Analysis of the EU Enlargement Process

Analysis of the EU Enlargement Process The aim of the group is to gain a first class mark. We want this report to represent our ability to work efficiently together in a group. We endeavoured to produce an end product, which is concise and thorough, highlighting the enlargement aspects of the EU. Our objective is therefore to fully research all areas of the EU enlargement, as our question is Enlargement rationale; How much bigger should the EU expand and why? Upon completion of this report the goal is to have gained a broader knowledge on the European Union (EU) as a whole and have a good understanding of current major issues. Methodology The EU enlargement process is very rigorous. In the past the European Union has undergone many rounds of enlargement (see fig 1). But to what conditions and guidelines must candidate nations comply by? The main guideline is the Copenhagen Criteria which was signed on 21st/22nd June, 1993. This states that by the time candidates join, they must according to the Folketing EU Information centre: [Have] achieved stability of institutions guaranteeing democracy, the rule of law, human rights and respect for and protection of minorities, the existence of a functioning market economy as well as the capacity to cope with competitive pressure and market forces within the union (Folketing, conclusions of the presidency). These criterion were laid down by the heads of state and government of the member states at the European council meeting in Copenhagen in 1993 (ibid). In outline the Copenhagen Criteria can be divided into three conditions, which form the minimum entry requirements, before a country is considered for EU membership. These are: The political criterion i.e. democracy, rule of law, human rights and respect and protection for minorities. The economic criterion i.e. a functioning market economy and must be capable of withstanding the pressure of competition and market forces in the European Union. The criterion presupposing the ability to incorporate one entire body of laws and regulations of the EU à ¢Ã¢â€š ¬Ã¢â‚¬Å" the aquis communautairÃÆ' © (Source à ¢Ã¢â€š ¬Ã¢â‚¬Å" Folketing EU Information centre) The country must be able to assume all the obligations flowing from membership, including the aim of political, economic and monetary union (ibid). After all of these requirements, the country is screened and if approved, the Council of the European Union and its country draft a Treaty of Accession. This then goes to the European Commission and European Parliament ratifications and approval. If successful after this process, the nation is able to become a member of the EU (About.com). Screening is the first step in the negotiations stage, when considering a country for membership (EU Commission). Its an in depth analysis of the EU laws with which the candidate country must abide by (known as the aquis). A screening report is then drawn up for each country (ibid). Negotiations take place at ministerial level between permanent representatives for EU countries, and ambassadors or chief negotiators for candidate countries. But why do countries want to join the EU in the first place? This question is asked by Clive Lindley of the Central Europe express (Charles Jenkins, 2000). This author quotes an American journalist as writing What does Europe want to be when it grows up? Julie Smith, Head of the European programme at the Royal institute for international affairs, also begins to explore the boundaries at which the expansion of the will be no longer feasible. She states that How [will] the EU be able to function with thirty or more member states (Charles Jenkins, 2000). According to her, it is a problem that clearly exercised many of Europes leading politicians in 2000. 3.0 When the European Coal and Steel Community was created in 1957 it was with an aspiration to form a trading block of peace and economic prosperity. For more than half a century, the current European Union has exerted its soft power, attracting almost every country in Europe and completed six successful enlargement rounds (fig 1). (fig 1 à ¢Ã¢â€š ¬Ã¢â‚¬Å" source:à ¢Ã¢â€š ¬Ã‚ ¦) After the fall of the Iron Curtain in 1989, Central Eastern European Countries (CEECs) started to show interest in applying for EU membership (EU27 on enlargement). As a result of this, the Copenhagen Criteria was set out in December 1993 declaring the requirements that any potential country wishing to join the EU, would need to meet. This was the first time the EU had made a clear commitment to enlargement, and provided Europe with evidence of their engagement in becoming a bigger and more influential trading block (Lippert et all 2001). Since then, as shown in the timeline, the EU has expanded substantially, and includes today a total of 27 member states. This leaves only 14 European countries (excluding Russia) as non members, four of which are candidate countries, five potential candidates, two who have been declined membership, two with an ENP Action Plan and one with not many EU relations. The size of any further EU enlargement is therefore confined by the borders of Europe and the enlargement rationale, is determined by the economic opportunities and the promotion of security in these 12 remaining countries (Nugent 2004). 4.0 In this part of the report we are going to discuss the economic side of the EU enlargement. Firstly we will be taking a more statistical approach in evaluating the economy. We will then take some candidate countries, and discuss what will happen if they join the EU. Since 1994, when the 10+2 candidate countries was selected they have had significant progress in their economy, they have gained an average growth of 1.3/2.1% GDP per year in between 1994-2004 (European Commission, 2001) but more importantly their GDP would have reduce by 0.1% if they was not chosen as candidate countries( Maliszewska 2003). This showed that the economy was developing quickly, many factors contributed to this including Foreign Direct Investment (FDI), imports and exports. Intra trading plays an important part in EU enlargement allowing companies to take advantage of comparative advantages in new Member States and candidate countries. Intra trading has increase from only accounting for a third of EUs trading in 1960, EU-6, to over 70% of EUs trade in 2007, EU-25. Intra trading encourages competition, and enhances productivity and efficiency within the EU. With additional new Member States the EU is now the largest trading bloc importing and exporting 16.7% and 18.8% respectively, where as the US is only exporting 11.1% and importing 17.4% (IMF, EUROSTAT 2009). This gives the EU more power when discussing trade policies at the WTO and more influence on the global economy. FDI plays an important part of EU enlargement and the new Member States GDP growth because an increase of FDI would increase the level of investment, employment and productivity. Breuss (2009) estimated that FDI inflows gave the new States and Member extra growth of 1.75 % GDP on average from period 2000-2008, moreover Bulgaria and Romania could gain an additional 0.5% GDP up to 2020. But other research has shown even though the candidate countries can attract high level of FDI they might not necessarily be able to maintain it, for example in years 2001 and 2002 Cypruss FDI inflow rate actually fell by over half and in Malta FDI was actually reversed. Using Bosnia and Herzegovina as an example if they were to become a member of the EU, the old Member States might have more confident to invest in them, thus rising their FDI rate and unemployment rate, which are the two main underlying issues relating to the economy factors although some issues has to be resolved first like distorted wages setting and low labour mobility which are both halting job creations and the labour market. Also in Albania unemployment rate is high due to the lack of health and safety regulations which could drive foreign investors away, even though they have currently approved for a strategy for health and safety it will be awhile before it will fully take effect. From these 2 examples it shows that even though candidate countries have the economy benefits of an EU member such as free trade, but with different underlying issues in each country preventing them from further economic growth it will be a long time before any candidate countries are near the level of expansion. Therefore in conclusion from the economic overview and evidence I think that it is too early for talks about enlarging the EU further and with the 2008 global recession still in effect I think that even if the EU was to expand it would not be in short future and they will have to be extremely careful with the next enlargement. 5.0 This part of the report is going to be discussing the possible benefits, conflicts and problems that enlargement may cause to the citizens of the EU, the existing member states of the EU and the EU at a global level. In the past, the citizens of the EU didnt have as much freedom or possibilities to travel freely as they do now. But since the events of the fall of the iron curtain or in any of the EU enlargement rounds, more citizens have agreed that the living standards in the Central and Eastern Europe has improved and that the changes from these events have brought more freedom to everybody within Europe (View on European Enlargement à ¢Ã¢â€š ¬Ã¢â‚¬Å" Analytical Report). However some citizens have voted that they feel more insecure after enlargement and believes that it has contributed to redundancies and job loss in their country (View on European Enlargement à ¢Ã¢â€š ¬Ã¢â‚¬Å" Analytical Report). For instance, in Britain, over the past 2 years 139, 000 immigrants have found jobs where as the number of British workers have dropped by 654, 000 (The Daily Mail) also critics say that the pressure from high levels of immigration on housing, public transport, water and energy is highly damaging (T he Daily Mail). So it seems that enlarging would mainly benefit the citizens of the CEECs more than the original EU15s citizens as they are able to freely move within the EU and are able to find work elsewhere. Enlarging the EU may abolish arguments and disputes between conflicting countries, and could mean that they will have stronger relationships in the future i.e. Charles de Gaulle, who was French President at the time opposed the UKs application in both 1961 and 1967 because he believed that the UK was going to attempt to thwart his desire to place France at the centre of the European stage (European Union Enlargement). When France changed their President in 1969 to Georges Pompidou, the UK was finally accepted into the EU for full membership (BOOK). Now in 2010 with France electing a new President, he and the Prime Minister of the UK have joined forces and have both signed a Defence Co-Operation Treaty (MoD), this shows positive progress of enlargement and that it could build a stronger EU. At the core of the EU is the single market, the aim of it is to allow all member states to be able to trade fairly and communicate with each other with ease (Business Link), and if trades are successful it will build trust and reliability between countries à ¢Ã¢â€š ¬Ã¢â‚¬Å" which would build stronger relationships within the EU. Enlarging would mean more members to trade with, more communication across the globe and in past events and has effectively shown an increase in the EUs weight in world politics à ¢Ã¢â€š ¬Ã¢â‚¬Å" also making it a stronger world power (PDF). Sometimes in the EU, there will be problems that cant be resolved, this may make some members want to leave the EU and propose a referendum. For example, each member state is allocated a certain number of seats within the European Parliament (EP), which effectively means how much influence they have within the EU. In 2004 Denmark had 16 seats before the EU became the EU25, after they enlarged Denmarks seat allocation had decreased to only 14 (book), enlarging again could mean that they would lose even more seats in the EP and more influence within the EU altogether, they may not be very happy about this and could propose a referendum as they may feel that they are being treated unfairly. In conclusion, even if one country decides to leave due to enlargement, the EU wouldnt suffer that much as they would have new members coming in and would still have the other existing member states to run the EU. So this report supports the act of enlargement as it will give the EU citizens more freedom and possibilities to travel, may produce stronger relationships between countries and would make the EU a stronger world power. 6.0 This section looks at the security of the EU by analysing the major security threat to the EU today, terrorism. It aggregates the findings of past reports to make sure the safety of the EU citizens is not over looked when deciding whether the EU should expand. It will look at the following in this order- European defence and security policy (EDSP),-Organised crime (OC) and its links to terrorism,-Candidate countries progress. Due to the nature of the topics the information used is mostly of official report base as independent reports have lacked technology and resources to reference and back up their findings especially within the rarely traceable OC and terrorism domains. European defence and security policy pushes for increases in EU military cooperation and joint missions. There have been joint missions to Afghanistan to the terrorism war zones and 3200 EU personnel are currently deployed on joint missions (C.Ashton EDA bulliten 2009). Increasing cooperation at external borders are also main policies, whilst increasing links with EU police forces is also part of policies to help combat terrorism. (EU presidency report 2009) (EDA head report to council 2010) OC and links to terrorism is a major issue. Organised crime is large inside the EU and also externally, trying to enter the EU. Drug trafficking, the exploitation of human beings and illegal migration, fraud, Euro counterfeiting, commodity counterfeiting and money laundering, are all the major OC areas. (Europol OCTA report 2009). A country which the EU allows in must be able to tackle these problems because undoubtedly the Schengen Area, the abolition of the filter border control to the movement of goods, services, capital and people, facilitates criminals, because once in the territory of one member state, they can move freely to the destination of the criminal markets. (A.SACCONE 2006). (Europol OCTA2009) points out the links between OC and Terrorism. It explains that terrorism uses it for funding. A recent (SkyNews) documentary shows Middle Eastern terrorist explaining that they create funds through OC. Any expansion of the EU to a country which cant handle a possible increase in organised crime could increase funding of terrorism, which at the moment the EU is part of fighting a war against. There needs to be emphasis on improving links between military and police forces to tackle this problem. (A.SACCONE 2006) (Europol OCTA2009) Candidate Countries progress reports analyse their current situation. In the following reports it is chapter 24 of the EU rationale which analyses Security. Croatia has set up very good training and systems to regulate borders and has started cooperating with Bosnia and Herzegovina. But Croatia lacks officer numbers to tackle OC. (Croatia progress report 2009-10). (The Former Yugoslav Republic of Macedonias progress report 2009-10) finds that, police and military officers skill and ability levels are high and they are capable to tackle organised crime and terrorism. They can also handle borders very well, although bad internal cooperation between institutions, decreases success dramatically. In Turkey there havent been improvements in border control, tackling organised crime or investigating and tackling terrorism. There are no steps expected in the future to change this at the moment. (Turkey progress report 2009-10) Croatia and The Former Yugoslav Republic of Macedonia, have good l inks with Europol and EU militaries whilst Turkey has failed to do this because of its lack of data protection laws. (Candidate progress reports 2009-10) In Conclusion of this section EDSP aims to increase EU military cooperation, and links between military and police. EDSP is trying to create a more secured coordinated EU and it is presenting very possible positive steps. With increased joint military missions there may be potential increases in terrorist threats to EU members and also future EU members. OC needs to be a number one target so we can fight terror at its root. Current candidates to join the EU must be prepared to tackle OC and an increase in OC before we accept them. An increase in depth to chapter 24 before we allow them to join is needed. Turkey poses major risk without data protection laws because of the demand on links between police and military. External borders need to be regulated more to stop threats getting i whilst internal borders need better regulation to stop facilitation of OC which links to terrorism. This highlights a need for a review of the Schengen area. From a security analyses I would not expand th e EU, because the major threats have new dimensions and candidates to join are not prepared for them. 7.0 Since the negations for Turkeys accession into the EU began in 2005, rather than seeing a speeding up of the process there has been a slowing down. To date only 13 of 33 chapters of negotiations for Turkeys accession have been opened, and only one, on science and research, completed. Nineteen have been frozen, over the issue of Cyprus, or due to other objections by EU members. (Head, 2010) Since Prime Minister Recep Tayyip Erdogan was elected in 2003, he identified Turkeys EU entry as a top priority, pledging reforms to make Turkey more democratic and pluralist and bring it in line with the Unions membership criteria (www.setimes.com) However, the biggest challenge now; from those working on Turkeys EU bid is having no certainty of membership in the end. This has all but killed public enthusiasm for Turkey to join the EU. (Euro-Dialogue, 2009.) Figure . Turkish Prime minister: Recep Tayyip Erdogan Further supporting this statement was the response of Hulya Kars Lamb a 2nd year Criminology and Forensic Science student at Manchester Metropolitan University and native Turk. When asked how she felt about Turkey joining the EU, she commented; The public who are already poor will become poorer and the rich become richer. The public does not want to join the EU because everything will become more expensive, foreign people will come to Turkey, buy properties easily and this will increase house prices and lead to even more homeless people. Turkish people will move to different countries as they may feel, they will have a better life and security for themselves; this would be considered by poor and rich. Are EU members ready to open their doors for Turkish immigrants? So we can then ask will Turkey ever join the EU? 7.1 Turkey has many obstacles that they need to overcome before they can gain accession to the EU. The 2010/11 European Commission (EC) strategy report examines Turkeys application amongst other potential and candidate countries. Two of the main stumbling blocks it identifies are the unresolved issues between Turkey and Cyprus (Ugar, 1995) and secondly, the view of Member countries such as France and Germany towards Turkey joining the EU. Turkey still has not complied with its obligations as outlined in the declaration of the European Community and its member states of 21 states of 21 September 2005 and the December 2009 conclusions it does not meet the obligation of full non-discriminatory implementation of the Additional Protocol to the Association Agreement and has not removed all obstacles to the free movement of goods, including restrictions on direct transport links with Cyprus (EC, 2010) France and Germany are somewhat opposed to Turkeys application. With Turkey being a secular Islamic state (Arikan, 2006) it raises concerns for two of the major powers in the EU. Turkey would become the first Muslim country in the EU and in their minds conflicts with the rationale highlighted in Section 3.0 in that it doesnt promote security within the EU. (Nugent, 2004). In conclusion, Turkey has a long way to go before they are accepted into the EU. They need to make drastic changes in areas such as Human Rights for example. Even if they do make the major changes and meet the criteria to join the EU. Opposition may still come from the current member states and prevent them gaining full membership to the Union. We can probably conclude that Turkeys application will not be concluded in the near future. So who will be the one to bend first, Turkey or the EU? Appendices

Career Management Week 4 Hrm 531

Career Management Plan HRM 531/ Human Capital Management Career Management Plan Introduction The Career management plan begins with the employee themselves. They are the key to their own success. ‘A career is not something that should be left to chance; instead, in the evolving world of work it should be shaped and managed more by the individual than by the organization. † (Grove, 1999). While it is important for the employee to manage their own career it is equally important for their managers to develop a career management plan to guide them within the organization.The employee may take this information and either develop from it or become stagnant. This paper will discuss different aspects of Career Management such as: feedback, how a manager will help employees reach higher levels of performance, opportunities for advancement to increase skills, flexible opportunities for dual-career parents, adaptation to team diversity and a justification of every member’s ca reer and how they will be handled along with the expected benefits and types of costs. Analysis FeedbackDevelopmental feedback should be given to each employee by their manager or supervisor. Feedback is defined as, â€Å"An employee performance appraisal is a process—often combining both written and oral elements—whereby management evaluates and provides feedback on employee job performance, including steps to improve or redirect activities as needed. † (Cascio, 2006, p 327). Feedback may be both positive and negative. Both should be presented to the employee. If negative feedback is offered the manager should be cautious and sensitive on the presentation of the material.There are different kinds of feedback that should be offered to the employee. The different periods that feedback may be offered in are; after thirty days of starting in the position, immediately as needed in a situation or regularly scheduled. New Employee Each new employee will be evaluated 3 0 days after their first day of working in the position. This feedback will allow the employee to see how they are performing to the job description of the position. It will also give the manager the information on how the employee is performing to the expectations of the position.If redirecting and review needs to take place, this is an important time in the career path of the employee. This sets the foundation for good employee habits. Immediate Feedback In a heightened situation a review and feedback should be done in a timely fashion or immediately as the situation requires. This allows the employee to redirect if necessary and build good work habits. While feedback cannot always be managed so quickly, this is the optimal solution. Immediate feedback should be in the manner of oral and written communication.The supervisor should counsel the employee and speak to the employee with immediate feedback, then follow up with written communication. The employee should then have the abi lity to respond to the supervisor in writing within thirty days. Scheduled feedback Feedback will be given to the employee on a scheduled basis. A review will be done both semi-annually and annually. The format for the semi-annual and annual appraisals will be the same. The goal of each manager will be to provide the employee important information on their performance. The appraisal will be non – biased and informational.The employee should be rated on their individual strengths, including: the quality of their work, knowledge of the job, communication between other members of the organization, work habits, job knowledge and the behaviors and relations with others. The feedback from the appraisal should show how the employee can improve their performance and the tools and resources they have available to improve their performance. After the feedback is presented to the employee in oral and written format, the employee will have thirty days to respond to the feedback.The manag ers or supervisors will then have thirty days to respond to the employees’ feedback. How a manager will help employees reach higher levels of Performance The basis of goal setting and the appraisal and feedback process is to assist the employee to reach higher levels of performance within their current position and to set the stage for future performance and growth. This performance may benefit our company or the employee may leave and take the skill sets they have learned with them.It is the job of the manager to assist the employee to gain higher levels of performance so that they will want to stay with our company. Cascio describes performance as, â€Å"A manager who defines performance ensures that individual employees or teams know what is expected of them, and that they stay focused on effective performance. † (Cascio, 2006, p 329). . How do we as managers accomplish this task? â€Å"By paying careful attention to three key elements: goals, measures, and assessm ent† (Cascio, 2006, p 329). Setting goals for employees sets the expectations that they will work toward.Cascio describes the goal setting process, â€Å"Set specific, challenging goals, for this clarifies precisely what is expected and leads to high levels of performance. On average, studies show, you can expect to improve productivity 10 percent by using goal setting. ’ (Cascio, 2006, p 330). The employees should have realistic and measureable goals. The more defined the goals are the easier they will be understood and be able to be assessed. These goals should align and incorporate the corporate objective of increasing market share and customer based sales. The measures and assessments are part of the appraisal and feedback process.Opportunities for Advancement Opportunities for advancement are largely dependent on the employee and their desire to meet and exceed the goals a manager has set for them. The long term goals for each person vary. It is a managers’ job to realistically discuss what the goals of each employee’s are. Individual goals vary from person to person. One goal for an upcoming salesperson may be to be a Sales Manager within five years. For an older person it may entirely different. Cascio describes an older person’s goal, â€Å"Late careers increasingly are defined in terms of phased retirement.In this new world, the ultimate goal is psychological success, the feeling of pride and personal accomplishment that comes from achieving your most important goals in life, be they achievement, family happiness, inner peace, or something else. † (Cascio, 2006, p 376). Options for Advancement Once individual goals are set, the manager may look at the various options available within the company to meet the needs of the employee. There are a variety of options available to the manager to meet the different goals of an employee. The goals may include upward or lateral moves within the company.To meet the indivi dual goals, training or retraining in different areas may be necessary. The employee may need to be challenged so that they do not become stagnant. The manger may identifying skill sets of the employee and suggest vacancies or positions within the company that would utilize the employees’ strengths to move upward. If the company adds a new market segment, retraining may be offered to current employees. The tuition reimbursement plan of $2000. 00 per employee per year allows the employee to have the company pay for further education at an accredited institution.The focus of the education must align with the employees’ position or future goals. The tuition reimbursement plan is part of the employees’ total compensation package. Other offerings to employees may be established if the manager identifies an unmet need that would benefit many employees. Flexible opportunities for Dual – Career Parents In current studies we see that â€Å"forty five percent of t he workforce is made up of dual- career couples. † (Cascio, 2006, p 379) The dual career couples and parents have presented to be a unique concern in our company.To meet the needs of this group we have offered a variety of opportunities to our employees. Flexible work hours have been established in departments that are not schedule based. Employees may use accrued compensation time to meet family needs. They appreciate work times that may tailored to their family needs. Since beginning this policy, we see that the turnover rate of dual career couples has decreased. Telework from home is allowed for approved employees. When employees are sick or have sick children they work from home, which has reduced company absenteeism.This has allowed employees the flexibility to meet the needs of their families while maintaining productivity. On-site daycare facilities have been established in many of our site locations. This allows parents to spend more time with their children. It has de creased absenteeism of parents. Reviews from parents with children in the company day care facilities have stated that they no longer have to take time off because of private care facilities closing during work days. In many instances productivity has increased because of these measures. The goals of a dual career couple employee may also be unique.The manager should be aware of any special concerns regarding lateral, upward or career relocations this may have for the employee. Adaptation to team diversity and a justification of every member’s career Our company has a combined workforce made up with a very diverse set of employees. There are new graduates directly out of high school and college that have little to no work experience. There are seasoned employees that have been with the company for a number of years. There are individuals from a variety of races that speak many different languages.Our workforce is comprised of nearly equal genders. We are a non-biased company that is utilizing each employee’s strengths. When a unique talent is needed in a specialized market we try to fill the position using the employee’s strong points. Culture differences and fluency in different languages is definitely a plus in our company. An example of the current views on cultures shows that most companies are trying to diversify their workforce. â€Å"We feel it’s important to have employees who represent all walks of life from many diverse cultural backgrounds. (Burden, Octo) We have recently marketed to the Health Care industry in a Spanish speaking region. We have realigned the Spanish speaking sales representative and customer support to these accounts. Productivity and sales have increased three times in the account. Participation in these market segments is voluntary and should be part of the personal goals of the employee. Bonuses and salary increases of five percent will be given to bilingual employees that work in these diverse marke t segments. Bias toward any particular group of people will not be tolerated.Justify the report and the expected benefits and types of costs. The process of appraising, rating and feedback allows for clear and concrete goal setting. The cost of the process and employee offerings far outweighs the cost of doing a mediocre job of employee development and career planning. With concise goals and managers that assist in employee development a strong workforce is being developed within the company. There are many benefits to assisting employees with their career plans. We have a workforce that is staying with the company for longer period of times, more nowledgeable about many departments within the company and more loyal. We have workers that are telecommuting, getting more work done at home than at the office. These are just some of the benefits of career planning. There are also many costs that are avoided with having a stronger workforce. These costs are associated with the lack of em ployee development and career planning. Employee retention and turnover is one of the largest costs to a company. In an industry average we see that employee turnover has a great impact. These calculations will easily reach 150% of the employee’s annual compensation figure. The cost will be significantly higher (200% to 250% of annual compensation) for managerial and sales positions. † (Bliss, May) Retraining employees to work in another department allows them to share and expand their knowledge and eventually make for a stronger company. â€Å"While it is true that sales and other financial statistics determine the success of a company, what most people overlook is the fact that employees are among the most important determinants of the success of a company. (Icles, Apri). Conclusion This paper has shown the process of feedback, how managers may assist employees to reach a higher level of performance, a discussion on lateral and upward advancement, dual – coupl e careers, diversity and the benefits and types of costs of having a career plan. It has been seen that having goals that are derived from an appraisal may start the employee on a career plan. While the employee is ultimately responsible for developing their own career, their manager will play a significant role in modeling the way for that development.Developing a career management plan for employees has associated costs, but we have seen that the benefits outweigh these costs. These benefits are retention of happier, more productive and loyal employees. It appears that career management planning is the way to go for any company. References Bliss, W. G. (May 9, 2010). Cost of Employee Turnover. Retrieved from http://www. isquare. com/turnover. cfm Burden, M. (October 15,2010) Flint Journal – Michigan Business Flourish Because of Bilingual Workers. Retrieved from

Ray Bradbury’s The Utterly Perfect Murder

The actions of an Individual affect others around them emotionally and physically. In the story ‘The Utterly Perfect Murder by Ray Bradbury, there were two kids, one bullied the other. Doug (the victim) was bullied so Immensely by Ralph that 36 years later It still drives him crazy and makes him want to kill Ralph. The literary device shown here is flashback because the main character has a flashback for most of the story and really has a deeper meaning. This story teaches individuals to be nice to thers and what bullying can really do to a person.The moral of this story is to treat others how you would like to be treated. Doug was bullied for his entire childhood by Ralph. It destroyed Doug and ruined his childhood. Ralph abused Doug so much that 36 years later he still was upset about Ralph. So he decided to get revenge he was going to kill Ralph. Doug had moved out of his childhood home and had moved away during his life. When Doug decided to kill Ralph he took a train inste ad of a plane. Why may you ask, maybe he dldnt have the money or had a fear of heights? Doug took a train because he wanted to think long and hard about the past.Doug had a flashback to his childhood times. â€Å"Where are you, Doug? I need someone to beat. Where are you been Doug I got no one to pinch (Bradbury Pg. 3). † Doug thought about everything on the train and decided he was going to kill Ralph. Bullying impacted Doug immensely. As Doug stands there at the door of Ralph with his pistol in his pocket, he noticed something. He did not shoot Ralph, why? Why not get his revenge and kill Ralph? As Ralph opened the door, Doug noticed that time did not treat Ralph well. The old man standing at the door was fragile and frail.Doug could not kill Ralph. When he saw him he thought that Ralph was defeated later in life Just like he was when he was being bullied. Doug then walked away as Ralph repeated, Ilke a broke record â€Å"Doug, is that you? † without saying a thing. The actions of an Individual can affect others emotionally and physically. In conclusion bullying affects many people even If you think It doesn't. Bullying sucks with people for their enure life Just Ilke a scar but an â€Å"Emotional scar†. Do treat others how you would like to be treated.

Public Finance - 1372 Words

CHAPTER 1: MEANING, NATURE AND SCOPE OF PUBLIC FINANCE Def: Public Finance is the field of economics that studies government activities and the alternative means of financing government expenditures. Our focus in this course is on the microeconomic functions of government, the way government affects the allocation of resources and the distribution of income. THE LEGAL FRAMEWORK The Appropriation Act gives the Government of Belize the authority to collect revenue and incur expenditure within the framework of the approved budget. GOVERNMENT S BUDGET AND THE ECONOMY The Government s budget is its statement of expected revenue and expenditure for the fiscal year, which begins April 1 of one year and ends on March 31 of the†¦show more content†¦Ã¢â„¢ ¦ Operating Balance The Operating Balance is the balance on all of the Government’s locally funded operations in any one fiscal year. It includes the Current Balance plus Capital Revenue less Capital II Expenditure. â™ ¦ Overall Balance The Overall Balance is the operating balance plus Capital III Expenditure. When all expenditure is taken into account, the overall balance indicates the extent to which the Government’s total expenditure exceeds total revenue and grants (an overall deficit) and vice-versa (an overall surplus). ECONOMIC BASIS FOR GOVERNMENT In a national economy, the market mechanism cannot perform all those functions required to attain an efficient and equitable allocation of resources. Thus a government or public sector may be needed for the following reasons: 1. To promote competition To promote competitive conditions and to prevent potential abuse of monopoly power (e.g. PUC), government measures such as taxes, subsidies and rules and regulations may be used. 2. To ensure the provision of goods not adequately provided by the private sector. Foe e.g. public goods such as lighthouses, roads, bridges etc., and natural monopolies. 3. To tackle externalities For e.g. noise, air and water pollution 4. To enforce contracts To make the market mechanism work, government rulesShow MoreRelatedThe Strong Performance Of Public Finances1198 Words   |  5 Pages The strong performance of public finances in Sweden is an interesting case.Previous studies have compared the current crisis with the banking crisis in Sweden in the early 1990s to study the reason behind Sweden’s strong public finances (Flodà ©n, 2013). When comparing the macroeconomic behavior during the current crisis and during the banking crisis in the early 1990s, it showed a larger drop in GDP and in exports while unemployment increased very less during the current crisis. The absence of largeRead MorePublic Finance1387 Words   |  6 Pagesexpenditures would not fare well waiting a turn in line for a day on the Court calendar. 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