programmes (EDPs).To cater to the needs of potential women entrepreneurs, who may not have adequate educational background and skills, MSME-DO has introduced process/product oriented EDPs in areas like TV repairing, printed circuit boards, leather goods, screen printing etc. A special prize to â€Å"Outstanding Women Entrepreneur†of the year is being given to recognise achievements made by and to provide incentives to women entrepreneurs. The Office of DC (MSME) has also opened a Women Cell to provide coordination and assistance to women entrepreneurs facing specific problems. There are also several other schemes of the government like the * Income Generating Scheme implemented by the Department of Women and Child Development, which provides assistance for setting up training-cum-income generating activities for needy women to make them economically independent. * The Small Industries Development Bank o f India (SIDBI) has been implementing two special schemes for women namely Mahila Udyam Nidhi which is an exclusive scheme for providing equity to women entrepreneurs and the Mahila Vikas Nidhi which offers developmental assistance for pursuit of income generating activities to women.The SIDBI has also taken initiative to set up an informal channel for credit needs on soft terms giving special emphasis to women. Over and above this, SIDBI also provides training for credit utilisation as also credit delivery skills for the executives of voluntary organisations working for women. * Grant for setting up a production unit is also available under Socio-Economic Programme of Central Social Welfare Board. |
Sunday, September 1, 2019
Integrating Culture and Diversity in Decision Making Essay
1. Provide a brief (1 paragraph) description of the organization you chose to research. Zappos was founded in 1999 during the dotcom boom by Nick Swinmurn [ (Twitchell, 2009) ] on a quest to buy a pair of sneakers at a local mall. It has grown in to a 1.2 billion dollar subsidiary of Amazon.com and a leading on-line provider of everything from shoes to couture handbags. They have done this with a simple motto: â€Å"Powered by Service†. Providing all of their customers with free (sometimes next day) shipping and returns, Zappos has invested in the power of word of mouth to fuel their business. 2. Examine the culture of the selected organization. Retail doesn’t seem to be the only thing that Zappos has gotten right, however. Beyond growing from a small, upstart company to a 1 billion dollar â€Å"behemoth†, Zappos prides itself on the culture it has created and invests in for its employees. Unlike some companies that guard their employee credos and internal culture (Apple comes to mind), Zappos promotes theirs for any would-be customer to see. Multiple links on their website lead to testimonials, blogs and YouTube videos providing a behind the scenes look at exactly what it’s like to work for this Once Upon a Time shoe company. Current CEO Tony Hsieh said in 2009 while celebrating the company’s 10th anniversary that â€Å"Our No. 1 priority is the company culture. Our whole belief is that if we get the culture right, then everything else, including the customer service, will fall into place,†[ (Twitchell, 2009) ] and indeed that thought processes seems embedded in the company’s Core Values which are posted on its website under a link labeled â€Å"Our Unique Culture†. 3. Explain how you determined that the selected organization showed the signs of the culture that you have identified. Zappos company culture seems to pride itself on creating a world-class experience not just for its customers, but for its employees as well. Both the external adaptation (day to day tasks) and internal integration (employees ability to live and work together) have been addressed in exactly the same way. Zappos seems to suggest that the way they treat their external customers as a company and the way their internal customers treat each other are not varied. In each of the videos posted on their company blog, employees regard their Core Values as both the way they guide their interactions with customers and with each other. Though subcultures do seem to exist (based simply on the variety of employee groups with blogs on their website), Zappos has taken great strides through rituals like their â€Å"Wishez†program to keep those unique subcultures from becoming countercultures that work against the common goals of the company. Indeed, relationships within these subcultures seem particularly strong. In one video describing the â€Å"Wishez†program and the way it bonds other departments together, employees seem to indicate that without it they might have never interacted in the first place. This seems to lend itself to Barker and Tompkins theory that â€Å"employees [maintain] a tendency to identify more strongly with their individual work teams than with the company as a whole†. [ (Schrodt, 2002) ] In one video, an employee identifies that she has hired a marching band to come and play Happy Birthday for another employees 40th birthday because he had teased when she turned 40. They work in the same department. By forging such strong relationships between employees, members of Zappos are encouraged to pursue similar relationships with their customers. One web page boasts that the longest recorded customer service call to Zappos (lines which are open 24/7) was eight hours long. Additionally, during Holiday months, customers might even encounter CEO Tony Hsieh on the customer service lines. 4. Determine the factors that caused the organization to embody this particular culture. This dedication towards customer service that the Zappos culture seems to be based around is what has allowed Zappos to survive where other dotcom’s had failed. In his book â€Å"The Greatest Business Decisions of All Time†, Verne Harnish lists Zappos’ decisions to offer free shipping and returns as particularly profound. He says (among the other decisions that he lists) that they â€Å"stood out from others because they were counterintuitive – they went against the grain of popular practice†. [ (Gringarten, 2012) ] Without this richly customer focused culture, Zappos as a brand might never have existed. Indeed, it continues to promote its customer focus and nothing else. While we might think of Zappos as a shoe company, Zappos seems to think of Zappos as a customer service company that happens to sell shoes. 5. Determine what type of leader would be best suited for this organization. Support your position. This kind of energy takes a particular type of leader to induce. Each video on their company website that mentions CEO Tony Hsieh mentions his name with some sort of revere suggesting that this type of culture is best suited for a charismatic leader. According to Schermerhorn, charismatic leaders â€Å"by force of their personal abilities, are capable of having a profound and extraordinary effect on followers†. [ (Schermerhorn, 2000) ] Hsieh gives seminars in which he instructs other companies on how they can adopt the Zappos culture to their own businesses. He believes very strongly in the culture that Zappos has created. 6. Imagine that there is a decline in the demand of product(s) or services supplied by the selected organization. Determine what the change in culture would need to be in response to this situation. The intense success that Zappos has enjoyed in such a short amount of time and the growth of their business from simply shoes to just about anything else seems to suggest that even if tomorrow people needed one less pair of shoes, the corporate culture of Zappos as a company would not need to be adjusted. By focusing on internal culture (employees) and external culture (customer) first, Zappos has answered the question of how to sell rather than what to sell. Their purpose implies that people don’t just need shoes; what they want is a different way to buy them. Bibliography Gringarten, H. (2012). The Greatest Business Decisions of all Time. Journal of Multidisciplinary Research , 95. Schermerhorn, J. R. (2000). Organizational Behavior . New York: Wiley. Schrodt, P. (2002). The relationship between organizational identification and organizational culture: employee perceptions of culture and identification in a retail sales organization. Communication Studies , 189. Twitchell, J. (2009, June 16). From Upstart To $1 Billion Behemoth, Zappos Marks 10 Years. Retrieved from LasVegas Sun:
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