Health Law and Regulations Paper

Hierarchical Responsibility and Current Health Care Issues HCS/545 August 27, 2012 Charles Barron Organizational Responsibility and Current Health Care Issues Health care misrepresentation and misuse is a present issue influencing everybody in the United States costing billions of dollars yearly. This deceitful wrongdoing is submitted when unscrupulous shoppers and suppliers submit bogus or deluding data to turn benefit. It influences the United States by hampering the capacity to give reasonable access human services and great nature of care to Americans.The Affordable Care Act counteraction assets and devices are attempting to stop extortion before it happens. The reason for this paper is to examine a wellbeing news circumstance influencing the medicinal services framework and assess the impact of authoritative structure and administration, culture, and social obligation. Prescribed assets to forestalling this circumstance later on and suggested changes in future counteraction will be examined. Wellbeing News Situation A multi year old Miami Florida occupant, Sandra Jimenez, confessed to taking an interest in a Medicare extortion conspire influencing helped living offices, shelter, and home wellbeing organizations. The misrepresentation plans were arranged by the proprietors and administrators of American Therapeutic Corporation (ATC); its administration organization, Medlink Professional Management Group Inc. ; and the American Sleep Institute (ASI)† (Department of Justice, 2012, para. 2). In January 2012, Jimenez confesses to checks of submitting scheme of medicinal services misrepresentation and cheating the United States in getting unlawful human services payoffs. The different proprietors, specialists, directors, and advisors of ATC and Medlink were accused of medicinal services payoffs, illegal tax avoidance, and extortion of a large number of Medicare dollars. The Medicare extortion plot brought about the accommodation of more than $200 million i n fake cases to Medicare† (Department of Justice, 2012, para. 1). A case of the extortion submitted by Jimenez and co-schemers is submitting therapeutically pointless administrations that were charged through Medicare and afterward washed. Jimenez as an advertiser requested the recipients and afterward paid the unlawful payoffs to helped living office proprietors in return for the recipients. Whenever sentenced Jimenez and co-backstabbers are confronting most extreme punishment jail time and fines.Corporate Structure and Governance, Culture, and Focus on Social Responsibility Social duty in the United States is to guarantee associations hold fast to state, government, and neighborhood laws, it guarantees purchasers and suppliers are considered responsible. A sound corporate structure and administration guarantees there is a standard of greatness, uprightness, and responsibility in all parts of the association. References Department of Justice. (2012). Miami-territory inhabitan t confesses to taking an interest in $200 million medicare extortion conspire. Office of Public Affairs. Recovered from http://www. equity. gov/opa/pr/2012/January/12-crm-063. html

Internet Marketing †Acquisition and Retention Essay Example for Free

Web Marketing †Acquisition and Retention Essay The strategies for directing business have truly changed as the effect of globalization has causes a few adaptabilities and ease in our ways of life and every day life. Numerous organizations think that its expensive to open it in a physical area and extending through outlets, which regularly doesn't target huge crowd. In this manner, numerous organizations are beginning through web where they can target clients from everywhere throughout the world, advertise their items or administrations effectively and monetarily, and get installments immediately. Not just this, those organizations that don't work basically and have physical areas are thinking that its increasingly compelling and monetarily valuable to showcase their items through web, and that what is called Internet Marketing. Web showcasing likewise contains the components of Direct Marketing, where the advancement of items is done online, for example, sites (ResearchStarters, 2008). It doesn't imply that when organizations are begun online they would consistently spare expenses and be effective; indeed, numerous organizations bomb because of a few variables and one huge of them is poor promoting systems. Obviously, the customers would not have any thought that another business has begun that for example, sells soccer shirts, through its site. The objective market ought to must be made mindful of that business, the items, new offers/bargains, client esteem, criticism, and so on. Along these lines, this requires the business to utilize compelling promoting instruments and techniques where it can pass on the message to the crowd, dazzle them, persuade them to buy, and give input. Organizations can utilize web based advertising methodologies, for example, planning sites that catch the eye of the clients from the outset sight, compel them to investigate, cause them to understand that they are everything for the organization, furnish them effortlessly in shopping on the web, and let them allow to give a criticism. Additionally, organizations can likewise utilize the technique of mass-messaging to the clients or potential clients whether they are people or different elements. Putting promotions on well known and most-visited sites is another methodology yet is very costly. Lastly, the utilization of person to person communication sites, for example, Facebook, Twitter, and MySpace, is worthwhile since it is reasonable and targets wide scope of crowd. Client Acquisition and Retention There is definitely no uncertainty about the way that it takes a business considerably more to spend in gaining new clients than to hold the old or present clients. The explanation being that the procurement of new clients require the business to direct statistical surveying, target them in another way, shape the items or administrations as indicated by their necessities, reposition the brand that may harm it, and shape the advertising procedures appropriately. These all outcome in happening an ever increasing number of expenses for the organization; while, holding old or present clients is very productive since they have just attempted the items, have a picture for it, know the organization and its notoriety, and above all can bring about advancing them through verbal. Other promoting procedures for holding such clients incorporate contribution them participation programs, assembling great associations with them, expanding the contact with them, approaching them for input about whether they are fulfilled or not, upgrading support for them, and causing them to understand that they are a piece of the database and are given significance (Hughes, 2010). In addition, maintenance of clients require the organization to reshape and get creative highlights and characteristics their items to cause those torpid clients to restart purchasing the items on the off chance that they have halted to. There is a standard called 80/20 guideline, which implies that 80% of the income originates from 20% of the unwavering clients. Subsequently, organizations ought not feel annoyed in the event that they need to contribute more on those clients since they are furnishing them with more deals. Thus, organizations can direct deals advancement exercises or other advertising efforts for reviving them and draining them. Likewise, when organizations become more acquainted with that their specific clients have quit purchasing the items, they should direct overviews where they ought to ask the clients what were the explanation because of which they quit purchasing, what defect they found in it, what enhancements they need, and so on (Businessfast4ward, 2010).

PTSD and Fear of Public Speaking

PTSD and Fear of Public Speaking PTSD Coping Print PTSD and Fear of Public Speaking By Matthew Tull, PhD twitter Matthew Tull, PhD is a professor of psychology at the University of Toledo, specializing in post-traumatic stress disorder. Learn about our editorial policy Matthew Tull, PhD Medically reviewed by Medically reviewed by Steven Gans, MD on August 05, 2016 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD Updated on June 24, 2019 Sean Warren/E/Getty Images More in PTSD Coping Causes Symptoms Diagnosis Treatment Related Conditions PTSD and the Military Many people with posttraumatic stress disorder (PTSD)  have a fear of speaking in public. This is a form of  social anxiety. These fears can have a tremendous impact on a persons level of success at work or at school. Someone with a fear of public speaking may avoid jobs, classes or situations where they have to present in front of other people. But you can overcome these fears, even if you are also dealing with PTSD. People who fear public speaking often beat themselves up over these fears. However, if you fear public speaking, its important to remember that these fears make sense. When youre speaking in front of a crowd, youre vulnerable. This can be very frightening for someone with PTSD. In addition, you may be afraid that people will evaluate you negatively. You may even fear a positive evaluation  because if people think you did a good job, they might expect that youll always perform at that level. You fear that a new standard has been set that will be difficult to keep up. Tips for Public Speaking With PTSD Fortunately, you can learn to overcome your fears. Here are some tips for people dealing with PTSD and  fears  of public speaking. This advice can help you better manage your anxiety over public speaking, as well as improve your confidence when you are speaking in front of others. Recognize and validate your anxiety.  Anxiety is normal when people engage in public speaking. Accepting the anxiety and being willing to experience it will prevent it from growing and potentially interfering with your presentation. “Willing” yourself to relax or trying to push the anxiety down will only distract you and increase your anxious arousal. Remember, no one in the audience knows how youre feeling on the inside.Breathe. Before you begin talking, take some time to focus your attention on your breathing. This can reduce your anxiety and keep you focused before you present.Release muscle tension. Don’t clench your fists or lock your knees. Use hand gestures.  If you notice that youre tensing up, move around. Movement also helps with breathing.Focus on your message, not your body.  When people are speaking in public, they often focus on their internal sensations or whether theyre blushing, shaking, etc. When were speaking in public, small body movements or small changes i n our body are intensified. What might feel like a great amount of trembling or shaking to us is likely unnoticeable or minor to our audience.  The more we focus on these experiences, the stronger they will get and the more our anxiety will interfere with our message.Practice. Obviously, practice is important when giving a speech. However, people often practice in the wrong way. People often practice speeches by going through exactly what they want to say, almost to the point of memorizing the presentation. This is setting you up to fail. During the speech, if you deviate from what you practiced or memorized, you might become derailed, causing your anxiety to spike. Practice going through concepts, not words. Become familiar with the main points you want the audience to take home. These main points can be delivered in a number of different ways.Have water available. This can help with dry mouth, but it also gives you an opportunity to take a breath if you need to during your speech. Avoid caffeine or sugary liquids.Plan breaks in your presentation. Ask if anyone has any questions. Even if no one has any questions, this gives you the opportunity to breathe and collect your thoughts. You can also direct questions to people in the audience as a way of giving yourself a break.Try to avoid using notes. When there is too much on a note card, people often rely too heavily on them and lose their connection with the audience. If you use note cards, just include brief bullet points.Act confident. Speak with conviction and act confident even if you don’t feel that way. Your emotions will eventually catch up with how youre presenting.Maintain sincere eye contact with different members of the audience. If youre in a large room, it can help to break the room up into sections and direct your eyes to these different areas of the room through the presentation.Be flexible with your attention. When giving a presentation, its normal to lock attention on someone who is providing negative facial feedback. Its also normal to interpret this as an indication that were not being successful in delivering our message. In truth, we have no idea as to what that individual is responding to. Have a more expansive awareness of the room. Notice people who are also providing positive facial feedback.Be mindful when you start a presentation. People sometimes become overwhelmed when they start a presentation because they feel as though they have so much to get through. Focus your attention on the present and effectively delivering your message for each part of your presentation.Plan ahead. If there is a possibility that you could be short on time, plan ahead what can be cut out. Also, decide in advance how you can respond to questions that may be asked, especially questions that you dont know how to answer.Be familiar with your location. If youre unfamiliar with where you are giving a presentation, try to arrive early to get a lay of the land. The more familiar you are wi th the location, the less unprepared you will feel.Practice self-care. Eat well that day. Get enough sleep the night before. And, again, limit caffeine. The Importance of Practice Public speaking fears can be difficult to overcome, especially if you have PTSD. Therefore, dont expect these tips to bring about an immediate reduction in your anxiety. They require repeated practice. It may also be useful to start out with short presentations in front of people you feel comfortable with. Try to practice these tips when you feel less anxious. That way, you can become more comfortable with using them. Although you may not get relief immediately, with repeated practice and exposure to public speaking, your fears can be overcome.

William Shakespeare s King Lear - 1510 Words

Shakespeare’s King Lear deals with tragic human relationship like the other tragedies of the author, but this story was written in social aspect and raises the doubtful point on legitimacy of some political systems. In this play, various characters form multi-layered kconflict relations. Thus, the story is being propelled towards tragedy due to numerous inner and outer conflicts of each character. However, as it is brought into being a character, Edgar in the end of the story, it implies new beginning of the kingdom. In addition, as comparing king Lear with Edgar, two social systems, monarchy and democracy can be evaluated. Democracy pursues freedom with less government intervention. This promotes each individual to take his/her own†¦show more content†¦In case of Edgar, although he was a tramp for a while but he was selected as a candidate for a new king with Kent and he showed respect to the king Lear and pursued proper truth. Therefore, Edgar adopted the best sides of monarchy of democracy; respect for tradition and morality and personal charisma on one side, and background knowledge of reality and responsibility for others on the other side. Many protagonists such as Cordelia, Kent, Albany, Gloucester and Edgar supported monarchy as they respected Lear. They were royal to the king until the end of the story and this can be seen when Kent left the words that suggested his death; â€Å"I have a journey, sir, shortly to go. My master calls me; I must not say no(5.3.327-328).† This shows that Lear had a charisma that attracted people and made people rely on. In this perspective, the role of the king is very significant in monarchy because every moment depends on a single person. In other words, the fate of a country depends on only one person in monarchy system. This being so, Lear’s insecurity was fatal for his nation as the country was divided and was dragged into depravity battle. If Lear had taken advices from his people, he co uld have been a better king and monarchy would have been the most suitable system for the kingdom. On the contrary, some protagonists, Goneril, Regan, Edmund, and Cornwall tended to support democracy. They were full of ambitions and wanted equal

Real-Time Quality Management in the Automotive Industry

A Case Study on the Strategic Initiatives for Reducing Costs and Remaining Competitive Real-Time Quality Management in the Automotive Industry: Copyright  © 2008 InfinityQS International Table of Contents I. Continuous Improvement in the Automotive Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 II. Statistical Process Control: A Scientific Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 III. A Case Study in SPC for Continuous Improvement: Cooper Tire . . . . . . . . . . . . . . . . . . . 4 2 I. Continuous Improvement in the Automotive Industry Over the last 30 years, the manufacturing industry has undergone a notable shift in terms of pushing geographic and cultural†¦show more content†¦The core objectives of SPC are to provide productivity and quality information about production processes in real-time. The principles of SPC take into account the following: All processes have unique characteristics or hidden personalities that are inherent within them Data analysis provides in depth understanding of process variations and identifies improvement opportunities Success in real-time SPC requires that measurement data be accurate, and collected in a timely manner. Various gauging devices are used to ensure that a specific measurement is taken and recorded. SPC software programs collect and store this data, analyzing it and creating graphs instantaneously. As a factory floor application, that can be extended up to corporate offices and throughout the enterprise, SPC software delivers vital quality data upstream to Manu facturing Execution Systems (MES). By integrating live production data into enterprise-wise systems, SPC plays a vital role in the business’ continuous improvement strategy. SPC solutions are designed to allow companies to plan and structure long-term strategies and bring short term quality improvements into view. The scope, detail and accessibility of quality data helps manufacturing facilities avoid unscheduled downtime. Analyzing tool wear metrics gives quality departments the opportunity to minimize downtime by creating detailed maintenance schedules that extend out forShow MoreRelatedProject Management : The Automotive Industry Essay1657 Words   |  7 PagesAbstract. The automotive industry is a wide field of connecting many engineering and scientific fields together in one systematic place. A lot of changes has occurred on this field since it came into existence. Because it’s a whole system of science and engineering, it is affected by a lot of factors and needs to adapt according to changes in these factors. 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Coal Is Just Not Black Gold Free Essays

string(294) " advanced technology for procuring coal and other social costs, it is also noted that mining cost of Coal in India is 35% higher than other exporting countries like Indonesia, Australia, because of poor productivity \( 3 tonnes / man shift \) as compared to 12 tonnes / man shift in Australia\." COAL IS JUST NOT BLACK GOLD PREFACE Drawing upon the organisation in which author is familiar – Coal India Limited, largest coal producing company in the world, In this paper he critically analyses few existing policies implemented by Government of India and Coal India Limited in mining industry from past few decades, works through the complex problems around Coal mining in India and identifies few human resource management related problems and how they have contributed for the company’s stagnation in recent years. The author then critically analyses the issues, compare it with relevant literature and evaluate the limitations. Based on the literature and observations, he then proposes few strategic recommendations to improve organisational effectiveness both to Law makers and to company. We will write a custom essay sample on Coal Is Just Not Black Gold or any similar topic only for you Order Now INTRODUCTION Coal India Limited (CIL) is a Government of India Undertaking, Maharatna (Country’s Jewel) company which employees 400,000 people approximately as of April’12. In ended last financial year, with net annual sales of 15 billion dollars, and a net annual operating profit of 3 billion dollars approximately by producing coal from its 466 Coal mines across India and selling it to Power generation companies. It is the biggest and only listed company in the sector, where private companies are not allowed to compete, Thus accounting to 80% of Annual national production of Coal in India. CIL has five unions, which represent all the employees in the company. Since the company is only major coal producer and acts more like a monopoly in the sector, wages are low compared to Industry average in other countries. Coal India apart from producing coal on its own also gives few coal mines to private third parties for contract. These mines are smaller in size and remote for the company to allocate resources, hence they are contracted. This strategy of contracting coal mines and not having enough regulations around Coal production has led to few private contractors preferring illegal means of employment in these coal mines and not allowing private competitors to compete with Public sector companies COAL IN INDIA Indian Coal Industry currently occupies third position by producing 400 metric tons per year ( mtpy), after US (1100 mtpy and China 2400 mtpy. Within the country Coal mining is nationalized and accounts for 60 per cent of electricity production. Coal being crucial resource for economic growth, it is safeguarded by government by passing many acts, Indian Mines Act of 1952, Mines and Minerals Regulation and Development (MMRD) act are the key legislative act meant for protecting labour working in mining industry and governing mining and exploration in India respectively. After further revision in 1993 and 2002, National Mining Policy was outlined by Government of India whose objectives are mineral development through exploration in both Onshore and Offshore fields. Policy is meant to promote mineral industry standardize training and research, considering future needs of the country with minimal impact of nature and ensure safety and health of all people involved in the industry. These objectives do make a progress in standardizing the rules, however it has to clearly describe how the law handles informal mines and how to deal with illegitimacy under current law. According to a Journalist expert of small mines Chakravorty (2002), Illegal mines in India constitute of 88 per cent of the total reported mines in count, producing approximately 10 per cent of the total value of mineral production of the country. This number has increased in the last decade , where 30 per cent of illegal mining. These mines comprise of poor people toiling for lowest wages and almost negligible security, health and safety conditions. According to MMRD Act, Mines Act and other Environmental Acts, all minerals are broadly classified into â€Å"Major† and â€Å"Minor† and rest the responsibility of mining with the state. MMRD has further classified mines has Class A or Class B determined based on the mechanical equipment used and Labour employment the mine generates. Based on financial investment, Labour work, Depth of deposits and technology deployed, mines are simplified to different Classes and given for contract. Typically Class B mines are given for contract to subsidiaries by CIL , One such example is Eastern Coal Fields, in state of Meghalaya, where even though they mines are Small, they are labour intensive and needs to have high security and health standards. National Institute of Small Mines (NISM) , a governing body has classified mines based on the production amounts. From various acts above, it can be understood that legal definitions hinge on physical dimensions of mine, which is in turn is used to determine the effort and time required to mine. However for a complex economic activity like mining with close social linkages and unique to the nature of the mine, such reductionist approach and simplifying mines obscures the diversity of mining practices across scales. As large formal processes of mineral extraction, processing and use cannot be applied to such small mines they tend to be rejected and Illegitimated. Clearly, existing laws have loopholes which are inadequate in handling perennial Informal and Illegal mining. Also Illegal miners cannot lobby for recognition, since current structure of the sector is monopolistic with over 80% reserves under CIL. This situation has resulted in dire consequences and well-being of Local society around colliery areas and environment. COAL INDIA , A MONOPOLY Coal India Limited (CIL) established in 1970, is responsible for mining the coal, while the ownership of which is vested with the state. Consequently the organization has played a critical role in meeting state’s growth plans. The decision making on mineral resources is influenced by engineers, geologists, bureaucrats and political groups and governance is solely vested with CIL. The Coal Mines Nationalisation Bill, 2000 allows state governments to mine coal only if CIL certifies with no Intention to mine certificate. The Ministry of Coal ( MoC ) has awarded CIL a near monopolistic power, giving rise to tight control on its country’s reserves and lack of transparency in many areas. Because of lack of more advanced technology for procuring coal and other social costs, it is also noted that mining cost of Coal in India is 35% higher than other exporting countries like Indonesia, Australia, because of poor productivity ( 3 tonnes / man shift ) as compared to 12 tonnes / man shift in Australia. You read "Coal Is Just Not Black Gold" in category "Essay examples" As a solution privatising of coal sector is attempted, however it is still in preliminary stage. The challenge to policy makers in this regard is to ensure how to safeguard the wealth from illegal mining and environment within the region, at the same time benefit people in mining areas by making laws that do not outcaste people and their livelihoods as illegitimate also ensure greater transparency and standardization in pricing of coal. In coming years, demand for coal in the country is expected to increase multi fold, according to IEA 2006, Reuters 2007, hence the need for government to restructure the sector is critical to not only to answer many global implications concerning climate changes and Kyoto Protocol and but also streamline the definite increase in informal collieries which will continue to meet the demands of local consumers and ensure they meet minimum security and health standards of living. SOCIAL IMPACT Coal India Limited has destroyed environment in many coal traces with no or little concern for social implications, Inspire of Forest and environment controls. This behaviour can be attributed to sole monopoly power vested with one company on nation’s coal production. There were other instances of violation of human rights noticed while employee people at Coal mines One such example, It was noted that at Janita Hills, Meghalaya , India. 5000 children less than age of 18 was trafficked from Assam, Nepal and Bangladesh and employed by coal mines in Meghalaya which are contracted to private contractors by CIL . Many such instances were noticed not only in eastern part of India , but also across many nations’ coal traces in West Bengal, Andhra Pradesh, Karnataka states. Inspite of the Mines Act , 1952 which doesn’t allow bonded labourers or people below the age of 18 to work. Sometimes even without environment degradations, large mining projects have impacted social lives with serious implications for the livelihoods of local communities around in and around coal traces, where people were forced to leave their traditional occupations for scavenging in left over coal traces, which are not economically viable for contractors. Such instances were noticed in Jharkhand, where government and company officials have neglected social and cultural issues around the mining areas for years impacting the livelihoods of people living in these areas. This has created a need for extreme leftist or Maoist Movements to resist such acts– as observed by Chandra Bhusan, Associate Director of Centre of Science and Environment. According to him Indian Mineralised tracts are mostly in conflict Zones, since Company officials, technical experts and governing bodies never seriously engaged with social issues. Current legal instruments are anti-poor and of colonial vintage and unable to deal with today’s realities. Many Civil Non-Governmental Organisation groups have taken a non-violent approach to use existing judicial mechanisms such as filing Public Interest Litigation(PIL) to bring justice to local communities whose daily lives are impacted. Ex : PIL filed against Eastern Coalfields Limited by Mazdoor Sabha in Country’s Apex court. Although Supreme Court Panel has lashed against CIL, It remained unresponsive SOCIAL LICENSE TO OPERATE Over the past 2 decades many changes were noticed in global mining industry. There is increased and concerted global efforts where nine major global companies supported a global scale project called Mines, Minerals and Sustainable Development (MMSD) Project ,whose direct outcome is to the increasing charges of environmental destruction and irresponsibility on coal mining companies to care socio-cultural changes caused by them in areas of operation are laid out and followed globally. MMSD group of companies agreed that Mining Company in developing countries not only needs Legal license to operate but also Social License to Operate. Under this backdrop At CIL, mining engineers who make all the plans , mining project itself assumes more importance over people living in these mining operations. This view was observed from many bureaucrats in India, CIL uses their rationale that Land Acquisition Act or Coal Bearing Areas Act does not provide assistance for Local people around the impacted areas, thus ignoring local needs and perpetuating illegal mining under its belt. ILLEGAL COAL MINING AND UNSAFE WORKING CONDITIONS In energy-hungry country like India, demand for coal has increased in the last 2 decades, coal production remained fairly stable, causing coal prices to surge in recent years. The lack of reform and rising demand have spawned a seedy underbelly of â€Å"Coal Mafia† and a class of workers that illegally scavenge the mines for coal. The Coal Nationalization act in 1952, revised in 2000 has made it legal for just the centre or state governments to authorize coal mining, i. . , only government owned companies, its subsidiaries and contracted third parties. Apart from illegally mining, scavenging from abandoned mines is another source of obtaining coal. In West Bengal state for instance Raniganj-Jharia region there are many abandoned mines by CIL subsidiaries which have neglected filling up the mines with sand, as per regulation , consequently villagers have ready access to scavenge. It was also observed that open abandoned underground mines release hazardous gases like Carbon Monoxide which are hazardous and can kill people who go to scavenge left over coal. Scavenging can occur in both underground and open cast mines. The later assumes greater significance. In these areas Poor Security of mines storage and transportation was observed where coal is transported with head baskets into awaiting trucks. Coal India also delivers coal to local sale dumps located near the mines and big dumps, pilferage takes place regularly on major highways from long distance. In eastern India, It’s not unusual to see women and children work the unsafe mines with the most rudimentary tools. Most are drawn to it in the hopes of earning a better  income. According to World Bank, over 20 million people depend on mineral resource extraction for living. When this number is compared with formal mining industries it is immensely large. PAUPERIZATION IN COAL MINING AREAS IN INDIA In colliery areas where CIL operates, significant amount of social and environmental transformation takes place over a period of time. Within bureaucratic and political circles the notion that Coal as a commodity is being excavated for greater common good by a Central government owned body like Coal India Limited, represents lack of attentions to people’s interests and social impacts of mining coal. Decay of social fabric, erosion of traditional livelihood, rising levels of urbanisation are some of the socio impacts which vary according to physical proximity of the mine to livelihoods. Between 1971 and 2001, people in Ranijang region in west Bengal have slowly moved away from agriculture as an occupation to mining and scavenging , even in non-colliery areas. Women especially from downtrodden caste and below poverty line are most impacted by this migration. In areas of Jharkhand gradual pauperization of people around coal mining areas have taken place in which traditional land and water rights in the region in which they live are lost and few negligible short term benefits of mining are accrued which will is leading to steady extinction of tribal people in remote coal mining areas. In most of the cases, links between the legal and illegal coal mines are more complex than above example. Both the groups either co-exist or coal mining company complains against scavenging to local authorities as law and order problem, however bureaucratic reply is usually pointing the company should take care of its resources. Hence in the existing legal setup both parties formally or informally will try to co-exist peacefully. Similar setup exists between large scale and small scale transportation in centralized control manner controlled by mafia group. Part of the root cause for such inefficient maintenance, transportation and distribution systems lies with CIL and its subsidiaries where they are not standardized and do not consider domestic consumer, In the entire eastern region CIL doesn’t have large depot to cater the needs of domestic consumers. Hence often industry owner applies for a license to grant coal to fire the furnaces or generate power. This permission is difficult to get and consumer need to bribe any intermediate parties from company officials, bureaucrats and politicians leading to significant overhead cost for the company, there by preferring a shorter and simpler coal extracting methods by joining hands with mafia system or illegal mining. STRATEGY MAKING PROCESS FOLLOWED BY GOVERNMENT OF INDIA AND COAL INDIA In the above sections, various issues faced by the community, company and the system at large are explained. To understand the issue in hand better and to analyse the issues lingering the sector better, Government’s and Company’s behaviour with larger society is compared with few Strategy making processes. According to author, current system has a predefined set of objectives and is thriving to achieve that without considering other subjects involved in entire scenario. This behaviour aptly fits into Classical approach highlighted by Grant (2008). The reductionist approach by MMRD and other acts by the Government can be mapped to this approach Government trying to oversimplify the complexities involved in various mines based on certain factors like Size, productivity etc. , such approach leads to formation of clear goals to the Company and doesn’t allow the company to recognize the emergent behaviour of the employees, people livelihoods in affected areas. Below is a modified representation of Grant’s Classical approach of Strategic Human Resource Management. Figure 1 : Common elements in successful Strategies , Adopted from Grant ( 2008: 7) Author notices that because of monopolistic nature of coal mining sector in India and sufficient support from political circles, there isn’t sufficient pressure on the company for Profound understanding of all the groups involved. In Most of the cases, Long term agreed objectives takes more priority over other priorities mentioned like Profound Understanding of all groups involved, Regular Appraisals of employees involved and Environmental awareness. Hence the company will focus on financial targets to achieve more than Social Impact it creates in thousands of people it impacts. Thus it can be stated that Classical approach readily doesn’t fit in or help in solving the issue. Current Intended strategy of Government of India, behind Nationalization of Coal mining in 1952 is to protect the reserves from exploitation by private parties is well understood, however with the changing times , growing demand and involvement of various other socio-political and technological factors, Intended Strategy is not being completely realized. There is a deliberate effort on its part , to ensure current intended strategy works by allowing illegal mining and scavenging by local people in coal mining areas in order to peacefully co-exist and continue to mine in coal traces. However by comparing the number of court petitions filed by local tribes in Jharkhand, WestBengal living nearer to various collieries, comparing the productivity / person and high cost of mining compared to other export countries it can be understood that , slowly they are moving towards an unrealized strategy where focus is only on net volumes realized and not considering environmental impact . EMERGENT STRATEGY OF STRATEGIC HUMAN RESOURCE MANAGEMENT In practice organization approach can be explained by Emergent Strategy approach as suggested by Mintzberg (1987) are relevant. According to March (1976) and Mintzberg (1987), planned strategies are not always realized; strategies can often emerge and evolve over a period of time. The Strategy should be moulded over action . Similar such fluid approach can be applied, where an additional dimension as mentioned below in Emergent strategy is required to recover from unrealized strategy and to streamline the company’s goals. Privatization of coal mining along with a holistic review of existing mining policies impacting the sector is the emergent strategy to improve the productivity, transparency of coal production and livelihoods of people involved. However its application remains a challenge. Figure 2 : The Emergent Strategy, source from the strategy concept, California Management Review, Mintzberg. H, 1987. Systemic Approach of Strategic Human Resource management On similar lines to Emergent Approach of Strategic Human resource management, Whittington(1993,2001) systemic approach provides more answers to the issue, where Strategy is shaped by the social system the company operates within. This strategy is shaped by cultural and institutional interests of broader society, since organisations and decision makers are embedded in network of social relations, hence adept understanding of the needs of the society at large and acting accordingly should be key . OUTCOMES Profit-Maximising PROCESSES Deliberate Emergent Pluralistic Classical Evolutionary Systemic Processual OUTCOMES Profit-Maximising PROCESSES Deliberate Emergent Pluralistic Classical Evolutionary Systemic Processual Figure: 3Whittington’s (1993) generic perspective on strategy Author believes Emergent and Systemic approach to planning a strategy is apt and required by all parties involved( both policymakers and industrialists ) in order to operate in complex world with various socio-geo political limitations. This it can be concluded that to effectively manage human esources and to improve organisation performance , integration between human resource management and business strategy holds key for its success. (See Holbeche, 1999; Schuler and Jackson, 1999). EMPLOYEE RELATIONS IN COAL INDIA Coal India has both union and non-union based workers. Starting from 2009, it has been recruiting more than 1000 employees every year from premier management and technology schools across India. This is one of managemen t initiatives taken to inject fresh blood and reduce the average age of its labour force. While the decision to recruit young highly talented workforce as change agents is appreciable, 30 to 40 per cent of these employees quit every year for below reasons. 1) Staff felt they were demoralized by senior staff from the beginning. 2) Apart from salary issues, the staffs were under-utilised and faced hostility from seniors. 3) While recruitment, the staff were promised a grade above engineers however not fully implemented even after raising the concern to top management. Hence realized there are limited growth options. Treasurer of Coal Mines Officers Association of India partially accepted the conditions and commented this situation reflects the larger problem of stagnation within the organization It is understood , if the situation continues, the county’s top coal producer is likely to grapple with unprecedented HR crisis across its executive cadre because of limited growth options and 6000 of their employees mostly from executive cadre getting retired every year. Falling on relevant literature , Kochan . T , 2000 has stated that Asian model of employee relations is designed to support an economic strategy that emphasises human resources as a competitive asset- A strategy that requires a highly skilled and committed workforce and a cooperative labour management culture and system. In Coal India, it can be observed that there are required structures in place like Unions for labour management, since the company is too big, management of resources is challenging. Since the company works in a monopolistic structure, there isn’t healthy competition which will push the management to focus on current internal and external problems with more vigilance rather than its current laid back approach and bureaucratic functioning. It can be noted that HR strategies should operate consistently as is a vital part of the overall business plan (Stroh and Caligiuri, 1998). Within the organisation senior management there should regularly conduct analysis regarding the kind of HR competencies needed in the future, and accordingly core HR functions (of procurement, development and compensation) should work together collectively to meet such needs. (see Holbeche, 1999). The 2 core aspects which organization has to focus is Integration of HRM into the business and corporate strategy, and the devolvement of HRM to line managers instead of personnel specialists, thereby ensuring company doesn’t have power blockages and allow it to function smoothly. Brewster and Larsen (1992: 411–12) define integration as ‘the degree to which the HRM issues are considered to formulate long term business strategy’ and devolvement as ‘the degree to which HRM practices involve line managers has responsible rather than personnel specialists’. Similarly (Budhwar and Sparrow 1997; 2002; Hope-Hailey et al. , 1997; Truss et al. , 1997; Sisson and Storey, 2000) also highlighted the concept of devolvement for quicker response in large scale organizations. This process, highlights the need of prioritizing the issues and developing/ training more motivated employees for effective control. Instead of having a narrow hierarchy with in organization, there by leading to stagnation, it can be learnt from this theory that local problems should be resolved by local managers at grassroots level affording more time for senior management. Applying this theory to Coal India Limited, It can be understood that mine managers should be more proactive is liaising with local governments and bureaucracies to form an amicable solution for betterment of society as well as company. Company senior management should work closely and provide required assistance and authority to mine managers to perform their duties. In this context, the Coal India Limited management can learn from other global peers to understand how to deal with employee relations related issues effectively. Below is the summary of one such example stated by an author Young-Kee Kim, in his report on Employee relations. LG group from its inception till 1987 achieved high rates of economic growth with support from Government by suppressing unions, however in the period of 1987-89 it has faced severe hostility and strikes from its workers because of which resulted in 740 million dollars of loss. Post 1990 till 2005, as a result of research and many extensive internal surveys the roup has laid importance to new group level policy that emphasis the promotion of human dignity for employees and the maximisation of customer satisfaction. Voluntary employee participation in workplace organisational improvements has been identified as a critical success factor. Consequently the rapid realisation of co-operative labour relations and enlig htened ER practices has been recognised as tasks of major significance my member firms. * Company has evolved gradually from Passive support of Management perception of union to active partnership with unions.. It gradually made a cautious move from not just maintaining a stable labour relations climate in order to avoid labour disputes, it has invited a voluntary participation of employees and union leaders in management activities. * Unions characteristics of providing weak employee support to being professional in their activities and finally Employee Relations have moved from just dealing with basic issues to providing autonomy and participation of employees From the above example it can be understood that Firstly, without management innovation, co-operative Employee Relations cannot be achieved. For Labour management relations to be a positive sum game, these innovations should enable the company to achieve superior performance and the capacity to provide employees with better rewards. Secondly, much time and effort is required from top management to develop a constructive labour management culture. The Employee relations department cannot achieve the development of co-operative employment relations by itself. The labour management relationship should be viewed as a profit – creating relationship, rather than a cost –creating one. Thirdly, the company should support increased independence and professionalism on the part of the union and provide education for union leaders. A union that lacks professionalism is unable to get a full support of its members and lacks effective management strategies for administering union business because of high turnover of union officials. Fourthly, to be successful all these activities should be conducted consistently and systematically over time. Many companies only seriously consider the labour management relationship when faced by a critical problem. Such focused attention tends to fade when the strike is settled. As explained in the above example, LG group has chosen a different path and spent a year analysing its Employee relations. CONCLUSION IS PRIVATISATION A SOLUTION ? Currently both globally and in India, demand for coal is on the rise, thereby increasing the prices of coal. Due to the volatile times passing through, similar to other commodity sectors like Iron, steel, Coal Mining industry will also undergo divestment and monopoly of Coal India Limited will break. However privatisation is not a panacea for all issues lingering the sector. Time has come for Policy makers, bureaucracy and other parties involved come together to answer few critical questions while restructuring the sector. 1) How to deal with thousands of people making their livelihood from illegal mining of coal ? 2) Will the government able to accept few realities like people living in local region , have rights on mineral resources to strength the lower strata and provide a sense of security to their livelihood ? 3) Can the government, restructure the sector with more robust, full proof, social informed laws protecting and respecting the rights and interests of all involved ? ) With experience from privatising other commodities, after privatising coal mining ,it can be estimated that mushrooming of small coal mining leases can be experienced in an open market scenario. Hence laws and policies safeguarding the interests should be more inclusive than before. Where policies and laws have to deliver sustainable benefits to local and global communities, un like current laws that are focused only on mitigating the negative impacts of mining on the environment and marginalizing small groups over national priorities. Government policies need to take a more holistic approach in understanding about production of â€Å"Illegal mines† as well as marketing and distribution chains through which legally mined coal is illegally distributed. It is vital to integrate local interests in mine management plans to provide access to resources for local people and co-exist peacefully for inclusive growth.. References : Books and Internet Links * Bamber J, Park F, Lee C, Ross P and Broadbent K, 2000, Employment Relations in the ASIA-PACIFIC Changing Approaches, Allen and Unwin, Australia. BeardWell J ; Claydon T, 1994, Human Resouce Management – A Contemporary Approach, Pearson Education Limited, Great Britian. * LG Group ( 1994) LG Labour – Management Relations Long-term Model Report * http://www. thehindubusinessline. com/companies/article2470720. ece * http://economictimes. indiatimes. com/coal-india-ltd/infocompanyhistory/companyid-11822. cms * http://articles. economictimes. indiatimes. com/2011-10-18/news/30295579_1_iits-and-iims-new-recruits-cil * http://www. firstpost. com/business/labour-pangs-for-coal-india-scrip-melts-in-the-heat-67084. tml * http://in. reuters. com/article/2012/10/12/tci-coalindia-idINDEE89B08G20121012 * http://www. dnaindia. com/money/report_coal-india-to-face-india-s-first-class-action-suit-in-15-days_1770358 * http://www. livemint. com/Companies/jEkLsitce5Qt0wx3gyS3sM/Coal-India8217s-UK-shareholder-to-file-petition-in-Indian. html * http://ibnlive. in. com/news/meghalaya-braveheart-fights-against-child-labour-in-coal-mines/266778-3. html * http://www. amusingplanet. com/2011/05/child-labor-in-indian-coal-mines. html * http://www. elshcoalmines. co. uk/forum/read. php? 4,50329,50370#msg-50370 * http://www. mining. com/los-angeles-times-uncovers-child-labour-in-indias-coal-mines/ * http://articles. timesofindia. indiatimes. com/2012-11-14/guwahati/35111450_1_child-labourers-coal-mines-meghalaya-government * http://www. businessinsider. com/ photos-indias-illegal-coal-mines-2012-10? op=1 * http://www. thesundayindian. com/en/story/the-unfortunate-social-costs-of-coalgate-and-such-scams/42442/ * http://papers. ssrn. com/sol3/papers. cfm? abstract_id=1716581 * How to cite Coal Is Just Not Black Gold, Essay examples

Managing Team Sports Essay Example

Managing Team Sports Essay There is a difference in approach in the preparation of a team and the presentation of a team. The preparation of a team is covered in more detail in the chapter on Team Preparation Management. Team Presentation Management should be a continuation of the Preparation Management of the team. The two Management Teams may not be the same because of the different Management skills required. A handover process should take place between the Preparation Management and the Presentation Management to ensure best results. It is important to note that athletics is a sport for individuals and the presentation of an athletics team should be dealt with differently to the presentation of a team sport. When compiling the Team Presentation Management the individuality of the sport should be kept in mind. This chapter will explain the duties and responsibilities of the Team Presentation Management. 2. SCHEMATIC LAY-OUT OF TEAM MANAGEMENT AND THE MOVEMENT OF THE ATHLETE HEAD OF DELEGATION EXECUTIVE MANAGER ? ASST. MANAGERS MEN WOMAN ? ? HEAD COACH ASSISTANT COACHES MEN WOMEN ATHLETES ? MEDICAL TEAM DOCTOR PHYSIOTHERAPIST 3. HEAD OF DELEGATION 3. 1. 3. 2. 3. 3. 3. 4. The Head of Delegation will be the President of the Athletics Federation or a delegate appointed by the President. The President or Delegate is the head of the delegation and report only to the Athletics Federation’s Board. The President or Delegate is the only official representative at the meeting. The President or Delegate will attend all official functions and will represent the Athletics Federation at these functions. 4. EXECUTIVE MANAGER †¢ The Executive Manager report only to the Head of Delegation. †¢ All Managers and Coaches report to the Executive Manager. No interference from outside should be allowed. 4. 1. RESPONSIBILITIES In collaboration with the Athletics Federation’s Administration Department the Executive Manager will: Order correct quantity and sizes of attire for athletes from official suppliers well in advance. Monitors progress of suppliers of attire on a regular basis. Ask suppliers to be at tea m meeting to exchange clothing if needed. Ensure the availability of a tailor at the team meeting where the clothing is issued to alter clothing if needed. 4. 1. 5. Book and confirm bookings for accommodation. 4. 1. 6. We will write a custom essay sample on Managing Team Sports specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Managing Team Sports specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Managing Team Sports specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Arranges for accommodation of athletes’ personal coaches to stay in the same hotel. This should be done on merit. 4. 1. 7. Confirms where and when the official functions will take place. 4. 1. 8. Provide for team transport to and from stadium. Transport must suit the needs of the athletes. 4. 1. 9. Collects airline/bus/train tickets to venue. 4. 1. 10. Arranges for a budget to cover unexpected expenses. 4. 1. 11. Prepares letter to all team members, explaining the following: 4. 1. 11. 1. Place of competition 4. 1. 11. 2. Programme 4. 1. 11. 3. Travel arrangements 4. 1. 11. 4. Function arrangements 4. 1. 11. 5. Attire 4. . 11. 6. Athletes already in possession of colours must bring this along 4. 1. 11. 7. Time and place that team come together 4. 1. 11. 8. Any additional instructions 4. 2. GENERAL 4. 2. 1. 4. 2. 2. 4. 3. Requests full team attendance including managers and coaches at pre-arranged times. Provides for a team notice board. 4. 1. 1. 4. 1. 2. 4. 1. 3. 4. 1. 4. ON AR RIVAL AT ACCOMMODATION 4. 3. 1. 4. 3. 2. Organize at the residence for a room where a meeting can be held with all team members. Find out where the technical meeting is held and arrange with the chief coach to attend the meeting with the Executive Manager. . 4. TEAM MEETING 4. 4. 1. 4. 4. 2. 4. 4. 3. 4. 4. 4. Act as Chairperson and co-ordinate feedback of Team Managers, Team Coaches and Athletes. The managers deal with all outstanding administration. All the technical information gained at the technical meeting is discussed with the athletes. Management and coaches agree before the meeting who will talk about what. The executive manager will indicate when somebody is talking on his / her behalf during the meeting. Prepare for the technical meeting. Discuss technical report of coaches. (See list under coaches’ preparation or technical meeting). Discuss the time of the next meeting after the technical meeting with all team members. 4. 4. 5. 4. 4. 6. 4. 4. 7. 4. 5. MEETING WITH THE ENTIRE TEAM AFTER THE TECHNICAL MEETING 4. 5. 1. 4. 5. 2. 4. 5. 3. Discuss the timetable of the meeting. Confirm travel arrangements. Discuss all points of importance as indicated during the technical meeting. 4. 6. DURING MEETING 4. 6. 1. 4. 6. 2. 4. 6. 3. 4. 6. 4. 4. 6. 5. Be alert, together with the Team Manager and Team Coaches, for potential problems e. g. injuries, draws, heats, etc. If necessary make appeal on behalf of the team members. In collaboration with the chief coach, do placing of the relay team, based on results of the day. Keep record of medals that were won, as well as any results that may be wrong. If any disciplinary action is necessary, organize a meeting with the relevant manager, coach and captains. 4. 7. AFTER COMPLETION OF THE COMPETITION 4. 7. 1. 4. 7. 2. 4. 7. 3. 4. 7. 4. 4. 7. 5. Prepare technical report in collaboration with the entire Team Management. Collect a complete set of result of the meeting. Check if the account for the residence is paid, and check all rooms before the team leave. Hand the eport and all relevant information over to the CEO/General Manager. Collect the reports of the managers and coaches and prepare an official technical report and give it to the CEO/General Manager within a month after returning to South Africa. The report must include: 4. 7. 5. 1. A copy of the results of the meeting. 4. 7. 5. 2. A technical report, which includes the reports of the managers and coach es. 4. 7. 5. 3. A report on the involvement of the Athletics Federation office. 4. 7. 5. 4. Suggestions where improvements must take place, if any. 5. TEAM MANAGERS The Team Managers report to the executive manager. . 1. RESPONSIBILITIES Collect numbers and sizes of attire of athletes e. g. jackets, tracksuits, vests, bags, etc. directly after the team is announced. 5. 2. AT THE TEAM MEETING 5. 2. 1. 5. 2. 2. 5. 2. 3. 5. 2. 4. 5. 3. Give letter to all members explaining all details Give airline tickets to team members Issue attire to all athletes and confirm sizes Organize a team photo ON ARRIVAL AT ACCOMMODATION 5. 3. 1. Organize with the help of the coaches that athletes arrive safely at residence. 5. 4. TEAM MEETING Get all the athletes together in the meeting hall and discuss the following: 5. 4. . Room numbers ensure everybody is happy with the room they stay in and adjust if necessary. 5. 4. 2. Check all attire 5. 4. 3. Discuss meal arrangements 5. 4. 4. Discuss training arra ngements 5. 4. 5. Discuss all details with regard to competitions, functions and travel arrangements 5. 4. 6. Organize a team photo 5. 4. 7. Issue all instructions, preferably in writing 5. 4. 8. Appoint various committees e. g. discipline, travelling, training, etc. 5. 4. 9. Discuss financial arrangements with representative of Athletics Federation Board. 5. 4. 10. Organize travelling from: 5. 4. 10. 1. Airport to place of stay 5. 4. 10. 2. Place of stay to airport 5. 4. 10. 3. Place of stay to function and back 5. 4. 10. 4. Place of stay to training 5. 4. 10. 5. Place of stay to competition 5. 4. 10. 6. Competition to place of stay 5. 4. 11. Collect all the team member’s air tickets for the next flight. Make block bookings. 5. 4. 12. Discuss place of stay arrangements of non-team members e. g. personal coaches, family. Handle on merit. 5. 5. DURING MEETING 5. 5. 1. 5. 5. 2. 5. 5. 3. 5. 6. Be alert, together with the team coaches, for potential problems e. g. injuries, draws, heats, etc. If necessary advice the Executive Manager to make appeal on behalf of the team members. Keep record of medals that were won, as well as any results that may be wrong. AFTER COMPLETION OF THE COMPETITION 5. 6. 1. 5. 6. 2. 5. 6. 3. Prepare technical report in collaboration with the coaches. Ensure all team members have transport back home. Hand the report and all relevant information over to the Executive Manager. 6. CHIEF COACH Normally the Director of Development or Coach nominated by Director of Coaching and approved by the Athletics Federation Board. 6. 1. REPORT TO 6. 1. 1. 6. 1. 2. 6. 2. The Head of Delegation on team selection and non-team matters The Team Managers on all matters except selection RESPONSIBLE FOR 6. 2. 1. 6. 2. 2. 6. 2. 3. 6. 2. 4. 6. 2. 5. 6. 2. 6. 6. 2. 7. Directing the preparation and coaching of the team/group Appraising competition venue prior to the technical meeting and advice management on problem areas. Coordinating the work of the team of coaches All coaching/technical/tactical matters Preparing material for the technical meeting Preparing a technical report on the competition In collaboration with the team manager, do placing of the relay team, based on results of the day. . 3. PREPARING FOR THE TECHNICAL MEETING The chief coach, in consultation with team coaches, prepares a list of technical notes for the managers. These notes must be discussed with the managers prior to technical meeting. This must include: 6. 3. 1. 6. 3. 2. 6. 3. 3. 6. 3. 4. 6. 3. 5. 6. 3. 6. 6. 3. 7. 6. 3. 8. Lane draws, jumping / throwing orders Starting heights and a djustments Whose implements require checking Program re-scheduling Team changes Any relevant medical certification information Technical points after appraisal of stadium with athletes Need for lap times / splits etc. . 4. TECHNICAL MEETING The Executive Manager is the only official representative at the technical meeting. The Team Managers and Chief Coach must assist the Executive Manager by supplying relevant information when needed. 6. 4. 1. CONFIRM: 6. 4. 1. 1. Additional competitors should be agreed on 6. 4. 1. 2. Lanes, order of participation and numbers of athletes 6. 4. 1. 3. Starting heights and increments 6. 4. 1. 4. Procedure for control of implements 6. 4. 1. 5. Final calls prior to event 6. 4. 1. 6. Ceremonies 6. 4. 1. 7. Drug control procedures 6. 4. 1. 8. Warming up areas 6. 4. . 9. Language of announcements 6. 4. 1. 10. Reading of lap times 6. 4. 1. 11. Correctness of athletes’ numbers 6. 4. 1. 12. Program-correctness 6. 4. 1. 13. Approval of medical certifica tes 6. 4. 1. 14. Number of officials in arena 6. 4. 1. 15. The athletes’ seating protection against weather 6. 4. 1. 16. Transport arrangements to and from stadium 6. 4. 1. 17. Where and when refreshments will be available 6. 4. 1. 18. What the combined events athletes do between events 6. 4. 1. 19. Problem areas in the marathon and walk routes. 6. 4. 2. GENERAL POINTS 6. 4. 2. 1. 6. 4. 2. 2. 6. . 2. 3. 6. 4. 2. 4. 6. 4. 2. 5. 6. 4. 2. 6. 6. 4. 2. 7. 6. 4. 2. 8. 6. 4. 2. 9. Carry the relevant rulebook. Obtain a competition program and check for conflicts on the program. Allocate duties to team coaches. Advise management on travel arrangements of athletes. Request full team meetings with managers at pre-arranged times. Arrange briefing meeting(s) for team coaches. Give additional training where appropriate. Responsible for coaching items on team notice board. Check transport times from accommodation to and from the competition venue and duration of journey. 6. 4. 2. 10. Help management to establish transport routine from and to competition. 7. TEAM COACH (MEN OR WOMAN) Report to the Chief Coach. 7. 1. RESPONSIBLE FOR 7. 1. 1. 7. 1. 2. 7. 1. 3. 7. 1. 4. 7. 1. 5. 7. 1. 6. 7. 1. 7. 7. 2. Appraising competition venue together with the Chief Coach prior to the technical meeting and advice management on problem areas. Equipping the chief coach with specific information for the technical meetings. Advising the chief coach on specific matters concerning the events for which they are responsible. Providing specific services for athletes in preparation for competitions. Providing specific information for the technical report. Developing / reinforcing the bond between athlete and Athletics Federation, school, etc. , The athletes wearing attire representing the team. GENERAL 7. 2. 1. 7. 2. 2. 7. 2. 3. 7. 2. 4. 7. 2. 5. 7. 2. 6. 7. 2. 7. 7. 2. 8. Familiarize yourself with the athletes in the relevant events. Obtain details of athlete’s personal best, and season’s best. Provide details of opposition’s personal best, season’s best, tactics, temperament, etc. Advise chief coach on fitness level of athlete for heats, tactics, etc. Maintain close liaison with team doctor, therapist, etc. n areas of doubt. Check medical clearance on the use of bandaging / taping etc. Check athletes’ personal equipment. Check the athlete’s number. 7. 2. 9. Advise against carbonated drinks prior to competition. 7. 2. 10. Advise against the use of alcohol and food experiments 48 hours prior to competition. 7. 3. PREPARING FOR TECHNICAL MEETING 7. 3. 1. 7. 3. 2. 7. 3. 3. 7. 3. 4. 7. 3. 5. 7. 3. 6. 7. 3. 7. 7. 3. 8. 7. 3. 9. 7. 4. Prepare a list of technical notes for the managers. These notes must be discussed with the Managers and Chief Coach prior to technical meeting. This must include: Lane draws, jumping / throwing orders Starting heights and adjustments Whose implements require checking Program re-scheduling Team changes Any relevant medical certification information Technical points after appraisal of stadium with athletes Need for lap times / splits etc. AT THE COMPETITION This is where the team coaches play a major role. They must check the following: 7. 4. 1. See that athletes warm up properly. 7. 4. 2. The attire of the athletes e. g. spike length, numbers, etc. before they leave the warm-up area. 7. 4. 3. If they have wet suits available for rain and hot clothing for cold weather. The coach must have spare clothing for an emergency. 7. 4. 4. If the athletes have a spare pair of shoes. 7. 4. 5. If the athletes know the reporting procedures. 7. 4. 6. If they know where the manager, doctor and therapist are. 7. 4. 7. The coach must: 7. 4. 7. 1. Keep coaching comments to fundamental principles don’t tamper with technique. 7. 4. 7. 2. Offer a service to the athletes. If they don’t want it, do not force yourself on them. 7. 4. 7. 3. Have extra pins, chalk, tape, etc. available. 7. 5. AFTER THE COMPETITION 7. 5. 1. Prepare a technical report and give it to the Chief Coach. The report must include suggestions where improvements must take place, if any. BIBLIOGRAPHY 1 2 3 4 ASA Domestic Rule Book, Athletics South Africa, Athle tics Ho use , P O Box 2712, Houghton, 2041 IAAF Rule Book, IAAF 17,rue Princesse Florestine, B. P. 459, MC 98007, Monaco Cedex Planning and Organisation of a major International Athletics Competition, IAAF 17,rue Princesse Florestine, B. P. 459, MC 98007, Monaco Cedex The Referee, Athletics France, 33 avenue Pierre de Coubertin – 75640, Paris, France

Lady Macbeth Essay

Lady Macbeth Essay Lady Macbeth Essay Macbeth Conscience is the feeling that doing certain actions is wrong. It is something we have with us from birth, something that is also taught, developed and shaped through parents, especially during childhood. As children, we are taught what is right and what is wrong, by being given reasons and examples through very simple things. For instance, when a child takes another child’s chocolate, parents will teach their child that one must not take others possessions just because one wants to. But it’s worth mentioning that if a child’s needs haven’t been met, they will try to fulfill them at another child’s expense. Conscience is the little voice we hear within us when we do something wrong. It might start very high in the beginning and keep repeating the same conviction of what we did wrong. But, if we keep ignoring it, the voice will become low, and disappear. It is a sign that one’s conscience falls. It is ignoring that feeling of guilt when doing wrong actions. Some people’s conscience falls and rises in an extreme way; Macbeth by William Shakespeare is the best example. Macbeth is an ambitious man. He is a powerful general in the king’s army, a war hero. Macbeth meets three witches, who tell him that he is â€Å"Thane of Glamis.† They predict that he will be â€Å"Thane of Cawdor† and that he shall be â€Å"King of Scotland.† Macbeth’s first conscience fall is shown when he thinks of killing King Duncan in order to have the crown. Macbeth questions the prediction: â€Å"This supernatural soliciting cannot be ill, cannot be good. If ill, why hath it given me earnest of success commencing in a truth? I am Thane of Cawdor. If good, why do I yield to that suggestion whose horrid image doth unfix my hair and make my seated heart knock at my ribs against the use of nature?† (1.3.23).These words of the witches cannot be bad, and cannot be good either. If they are bad, why do they promise me success? They said the truth; I am â€Å"Thane of Cawdor.† If it is good, why do I have this horrible image of a dead king? This thinking makes my hair stand on end, and my heart beats so fast. It knocks on my ribs against its usual beat. Macbeth has a conscience. Macbeth becomes angry when King Duncan gives his son Malcolm the title of â€Å"Prince of Cumberland† since Macbeth wants the crown. He wants to be the king after the king’s death. Macbeth’s conscience unravels when he says: â€Å"The Prince of Cumberland! That is a step on which I must fall down or else o’erleap, for in my way it lies. S tars, hide your fires; let not light see my black and deep desires. The eye wink at the hand, yet let that be which the eye fears, when it is done, to see† (1.4.29). This is a confession of his desires. He wants to kill the King to satisfy his ambition, but Malcolm is in his way. He must fall down on that step or jump over it (Malcolm), for it is in his way. Till now, no plan to kill Duncan is contrived! It is still in Macbeth’s own mind. He sends his wife a letter about the witches in which Macbeth writes, â€Å"This have I thought good to deliver thee, my dearest partner of greatness, that thou might’st not lose the dues of rejoicing, by being ignorant of what greatness is promised thee. Lay it to thy heart, and Farewell.† (1.5.31). Between the lines of his letter we see how Macbeth offers his wife the title of a ‘Queen’. Therefore, she will help him to become a king. Lady Macbeth loves her husband. She wants him to be the king, to get the c rown which he deserves. In the same time, she knows he is too kind and he does not have the evil in him to kill the king. She is a mere woman and she knows he will not listen to her, but she will argue him. She has a lack of conscience when she calls on spirits â€Å"Come, you spirits that tend on mortal thoughts, unsex me here, and fill me from the crown to the top-full of direst cruelty† (1.5.38–41). She begged the spirits to unsex her, undo her, and let all the symbols of womanhood disappear. She wants to be cruel to help her Lady Macbeth Essay Lady Macbeth Essay Also I get the picture that nothing will stop Lady Macbeth since she dreams of being Queen and she will achieve it. When Macbeth returns from battle she’s all over him, and telling him what she wants to do, telling us the audience that she’s in control over her Macbeth relationship. Once King Duncan arrives for his visit Lady Macbeth turns into the perfect hostess she’s polite courteous and completely different to how we saw her previous telling us she can change her personality easily. In these scenes Duncan calls her ‘fair and noble hostess’ where as the scene before Lady Macbeth has been plotting to kill Duncan. In Act 1 Scene 7 we get to see Lady Macbeth in control, determined and I wondered did the evil sprits really turn her? This particular scene I remember when I saw the video of Macbeth because it showed her bossy point demanding, evil al the things a women shouldn’t be. Lady Macbeth says in this scene to Macbeth ‘was the hope drunk’ exclaiming you made me a promise how dare you change your mine, ‘art thou afeard’ meaning you coward your afraid showing that she isn’t he’s weak. Also Lady Macbeth says something which leaves a question in my mind did she have a young child and it past a way or not? She says she’s given suck and she plucked her nipple from his boneless gums. Then she carries on persuading Macbeth until she gets what she wants mc to say he’ll kill King Duncan so she can get her dream. Lady Macbeth next appears in Act 2 Scene 3 when Macbeth enters with two ‘bloody daggers’ after killing King Duncan, suddenly for a second but I noticed it on the video she got sacred which was showed when she spoke in short sentences then suddenly Lady Macbeth is in charge again ‘give me the daggers’ imposing if your scared I’ll do it. Then in the video we see her bossing him around like he was a child. I found this scene particularly interesting to watch because it per traded each Lady Macbeth in to two ways in power and a scared and it was acted well so you could feel the tension there must have been between them at this moment. In Act 3 Scene 3 King Duncan’s body is discovered. We discover not only is Lady Macbeth evil and persuasive she’s a good liar and actress too. She shows as this with the surprise tone of him being found in ‘what our house?’ ‘Help me hence’ then follows by fainting, but I wonder was this on purpose or did she really faint which I’m not sure of and the video didn’t tell me that either. When we next see Lady Macbeth in Act 3 Scene 3 she has her dream she’s queen but she doesn’t seem happy. She seems distraught scared and anxious, but never less she covers for her husband when he has his visions of Banquo and uses her skills of a liar to cover the real reason of why Macbeth is saying Banquo is there but isn’t. The next scene we see Lady Macbeth in is the most dramatic and when I saw it on the video it looked weird, the tensions was and Lady Macbeth looked a mess. Lady Macbeth is sleepwalking she’s having a nightmare of the night king Duncan was killed. ‘Yes here’s a spot’ which is indicating to the blood on her hands from the daggers and she said this a few times more ‘the thane of fife had a wife. Where is she now?’ saying Macbeth killed the Macduffs, there gone. ‘Here the smell of blood still’ which shows in her eyes she will never be free of what she had done which in the video shows her scr ubbing and scrubbing her hands. Finally Lady Macbeth kills her self by jumping off her balcony showing how distraught she really was. In Act 5 Scene 9 Lady Macbeth is called a ‘fiend-like queen’ but is she really deep down I think Lady Macbeth was a kind gentle person but had a ambition and would do anything to make it happen a it had consciences because it cost her her life and made her unhappy for her last months alive and this was shown in the video by how she looked and the acts she put on. You can order a custom essay, term paper, research paper, thesis or dissertation on Lady Macbeth topics from our professional custom writing company which provides students with high-quality custom written papers at an affordable cost.

5 Signs You Might Get Fired

5 Signs You Might Get Fired Sometimes we get so comfortable in day-to-day work life that we  forget jobs today come with much less security. Rather than becoming complacent, keep yourself attuned and on the lookout for the following red flags so you can fix the problem and save your job- or at least prepare for the worst by looking for a new one. SEE ALSO:  10 Signs It’s Time to Quit Your Job1. You’re out of the loopWhether it’s the most recent report on company profits or just the details of the next co-worker happy hour, if you find yourself not getting as much or the same quality intel as your colleagues, that might be a sign you’re being phased out. Particularly watch for your managers or bosses changing the subject from company matters when you enter the conversation.2. Your workload is lesseningAre some of your projects getting passed along to newer hires or to people down the ladder? Do you find yourself getting tasked with duties you’ve not done in months or years? When your responsibilities start to shrink, that’s a good sign your position will, too.3. Management is changingEvery time a company shakes up its structure, chances are a few jobs will be lost. Be vigilant at times of restructuring and rebranding to make sure you’re being considered for the newer outlook.4. You’ve made mistakesEven one mistake- if big enough- can cost you your job. But if you haven’t done anything drastic like fraud or passing company secrets to competitors, it’s still possible that you’re making small mistakes and might be considered a liability. The best solution here is to always own your errors and take immediate, proactive steps to minimize the damage. The rest is up to your boss.5. They sent you on vacationForced furloughs or compulsory vacations are one way your bosses can get you out of the office if they’re thinking about firing you and need to prepare a case- or sometimes just to see how vital your role ac tually is. If your boss asks you to take vacation, that might be a good time to have an honest and upfront conversation about where you stand. Better to know the truth; then you can spend your holiday looking for another job!

Theory, Principle, and Torts In a Case Study Scenario Essay

Theory, Principle, and Torts In a Case Study Scenario - Essay Example Regarding torts, first of all, the nurse named Allison should be charged with neglect due to her lack of duty of care on the part of Ruth, the patient. She should not have forced any kind of treatment on Ruth, even if she thought it was best for her to do a compression dressing. Instead, Allison should have followed Ruth’s directives or wishes unless she did not have the power of attorney. It was very careless of Allison to simply tell Ruth that she would leave her walker out in the hallway till someone came back around lunchtime - a neighbor, no less - to check up on her. That nurse was so careless that she should be stripped of her licensure due to that foul-up. As a result, when trying to go to the bathroom, Ruth slipped and received a laceration which is a deep cut on her head. Not only this, but Ruth was also attended to by careless paramedics who didn’t transfer her over to the appropriate care unit until she was discovered some time later, not having been attende d to yet. Both on the parts of Allison and the paramedics, they really missed the boat or screwed up in terms of giving Ms. Symond the appropriate care that she needed.

Marketing Orientation Essay Example | Topics and Well Written Essays - 1500 words

Marketing Orientation - Essay Example Both the methods are commonly employed. In this paper, we will employ the Narver and Slater methods to establish the scale for market orientation. Though both the said scales have their own advantages and disadvantages, the Narver and Slater scale has specific specialties to match the needs of a large organization. In the course of the study, the method will be employed for studying the McDonald's Restaurant chain which is very common and the questionnaire suggested by Narver and Slater was used to check the market orientation of this company. Market orientation of a firm has been found to have a strong and positive link with the performance of the company by a number of researchers (Matsuno, Mentzer and Ozsomer, 2002). There are also other research outcomes which are not in favor of such positive link (Han, Kim and Srivastava, 1998). A similar study of the same nature on small sized companies and retailers indicate that the retailers are more customer oriented compared to the small companies. Overall, though there are disputable claims on the market orientation on the performance of the company and the extent to which they are related, the counter claims do no augur well with the results that have been obtained in the field over a period of time. With a large economic growth and integration over the last decade, the effectiveness of the market orientation has been more pronounced on the performance of the company. Therefore, a number of methods have been evolved in order to measure the market orientation and to correlate performance vis--vis market orientation. Measuring Market Orientation Market orientation is measured using a number of methods. The works of Deshpande (1993) and that of Wrenn (1997) have helped in evolving a framework for the purpose. Market orientation, according to Narver and Slater (1990), comprises of three dimensions, viz., customer orientation, competitor orientation and inter-functional coordination. While the suggestion of Kohli and Jarowski on Market orientation looked at a complete process of the company and the impact of market orientation on the entire process. If the impact on every one of the processes is gauged then the same can be the metric for market orientation. The method suggested by Narver and Slater has been adopted in this paper. This divides the entire framework of measurement into three dimensions. A questionnaire has been suggested by the researchers that comprises of fourteen different questions primarily grouped under the three heads already cited. The method employs a seven factor scale that will help in judging the size of the orientation by summing the response for every one of the identified factors. This works as a perception of the person on the specific factor and the company's orientation as viewed by the customer or the employ or the vendor. This provides for a 360 degree rating of the company in the prescribed matter. Sample Organization and its market orientation The organization taken into consideration is the McDonalds, the restaurant chain in the US and the World. McDonalds has changed its approach to the market and its market orientation is pretty high; particularly, because of its service oriented nature. This has made the company respond to the needs of the clients much more swiftly than some of the other companies that are not

Program Music: Richard Strausss Don Quixote Essay -- essays research

Before the Romantic musical age, composers wrote music for the purpose of arranging sounds into the most beautiful way possible. Because of these goals, they followed some very specific ideas and wouldn’t stray from them. Once the Romantic era hit, composers wanted to express a variety of things in their music. This is when the idea of program music appeared. Program music is usually instrumental music without spoken or sung words to explain the story or event that the composer has chosen to describe with his or her music. However, program music relies on a few non-musical things to make sure that the listener is interpreting the correct story. These things are often the title of the piece, a written forward and many times notes written to the performer/director directly in the score. After all, it is easy for a composer to say â€Å"I am sad† in his or her music by just using minor sonorities and dissonances, but it isn’t possible for the composer to say  "I am sad because my mother is about to die of prostate cancer† without the aid of explanatory notes. Program music has become a staple of our modern musical listening diet in almost every genre from full orchestra to wind band to small jazz combo. One of the most prominent examples of program music is Richard Strauss’s tone poem Don Quixote. This tone poem tells the story of Miguel de Cevantes Saavedra’s novel The Adventures of Don Quixote. The story of the hero Don Quixote is one of insanity and delusion that Strauss was able to depict very well. Don Quixote was a middle aged man that read too many books about knights and their heroic deeds. This is shown by three different themes given to show Don’s dreams of being a knight. Over time, he read so many books and dreamt of rescuing his ideal woman named Dulcinea from a dragon so many times that his mind was unable to separate his real life from his fantasy world. Strauss chose to depict Dulcinea with a beautiful lyrical melody while the dragon is represented by a loud, low, sustained melody in the tenor and bass tubas. Don’s victory over the dragon is shown by a victory flourish in the flute and oboe. After this melding of his mind occurs, he believ es that he is really the knight Don Quixote de la Mancea. From here, he and his side kick Sancho Panza set out into the world to do chivalrous deeds. From here on out, Don is represented by a solo cello voice. When ... ...with the Knight of the Silver Moon. The knight is really one of Don Quixote’s townspeople that is concerned for Don’s well fare. To save Don, this man plays along with Don and defeats him in a joust. This battle is shown by the solo cello playing Don’s themes playing against all the wind instruments playing the Knight’s themes. This is followed by a dirge-like section which includes the shepherds them. This shows that Don is forced to return home and he thinks about being a shepherd. With all of Don’s dreams of being a knight shattered, he returns home and lives the rest of his life. The final scene is of Don lying in his bed dying. Strauss shows Don Quixote’s final peace in death by using the same two chords that showed his initial desire to be a knight, but this time they are sustained at a pianissimo level. Richard Strauss was known for being able to portray incredible stories with his music incredibly well. Every part of his writing is so descriptive that even Strauss said that he could â€Å"describe a soup spoon† in his music. Program music became so popular and still is for just that reason; a master composer like Strauss can tell any story in a musical format that people enjoy.

India vs China Essay

To compete in the global market, the Government of India (GoI) has liberalized export policies & licensing of technology and implemented tax reforms providing various incentives. Special Economic Zone (SEZ) policy is also one of the steps India has taken to boost economic growth through outward looking approach. Special economic zone is a specifically duty fee enclave and shall be deemed to be foreign territory for the purpose of trade operations and duties and tariffs. When SEZ policy was introduced in the country, it made headlines and people started considering it as a policy to create a hassle free and investment friendly environment. The main objective of this research paper is to analyze SEZ policy in terms of export performance, FDI inflow, employment generation and overall physical and financial infrastructure building. This research paper tries to investigate whether having these policies are good for the country or not. SEZs are a larger variant of Export Processing Zone (EPZ), thus performance of EPZ has also been discussed briefly. It has been five years now since all then existing EPZs have been converted into SEZs. Section –II has been devoted to performance analysis of these zones. After the failure of EPZs, a significant change has been made in the rules/regulations and a new package of fiscal and non- fiscal incentives is also being offered to developers and units. According to Finance Msinistry, the government has to forego about Rs. 90,000 crore in direct and indirect taxes over the next four years on account of SEZs. Despite so many incentives, performance of these privileged enclaves over the last five years indicates the failure of this scheme. For instance, the share of exports from SEZs in the total exports of the country has only increased from 4. 2% in 2000-01 to 5. 1% in 2004-05. Some economic experts are also seeing it as a corporate welfare scheme and the possibility of a sharp decline in investments in SEZs can’t be ruled out as tax benefits are only for 10 years. Other issues of concern like the heavy economic cost, real estate scam and labour policies are also discussed in the last section of the paper. Data are mostly secondary but the opinion of different economists and the Development Commissioners (SEZ) has also been taken into account. The zones cannot be insulated from the broader institutional and economic context of the country and be treated as an economy within the economy. Zones are a part of the economy and require overall improvement in the investment climate to ensure success in the long run. They should not, therefore, be viewed as an alternative to the overall development model. This is perhaps the reason why SEZs failed to fulfill the role of engines of economic growth in most countries on a sustainable basis. 3 Major Findings †¢ The union Govt has foregone a whopping Rs 39,704 crore of duty under export promotion schemes during 2003-2004 accounting for 82% of customs duty collected in that year. †¢ The foreign exchange earned by all the 811 units in the 8 zones put together came to only Rs. 8,309 crores, a mere 5% of India’s exports during the fiscal year 2004-05. †¢ During 1966-1980 average annual export growth rates of EPZs was over 77%, whereas during the post 2000 period (2001-03) it came down to 7%. †¢ Total share of FDI investment in Noida SEZ in 1997 was 12. 3% and it went up by a mere 0. 4% in the six years. To tal FDI share in 2003 was 12. 7%. †¢ A slew of tax exemption planned for SEZ to boost exports will erode Rs. 93,900 ($ 20. 62 billion) in government revenue over the next four years. †¢ Haryana Govt has offered over 1700 acres of land near Gurgaon to RIL (Reliance) for about Rs. 60 crore while it is estimated that the land was worth 5000 crore and HSIDC had acquired this land by paying Rs. 300 crore in compensation to the farmers. 4 Section – 1 SEZ Policy: An Overview 5 1. 1 Introduction A Special Economic Zone (SEZ) is defined as a deemed foreign territory within a country with special rules for facilitating FDI for export-oriented production, and for purposes of trade and customs duties. These Zones (SEZs) are geographical region that have economic laws different from a country’s typical economic laws. Different economic institution and government departments have defined it in different ways. As per Ministry of Commerce and Industry they are defined as: Special economic zone is a specifically duty fee enclave and shall be deemed to be foreign territory for the purpose of trade operations and duties and tariffs. SEZs have been established in several countries, including the People’s Republic of China, India, Jordan, Poland, Kazakhstan, the Philippines and Russia. The concept of having free trade zones, export oriented zones and SEZs dates back to 1970. In 1979-80, China opened up its economy to foreign investment with the establishment of Shenzhen SEZ. Situated close to the Hong Kong port, this small fishing hamlet has today acquired the distinction of being the manufacturing hub of the world with a GDP of $20 billion and an annual foreign trade of nearly $50 billion. Inspired by the success of Chinese SEZs our policy makers also tried to experiment with SEZs in India. Despite the failure of Export Processing Zones (EPZs) Murasoli Maran after visiting China in the year 2000 introduced the SEZ policy very same year considering the need to enhance foreign investment and promote exports from the country. The SEZ bill was passed by parliament in 2005 and the Commerce Ministry notified the Special Economic Zones law on February 9, 2006 and the rule came into effect from February 10, 2006 but the rush of proposals for setting up SEZs had begun much earlier and by November 2005 some 61 SEZs were already approved. According to reports, so far, the Government has cleared around 150 SEZ proposals out of around 200 received. The policy provides for setting up of SEZs in the public, private, joint sector or by State Governments. It was also envisaged that some of the existing EPZs would be converted 6 into SEZ. Accordingly, the Government has converted all eight EPZs into SEZs. Table 1. 1. 1 below shows all the EPZs which has been coveted to SEZs with their size Table 1. 1. 1 List of all the EPZs converted into SEZs with their size Location Kandla (Gujarat) SEEPZ (Mumbai) Cochin (Kerala) Surat (Gujarat) NOIDA (UP) Chennai (TN) Vizag (AP) Falta (WB) Size (Sq. KM) 2. 99 0. 38 0. 40 NA 1. 22 1. 04 1. 43 1. 12 Source: Export Promotion Council. Ministry of Commerce, Government of India 1. Evolution of EPZs/SEZs in India The economic policy of 1960’s which were geared towards selective import liberalization and export promotion, marked the development of EPZ’s in the country. The first EPZ in India which was also the first in Asia was set up at Kandla in 1965. The proposal for setting up the Kandla free trade zone was mooted in 1961, with the objective of facilitating the development of the Kutch reg ion, to ensure greater utilization of Kandla port and to create employment opportunities in the Kandla. The second EPZ in the country, the Santa Cruz Electronics Export Processing Zone (SEEPZ), was set up at Mumbai in 1974. This EPZ was developed specifically for processing electronics goods and was expected to generate employment opportunities and facilitate the technology transfer. SEEPZ was initially planed as single product zone for processing electronics goods but by 1986 it was made a two product zone providing for gems and jewellery complex as well. 7 Four more zones were set up in the mid-eighties at Noida (NEPZ), Chennai (MEPZ), Cochin (CEPZ, Kerala), and Falta (FEPZ, West Bengal) and the seventh EPZ in the country was commissioned at Vishakhapatnam (VEPZ, Andhra Pradesh) in 1994. Initially the Central Government was solely responsible for establishing EPZ, but this policy was amended in 1994 to enable state governments, autonomous agencies and the private sectors to participate in the development agencies and operation of EPZs. Following the implementation of this policy, one EPZ was developed by private sector in Surat. A joint sector EPZ (now SEZ) has been approved for Greater Noida (UP). In terms of export performance, employment generation and FDI inflow EPZs failed in India but considering the need of better export performance and infrastructure building, central government came up with SEZ policy in 2000. Section II of this research paper has been devoted to analysis of the failure of EPZs in India. Without understanding the key difference between these two similar policies it would not be fair to comment upon the future of SEZ scheme. 1. 3 How SEZs are different from EPZs ? SEZs are a larger variant of EPZs. Both have a delineated area and permit duty free import of capital goods and raw materials; both aim to attract foreign investment for setting up export-oriented units by providing developed infrastructure, conducive operating environment and a package of fiscal incentives. However, the objective of SEZs is much larger than mere promotion of export processing activities. While EPZs are industrial estates, SEZs are virtually industrial townships that provide supportive infrastructure such as housing, roads, ports and telecommunications hospitals, hotels, educational institutions, leisure and entertainment units, residential/industrial/commercial complexes, water supply sanitation and sewerage system and any other facility required for development of the zone. The scope of activities that can be undertaken in the SEZs is much wider and their linkages with the domestic economy are stronger. Resultantly they have a diversified industrial base. Their role is not transient like the EPZs, as they are intended to be instruments of regional development as well as export promotion. Although the objectives 8 of SEZ policy are quite similar to the objectives envisaged by central government through EPZ policy in early eighties but there is significant difference between these two policies in terms of tax benefits and rules and regulations. The table 1. 3. 1 below summarizes the difference between these two: Table 1. 3. 1 Comparison between SEZ and EPZ India’s SEZ Restriction sectors on Open manufacturing, services trading activities India’s EPZ to Open manufacturing and trading considered SEZ vs. EPZ to While SEZs are and generally open to activities. all activities, EPZs more manufacturing and trading on Services may also be appear to focus Tax exemption Companies in Companies in EPZs SEZs offer more tax than SEZs enjoy a 5 were exempted from attractive year corporate tax corporate tax for a benefits holiday, by more years followed block of 5 years in EPZs 50% first 8 years of exemption for 2 operations. However, under section 10a of the income tax act, the concession was to be Retention foreign exchange earnings of Retain earnings Exchange phased out by in control foreign 2009 100% Retain 70% foreign Companies in Exchange Earner Foreign Earner better Currency over foreign exchange exchange earnings in SEZs would have 9 Foreign Currency Account (EEFC). urrency relation purchase in to of Account (EEFC). imported inputs. Export performance (EP) Foreign Exchange exports (NFEP) & No minimum EP Minimum required. Positive NFEP Net NFEP (varies industries required (varies and EP and Companies in SEZ more across leeway in meeting export performance requirements. required. enjoy across industries and states) Earning as % of states) requirements Duty recovery in Duty recovery is Full duty recovery is Lesser penalty for case of failure to in proportion to imposed achieve positive shortfall NFEP DTA* sales Unlimited sales on full duty Duty imported material free Allowed. raw duty qualify for DTA sales but SEZs achieve NFEP DTA Only 50% of exports SEZs enjoy greater access to domestic market These Allowed, duty More flexibility in and for in 1 inventory planning companies SEZs. Certifications of Imports on self- Imports imports certification basis attestation Development Commissioner require Simplified of customs procedures facilitate movement of 10 free free materials are to production utilized over failing to positive materials are to be years be utilized over 5 year. mports into SEZs Customs inspection No routine Routine of inspections import/export cargo FDI Foreign promotion customs Expedited of movement SEZs investment Easier SEZs and for board quicker FDI flows manufacturing companies. of goods in an out of examination import/export cargo by Cusoms FDI process approval 100% investment through automatic approval is required into route available for for FDI manufacturing companies Source: SEZ Authority, Ministry of Commerce and Industry, Government of India Available at sezindia. nic. in. Accessed on June 5, 2006 1. Objectives of SEZ envisaged by the Government of India The main objective of the SEZ scheme according to the finance and commerce ministries is to create delineated, duty –free zones with world class infrastructure, internationally competitive production environment and fast track clearance system for attracting private investments, especially foreign direct investment (FDI) for setting up export oriented unit. The broad objectives of the SEZ policy are: Attract Foreign Direct Investment (FDI) Earn foreign exchange and contribute to exchange rate stability Boost the export sector, particularly on traditional exports Create jobs and raise standard of living Transfer new skills and expertise to local human resources Create backward & forward linkages to increase the output and raise the standard of local enterprise that supply good s and services to the zone Introduce new technology 11 Develop backward regions by locating such zones in these areas and attracting industries Provide a stimulus to the economy Test key policy reforms in these ‘pilot areas’ According to the Commerce Ministry, investment of the order of Rs. 00,000 crore over the next 3 years with an employment potential of over 5 lakh is expected from the new SEZs apart from indirect employment during the construction period of the SEZs. Heavy investments are expected in sectors like IT, pharma, bio-technology, textiles, petrochemicals, auto-components etc. With the Act and Rules in place, it is expected that many large format, multi-product SEZs that have so far been unable to achieve financial closure will now quickly move towards such closure. It is anticipated that this will trigger a large flow of foreign and domestic investment in SEZs, in infrastructure and productive capacity, leading to generation of additional economic activity and creation of employment opportunities. Fiscal and other incentives are being offered to woo investors and SEZ developers. Incentives like tax benefits, single window clearance, flexibility in export and import rules and regulations has made SEZs an important and most sought after destination for setting up the business empire. Unlike most of the international instances where zones are primarily developed by Governments, the Indian SEZ policy provides for development of these zones by the government, private or joint sector. 1. 5 Establishing SEZs : Procedures and Requirements According to Commerce Ministry and SEZ authority SEZs may be developed and managed in the private sector or jointly by state government and a private agency or exclusively by the State Government or their agencies. In the case of privately developed zones, the investors could be either Indian individuals, NRIs, Indian or foreign companies. New infrastructural development works such as construction of Standard Design Factory Building, operation and maintenance of infrastructure in the Zones may also be undertaken through private/joint/state sector in the Export Processing Zones, now converted into Special Economic Zones. Any person, who intends to set up a SEZ, may, 12 fter identifying the area can make a proposal to the Board of Approval (BOA) but will also have to obtain the concurrence of the State Government. SEZ developer will have to get a no-dispute certificate for that area where he wants to establish SEZ from the Chief Secretary of that state. After getting clearance from the state government BOA considers that proposal and if the proposal is within the purview of SEZ act BOA can approve the proposal. However if a state government wants to set up a special economic zone, after identifyi ng the area can make a proposal directly to the board. The central government has prescribed the minimum area requirement for setting up SEZs. Table 1. 5. 1 shows the minimum requirement of area for various sectors. Table 1. 5. 1 Minimum area requirement for various sectors Sector Multi Product Green field Service sector Bio-Technology InformationTechnology Gems & Jewellery All other sectors 10 100 Minimum area required (in hectare) 1000 1000 100 10 10 Source: SEZ authority, Ministry of Commerce & Industry. Government of India. Available at sezindia. nic. in. Accessed on June 15, 2006 The area requirement for multi-product SEZs has been relaxed to 200 hectares and for sector specific SEZs to 50 hectares, for certain States (Assam, Meghalaya, Nagaland, Arunachal Pradesh, Mizoram, Manipur, Tripura Himachal Pradesh, Uttaranchal, Sikkim, Jammu & Kashmir, Goa) and Union Territories, keeping in view the difficulty in finding large tracts of contiguous land in such states/union territories. According to the SEZ Act at 13 east 25 % area of the SEZ shall be used for developing industrial area for setting up of such units and the remaining 75% can be used for building infrastructures like roads, hotels, power generation station, educational institution and other facilities. 1. 6 Setting up Units Any person who wants to set up a unit for operating in a SEZ will have to submit a proposal to the development commissioner of that SEZ. Development commissioner submits the application to the Approval Committee and the Appro val Committee may, either approve the proposal without modification, or approve the proposal with modification. A modification suggested by Approval Committee will be well within the purview of SEZ Act. 1. 7 Important Features of SEZ Policy and Incentives given to SEZ In India SEZs are deemed foreign territory within the country with special rules for facilitating FDI for export-oriented production, and for purposes of trade and customs duties. The key implication of being a deemed foreign territory is that individual units within the SEZ are allowed operational freedom in routine activities and not supervised by the customs authorities. Units may be set up in SEZ for manufacture of goods and rendering of services. To woo the investors to the zones, the Central Government has been offering a number of fiscal incentives and concessions. For instance, the zones are deemed as foreign territories as far as trade operation, duties and tariffs are concerned. The units (100% export oriented) also have full flexibility in operations. They are exempt from all direct and indirect taxes. No export and import duties, no excise duties, no central or state sales tax and no service tax. The units don’t require license for importing capital goods and raw material. According to SEZ Act 2005, the firms are eligible for getting an extended Income Tax holiday for 15 years. Income tax exemption for 15 years is available for SEZ units as detailed below:- 14 a) 100% of profits and gains from exports for the first 5 years b) 50% of profits and gains from exports for the next 5 years c) Amount not exceeding 50% which is credited to a reserve account ‘Special Economic Zone Re-investment Reserve Account’ and utilized for business for the next 5 years. The only condition imposed on the firms is that they must have positive net foreign earning (NFE). The important fiscal and non-fiscal incentives given to SEZ developers and firms are as follows: †¢ 100% FDI in the manufacturing sector permitted through automatic route1 except arms and ammunition, explosives, atomic substance, narcotics and hazardous chemicals, distillation and brewing of alcoholic drinks and cigarettes, cigars and manufactured tobacco substitutes. †¢ †¢ †¢ †¢ †¢ †¢ External commercial borrowings by SEZ units upto US$500 million in a year without any maturity restrictions through recognized banking channels. Facility to retain 100% foreign exchange receipts in Exchange Earners’ Foreign Currency Account. Exemption from Central Sales Tax and Service Tax Facilities to set up off-shore banking units in SEZs. Exemption from duties on import /procurement of goods for the development, operation and maintenance of SEZ. FDI to develop townships within SEZs with residential, educational, health care and recreational facilities permitted on a case-to-case basis. The full list of all the fiscal and non-fiscal incentives being offered to SEZ developers and units has been given in the (appendix-i). Apart from getting tax benefits from central government these zones are also getting tax benefits from state governments. TABLE 1. 7. 1 shows the list of tax benefits given by state governments to all the EPZs which has been converted into SEZs. Table: 1. 7. 1 Exemption From The State Level Taxes By Zone Falta Cochin Chennai Noida Vizag Kandla 15 Sales tax Contract tax Purchase tax VAT State entry tax Octroi tax CESS Luxury tax Entertainment tax Stamp duty and registration chages on land transfers Stamp duty and registration charges on loan agreements/credit deeds Yes No Yes Yes Yes No No No No No Yes n. a. n. a. n. a. Yes n. a. No n. a. n. a. Yes Yes n. a. n. a. n. a. n. . n. a. n. a. No No No Yes No Yes n. a. Yes Yes Yes No No No Yes n. a. Yes n. a. No No No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No No No Yes Yes Source: Agrawal,2004 Units within the SEZ and EPZ also get subsidies sometimes on land rents and built up areas are also provided on lower rental rate. In some countries utility services such as electricity, water, and telecommunication are also subsidized. Table 1. 7. 2 shows the list of subsidies being given to zone units in six EPZs (now SEZs): Table: 1. 7. 2 Provision of subsidies by Zone Falta On land rent Factory rent On purchase on capital goods On capital investments Interest rate subsidies Concessional finance Any other Cochin Chennai Noida Vizag Kandla Yes Yes Yes Yes Yes Yes No Yes Yes No No No No No Yes Yes No No No No No Yes Yes No No No No No Yes Yes Yes Yes No No No Yes Yes No No No No No Source: Agrawal,2004 In terms of fiscal and other benefits we are ahead of China but the record of the Indian EPZs stands in contrast even to the performance of the general economy. Unlike other countries, in India, SEZs are being developed by the private sectors as well and to attract 16 he private and foreign investment a package of incentives is being offered by both state as well as central government. Later in the research paper an investigation has also been made to analyse the worth of these benefits. Section – II Performance Analysis of EPZs & SEZs 17 Introduction What is a successful SEZ? Is it the one that contributes to the host economy, one that generates prof it for its own owners/managers? SEZs are extensions of EPZs and taking this into consideration, an attempt has been made to analyze the success of both EPZs and SEZs in India. It has been just five years since the introduction of the SEZ policy in India. Some economists believe that it’s too early to comment upon its potential or chances of its failure. A significant change has been made in the rules and regulations but by and large the objectives of SEZs and EPZs are similar. Taking this into account this section has been devoted to explain the experience India had with EPZ policy in terms of export performance, employment generation, FDI inflow and infrastructure development. SEZs have been viewed as a tool to attract FDI and boost the export sector, which will 8 further create employment. It might be argued that policies like SEZ which has been introduced very recently can not be categorized as a good or a bad policy by looking at the performance analysis of five years but it definitely gives an insight into its potential success or failure. 2. 1 Share in Total Exports: Aggregate Analysis Exports from SEZs grew by 16. 4% from 2000-01 to 2004-05. In the same period, total exports in India grew by 12. 1%. This clearly indicates that despite getting special treatment, performance of SEZs in India is not satisfactory. Even, the share of exports from SEZs in the total exports of the country has only increased from 4. 2% in 2000-01 to 5. 1% in 2004-05. It’s quite apparent from the diagram that Domestic Tariff Area is also more or less witnessing the same rate of growth. Exports from SEZ touched the figure of 18,309 crore in 2004-2005 which is just a mere 5% of the total exports from India. Figure: 2. 1. 1 Trend in export performance of SEZs Exports from SEZs (Rs. in Crores) 20000 Rs (in Crores) 15000 10000 (4) 5000 0 2000-01 2001-02 2002-03 2003-04 2004-05 Year 11) (8) (4) (8) Source: Export Promotion Council, Ministry of Commerce & Industry, Government of India Note: figures in parenthesis shows the No. of functional SEZs 19 Figure: 2. 1. 2 Contribution of SEZs in country’s total Export SEZ’s contribution in country’s total export Contribution in percentage 6. 00% 5. 00% 4. 00% 3. 00% 2. 00% 1. 00% 0. 00% 4. 20% 4. 40% 4. 70% 5. 10% 3. 90% 2000-01 2001-02 2002-03 2003-04 2004-05 Year Source: CII report, 2005 Study shows that initially EPZs also witnessed high growth but gradually it started declining. In the early seventies, the growth rate of EPZs touched 77% but gradually it started coming down (Agrawal, 2004) and declined to 7% in 1999-00. Figure 2. 1. 3 indicates that the SEZs are failing to induce dynamism in the overall export performance of the economy. As the figure shows, despite a high growth of overall exports, SEZ contribution has remained constant over the years despite various other benefits. However, this may be counter argued by saying that apart from exports government has other objectives like employment generation and attracting FDI but our analysis shows that SEZ scheme is also failing like EPZs in attracting FDI. Figure: 2. 1. 3 Growth Trend of SEZ and Country Export 20 2000000 1800000 1600000 1400000 1200000 1000000 800000 600000 400000 200000 0 1990 1992 1994 1996 1998 2000 2002 Rs. in Crores SEZs export Country export Source: sezindia. nic. in, Ministry of Commerce & Industry. Government of India 2. 2 FDI inflow and Employment India had a very slow expansion in the initial phases of EPZ policy. Expansion in the zones started picking up in the 1980s in terms of employment but total investment remained abysmally low till the late 1980s8. In the 1990s, investment also started increasing. Growth rates in employment slowed down considerably in the late 1990s but in terms of investment EPZs in India continue to be dominated by domestic investment. This was despite its edge in terms of labour costs, availability of trained manpower and a stable macroeconomic environment. The share of FDI in total investment increased slowly from 12% in 1989 to slightly over 18% in 2000 ( Agrawal, 2004). During 2000-03, however, FDI inflows increased faster. Table 2. 2. 1 below shows the share of FDI in EPZ/SEZ investment. In 2000, all the EPZs were converted into SEZs, and with new rules and incentives it was expected that FDI will pour in but a more detailed study of Noida SEZ shows a mere 0. 4% growth in FDI investment in six years while in Chennai it just went up by 2. 3%. Despite this, new SEZs are becoming the most sought after destinations for foreign investors, however the chances of decline in FDI in SEZs can’t be ruled out as once the tax benefit period gets over and there would not be much incentives for investors to invest in SEZs. 21 TABLE: 2. 2. Share of FDI in total EPZ/SEZ investment (%) Zone Kandla Santacruz Noida Chennai Cochin Falta Vizag 1997 1. 3 8. 4 12. 3 28. 4 9. 6 3. 1 2003 4. 9 9. 2 12. 7 30. 7 13. 7 4 38. 8 Source: Ministry of Commerce & Industry. Government of India Unlike other countries, in India SEZs are being developed largely by private sectors and to avail the tax and other benefits private players are rushing in but it would be interesting to see if Govt doesnà ¢â‚¬â„¢t extend the benefits again once the period gets over , will they be still interested in investing and building infrastructure. Employment creation is one of the important goals which Indian government wants to achieve through SEZs but previous experiences with EPZ and other free trade zones doesn’t give us any rosy picture. EPZ had a share of near about 1% in organized employment (Agrawal, 2004) and till now all eight functional SEZs has created 1 lac employment and it is being expected that in next five years it will cross the figure of 5 lac. Table 2. 2. 2 shows the employment generated by different zones and the amount of Government and private investment in these zones. Table: 2. 2. 2 Zone wise employment and Investment upto 31. 3. 2005 Private No of Zone units Employment as on 31. 03. 2005 Govt investment upto 31. 03. 2005 investment upto 31. 03. 2005 KSEZ SEEPZ NSEZ MSEZ CSEZ 123 176 151 105 74 9821 42150 19857 16107 4712 26. 93 57. 39 78. 04 74. 83 87. 53 134 279. 49 650 223. 96 92. 79 22 FSEZ VSEZ Surat Manikan chan 83 28 62 5 2 2 2753 2500 2250 300 50 150 82. 83 39. 3 32. 46 263. 85 311. 58 5 . 07 4 1 3 Jaipur Indore Source: Export Promotion Council, Ministry of Commerce & Industry. Government of India SEZ or any other free trade zone should not be viewed as a tool to generate employment. Studies show that even small countries like Philippines has created 1. 1 million jobs through these economic zones (KPMG Report, 2004) but despite being the first country to have EPZ in Asia, India failed to achieve a high employment rate. Dysfunctional policies, regulations, lack of single window clearance facilities, poor attitude of the officials, centralized governance, stringent labour laws, poor physical and financial infrastructure, all accounted for an undesirable investment climate and thus EPZ failed to create employment. SEZ should have witnessed much higher growth in exports and employment but it is not happening either. If SEZ policy is really an example of decentralized governance, is it capable to strengthen our physical and financial infrastructure and if single window clearance facilities are no longer a dream, all these issues and concerns have been emphasized in the last section. Generally, it is argued that the SEZ concept is attractive because it is much easier to resolve the problems of infrastructure and governance on a limited geographical area than it is to resolve them countrywide. On the contrary, the performance over the last five years of these privileged enclaves indicates the failure of this scheme. The zones cannot be insulated from the broader institutional and economic context of the country and be treated as an economy within the economy. Zones are a part of the economy and require overall improvement in the investment climate to ensure success in the long run. They should not, therefore, be viewed as an alternative to the overall development model. This is perhaps the reason why SEZs failed to fulfill the role of engines of economic growth in most countries on a sustainable basis. 23 Section – III A comparative study of Chinese SEZ policy 24 3. SEZs in China The development of Special Economic Zones is one of the highlights of remarkable Chinese economic achievements. The Development of Chinese Special Economic Zones dates back to 1980’s. It is different from Indian practice: SEZ in China is classified in two levels by their scales. SEZ is the whole city even whole province opened to special financial, investment and trade policy, while Economic and Technologi cal Development Zones (ETDZ) is a relatively small piece of land earmarked in coastal and other open cities for industry and trade development. As early as 1980, under the opening-up and reform policy, the Chinese Government set up the first group of Special Economic Zones in Shen Zhen, Zhu Hai, Shan Tou and Xia Men, 25 all of which are located in costal areas of Southeast China, followed by other 10 costal cities, Hai Nan Province and Pu Dong area in Shanghai as the second group. To further open to the outside world and to spread successful experiences of SEZs, at the beginning of 1984, the government decided to establish ETDZs along coastal line on the basis of successful experiences of and favorable policies granted to the SEZs in the previous period. Consequently, China’s first group of 14 National Economic and Technological Development Zones (NETDZ) were established from 1984 to 1988 successively. The distinguishing features of Chinese SEZs are their large size, investment friendly customs regime, flexible labour laws, liberal policy for DTA access, attractive package of incentives and delegation of powers in favour of provinces and local authorities for managing the zones. 3. Comparing Chinese SEZ policy with India In spite of the fact that India was a pioneer in creating one of the worlds’s first export processing zones at Kandla in 1965, EPZs have never had much impact on India’s export performance. Tariff exemption schemes have tended to be excessively complex and encourage a ‘licence raj’ mentality at the operational level. Both economies are large emerging markets that had rather similar profiles in 1978. Today, China ranks number one as the world’s preferred foreign investment dest ination. Closer examination of the FDI statistics suggests that India’s performance has been abysmal in comparison to China. India lags behind for a number of reasons. These include a high tariff regime, poor infrastructure (power, ports, roads and railways), and a regulatory system that is too often not business-friendly and inflexible labour laws. In this section a comparison has been done between Chinese and Indian SEZ policy on different parameters like tax incentives, labor laws, FDI inflow, employment and export performance. First, consider the size of the proposed SEZs. Chinese SEZs are like townships. India has not gone that far, but according to the SEZ guidelines, the area of an SEZ should be 1000 hectares. It is being argued that large sized SEZs can perform better as they will have a larger scale of economy but on contrary to that the best performing SEZ in Mumbai has an 26 area of 93 acres only. It is being considered that one of the china’s success factors was large size of SEZs. For instance, entire Hai Nan Island has been declared as SEZ with an area of 34,000 Sq. km. Table 3. 2. 1 below shows the size of all five existing SEZs in china. Table: 3. 2. 1 Size of Chinese SEZs SEZ 1) Shenzhen 2) Zhuhai 3) Xiamen 4) Hainan 5) Shantou Area (Sq. KM) 327 121 131 34000 234 Source: Kumar, 2003 There is no doubt that SEZs have an edge over rest of the economy in terms of investment friendly environment and it’s quite obvious that if we have an investment friendly environment in a larger area, economy would do well. Rather than applying the theory of having larger scale of economy we should focus on an overall hassle free environment for export and this can be done only by extending the SEZ policy to whole country where every small and big export oriented manufacturers will have the access to business friendly environment. One counter argument to this proposal might be that SEZ policy in India is being implemented on a pilot basis, and government can extend this policy to whole country if SEZ works as a tool to bring economic reform. But unfortunately SEZ policy nowhere talks about extending the same hassle free system to rest of the country. It means that carrying out businesses in hassle free environment would still be a dream for rest of the country, so infrastructure else where in the country would not improve. The performance of SEZ also depends on the inner infrastructure and how can we think of a great performance from SEZs when rest of the economy still suffers from the same unfriendly environment. 27 SEZ’s were established by the China to encourage foreign investment, bringing jobs, technical knowledge, and future tax revenues in return for significant tax concessions at start-up of the operations and over a number of years. The biggest benefit to the investor is significant tax concessions early in the project. Tax concessions offered to a manufacturing startup in Chinese SEZ are: †¢ †¢ †¢ †¢ †¢ No tax during start-up years before making a profit The first year that any company makes a profit starts the â€Å"Tax Clock† and is year one The first and second year after the tax clock starts, there is no tax. For years three and four, there is 1/2 of the normal tax rate. In the fifth year, the company pays the full normal tax rate In terms of tax benefits we are ahead of china. In SEZ policy tax benefits has been increased in comparison to EPZ but the failure of EPZs indicates that tax benefits can’t alone boost the FDI and export performance. Table 3. . 2 below compares the performance of these two countries. Table 3. 2. 2: Comparison of SEZ performance China Share of SEZs in total export Employmnet(Direct) generated through SEZs FDI inflow through SEZs India 5% 0. 1 million US $ 2 billion 23% 2 million US $ 60 billion Source: KPMG report, ministry of commerce and industry (GoI) The contribution of Chinese SEZs to the country exports is in the range of 15-23%. Acc ording to available statistics, the share of SEZ exports to country exports in 1997 was 23% (i. e. approximately US $ 42 billion). Overall, all the zones put together have played an important role in the overall growth of the Chinese economy. These zones taken together employ more than two million people directly and approximately 16 million overall (both direct and indirect). Cumulatively, 20% of the total foreign direct investments 28 into China have made its way into SEZs (i. e. approximately US $ 60 billion till date). Performance of SEZs in these two countries should not be compared just on the basis of export and other figures because size wise Chinese SEZs are much larger than Indian SEZs. But even in performance (export, employment) per Sq. KM China witnessed higher rate of growth and it was possible because of their liberal framework of SEZ policy. As regards labour laws, it is difficult to imagine that a communist country like China has relaxed these laws by allowing a hire and fire policy for the SEZs. This single measure went a long way in attracting foreign investment to these zones. After investors gained confidence in the productivity of Chinese workforce, the hire and fire policy was substituted by the contract system. There is ample justification for adopting in India a flexible labour policy in India, not just for these exporting enclaves but also for rest of the country. Rigid and outdated labour laws hinder the economic development and it sets the rationale for having a labour reform. According to section 5B of the labour code any registered firm, that is employing more than 100 people, is required to seek permission from the state government to retrench its workforce. The country budget of March 2002 promised a change in the legislation to raise the level to 300 but due to coalition government it never happened. The result is that formal-sector firms (those that are registered and that pay their taxes) loath to take on new employment, and the vast majority of India’s employment is informal, in small, tax-evading, inefficient enterprises. The policy in India on these critical issues is lukewarm. It just mentions that the laws of the land will apply and that the zones can be declared as public utilities under the Industrial Disputes Act. Merely declaring SEZs as public utilities will, however, not serve much purpose as seen in the EPZ experience. The radical difference in the attitude of the Indian and Chinese governments on this matter is reflected n the recently published investors guide for Special Economic Zones in India. It states ‘the labour laws of the land will apply to all units inside the Zone. However, the respective State Governments may declare units within the SEZ as public utilities and may delegate powers of the Labour Commissioner to the Development Commissioner o f 29 the SEZ’ (Ministry of Commerce and Industry, 2002, p. 15). In China, the right to hire and fire has been enshrined in SEZ regulations since 1982. Moreover, in India there are strict regulations stipulating that contract labour is only allowed work of a temporary nature. By contrast, the World Bank survey (2002b), estimates that in Guangzhou firms employ more than 20 per cent of the labour force as non-permanent workers. Of course many Indian employers find ways round the regulations through outsourcing and less formal means but the current system undoubtedly reduces flexibility. China made the provincial and local authorities act as partners and stakeholders by delegating them powers for approving foreign investment. The SEZ authorities in China can approve investment proposals up to $30 million. This has been a significant feature of the Chinese policy and a key contributor to the success of SEZs. The Indian policy only enables the State governments to set up SEZs, but does not empower them to approve investment proposals. These powers have been vested with the development commissioners concerned who represent the Central Government. This will result in centralization of work in their offices. Government boasts of decentralizing the whole process and talks about single window clearance but anybody who goes through the SEZ act can figure out how complex and centralized this policy is. Last section of this research paper critically analyzes the ‘so -called’ decentralized nature of the SEZ policy. Another ticklish issue is involvement of local government. Unless the State and local governments are directly made responsible for the management of SEZs and approving investment proposals, their political leadership and bureaucratic set up may not have any incentive to push the initiative forward. But in India all the important decisions are being taken by central government China has gone a step further by delegating powers to the local authorities. The local authority manages Shenzhen SEZ, which has the highest export turnover. 3. 3 Current scenario in China 30 Over the last five years the GDP growth of china has been near about 10% and SEZs is being viewed as an engine for this rapid growth. Higher GDP rate can be considered as one of the major success of SEZ policy but regional disparities as an outcome of this policy has forced China to rethink and restructure this policy. Per capita income in the richest city is over 50 times per capita income in poorest city. Awarding a privileged status to some zones at the cost of others is responsible for this higher disparity. For instance, china had received the cumulative amount of US $ 128. billion of FDI between the year 1979 to 1995 and the coastal areas accounted for over 90% of all the FDI received in this period. It might be argued that there is no harm in developing country in pockets but how we can forget that these areas were developed by tax money paid by everyone. Government had to forego tax revenues as tax concessions were the main attracting features. All the tax revenue lost due to SEZ was/is being recovered through taxes from rest part of the country and resultantly all tax payers end up paying higher tax but the benefits are available for very few of them. I see this as the one of the main causes for high income disparity in China. To combat this problem even China has given emphasis on balanced development and tax benefits accorded to foreign investments in the SEZs has been partially lifted. India’s tax and tariff structures are still anti export. India’s high overall tariff rates, especially tariffs on intermediate products that are used by exporters, impose a heavy indirect tax on export competitiveness. Deregulation of the private sector is perhaps one of the most critical areas in the context of India’s reforms. Since almost 90-plus percent of the workforce is in the informal sector, it is of utmost importance to deregulate the private sector so as to get the unorganized sector workforce in the mainstream. Workers in large firms in the formal sector have a virtual guarantee of continued employment according to the Industrial Disputes Act. For firms of 100 employees or more, reductions in the workforce must be upon the permission of state government, which is almost never granted. Remarkably, loss-making firms are also not allowed to close their operations without government consent. The results of India’s ighly regulated labor markets have been devastating. Formal-sector employment in India is shockingly low, in large part 31 because so much urban employment is carried on outside of formal registration. Out of a total labor force of around 406 million, formal sector employment accounts for only 28. 1 million. Of this, 19. 4 million works in the state sector (state enterprises and publ ic administration), and just 8. 7 million works in private firms with formal employment. Indeed with a more open and deregulated economy (economy is not just SEZs), India may well be in a position to perform as China has done over the last two decades. 32 SECTION- IV CASE STUDY: NOIDA SPECIAL ECONOMIC ZONE 33 4. 1 Introduction Noida EPZ was established in 1984 and attained the status of SEZ in the year 2000. Based on their share in exports, past performance and potential for growth, software and gem & jewellery have been identified as the thrust areas. Spread in 310 acre, NSEZ is just after SEEPZ in terms of export performance. NSEZ’s proximity to Delhi sets it apart from other SEZs. Being close to national capital it has an easy access to skilled manpower, abundant managerial and technical expertise. With 151 units in operation, NSEZ contributed 30% of total exports from SEZ in the year 2004. It employs 19,857 people and per unit employment is 131. In terms of per unit employment SEEPZ and MSEZ are ahead of NSEZ with 239 and 150 employee per unit respectively. Units in NSEZ get the tax benefits according to SEZ act but at the same time they have been exempted from the payment of stamp duty, trade tax and entry tax. Noida has witnessed higher growth in export in comparison to other SEZs. The figure 4. 1. 1 shows the export growth of NSEZ: Figure 4. 1. 1 Export growth trend of NSEZ Export Growth of NSEZ 18000 16000 14000 12000 10000 8000 6000 4000 2000 0 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 Exprort (in million) 15341 10143 10342 7483 8456 9924 Source: NSEZ Authority The total government investment in NSEZ is Rs 78 crore while the private investment is of 650 crores. NSEZ has the highest private investments and the reason for this is better business opportunities due to its proximity to Delhi. Another important factor is incentives given by the state government. Over the years exports in textile and hardware has been 34 declining but gems & jewellery has witnessed a very high growth and in the year 2003-04 the total contribution was 49. 87% in total exports from NSEZ. The table below summarizes the contribution of different sectors in total exports. Table: 4. 1. 1 Contribution of different sectors in exports from NSEZ Sector 19992000 1341 1660 1393 1201 1295 462 127 295 682 8456 Exports (Rs. Million) 2000-01 1388 2697 1786 1014 1928 329 88 269 843 10342 2001-02 1199 885 1906 1184 3015 207 100 287 1141 9924 2002-03 990 739 1787 1374 3437 238 53 229 1296 10143 2003-04 990 930 1980 1640 7650 310 50 230 1560 15341 Textile/Garments Hardware Software ENGG. Goods GEM & Jewellery Chemical & Pharma Leather Products Plastic/Rubber/Synthetic Miscellaneous Total Source: NSEZ Authority 4. 2 The reasons for NSEZ’s success: A) Proximity to Delhi: One of the prime reasons of NSEZ’s success is its proximity to Delhi. Noida has better transport and other infrastructural facilities in comparison to others SEZ. Noida was developed as an industrial area and therefore, the whole environment is business friendly. Noida is just 24 KM away from Delhi and it comes under national capital territory (NCT), so in terms of administration, infrastructure and business opportunities NSEZ has an edge over other SEZs. B) Special benefits given by the U. P. overnment: It has been discussed in previous sections that the tax benefits are the key determinants in attracting investments. To woo the investors U. P. government has exempted SEZ developers and units from some state taxes as well and it has resulted in higher private investments in NSEZ Exemptions from the payment of entry tax, trade tax and stamp duty makes NSEZ the 35 most sought after destina tion for setting up the units. Due to these exemption units in NSEZ export more to reap the benefits given by the state government at the fullest. 36 Section – V Policy Analysis: A Critical Approach 37 Without doing the cost benefit analysis when a government establishes any economic policy which affects all the people in a direct or indirect way, it becomes important to raise some basic questions like whether the benefits of that policy would outweigh their costs, is it good for the country in the long run? SEZ policy has been enacted by parliament but ironically no cost benefit analysis was done before announcing it. As discussed earlier the prime objective of this scheme is to boost the export sector and a package of fiscal and non fiscal incentives are being offered to developers and units to achieve the objectives. One way to assess the rationale for having SEZ policy is to investigate what would have been the performance of the economy in the absence of this policy. Anticipating this would not be an easy task. Export performance of our country has been abysmal and there was a need to take some measures but according to me, preferential treatment should be the last measure and firstly any government should root out all those evils which are hindering the growth of export or for that matter whole economy. Rigid tariff regime highly regulated labour market, centralized governance are some major problems which obstruct the growth of the export sector and this also makes the investment climate unfriendly. Deregulating the labour market and decentralizing the whole process should have been the first priority of the government and making the whole country hassle free for investments and business opportunities would automatically boost the export sector. Establishing SEZs is a very complex task encompassing a wide range of policy, legal and regulatory issues. SEZ policy was praised initially as a well drafted policy but inter ministerial conflicts, heavy economic costs and recent cases of migration from DTA to SEZs actually highlights the blind spots of its designers. 5. 1 Heavy Economic Costs According to SEZ Act 2005, the firms are eligible for getting an extended Income Tax holiday for 15 years. Firms and developers have also been exempted from excise duty and custom duty. A loss of Rs. 39,704 crore of duty under export promotion schemes during 2003-04 (CAG Report, 2004) which accounts for 82% of customs duty collected that year gives an idea of how costly this whole affair is. According to an internal assessment by the 38 Finance Ministry, the Government may have to forego about Rs 90,000 crore in direct and indirect taxes over the next four years on account of SEZs. 5. 2 Corporate Welfare Very recently an article written by M. Bhardwaj appeared in ‘Business Standard’ which alleges that Haryana government acquired over 1700 acres of land from farmers at Rs. 300 crore and offered this land to Reliance for 360 crore in the name of SEZ while it was estimated that land was worth 5,000 crore. This is a perfect example of corporate welfare. It’s true that the value of land goes up drastically when market anticipates the introduction of any such scheme into that particular area but taking away the land from farmers at a much lower rate can’t be justified. According to the SEZ Act any state government can set up SEZ jointly with private sector. This can be called public private participation. Theoretically everything sounds good, so where is the problem. Now if any company has link with top politicians of a state, the possibility of favoured treatment can’t be ruled out. Even in terms of incentives state can also offer a package of tax benefits. Imagine a situation where two firms which produces the same good, are operating from two different states and one of them gets an edge over another just because of preferential treatment by the state. Would you call it a fair competition? SEZ act enables the state government to offer land at a much lower rate and to provide extra incentives and what do we expect that the state governments would not misuse these powers? 5. 3 Migration from DTA to SEZ To avail all the facilities and incentives offered by SEZs, small firms and even big companies are shifting to these privileged enclaves. SEZs have encouraged inward migration. One of the prime objectives of this policy was to attract FDI but the share of FDI in investments in SEZs is very low and due to inward migration very few new manufacturing units have been set up in the SEZs. 5. 4 Real Estate Play 39 State governments are offering land to SEZ developers at concessional rates. For real estate developers SEZ policy has come as an opportunity to grab the scarce land near cities. Ideally SEZs should be established in remote areas but due to lack of infrastructure the concentration of SEZs are near by cities. According to SEZ Act at least 25% of the total acquired area would be processing area and in the remaining area developers can build commercial complexes, malls, hospitals, hotels, educational institutions etc. Minimum area requirement for setting up SEZ is 1000 hectares and according to SEZ guidelines developers get a tax break even on all the buildings on the 750 hectares. On going real estate boom has shifted the focus from export to building residential complexes and commercial malls. Developers can always make huge profit from selling or leasing the buildings and this is where real estate play comes in. Land deals and compensation payments are known to be hot-beds of corruption so no wonder if farmers are being displaced from their place in the name of SEZ without giving adequate compensation. Conclusion Considering the need to boost export sector and attract FDI, government announced this policy but ironically the performance of SEZs in exports highlights the failure. When government should liberalize overall policy, government has decided to focus on one or two areas. The real attraction of SEZs is the tax holiday promised and to grow the business in hassle free environment firms are just shifting to these privileged enclaves. To compete with China a package of fiscal and non fiscal incentives are being given but this has been overlooked that tax benefits in china’s SEZ were available only to foreign investments, not exports. All exemptions and fiscal incentives should go in the process of overall tax and labour reform. Giving preferential treatment to any particular area in the name of exports can’t be justified in the democratic set up. Even if government wants to continue with this policy, only developers should be given the tax benefits if they are developing any SEZ in the remote area. The whole process is still centralized and government should minimize their role. 40 References: 1. Official Website of SEZ. http:// sezindia. nic. in. 2006, accessed on 23 May 2006 2. Ministry of Commerce. 2005. Annual Report2004-05. 3. CII report. 2005. Special Economic Zone: Engines for Growth. Available at http://www. ciionline. org/Northern/regionalfocus/836/images/sez. pdf. Accessed on 23 June 2006. 4. Bhardwaj, M. 2006. No review, RIL mega SEZ signing next week, says Haryana CM. June 13. Business Standard 5. Aggarwal, A. 2004. Export Processing Zones in india : Analysis of the Export Performance. ICRIER Working paper No. 148. 6. Jain, S. 2006. Killing SEZs, making a killing. 22 May. Business Standard 7. Tondon Committee (1982) ‘The Committee on Free trade Zones and 100% Export oriented Units, Apponited by the Ministry of Commerce, Government of India, September 1981. 8. IIPM Editorial. 2006. The Great Indian obsession. 9. The Hindu. 2005. Lok Sabha passes SEZ Bill. 11 May 10. Suchitra, M. 2006. The high cost of easy foreign exchange. 9 March. India Together 41 Annexure-1 (List of all the fiscal and non-fiscal benefits given to SEZ developers and units) i. 00% income tax exemption for a block of five years and an additional 50% tax exemption for two years thereafter ii. 100% FDI in the manufacturing sector permitted through automatic route, barring a few sectors. iii. External commercial borrowings by SEZ units upto US$500 million in a year without any maturity restrictions through recognized banking channels. iv. Facility to retain 100% foreign exchange rec eipts in Exchange Earners’ Foreign Currency Account. v. 100% FDI permitted to SEZ franchisee in providing basic telephone services in SEZs. vi. vii. No cap on foreign investment for small scale sector reserved items. Exemption from industrial licensing requirements for items reserved for the SSI sector. viii. No import licence requirements 42 ix. Exemption from customs duties on import of capital goods, raw materials, consumables, spares etc x. Exemption from Central Excise duties on procurement of capital goods, raw materials, consumable spares etc. , from the domestic market. xi. xii. xiii. No routine examinations by Customs for export and import cargo. Facility to realize and repatriate export proceeds within 12 months. Profits allowed to be repatriated without any dividend-balancing requirement. xiv. xv. Job work on behalf of domestic exporters for direct export allowed. Subcontracting both domestic and international is permitted; this facility is available to jewellery units as well. xvi. †¢ Exemption from Central Sales Tax and Service Tax †¢ Facilities to set up off-shore banking units in SEZs. †¢ Exemption from duties on import /procurement of goods for the development, operation and maintenance of SEZ. †¢ Income tax exemption for a block of 10 years in 15 years. †¢ Exemption from Service Tax 43 †¢ FDI to develop townships within SEZs with residential, educational, health care and recreational facilities permitted on a case-to-case basis.