Managerial Economics free essay sample

Identify the fixed and variable inputs. The firms w x L is fixed through out the production process, so $300 is the fixed cost. Firms, cost of capital r x K is the variable cost. It is variable through out the production process. Gus Bonilla MBA 217 Managerial Economics Individual Assignment b. What are the firm’s fixed costs? Cost of labor is the Firms fixed costs, it is equal to $300 c. What is the variable cost of producing 475 units of output? The variable cost are $75 x 6 = $450 d. How many units of the variable input should be used to maximize profits? Profit maximization is achieved when MR=MC. Since the firm runs in a competitive market MR=Price= $2. MC=MR, achieved in between 450 and 475 units of out put, and minimum ATC is achieved at 450 units. So, profit maximizing output is at around 450 units e. What are the maximum profits this firm can earn? Profit is maximized at 450 units of output. We will write a custom essay sample on Managerial Economics or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page TR= 900 TC= 675 Profit= TR- Tc = 900- 675 = $225 f. Over what range of the variable input usage do increasing marginal returns exist? Increasing marginal returns from point 0 units of VC to 3 units. Gus Bonilla MBA 217 Managerial Economics Individual Assignment g. Over what range of the variable input usage do decreasing marginal returns exist? From unit #4 of Variable input (K) onwards there will be decreasing marginal returns h. Over what range of input usage do negative marginal returns exist? From input units 7th onwards there will be negative returns, as the firm incurs losses from this point. Where its ATC is higher than the MR. ) Explain the difference between the law of diminishing marginal returns and the law of diminishing marginal rate of technical substitution? Law of diminishing marginal returns: According to the law of diminishing marginal returns, the margin product will fall if we decide to add more inputs. ?In other words, In a production system, having fixed and variable inputs, keeping the fixed inputs constant, as more of a variable input is added, each additional unit of input yields less and less additional output. Law of diminishing marginal rate of technical substitution: This law suggests that it takes a large amount of capital to replace a unit of labor when capital use is high but little labor is used. As labor becomes more abundant and capital becomes scarcer, however, less capital is required to replace an additional unit of labor. In other words, the law of diminishing marginal rate of technical substitution indicates that it is relatively difficult to replace additional quantities of an input when the level of that input becomes relatively low. Managerial Economics free essay sample Microeconomics, also known as price theory or Marshallian economics which is the main source of concepts and analytical tools for Managerial economics. To illustrate various micro-economic concepts such as elasticity of demand, marginal cost, the short and the long runs, various market forms, etc. , all are of great significance to managerial economics. The chief contribution of Macroeconomics is in the area of forecasting. The modern theory of income and employment has direct implications for forecasting general business conditions. As the prospects of an individual firm often depend greatly on general business conditions, individual firm forecasts depend on general business forecasts. Definition of Managerial Economics According to McNair and Meriam, Managerial Economics consists of the use of economic modes of thought to analyze business situation. Spencer and Siegelman have defined Managerial Economics as The integration of economic theory with business practice for the purpose of facilitating decision making and forward planning by management. We will write a custom essay sample on Managerial Economics or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page We may, therefore define Managerial Economics as the discipline which deals with the application of economic theory to business management. Managerial Economics thus lies on the borderline between economics and business management and serves as a bridge between economics and business management. Chart 1 – Economics, Business Management and Managerial Economics. Nature of Managerial Economics Managerial Economics and Business economics are the two terms, which, at times have been used interchangeably. Of late, however, the term Managerial Economics has become more popular and seems to displace progressively the term Business Economics. The prime function of a management executive in a business organization is decision making and forward planning. Decision Making means the process of selecting one action from two or more alternative courses of action whereas forward planning means establishing plans for the future. The question of choice arises because resources such as capital, land, labour and management are limited and can be employed in alternative uses. The decision making function thus becomes one of making choices or decisions that will provide the most efficient means of attaining a desired end, say, profit maximization. Once decision is made about the particular goal to be achieved, plans as to production, pricing, capital, raw materials, labour, etc. , are prepared. Forward planning thus goes hand in hand with decision making. A significant characteristic of the conditions, in which business organizations work and take decisions, is uncertainty. And this fact of uncertainty not only makes the function of decision making and forward planning complicated but adds a different dimension to it. If knowledge of the future were perfect, plans could be formulated without error and hence without any need for subsequent revision. In the real world, however, the business manager rarely has complete information and the estimates about future predicted as best as possible. As plans are implemented over time, more facts become known so that in their light, plans may have to be revised, and a different course of action being adopted. Managers are thus engaged in a continuous process of decision making through an uncertain future and the overall problem confronting them is one of adjusting to uncertainty. In fulfilling the function of decision making in an uncertainty framework, economic theory can be pressed into service with considerable advantage. Economic theory deals with a number of concepts and principles relating, for example, to profit, demand, cost, pricing production, competition, business cycles, national income, etc. , which aided by allied disciplines like Accounting. Statistics and Mathematics can be used to solve or at least throw some light upon the problems of business management. The way economic analysis can be used towards solving business problems constitutes the subject matter of Managerial Economics. Characteristics of Managerial Economics Managerial Economics is micro-economic in character. Managerial Economics largely uses that body of economic concepts and principles, which is known as Theory of the firm or Economics of the firm. In addition, it also seeks to apply Profit Theory, which forms part of Distribution Theories in Economics. Managerial Economics is pragmatic. It avoids difficult abstract issues of economic theory but involves complications ignored in economic theory to face the overall situation in which decisions are made. Economic theory appropriately ignores the variety of backgrounds and training found in individual firms but Managerial Economics considers the particular environment of decision making. Managerial Economics belongs to normative economics rather than positive economics (also sometimes known as Descriptive Economics). In other words, it is prescriptive rather than descriptive. The main body of economic theory confines itself to descriptive hypothesis, attempting to generalize about the relations among different variables without judgment about what is desirable or undesirable. For instance, the law of demand states that as price increases. Demand goes down or vice-versa but this statement does not tell whether the outcome is good or bad. Managerial Economics, however, is concerned with what decisions ought to be made and hence involves value judgements. Uses of Managerial Economics Managerial economics accomplishes several objectives. First, it presents those aspects of traditional economics, which are relevant for business decision making it real life. For the purpose, it calls from economic theory the concepts, principles and techniques of analysis which have a bearing on the decision making process. These are, if necessary, adapted or modified with a view to enable the manager take better decisions. Thus, managerial economics accomplishes the objective of building suitable tool kit from traditional economics. Secondly, it also incorporates useful ideas from other disciplines such a psychology, sociology, etc. , if they are found relevant for decision making. In fact managerial economics takes the aid of other academic disciplines having a bearing upon the business decisions of a manager in view of the various explicit and implicit constraints subject to which resource allocation is to be optimized. Thirdly, managerial economics helps in reaching a variety of business decisions. 1. What products and services should be produced? . What inputs and production techniques should be used? 3. How much output should be produced and at what prices it should be sold? 4. What are the best sizes and locations of new plants? 5. How should the available capital be allocated? Fourthly, managerial economics makes a manager a more competent model builder. Thus he can capture the essential relatio nships which characterize a situation while leaving out the cluttering details and peripheral relationships. Fifthly, at the level of the firm, where for various functional areas functional specialists or functional departments exist, e. . , finance, marketing, personal production, etc. , managerial economics serves as an integrating agent by coordinating the different areas and bringing to bear on the decisions of each department or specialist the implications pertaining to other functional areas. It thus enables business decision making not in watertight compartments but in an integrated perspective, the significance of which lies in the fact that the functional departments or specialists often enjoy considerable autonomy and achieve their desired goals. Finally, managerial economics takes cognizance of the interaction between the firm and society and accomplishes the key role of business as an agent in the attainment of social and economic welfare. It has come to be realized that business part from its obligations to shareholders has certain social obligations. Managerial economics focuses attention on these social obligations as constraints subject to which business decisions are to be taken. In so doing, it serves as an instrument in rehiring the economic welfare of the society through socially oriented business decisions. Role and Responsibilities of a Managerial Economist A managerial economist can play a very important role by assisting the Management in using the increasingly specialized skills and sophisticated techniques which are required to solve the difficult problems of successful decision making and forward planning. That is why, in business concerns, his importance is being growingly recognized. In developed countries like the U. S. A. , large companies employ one or more economists. In our country (India) too, big industrial houses have come to recognize the need for managerial economists, and there are frequent advertisements for such positions. Tatas and Hindustan Lever employ economists. Indian Petrochemicals Corporation Ltd. , a Government of India undertaking, also keeps an economist. Let us examine in specific terms how a managerial economist can contribute to decision making in business. In this connection, two important questions need to be considered :- 1. What role does he play in business, that is, what particular management problems lend themselves to solution through economic analysis? 2. How can the managerial economist best serve management, that is, what are the responsibilities of a successful managerial economist? Role of a Managerial Economist One of the principal objectives of any management in its decision making process is to determine the key factors which will influence the business over the period ahead. In general, these factors can be divided into two category, viz. , (i) External and (ii) Internal. The external factors lie outside the control of management because they are external to the firm and are said to constitute business environment. The internal factors lie within the scope and operations of a firm and hence within the control of management, and they are known as business operations. To illustrate, a business firm is free to take decisions about what to invest, where to invest, how much labour to employ and what to pay for it, how to price its products and so on but all these decisions are taken within the framework of a particular business environment and the firm’s degree of freedom depends on such factors as the government’s economic policy, the actions of its competitors and the like. * Adequate knowledge about the world economy literature: An analysis and forecast of external factors constituting general business conditions, e. . , prices, national income and output, volume of trade, etc. , are of great significance since every business from is affected by them. Certain important relevant questions in this connection are as follows :- 1. What is the outlook for the national economy? What are the most important local, regional or worldwide economic trends? What phase of the business cycle lies immediately ahead? 2. What about population shifts a nd the resultant ups and downs in regional purchasing power? 3. What are the demands prospects in new as well as established markets? Will changes in social behavior and fashions tend to expand or limit the sales of a company’s products, or possibly make the products obsolete? 4. Where are the market and customer opportunities likely to expand or contract most rapidly? 5. Will overseas markets expand or contract, and how will new foreign government legislation’s affect operation of the overseas plants? 6. Will the availability and cost of credit tend to increase or decrease buying? Are money or credit conditions ahead likely to be easy or tight? 7. What the prices of raw materials and finished products are likely to be? 8. Is competition likely to increase or decrease? 9. What are the main components of the five-year plan? What are the areas where outlays have been increased? What are the segments, which have suffered a cut in their outlay? 10. What is the outlook regarding government’s economic policies and regulations? 11. What about changes in defense expenditure, tax rates, tariffs and import restrictions? 12. Will Reserve Bank’s decisions stimulate or depress industrial production and consumer spending? How will these decisions affect the company’s cost, credit, sales and profits? Reasonably accurate answers to these and similar questions can enable management to chalk out more wisely the scope and direction of their own business plans and to determine the timing of their specific actions. And it is these questions which present some of the areas where a managerial economist can make effective contribution. The managerial economist has not only to study the economic trends at the macro level but must also interpret their relevance to the particular industry / firm where he works. He has to digest the ever growing economic literature and advise top management by means of short, business like practical notes. In a mixed economy like India, the managerial economist pragmatically interprets the intentions of controls and evaluates their impact. He acts as a bridge between the government and the industry, translating the government’s intentions and transmitting the reactions of the industry. In fact, government policies charge out of the performance of industry, the expectations of the people and political expediency. With regard to Business Operations: A managerial economist can also be helpful to the management in making decisions relating to the internal operations of a firm in respect of such problems as price, rate of operations, investment, expansion or contraction. Certain relevant questions in this context would be as follows :- 1. What will be a reasonable sales and profit budget for the next year? 2. What will be the most appropriate production Sc hedules and inventory policies for the next six months? 3. What changes in wage and price policies should be made now? . How much cash will be available next month and how should it be invested? Responsibilities of a Managerial Economist Having examined the significant opportunities before a managerial economist to contribute to managerial decision making, let us now examine how he can best serve the management. For this, he must thoroughly recognize his responsibilities and obligations. A managerial economist can serve management best only if he always keeps in mind the main objective of his business, viz. , to make a profit on its invested capital. His academic training and the critical comments from people outside the business may lead a managerial economist to adopt an apologetic or defensive attitude towards profits. Once management notices this, his effectiveness is almost sure to be lost. In fact, he cannot expect to succeed in serving management unless he has a strong personal conviction that profits are essential and that his chief obligation is to help enhance the ability of the firm to make profits. Most management decisions necessarily concern the future, which is rather uncertain. It is, therefore, absolutely essential that a managerial economist recognizes his responsibility to make successful forecasts. By making best possible forecasts and through constant efforts to improve upon them, he should aim at minimizing, if not completely eliminating, the risks involved in uncertainties, so that the management can follow a more orderly course of business planning. At times, he will have to reassure the management that an important trend will continue; in other cases, he may have to point out the probabilities of a turning point in some activity of importance to management. In any case, he must be willing to make considered but fairly positive statements about impending economic developments, based upon the best possible information and analysis and stake his reputation upon his judgment. Nothing will build management confidence to a managerial economist more quickly and thoroughly than a record of successful forecasts, well-documented in advance and modestly evaluated when the actual results become available. A few corollaries to the above proposition need also be emphasized here. First, he has a major responsibility to alert management at the earliest possible moment in case he discovers an error in his forecast. By promptly drawing attention to changes in forecasting conditions, he will not only assist management in making appropriate adjustment in policies and programs but will also be able to strengthen his own position as a member of the management team by keeping his fingers on the economic pulse of the business. Secondly, he must establish and maintain many contacts with individuals and data sources, which would not be immediately available to the other members of the management. Extensive familiarity with reference sources and material is essential, but it is still more important that he knows individuals who are specialists in particular fields having a bearing on his work. For this purpose, he should join professional associations and take active part in them. In fact, one of the best means of determining the caliber of a managerial economist is to evaluate his ability to obtain information quickly by personal contacts rather than by lengthy research from either readily available or obscure reference sources. Within any business, there may be a wealth of knowledge and experience but the managerial economist would be really useful if he can supplement the existing know-how with additional information and in the quickest possible manner. Again, if a managerial economist is to be really helpful to the management in successful decision making and forward planning, he must be able to earn full status on the business team. He should be ready and even offer himself to take up special assignments, be that in study teams, committees or special projects. Thus, a managerial economist can only function effectively in an atmosphere where his success or failure can be traced not only to his basic ability, training and experience, but also to his personality and capacity to win continuing support for himself and his professional ideas. Of course, he should be able to express himself clearly and simply and must always try to minimize the use of technical terminology in communicating with his management executives. This is because, it is well-known that if management does not understand, it will almost automatically reject. Further, intellectually he must be in tune with industry’s thinking in order to serve sensibly . Specific Functions: A further idea of the role of managerial economists can be seen from the following specific functions performed by them as revealed by a survey pertaining to Britain conducted by K. J. W. Alexander and Alexander G. Kemp :- 1. Sales forecasting. 2. Industrial market research. 3. Economic analysis of competing companies. . Pricing problems of industry. 5. Capital projects. 6. Production programs. 7. Security/investment analysis and forecasts. 8. Advice on trade and public relations. 9. Advice on primary commodities. 10. Advice on foreign exchange. 11. Economic analysis of agriculture. 12. Analysis of underdeveloped economics. 13. Environmental forecasting. The managerial economist has to gather economic data, analyze all pertinent information about the bu siness environment and prepare position papers on issues facing the firm and the industry. In the case of industries prone to rapid technological advances, he may have to make a continuous assessment of the impact of changing technology. He may have to evaluate the capital budget in the light of short and long-range financial, profit and market potentialities. Very often, he may have to prepare speeches for the corporate executives. It is thus clear that in practice managerial economists perform many and varied functions. However, of these, marketing functions, i. e. , sales forecasting and industrial market research, has been the most important. For this purpose, they may compile statistical records of the sales performance of their own business and those relating to their rivals, carry our analysis of these records and report on trends in demand, their market shares, and the relative efficiency of their retail outlets. Thus while carrying out their functions; they may have to undertake detailed statistical analysis. There are, of course, differences in the relative importance of the various functions performed from firm to firm and in the degree of sophistication of the methods used in carrying them out. But there is no doubt that the job of a managerial economist requires alertness and the ability to work under pressure. Economic Intelligence Besides these functions involving sophisticated analysis, managerial economist may also provide general intelligence service supplying management with economic information of general interest such as competitors prices and products, tax rates, tariff rates, etc. In fact, a good deal of published material is already available and it would be useful for a firm to have someone who understands it. The managerial economist can do the job with competence. Participating in Public Debates Many well-known business economists participate in public debates. Their advice and views are being sought by the government and society alike. Their practical experience in business and industry adds stature to their views. Their public recognition enhances their stature in the organization itself. Indian Context In the Indian context, a managerial economist is expected to perform the following functions :- 1. Macro-forecasting for demand and supply. . Production planning at macro and micro levels. 3. Capacity planning and product-mix determination. 4. Economics of various productions lines. 5. Economic feasibility of new production lines/processes and projects. 6. Assistance in preparation of overall development plans. 7. Preparation of periodical economic reports bearing on various matters such as the company’s product-lines, future growth opportunities, market pricing situation, genera l business, and various national/international factors affecting industry and business. . Preparing briefs, speeches, articles and papers for top management for various Chambers, Committees, Seminars, Conferences, etc. 9. Keeping management informed o various national and international developments on economic/industrial matters. With the adoption of the New Economic Policy, the macro-economic Environment in India is changing fast at a pace that has been rarely witnessed before. And these changes have tremendous implications for business. The managerial economist has to play a much more significant role. He has to constantly gauge the possibilities of translating the rapidly changing economic scenario into viable business opportunities. As India marches towards globalization, he will have to interpret the global economic events and find out how his firm can avail itself of the various export opportunities or of establishing plants abroad either wholly owned or in association with local partners. Practice questions on Unit :1 1. Define Managerial Economics . 2. How does Managerial Economics differ from Economics? 3. List the vital characteristics of the subject Managerial Economics. 4. Write a short note on the specific functions of a Managerial economist with regard to Indian context. 5. Elucidate the scope of Managerial economics along with its nature. 6. Discuss in detail Role and responsibilities of a Managerial economist . Managerial Economics free essay sample The major technique that we used in order to extract the data given is by using SPSS program which is by linear regression analysis. Regression analysis  includes any techniques for modeling and analyzing several variables, when the focus is on the relationship between a  dependent variable  and one or more independent variables. More specifically, regression analysis helps one understand how the typical value of the dependent variable changes when any one of the independent variables is varied, while the other independent variables are held fixed. Most commonly, regression analysis estimates the  conditional expectation  of the dependent variable given the independent variables that is, the  average value  of the dependent variable when the independent variables are held fixed. In all cases, the estimation target is a  function  of the independent variables called the  regression function. In regression analysis, it is also of interest to characterize the variation of the dependent variable around the regression function, which can be described by a  probability distribution. We will write a custom essay sample on Managerial Economics or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Regression analysis is also used to understand which among the independent variables are related to the dependent variable, and to explore the forms of these relationships. In restricted circumstances, regression analysis can be used to infer  causal relationships  between the independent and dependent variables. By using SPSS program, we can identify and analyze the regression result. From there, we can also found the related concept of elasticity being formed. The concept of elasticity is introduced as the tools for measuring the responsiveness of quantity demanded to changes in various factors. The first major section is considered regresiion analysis which is a statistical method for fitting the equation to set the data. It is used for demand estimation and we can analyse the result by using regression analysis. Finally, by using SPSS program, it is easier to identify and analyze the price ticket and the demand which have been effect from various sector.

Free Essays on Bleachers

Bleachers John Grisham Doubleday I think Bleachers is a really great book. The story is about a football player named Neely Crenshaw. He used to play quarterback for the Messina Spartans, and was coached by Eddie Rake. Neely was an all-american quarterback and the local town hero. Football was the biggest thing in the town of Messina. While Neely was in college he injured his knee. This injury would ruin Neely’s football career for the rest of his life. He would never be able to play again. Neely’s coach, Eddie Rake, had been sick for many years. This was the only reason why Neely returned to Messina. No one in Messina could believe that Neely had returned. To Neely’s surprise, he was still well known and a household name around the homes of the people of Messina. He was also surprised to see his big picture still hanging on the wall at the local diner. This was the first time he had returned to Messina after high school. When he first returned, he met up with one of his fellow players. He showed him around town. One of the things they did was go to the football field to talk. While they were there, they talked with other players that had attended different years. All of the players were coached by Eddie Rake. They talked about past seasons and past games. They also talked about their coach, Eddie Rake. Later they talked about the 1987 championship game. They had a come back win. During the game, Coach Rake hit Neely. He was angry that the team wasn’t playing well, and decided to take out his anger on Neely. Because of the incident, the team finished that game without a coach. They began to play better, and ended up winning the game. Eventually, Eddie Rake dies. Since his funeral was the biggest event in town, everyone was there. Logan Cirone Bleachers is a really great book. The story shows how people learn to accept the things they are unable to change and yet, ... Free Essays on Bleachers Free Essays on Bleachers Bleachers John Grisham Doubleday I think Bleachers is a really great book. The story is about a football player named Neely Crenshaw. He used to play quarterback for the Messina Spartans, and was coached by Eddie Rake. Neely was an all-american quarterback and the local town hero. Football was the biggest thing in the town of Messina. While Neely was in college he injured his knee. This injury would ruin Neely’s football career for the rest of his life. He would never be able to play again. Neely’s coach, Eddie Rake, had been sick for many years. This was the only reason why Neely returned to Messina. No one in Messina could believe that Neely had returned. To Neely’s surprise, he was still well known and a household name around the homes of the people of Messina. He was also surprised to see his big picture still hanging on the wall at the local diner. This was the first time he had returned to Messina after high school. When he first returned, he met up with one of his fellow players. He showed him around town. One of the things they did was go to the football field to talk. While they were there, they talked with other players that had attended different years. All of the players were coached by Eddie Rake. They talked about past seasons and past games. They also talked about their coach, Eddie Rake. Later they talked about the 1987 championship game. They had a come back win. During the game, Coach Rake hit Neely. He was angry that the team wasn’t playing well, and decided to take out his anger on Neely. Because of the incident, the team finished that game without a coach. They began to play better, and ended up winning the game. Eventually, Eddie Rake dies. Since his funeral was the biggest event in town, everyone was there. Logan Cirone Bleachers is a really great book. The story shows how people learn to accept the things they are unable to change and yet, ...

Habits and Traits of Luna Moth, Actias luna

Habits and Traits of Luna Moth, Actias luna Although its colorful and large, this is no butterfly! The luna moth (Actias luna) is a giant silkworm moth, and although common throughout most of its range, its still a thrill to find one. What Do Luna Moths Look Like? The name luna means moon, apparently a reference to the moon-like eyespots on its wings. Theyre sometimes called moon moths, or American moon moths. These night-flying moths are also most active when the moon is high in the sky, so the name is doubly apropos. Luna moths are strongly attracted to lights, so you may see them flying around your porchlight during their breeding season (spring to early summer in the northern part of its range). When the sun rises, they often come to rest nearby, so look for them around your home in the morning. Both male and female luna moths are pale green, with long, curving tails trailing from their hindwings and light eyespots on each wing. Early season broods in the south will be darker in color, with an outer margin marked in deep pink to brown. Later southern broods and all northern broods tend to be paler in color, with an almost yellow outer margin. Males can be differentiated from females by their prominent, feathery antennae. Luna moth caterpillars are lime green with magenta spots and sparse hairs, and a pale stripe running lengthwise just below the spiracles. They reach a length of 2.5 inches (65 mm) in their final instar. How Are Luna Moths Classified? Kingdom - AnimaliaPhylum - ArthropodaClass – InsectaOrder – LepidopteraFamily - SaturniidaeGenus – ActiasSpecies - luna What Do Luna Moths Eat? Luna moth caterpillars feed on the foliage of a variety of host trees and shrubs, including walnut, hickory, sweetgum, persimmon, sumac, and white birch. Adult luna moths live only a few days, just long enough to find a mate and reproduce. Because they dont feed as adults, they lack a proboscis. The Luna Moth Life Cycle The luna moth undergoes complete metamorphosis with four life stages: egg, larva, pupa, and adult. After mating, the female luna moth oviposits on leaves of the host plant. She may produce as many as 200 eggs in total. The eggs hatch in about one week. Luna moth caterpillars feed and molt through five instars in 3-4 weeks. Once its ready to pupate, the caterpillar constructs a simple cocoon of leaves. The pupal stage lasts about 3 weeks in warmer climates. The luna moth will overwinter in this stage in colder regions, usually hidden under the leaf litter near the host tree. The luna moth usually emerges from its cocoon in the morning, and is ready to fly by evening. As adults, luna moths live just one week or less. Interesting Behaviors of Luna Moths Luna moth caterpillars employ several defensive strategies to fend off predators. First, their coloration is cryptic, so they blend in with the foliage on the host tree and make it difficult for predators to see them. Should a bird or other predator approach, they will often rear up and attempt to scare the attacker away. When that doesnt work, the luna moth caterpillar may snap its mandibles to make a clicking sound, thought to be a warning of whats coming – vomit. Luna moth caterpillars will regurgitate a foul-tasting liquid to convince potential predators that they are not at all tasty. Adult luna moths find their mates using sex pheromones. The female produces the pheromone to invite males to mate with her. Males will travel considerable distances to locate a receptive female, and mating typically occurs in the hours just after midnight. Where Do Luna Moths Live? Luna moths are found in and near deciduous hardwood forests in eastern North America. Their range extends from Canada south to Texas and Florida. Sources:Â   Actias luna – Luna Moth, Bugguide.net. Accessed online July 21, 2014.Luna Moth, Butterflies and Moths of North America website. Accessed online July 21, 2014.Luna Moth, Actias luna, University of Florida Dept. of Entomology website. Accessed online July 21, 2014.Luna Moth, Clemson University Dept. of Entomology website. Accessed online July 21, 2014.Caterpillars of Eastern North America, by David L. Wagner.

Project management-Scenario Assignment Essay Example | Topics and Well Written Essays - 2000 words

Project management-Scenario Assignment - Essay Example Measure of the extent to which a company’s benefits are achieved is known as value and this should be at optimum cost. As a manager of the battery manufacturing company, Bart Erry Ltd, I would employ risk management and assessment for evaluation of risks in order to take remedial actions in line with achieving these benefits and minimising loss of value to hazards and uncertainties. Risk profile is a defined set of risks that an organization is exposed to and describes when a risk should be considered acceptable as well as how the risk is affecting decisions of the organization and corporate strategy (Woodhead, 2001)1. Risk profiling involves outlining the risks according to priority and can be developed during risk analysis and used for the management of these risks. It enables the company to measure the likelihood of the threats occurring and the extent of disruption that can be caused by each type of risk. Profiling hence involves identification and quantification of risks where identification is simply finding or recognizing a particular risk that could affect the organization in achieving its goals. While in quantification the identified risks are evaluated and a data developed to help in outlining a disaster recovery plan. The battery manufacturing company, Bart Erry Ltd are currently facing a number of risks such as legal suit may be filed against them by the local community because of the chemical effluent which found its way into the river and killed fish. They also face relocation from their current location by the government. They as well face health hazard risk not only to the local community but to the company too because they may also depend on water from the contaminated river for several uses. The company may also face destruction of property by the angry local fishing community whom have been affected because the effluent from the company caused the death of fish that they

Benetton Case Study Example | Topics and Well Written Essays - 500 words

Benetton - Case Study Example As Ganesan and Krishna (2003) comments, Benetton calls its advertising and marketing activities as its communication strategy. Problems Benetton’s so called innovative communication strategy was not adequate to enhance its sales growth. Although, this advertising strategy had initially produced fruitful effects, it gradually caused dissatisfaction among customers, retailers, government bodies, and various international non-profit organizations. In most of the times, Benetton’s ‘shock value’ advertisements produced negative impacts on the public Customers did not get the opportunity to evaluate Benetton’s products since the company had not adequately advertised its products. Most of the times, company’s advertisements hurt the religious, racial, or political sentiments of different communities. Solution The company should not post advertisements that would hurt racial, political or religious sentiments. It is recommendable for the company not t o practice ‘shock value’ advertisements as its effectiveness depends on the mental perceptions of the viewers. An ultimate customer would always wish to see the company’s product collections. Therefore, the company must give great emphasis on displaying its new clothing collections.

Engaging Employees In Organizational Change Management Essay

Engaging Employees In Organizational Change Management Essay Let it sink in: Rosenberg (1993) states that people need time to adapt to the idea of change. It is best to announce the change management plans much before the actual implementation begins rather than springing up the announcement as soon as the actual transition is about to take place; in most cases it has been noted that individuals were unhappy with the rapidity at which the change management course was employed rather than the idea of change itself. If for example a company plans to layoff 20% of its staff by the end of the week; no prior announcement of this action might result in severe chaos, anger and frustration by the employees who would have to deal with the situation there and then which could result in severe emotional and mental trauma. Teach the staff well: People are usually comfortable with the familiar and suspicious of the unfamiliar. For this purpose individuals might resist changing over to a new system or procedure of doing things simply because they are afraid of making mistakes and would prefer to work according to the tried and tested procedures. Management here needs to ensure that individuals are encouraged to experiment under the new system and are allowed to learn from their mistakes rather than being reprimanded for their behavior. Relinquish some control: Rosenberg (1993) has mentioned time and again in her article that to bring about an effective change, it is necessary to give autonomy to individuals so that they feel that they are also in control and play an integral role in the course of managing change. Again resistance is not necessarily to the change itself; rather than the way the change was implemented. A good manager would always involve his employees in the change management process to garner their full assurance and support to the change being implemented. Communication is the key: This is a very important aspect as employees want to be constantly kept in the loop regarding what changes are taking place in the organization. Both the employees and their managers have to keep an fluent mode of conversation so that the queries and grievances of the employees can be addressed by the managers and the managers are also aware of the strategies they would have to use in order to compel their workforce to remain committed to the cause. If managers want to successfully overcome resistance to change then these are some of the few viewpoints they have to keep into consideration when being involved in a change management process. Kimberling (2006) has suggested four simple steps for overcoming resistance. For todays management one of the growing challenges is overcoming employees resistance to change. It is widely assumed that people dislike change. There are some ways of overcoming employees resistance to change as given below: Identify change agents early in the project/program Train, train, train Involve employees in the change enabling process Over-communicate According to Brown Cregan (2008), Cynicism tells regarding employees opinion of their organizations management and it is derivative of employees familiarity with the environment, it may require considerable efforts by management to trim it down. Engaging employees is one of the ways of managing Organizational Change Cynicism (OCC). Sharing information has been considered as the approach is suitable top-down form of engaging employees which has important and negative association with OCC. It is believed that information passed down by the management is based on employee accepting of management decisions and thus reducing level of OCC. Taking inputs from employees validates that employees and employers have differing interests in the employment relationship. Delegating the role of decision making reflects shift in the form of employment terms. Managers and employees work in a cooperative environment where solutions/ decisions may emanate from either side and no more managers are the only authority holders. Engaging employees in decision making reduces levels of OCC. This helps employees in understanding the fall out of managerial decisions as nothing comes to them as a surprise this undermines the potential of cynicism to develop. This point of view is further supported by other researchers who state that constant communication and employee involvement is the key to a successful change management process. Communicating decisions justifies change, improves sense of employee effectiveness, and makes clear the changes to employee responsibilities (Young and Post, 1993). Besides, it provides employees information on how the intervention will happen and its fall out and hence allowing them greater control over the process of change. Successful Change: Paying Attention to the Intangibles Adams (2003) asserts that though bringing about any sort of change is a challenging and daunting task, confrontation to change can be combated and an organization can make the transition to a new environment successfully. Adams (2003) further states that while there would be approximately 10-15% of an organizations employees who would be resisting change; there would also be another 10-15% who would be supportive of the change. Organizations who have implemented the change management program successfully in their vicinity have done so by involving these proponents of the change management program from the beginning stages in order to garner their full support. This does not mean that these organizations did not face any sort of resistance; resistance to change was there just like any other change management program but it was dealt with in a smart manner so that the hostile and negative feelings of the employees did not take over the entire process. The basic factors that have been identified by Adams (2003) for successful change implementation are: accepting the need for change, faith that change is both favorable and probable, enough fervent assurance, explicit deliverable goals and a clear starting strategy, structures or mechanisms that require a repetition of the new pattern, feeling supported and safe, patience and perseverance, clear accountability, the responsibility of others in the organization (not just change agents) and rewarding of new behavior. All of these factors combined have worked together in bringing about a successful change program in various organizations that applied these theories or factors either entirely or used combinations that supported their organization structure. The basic premise of bringing about a successful change program has been that it is possible to overcome resistance if a clear strategy if firstly identified and secondly people are managed in such a way so as to develop feelings of en thusiasm and commitment towards the process of change. It is how these intangible factors of change are managed that determines the successful implementation of any change management program in the world. Simultaneously, with fast pace of change organizations are currently experiencing, there is parallel increasing interest in the role of organizational trust within these processes. (Mayer et al., 1995). Lower level of trust in organization will make change look doubtful and upsetting. Change agents need to take a closer look at trust and control factors in order to comprehend better how a constructive association among employees and employers can be continued. Triumphant organizational change can take place if employees stick to the processes sketched by organizational leaders. Non-acceptance or refusing attitude towards change may harm the relation between individual and organization (Ferguson Cheyne, 1995). On the other hand, control is seen as a regulatory process by which the basics of a system are made more foreseeable by making standards in the pursuit of some preferred goals or state (Leifer Mills, 1996, 117). This means that when employees have a high sense of control over a change intervention, it means they predict the result associated to it, hence they feel comfortable increasing the probability of sticking to the change. Some authors have treated trust and control as substitutes (e.g. Inkpen Currall, 1997; Leifer Mills, 1996), such that the more trust there is in a partner, the less need to control its behavior. A different approach is presented by Das Teng (1998) which state that these parallel phenomena hold a supplementary character. According to them, If employees perceptions of control over change represent how comfortable and familiarized employees are concerning the change, what is the impact of lower or higher control in the relationship between employees and organizational agents? Although the stronger is employees trust in their supervisor, the more committed these employees are to their organization, we believe trust has differential effects on work outcomes depending on how employees perceive change (i.e. how much they feel they control the change process). For this purpose Das Teng (1998) explain the concept of organizational change interventions. Organizational change interventions are situations in which both perceptions of trust in the supervisor and control over change are high stake factors because of the risks entailed in them. A situation in which employees have low perceived control over an organizational change intervention is a situation where trust concerns are increased. If an employee has lower control over the change, a trusting relationship with his supervisor will help him maintain his level of commitment to the organization. As a consequence, not only employees with low perceived control over change and low trust in the supervisor are expected to have the lowest levels of organizational commitment, but also the relationship between trust in the supervisor and affective organizational commitment is stronger for employees with lower perceptions of control over the change intervention. Brockner et al. (1997) found that when trust concerns become more prominent, the level of employees trust in organizational authorities is more likely to influence their support for the organizational authorities and their organizational commitment. The Hard Side of Change Management The DICE Factors Sikrin et al. (2005) has a different opinion on which factors to focus on when bring about the change. Recently the gurus of change management tend to pay more attention and emphasis on soft factors such as culture, leadership and motivation. These factors play an integral role in making an organization attain success but one cannot focus on these factors only when an organization needs to be transformed. Such basic factors do not always affect the change management programs in organizations. For example, a good leadership is essential to the success of any organization but is not the sole affective factor. Communication plays a major role when bringing about any change but again, is not the only factor to severely affect the change process. The most difficult factor to change is changing the mindsets of individuals; individuals and organizations have certain perceptions and behaviors that are so deeply inculcated in their personality that it is very difficult to steer them in a diff erent direction. Sikrin et al. (2005) also states that while surveys can be conducted to understand the effect of such soft factors such as culture and leadership, it is difficult to quantify such soft factors. An emphasis on the unconventional outlook of change management, the hard factors, is also important to be taken into consideration. These factors have three important characteristics which are as follows: Organizations are capable to evaluate them in straight or circuitous methods. Organizations can simply correspond their significance, both inside and outside of the organizations. And possibly mainly vital businesses are able to influence those essentials rapidly. Such important factors that directly affect the change process are the time span taken to undergo a process, the individuals necessary to carry out the various job requirements and ultimately the financial returns that such an activity leads to. There are numerous researches that depict that hard factors play an essential role in bringing about any sort of change process, else the organizations face failure. (Sikrin et al., 2005). On the other hand it is also necessary for the management to pay an equal amount of attention to the soft factors. However, if organizations do not firstly emphasize on the hard factors, the entire change process would result in severe failure. Sikrin et al. (2005) write in their article that they gained an insight into a new aspect when they studied and identified the basic factors of change that all processes shared. They conducted a hypothesis that studied how various organizations conducted similar transformation programs. For this purpose the authors studied various industries in various countries in order to take out the common elements. 225 companies were part of the research conducted where it showed that there was a directly related relationship between the outcome of a change process and tough four elements: plan life span, specifically the time between plan feedbacks; performance veracity, or the abilities of project teams; the dedication of both higher staff and the lower staff whom the transform will influence mainly; and the extra attempt that peoples must make to manage with the alteration. They named these factors as the DICE factors since we could stack them in support of projects accomplishment (Sikrin et al., 2005). According to Sikrin et al. (2005) We finished our learning in 1994, and in the 11 years since then, the Boston Consulting Group had used those four elements to forecast the results, and direct the completion, of more than 1,000 change management stances globally. Not only has the association held, but no other elements (or combination of these factors) have forecasted results as well. The Four Hard Factors Organizations work with the four factors in different ways in order to create new combinations. On one end of the continuum, there are projects that will ultimately face success than the ones that are going to face failure on the other end. For example, Sikrin et al write, At one end, a small plan led by a capable, ambitious, and consistent team, led by top management and implemented in a division that is open to the change and has to put in very little further attempt, is destined to thrive. On the other end, a lengthy, designed plan implemented by an unskilled apathetic, and incoherent groups, without any higher management sponsors and aim at a function that disapproves the alteration and has to do a excessive efforts, will be unsuccessful. Through this process the organizations can then find out which change program fell at which end of the continuum. However, most of the change processes ended up in a neutral position where it was difficult to find out if they were a success or if they had failed. It is the responsibility of executives to conduct an in-depth analysis of the DICE factors to decipher which direction the change program go. Following are the DICE factors: D. The time span Duration required concluding a transformed plans if it has a limited duration; if not limited, the longevity of time between feedbacks of objectives. I. The plans teams performance Integrity; that is, its skills to finish the program on time. Which are linked to teams abilities and expertise as per plans necessities. C. The Commitment to revolutionize that top hierarchy (C1) and staff affected by the transformation (C2) display. E. The Effort other than the routine work that the transformed initiative necessitates from staffs (Sikrin et.al., 2005). This study therefore goes to show that there are multiple methods that could be adopted in order to bring about an effective change management process. Furthermore, case study research shows that there are multiple methods adopted for managing change. While many prescriptions, guidelines and models exist, managers responsible for executing the changes are selective in the way they use these ideas (Storey, 1992). Keeping in mind the above mentioned point of view we can assume that to a major percentage of the change varies from person to person. Those who see themselves as creating organizational change as an intentional process (i.e. top management formally leading change) will have a different perspective to those who are on the receiving end of change (Kanter et al., 1992). Change Management Around the World Change Resistance in Bureaucratic Organizations in Jordan To understand why employees resist change Khassawneh (2005) highlights the reasons and causes behind employees resistance to administrative change in various bureaucratic organizations in Jordan. There were eleven factors, were identified as being major causes of change resistance in bureaucratic agencies. These factors include: inadequate financial and non-financial incentives offered to government employees, lack of employees participation and involvement in the change process, distrust between employees and higher management, expectation of more control and supervision from higher management, expectation of additional job demands and requirements, comfort with status quo, disruption of stable work standards and social relations, lack of goal clarity, lack of employees conviction in the goals of change, fear of loosing job and/or job prerogatives, and the sudden and confused manner in which change is introduced (Khassawneh, 2005) According to Khassawneh (2005) the most significant reason of resistance to change was found out to be lack of employees participation in the change process. This factor was assessed on the basis of two parameters: seniority in organization and number of training programs attended by employees. Senior employees who were part of the organization for five years or less resisted strongly due to lack of participation in the change process than their seniors who had served in the organization for periods ranging from 6-20 years. Employees who had served for five years or less in such government institutions made up 32% of the sample (133 respondents). These individuals were involved in activities concerning of an executive nature and therefore played a significant role in the running of the bureaucratic organizations. Employees who had not attended any training program felt that lack of involvement led to resistance to change. Therefore this attitude goes to show what an important role the training programs play boosting employee morale and involvement as training enables individuals to discover their strengths and weaknesses and also instill in them a sense of belonging in their organization. Therefore the respondents who did not get an opportunity to participate in any training programs claimed to have low sense of involvement with the organization treated the management with greater suspicion, than those who took part in certain training programs. Another major cause of resistance to change was as found out by Khassawneh (2005) was lack of proper incentives for employees. This lack of proper incentives was correlated to five of background characteristics of respondents which were namely; seniority, administrative rank, number of training programs attended, age and level of education (Khassawneh, 2005). Younger, low level ranking employees resisted more due to lack of proper incentives. Employees who have served for longer periods of time tend to receive greater incentives as the longer they remain in a government organization. Resistance to change also came about when the employees viewed the management with suspicion and distrust (Khassawneh, 2005). Younger employees working at a low level position who did not get adequate decision making authority or those who did not attend enough training programs were mainly the individuals who highly resisted any sort of change. Khassawneh (2005) states that if such low ranking employees are also not given enough information regarding the change process, then such employees would always create issues in the organization. Change Management in Indian Banks Hegde George (2002) in their study further highlight reasons of why employees resist to change of shifting towards automated services in the banks. Before the privatization wave began in India, the public sector commanded a major chunk of the economy. Though there was excessive regulatory mechanism there was widespread corruption, a high cost economy and poor performance from the state owned enterprises. State-owned banks were also run in an extremely inefficient manner due to interference from political quarters and as a result these banks were frequently caused to go through bankruptcies. Employees in these banks too were not ready to accept any new changes as they preferred the old practices and lived happily under the umbrella of State protectionism. Hegde George (2002) conducted this at Goa, in which a sample of 100 branch managers (BMs) with the objective of finding out the factors that motivate or inhibit BMs in servicing customers. They also focus on the reasons why employees resist any sort of new change taking place in the organization. Transition to a new work methodology was cited as a major factor contributing towards employee resistance. Since the traditional bureaucratic banking practices did not focus so much on customer service, the employees had to be given intense training in how to deal with the customers, how to respond to their queries regarding new services and how to respond to complaint situations. This required a whole new work ethic and attitude to be developed among employees as well as they were not equipped to deal well in the customer dealing sphere. Along with this the staff had to also be trained in the new technological aspects of the innovative banking solutions as well (Hegde George, 2002). Secondly the researchers found out that lack of technological know-how/training also contributed to resistance to change. Branch managers admitted that they were not aware of all the workings of the new banking system and could not answer customer queries regarding ATM machines as they were not knowledgeable about the workings of ATMs. Added to this computerization was another major woe of the employees as they employees were give inadequate training where they learned through a trial and error process which resulted in delay and frustration with the work at hand. Furthermore the top management frequently decided to change the software being used so the employees had to go through the whole process of learning through trail and error again. Lack of communication and inadequate training resulted in a high level of de-motivation and resistance from the employees who were not willing to accept the new changes as they felt that the new process created more confusion and damage rather tha n resolving the issues. Hegde George (2002) also discuss how the staff was downsized by the management in order to cut down on its cost where a Voluntary Retirement Scheme was introduced in order to let the staff go. This resulted in paucity of staff a the branches where the few remaining staff was overworked and underpaid which led to further resistance and de-motivation of the staff, many of whom quit their job as they felt exploited by the new change management process introduced by the top executives. Through the course of their study, Hegde George (2002) find out that the key to customer satisfaction is firstly employee satisfaction as employees who feel de-motivated and discontented of their jobs and companies exhibit their feelings via not serving the customers properly and even by speaking bad about their company in front of the customers. The main reason why employees resist changing is because the reasons and benefits of the change are not communicated to them, adequate training to deal with new procedures is not provided and furthermore staff is laid off without any prior warning which creates feelings of insecurity and mistrust towards the organization. Finally resistance to change could have been overcome if the management proceeded to bring about the change process in a systematic manner. If all the employees were communicated the plans of the management right in the beginning and the benefits of the change to the employees and the organization were made common knowledge, then the employees would be more emphatic towards the change process. An organization is nothing without the support of its employees and in order to bring about any sort of change the organization has to make sure that its internal customers are satisfied before the external customers are serviced. The IBM Making Change Work Global Study IBMs (2008) research department addressed the issues as to why most organizations cannot bring about a change successfully in an organization. IBMs research was conducted using a sample size of more than 1,500 key practitioners through surveys and detailed interviews. The purpose of the research was to find out why implementing a change management program was met with resistance by the employees and why the program failed to be implemented in most organizations successfully. The study revealed that 44% the projects failed to be completed on deadlines, or within budget or without decided quality of end goals, while 15 percent either ceased or failed to meet any of the objectives. The reasons cited for these failures range from lack of clarity of goals, failure to execute the project successfully from the perspective of the top management and lack of employee involvement, age factor, educational level and fear of new change from the perspective of the employees. The major challenges to change were divided on two parameters; soft factors and hard factors. The soft factors of resistance to change included: changing mindsets and attitudes, corporate culture, complex nature of the change process, lack of dedication from the side of upper level management, and deficiency of motivation of employees involved. While the hard factors of resistance to change included: shortage of resources, lack of change information, not much transparency because of incomplete or unreliable information, change of process change of IT systems, technology barriers. Its was found out from this study that while the hard factors play an important part in hindering the process of change, surprisingly it was the soft factors that was harder to get right. Altering thinking, behaviors and norms of an entity typically need different methods and skills that are applied time after time and over the time. Sometimes they require being applied over a series of consecutive assignmen ts and even some of them often continue after the project has been finished formally. (IBM, 2008). In order to overcome these resistances, the study then focused on the parameters that made a change successful. While leadership, employee engagement and honest communication were cited as the major areas providing impetus for change; again the list was divided into hard and soft factors that made a change management process successful. The soft factors comprised of: higher managements commitment and support, employee motivation and participation, open and accurate communication on timely basis, organization environment and culture that motivates and promotes change. The hard factors included: efficient training programs, adjustment of performance measures, efficient organization structure and monetary and non-monetary incentives. The major responsibility of implementing the change was that of the top management. The results of the research revealed that Practitioners firmly place key responsibility for the fate of change projects in the executive suite an overwhelming 92 percent na med top management sponsorship as the most important factor for successful change (IBM, 2008). Therefore it can be concluded from this study that while employees would always be suspicious of any kind of change and would resist the efforts of the management out of this fear and suspicion. It depends upon the top management to ensure timely communication, encouragement of employee involvement and appointing of professional change agents would pave the way for a successful change management process for any organization. Factors Affecting Resistance to Change: A Case Study of Two North Texas Police Departments Gaylor (2001), tried to explore the issues that affect conflict with change. For this purpose a law enforcement agency was chosen as the case in point i.e. two North Texas Police departments where the police consequence of mature education and expectation on the police teams level of opposition to change and the results of contribution and mutual understanding on reliance were examined. There were 5 factors that were identified as very influential on organizational change. These factors were: 1) Employee participation in resistance to change, (2) Trust in management, (3) Communication process, (4) Quality of information available and (5) Education (Kent, 2001) Research resulted that factors that affect resistance from employee side are involvement in the process, believe in management, processes of communication within organization, and exchange of information. The synopsis by Kent (2001) states that employee involvement in the process of change encourages him to feel to be owner for the new system and therefore, boosts the level of comfort and trust between employees and the management. Secondly, the organization needs to have a proper system of communication for employee remedy and support. This also increases the level of trust between the two stakeholders. Third, employees must be provided with accurate and timely information so as to reduce the level of chaos that is normally created at the time of change in any organization. And finally, to feel secure about their jobs and statuses and other issues of change process, employees have to have a high level of trust in management. Leading and Coping with Change Woodword Hendry in 2004 undertook 2 surveys to look at different perspectives in research on how change is being managed in financial services institutions of Londons. These involved representatives of senior management personnel who were responsible for initiation of change in the organizational and all other employees inclusive of managers experiencing change while serving at different levels. The aims of the study were: To define the skills and attitudes required to lead change and those needed effectively to cope with change and To develop a model to show how change is absorbed within the organization They organized their findings in five parts as described below, which have been arranged in the following manner. In the 1st section, as people keep on seeking to explore that what is going on in their organization, states what the employees and employers consider as the main pressures for change, their formal boss responses, and in what ways these changes have impacted them. Then, as conventional ways of working are tempered, in parts two and three they show how people cope and what different resources are required in terms of skills and competencies to perform well in this new changed environment. Then in part four they describe specific qualities required by the change managers to cultivate with respect to employee needs. Finally, they state what the organizations do in order to support their employees through out the change process, and how senior management and employees percieve this. The results of

Domestic Violence Act in UK Essay

Domestic can be defined in many ways but the simplest meaning is ‘involving the home or family’ whereas violence means an ‘act of aggression as one against a person who resist’. In addition, violence does not relate to relationship problem or issue but is social context of reflection of a man overruling woman. It happens to all walks of people in life despite of age, sex, race, assets and cartography. Notwithstanding, scoop by both male and female endure hurts during intimate relationship, domestic violence is greatly impact by both gender. Before the existence of the Acts and provision protecting the victim from the abuser many victims had suffer severe injury physically and mentally some had resulted death due to insufficient time to seek for help. Hence, in 1994 the United Kingdom the Children and Family Court Advisory and Support Service in its ‘Domestic Violence Policy’ applies to domestic vehemence in the limit of violent and abusive attitude. The civil remedies for these offences can be refereed to Domestic Violence and Matrimonial Proceeding Act 19761, Domestic Proceeding and Magistrate Court Act 19782, Part VI of Family Law Act 19963, Protection and Harassment Act 19974. Independent domestic violence counsellors assist victim and their children away from grievous harm from their spouses or family. There are a few organisation and agencies had achieved to get funds to support the victims of Independent Domestic Violence Advisers (DVAs) and Multi- agency Risk Assessment Conferences (MARAC) committee. To keep the interests of children at the centre of this research, the analysis was structured around the categories of rights set out under the United Nations Convention of the Rights of the Child (UNCRC)5 such as protection from abuse, fair treatment without discrimination, help in conquer emotion from abuse, stoppage of violence and involving in arrangement for children’s welfare. As time pass, in year 2004 the legislature had extend and amend the provision in Domestic Violence protection order (DVPO) under the scheme the authorities can allowed the victim to calm down and prevent them from harass of the spouses or family for 28 days as before there had been a lacuna due to the lack of evidence against the accused. The DVPOs were intended to solve implication gap in service by providing the victims shelter and counsel and other aids they need. With the implementation of these Acts the victims are able to receive protection and remedies from the right channel of people. The latest Bills and legislation was the Female Genital Mutilation (FGM) 6Act was present in 2003 and came into force in March 2004. The Act make prohibited to performing FGM in UK, prohibits girls from British national or permanent residence of the UK abroad o perform FGM whether legal or illegal in that country, prohibits aid, abet, counsel or procure the carrying out of FGM abroad and lastly sentence up to 14 years in jail ,or, a fine. According , to Lord Laming’s7 article and Eileen Munro’s analysis of protection against children were both found in spite of the differences8, as insufficient help are given to children who needs the essential care and help9. As children need’s will be ignored when most of the attention were placed on the adults disputes as a results what are the remedies were enforce to solved the children problem which brings great influenced in helping to grow in a positive environment and best method to help both abused children and parent. Protection to victims (married / unmarried) The sections in the Family Law Act 1996 10are made to protect victims and not abused them physically, sexually or psychologically against the victim. In addition, threaten in means of physically or mentally and sexually against the victim are protected under this section. The properties such as the orders dealing with who lives in the home, orders regards to their furniture, and other properties belonging of the victim are been protected from damage by any person and the section also spur on for victim to apply for such order in court for their safety. Non- molestation order In section 42 of the family law Act 1996 prohibits one (respondent) from molesting another person who is associated with the respondent include partners and former partners, family relations (including in-law), people who live(d) together, and, people who have children together. For instances forbids the abuser from threatening physical violence, intimidating, harassing, pestering. There is section requesting immediate protection against a child under s 44 of the Children Act 1989. This act may be made for a period of 6-12 months and an arrest can be made if the abuser breaches the order. The victim can however, a non-molestation order which is made in other family cases is terminated as the effect if those trials are withdrawn or dismissed. Occupation Order In section 33- 41 11governs the domicile of the victim and gives them the home rights such as restrain the rights to occupy or visit, force the abuser to move out of the house, avoid the abuser from coming into the house and a 100 meter protection length from the house. As this section can regulates for 6-12 months depending on the courts order. There is also an emergency order in this section which can apply within the last 1week. Magistrates Interpret Order Strictly and Reluctantly To Apply Ouster Clause In section 18 states the ground for magistrates court to give jurisdiction as according to the Domestic Proceeding and Magistrate Courts Act 197812, neglect or defection to be grounds on which a petitioner for financial provision order may take place. There won’t be any excuse for the judge to give jurisdiction out of the provision stated in the constitution. Appendices Financial Costs of Violence against Women Country or Region Total Cost Estimate Year Type of Violence Type of costs included New South Wales, Australia US $1 billiosn (A$1.5 billion) 1991 Domestic Violence Individual, government, employer and third party: health care, legal, criminal justice, social welfare, employment, childcare and housing. Canada US$2.75 billion (C$4.225 billion) 1995 Physical violence, sexual, rape, incest and child sexual Individual, government and third party: social services, education, criminal justice, labour and work, health and medical. Finland US$53.4 million (FIM296 million) 1998 Female victims of violence who sought help Direct costs incurred by health sector, social sector and criminal justice system. Netherlands US $80 million (NLG165.9 million) 1997 Domestic Violence Police and justice, medical, psychosocial care, labour and social security. New Zealand US$625 million to 2.5 billion (NZ $1.2-$5.3 billion) 1994 Family Violence Individual, government, third party and employer: medical care, social welfare and assistance, legal and criminal justice and employment. Switzerland US $290 million (Sfr.409 million) 1998 Physical and sexual abuse of women and children Police, civil justice, housing, refuge, social services and healthcare. United States US $5.8 billion 2003 Intimate partner violence Medical and mental health care, lost productivity and lost lifetime earnings. Source: UNIFEM (2003) Children and Domestic Violence Finding Source Method In 90% of domestic violence incidents children are present in the same or next room Hughes, 1992 A study of children living in shelters (refuges), USA 75% of mothers reported that that their children had directly witnessed domestic violence, 33% had seen their mothers beaten up and 10% had witnessed sexual violence NCH, 1994 A survey of women distributed via NCH Family Centres, UK In 25% of cases of domestic violence the male perpetrator has also been violent towards the children in the home NCH, 1994 A survey of women distributed via NCH Family Centres, UK 1 in 3 child protection cases also show a history of domestic violence in the home Hester and Pearson, 1998 Hester and Pearson, 1998 UK Data Finding Source Method 59% of young women and 27% of young men have experienced at least one sexually intrusive* incident before the age of 18 Kelly, Regan and Burton, 1991 Survey of 1,244 young people attending Further Education colleges, Britain 21% of young women and 7% of young men have experienced sexual abuse involving physical contact before the age of 18 Kelly, Regan and Burton, 1991 *includes ‘flashing’, being made to look at pornography etc. ** defined as acts ‘to which they had not consented or where â€Å"consensual† activity had occurred with someone 5 years or more older and the child was 12 years or less’. International Data individuals, USA Convicted male sex offenders reported an average of 533 offences and 336 victims each Abel, Mittleman and Becker, 1985 Self-reports of 411 convicted sex offenders, Canada 1 in 2 (49%) adolescent girls had been touched against their will Coker-Appiah & Cusack (1999) Ghana National Study on Violence 1998, survey of 2,069 women and girls suplemented by a five-year review of official records. International Data on Sexual Abuse   NOTE: prevalence and incidence findings vary widely according to the definition of sexual abuse that was applied in each study, the ages at which childhood is deemed to end (14/15/16/17/18), and the data collection methods employed. ï » ¿Domestic Violence Act in UK Essay Domestic can be defined in many ways but the simplest meaning is ‘involving the home or family’ whereas violence means an ‘act of aggression as one against a person who resist’. In addition, violence does not relate to relationship problem or issue but is social context of reflection of a man overruling woman. It happens to all walks of people in life despite of age, sex, race, assets and cartography. Notwithstanding, scoop by both male and female endure hurts during intimate relationship, domestic violence is greatly impact by both gender. Before the existence of the Acts and provision protecting the victim from the abuser many victims had suffer severe injury physically and mentally some had resulted death due to insufficient time to seek for help. Hence, in 1994 the United Kingdom the Children and Family Court Advisory and Support Service in its ‘Domestic Violence Policy’ applies to domestic vehemence in the limit of violent and abusive attitude. The civil remedies for these offences can be refereed to Domestic Violence and Matrimonial Proceeding Act 19761, Domestic Proceeding and Magistrate Court Act 19782, Part VI of Family Law Act 19963, Protection and Harassment Act 19974. Independent domestic violence counsellors assist victim and their children away from grievous harm from their spouses or family. There are a few organisation and agencies had achieved to get funds to support the victims of Independent Domestic Violence Advisers (DVAs) and Multi- agency Risk Assessment Conferences (MARAC) committee. To keep the interests of children at the centre of this research, the analysis was structured around the categories of rights set out under the United Nations Convention of the Rights of the Child (UNCRC)5 such as protection from abuse, fair treatment without discrimination, help in conquer emotion from abuse, stoppage of violence and involving in arrangement for children’s welfare. As time pass, in year 2004 the legislature had extend and amend the provision in Domestic Violence protection order (DVPO) under the scheme the authorities can allowed the victim to calm down and prevent them from harass of the spouses or family for 28 days as before there had been a lacuna due to the lack of evidence against the accused. The DVPOs were intended to solve implication gap in service by providing the victims shelter and counsel and other aids they need. With the implementation of these Acts the victims are able to receive protection and remedies from the right channel of people. The latest Bills and legislation was the Female Genital Mutilation (FGM) 6Act was present in 2003 and came into force in March 2004. The Act make prohibited to performing FGM in UK, prohibits girls from British national or permanent residence of the UK abroad o perform FGM whether legal or illegal in that country, prohibits aid, abet, counsel or procure the carrying out of FGM abroad and lastly sentence up to 14 years in jail ,or, a fine. According , to Lord Laming’s7 article and Eileen Munro’s analysis of protection against children were both found in spite of the differences8, as insufficient help are given to children who needs the essential care and help9. As children need’s will be ignored when most of the attention were placed on the adults disputes as a results what are the remedies were enforce to solved the children problem which brings great influenced in helping to grow in a positive environment and best method to help both abused children and parent. Protection to victims (married / unmarried) The sections in the Family Law Act 1996 10are made to protect victims and not abused them physically, sexually or psychologically against the victim. In addition, threaten in means of physically or mentally and sexually against the victim are protected under this section. The properties such as the orders dealing with who lives in the home, orders regards to their furniture, and other properties belonging of the victim are been protected from damage by any person and the section also spur on for victim to apply for such order in court for their safety. Non- molestation order In section 42 of the family law Act 1996 prohibits one (respondent) from molesting another person who is associated with the respondent include partners and former partners, family relations (including in-law), people who live(d) together, and, people who have children together. For instances forbids the abuser from threatening physical violence, intimidating, harassing, pestering. There is section requesting immediate protection against a child under s 44 of the Children Act 1989. This act may be made for a period of 6-12 months and an arrest can be made if the abuser breaches the order. The victim can however, a non-molestation order which is made in other family cases is terminated as the effect if those trials are withdrawn or dismissed. Occupation Order In section 33- 41 11governs the domicile of the victim and gives them the home rights such as restrain the rights to occupy or visit, force the abuser to move out of the house, avoid the abuser from coming into the house and a 100 meter protection length from the house. As this section can regulates for 6-12 months depending on the courts order. There is also an emergency order in this section which can apply within the last 1week. Magistrates Interpret Order Strictly and Reluctantly To Apply Ouster Clause In section 18 states the ground for magistrates court to give jurisdiction as according to the Domestic Proceeding and Magistrate Courts Act 197812, neglect or defection to be grounds on which a petitioner for financial provision order may take place. There won’t be any excuse for the judge to give jurisdiction out of the provision stated in the constitution. *includes ‘flashing’, being made to look at pornography etc. ** defined as acts ‘to which they had not consented or where â€Å"consensual† activity had occurred with someone 5 years or more older and the child was 12 years or less’. International Data Convicted male sex offenders reported an average of 533 offences and 336 victims each Abel, Mittleman and Becker, 1985 Self-reports of 411 convicted sex offenders, Canada 1 in 2 (49%) adolescent girls had been touched against their will Coker-Appiah & Cusack (1999) Ghana National Study on Violence 1998, survey of 2,069 women and girls suplemented by a five-year review of official records. International Data on Sexual Abuse NOTE: prevalence and incidence findings vary widely according to the definition of sexual abuse that was applied in each study, the ages at which childhood is deemed to end (14/15/16/17/18), and the data collection methods employed.