Health Implications and Identifying Essay Example | Topics and Well Written Essays - 500 words

Health Implications and Identifying - Essay Example The article stresses the role of the nurses in preventing the health impact on the vulnerable groups. Many victims of human trafficking are at risk of living with mental and physical health problems. The health problems that they experience will not stop as a result of lack of awareness of the health impact of trafficking and the sensitivity of the subject. In order to help save the victims of trafficking it is important for nurses to understand the intricacies of human trafficking and its impact on the victims. Notably, the nurse must strive to uncover hidden signs and symptoms of prospective victims of human trafficking to provide the necessary assistance. This will entail asking them the right questions that will go a long way to revealing their nature of work and further help liberate them from bondage. The journal by Eccleston (2013) presents a case of identifying the victims of human trafficking with an aim of establishing the health impact they face. There is a need to protect the victims of human trafficking from the evident health consequences. Health care workers, such as nurses fail to understand the signs and impact of human trafficking on the health of the victims. Besides, insufficient studies are conducted to establish the health impact of these victims of human trafficking. This is rooted in the sensitivity of the subject. Human trafficking is commonly an abusive process where the victims are forced or abducted fraudulently. The abduction is also through deception or by use of power, drugging and exploitation for numerous purposes, such as prostitution, drug peddling or enslavement/forced labour. The victims of trafficking are physically abused, placed in confinement, threatened or denied access to their travel documents. These victims may be psychologically affected as a result of the denial of basic needs, humiliation,

An Exploration into the factors Influencing Consumer Purchasing Thesis Proposal

An Exploration into the factors Influencing Consumer Purchasing Decision - A case study of Thai Fashion - Thesis Proposal Example The culture of showing preferences in luxury was not only a culture of the rich but also the middle class and the low-class members of the society. The younger generation of the female population had grown to be fashion conscious as the influence of the media and commercialization took a toll on the fashion industry. Given that, Thailand fashions were selected and purchased at face value, many luxury fashion brands established a promotion method, which included hiring celebrities and other public figures to promote their brands. (Rocha & Hawkins, 2005). Research has shown that the moods and emotions that were evoked by different fashion garments influenced the consumer purchasing decision either positively or negatively. Consumers chose brands based on reliance, personal style, brand image and celebrity influence (Bruce & Daily, 2006). They discovered that the notion of a consumer to acquire a modern look was based on emotions that drove the consumers to buy luxurious fashion brands. This kind of fashion relied on pleasure rather than one's needs and wants. Thai consumers have adopted the behavior of making purchases based on finding new stimuli, sensations, and pleasure. These aspects are personal and very subjective tilting the purchase decision to be oriented to the particular individual (Balckwell&Talarzk, 1983). The consumer personality also had a major influence on the purchase decision. One's personality factor in things like the individual’s self-esteem and body shape.

Charles Dickens :: GCSE English Literature Coursework

Charles Dickens   Ã‚  Ã‚  Ã‚  Ã‚  Charles John Huffman Dickens was born in Portsmouth on Feb. 7,1812. He moved with his family to London when he was about 2 years old. Many events and people in his books were based on events and people in his life. He was the son of a clerk who was imprisoned for debt. Even when his father was free, there was not enough money to support the family adequately. So Charles was taken out of school at the age of 12 to go to work in a factory pasting labels on bottles. He only had the job for a few months, but the shock affected him deeply. The images of prison life and of mistreated or lost children appeared in many of his novels.   Ã‚  Ã‚  Ã‚  Ã‚  Charles attended school off and on until the age of 15 when he left for good. He loved reading and was influenced by some of the early English writers like William Shakespeare. But most of his knowledge that he used as an author came from what he observed around him. He was a keen observer of life and had a great understanding of human nature, particularly of young people.   Ã‚  Ã‚  Ã‚  Ã‚  Dickens became a newspaper reporter in the late 1820’s. He covered debates in Parliament and wrote feature articles of the ever changing London scene. Dickens’ first publication was done under the pseudonym Boz in 1836. It consisted of articles he wrote for the “Monthly Magazine'; and the “Evening Chronicle.'; These articles surveyed manners and conditions of the time.   Ã‚  Ã‚  Ã‚  Ã‚  Dickens’ personal unhappiness marred his public success. In 1836, he married Catherine Hogarth. Her sister, Mary, died in 1837 and Dickens suffered great grief. This led many to believe that he loved Mary more than his wife. Although Catherine was not real intelligent, she was a good woman. She and Charles had 10 children, but they separated in 1858, after 22 years of marriage.   Ã‚  Ã‚  Ã‚  Ã‚  Dickens had a lot of mental and physical energy. He recorded his activities in thousand of letters. They were very enjoyable reading. He crowded his social life with friends from the world of art and literature. He enjoyed drama and went to the theater as much as he could. After he became rich and famous, he made a hobby of producing and acting in amateur theatrical productions. He also was successful in giving public readings of his works. He also busied himself with various charities for schools for poor children and a loan society to enable the poor to move to Australia.

Massey Coal

Massey Coal Case A person is morally responsible for an injury or a wrong if: 1. the person caused or helped caused it, or failed to prevent it when he or she could have and should have 2. the person did so knowing what he or she was doing 3. the person did so of his or her own free will Question 1 Massey Energy Company should be held morally responsible for the deaths of the 29 miners. The U. S. Mine Safety and Health Administration issued â€Å"too much† citations for the violations in the mines Massey Energy Company owned.The company always challenged several of the citations and corrected enough of the significant and substantial violations to allow its total violations to fall below the level needed to force its closure. This means in terms of safety, the company only make significant safety change in order for their mines not to be totally closed but not make a major safety changes in order to follow all the guidelines of MSHA and eliminate all possible endangerment in t he mines. Massey should be held morally responsible because of the lack of effort the company put in to improve the safety quality in their mines.Question 2 Don Blankenship should be held morally responsible for the deaths of the 29 miners. Don wrote a memo stating that managers should concentrate on producing coal and not waste time responding to requests to fix things. It was not clear what had ignited the explosion of April 5 but it was almost certain that is was caused by accumulations of methane and coal dust. If Don had enforced the managers to focused more on the safety of the mines and the miners so that they are up to MSHA safety standards rather than only to concentrate on producing coal, the April 5 incident could well be prevented.Don Blankenship lack of care for the miners and prioritizing profit over safety are enough reasons for him to be held morally responsible for the deaths of the 29 miners. Question 3 MSHA should somehow be held morally responsible for the deaths of the 29 miners. First of all, the company does not operate up to the standard when it comes to protecting the lives of the miners. The agency was understaffed and its inspectors were overworked. Also, the week before the mine explosion, half of the agency’s inspectors failed to attend required training courses and the agency neither kept track of their attendance nor did it sanction them.Not only that, but the company can’t shut down a mine unless the total violations of these coal mine companies are above the level needed to force its closure. Most of the coal mine companies challenged MSHA’s citations and corrected enough of the significant violations so they fall below the shut-down level. This is irresponsible on MSHA’s side. Thy should enforce a tighter and stricter rules when it comes to violations. MSHA should not just imposed fines on the company but they should be more stern when it comes to safety violations by the company.Also, waiting until there is too much violations by the company to close the mines will endanger the lives of the miners. When people lives are on stake, MSHA surely are not up to the standard of that task. Question 4 The miners had some idea of the risks of working in the Upper Big Branch mine however that is not enough for them to be held any responsibility for their own deaths. Don Blankenship had released a memo to the managers specifically stating to ignore wasting time responding to requests to fix things. Managers then would be afraid to object to Don Blankenship requests since they could get fired.During the congressional hearing, survivors and relatives of those who had died testified. Most of the testimony states that they are afraid to go to management and express their fears of the lack of safety in the mine. They are afraid management would look for ways to fire them. So afraid of being fired, miners should not be held responsible for their own deaths because of the lack of freedom they h ave to express their feelings. Question 5 There is a huge difference between mines without unions like the Massey mines and other mines that had unions.The huge difference is the safety regulations. A union would fought for better enforcement of safety regulations to protect the miners. According to the testimony of Gary Quarles, the huge difference is when MSHA inspector comes to the mines. When an MSHA inspector comes onto a Massey mine property, the code words go out â€Å"we’ve got a man on the property. † When the word goes pit all effort is made to correct any deficiencies or direct the inspector’s attention away from any deficiencies. Also when an MSHA inspector comes to a Massey mine, he/she is only accompanied by Massey people.No coal miner at the mine can point out areas of concern to the MSHA inspector. While in union mines, workers at the mine would accompany the MSHA inspectors during the inspections. Workers also have the right to refuse to work in unsafe conditions without fear of their job. Clearly, in mines without unions like Massey, the people are trying to deceive MSHA inspectors to that they would not get citations for different violations. Seeing the huge difference in enforcing safety regulations, all mines should be forced to have a union. Question 6The average salary for all jobs in the United States is $43,000 while miners in the Upper Big Branch mine were paid $60,000. Even though a work of a miner required no more than a high school education, the risk of their job is very high, probably the highest. Wages will fail to provide a level of compensation proportional to the risks of a job when markets do not register risks because the risks are not yet known. For example, the health risks involved in mining or using a certain mineral such as manganese may not be known until many years afterward. In this case, wages will not fully compensate for risks.Workers also might accept risks unknowingly because they do not ha ve adequate accept to information concerning those risks. Workers don’t have the money or the tool to collect information needed to assess the risks of the jobs they accept. Workers might accept known risks out of desperation because they lack the mobility to enter other less risky industries or because they lack information of the alternatives available to them. Massey is only paying $17,000 more than the average of all jobs in the United States. Knowing all the risks as a miner such as exposure to methane nd all other lethal gases and also the high rate of accidents in Upper Big Branch mine due to poor safety regulations, a wage of $60,000 surely does not cover the all the risks that the miners are exposed to. Only $17,000 more on the wage of the miners than the average wage of all the jobs in the U. S. is not an ethical approach by the company. There is a far more safer job even though they are lower in wages. But the $60,000 in wages is not worth it for the miners conside ring all the job risks Massey doesn’t account for. So, Massey was not handling job risk in an ethically appropriate manner. Question 7Massey Energy Company did not fulfill a lot of ethical obligations. The company violated the ethics of care. An ethic of care says they we should care for those dependent on and related to us. The miners are dependent of the managers and CEO of the company to enforce tighter and stricter safety regulations, however Massey failed to do so. The company violated the ethics of pollution control. Massey was faced with the problem of disposing millions of gallons of coal slurry the mines were producing. They did not control their pollution of coal slurry into the environment, thus violating the ethics of pollution control.Massey also violated different rights. Positive rights state that duties of other agents (Massey) to provide the holder of the right (the miners) with whatever he or she needs to freely pursue his or her interests. The miners intere st is to have a high quality safety regulations in the mines and Massey failed to provide this interest. Massey also failed the fairness of wages and the fairness of employee working conditions. The wage they are paying to the miners are not enough to cover all the job risks the miners are exposed to in the mine. Massey also failed to provide proper working condition in the Upper Big Branch.

Ideal Gas Example Problem Partial Pressure

In any mixture of gases, each component gas exerts a partial pressure that contributes to the total pressure. At ordinary temperatures and pressure, you can apply the ideal gas law to calculate the partial pressure of each gas. What Is Partial Pressure? Lets start by reviewing the concept of partial pressure. In a mixture of gases, the partial pressure of each gas is the pressure that gas would exert if it was the only one occupying that volume of space. If you add up the partial pressure of each gas in a mixture, the value will be the total pressure of the gas. The law used to find partial pressure assumes the temperature of the system is constant and the gas behaves as an ideal gas, following the ideal gas law: PV nRT where P is pressure, V is volume, n is the number of moles, R is the gas constant, and T is temperature. The total pressure is then the sum of all the partial pressures of component gases. For n components of a gas: Ptotal P1 P2 P3 ... Pn When written this way, this variation of the Ideal Gas Law is called Daltons Law of Partial Pressures. Moving around terms, the law can be rewritten to relate moles of gas and total pressure to partial pressure: Px Ptotal (n / ntotal) Partial Pressure Question A balloon contains 0.1 moles of oxygen and 0.4 moles of nitrogen. If the balloon is at standard temperature and pressure, what is the partial pressure of the nitrogen? Solution Partial pressure is found by Daltons Law: Px PTotal ( nx / nTotal ) wherePx partial pressure of gas xPTotal total pressure of all gasesnx number of moles of gas xnTotal number of moles of all gases Step 1 Find PTotal Although the problem does not explicitly state the pressure, it does tell you the balloon is at standard temperature and pressure. Standard pressure is 1 atm. Step 2 Add up the number of moles of the component gases to find nTotal nTotal noxygen nnitrogennTotal 0.1 mol 0.4 molnTotal 0.5 mol Step 3 Now you have all the information needed to plug the values into the equation and solve for Pnitrogen Pnitrogen PTotal ( nnitrogen / nTotal )Pnitrogen 1 atm ( 0.4 mol / 0.5 mol )Pnitrogen 0.8 atm Answer The partial pressure of the nitrogen is 0.8 atm. Helpful Tip for Performing the Partial Pressure Calculation Be sure to report your units correctly! Typically, when using any form of the ideal gas law, youll be dealing with mass in moles, temperature in Kelvin, volume in liters, and pressure is in atmospheres. If you have temperatures in Celsius or Fahrenheit, convert them to Kelvin before proceeding.Remember real gases are not ideal gases, so although the calculation will have very little error under ordinary conditions, it wont be precisely the true value. For most situations, the error is negligible. Error increases as pressure and temperature of a gas increase because the particles are interacting with each other more often.

Five forces analysis of Carillion Construction - Free Essay Example

Sample details Pages: 9 Words: 2826 Downloads: 2 Date added: 2017/06/26 Category Economics Essay Type Analytical essay Level High school Did you like this example? Carillion Construction  is the building division of  Carillion PLC,  the Wolverhampton ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â€š ¬Ã…“based building and services company, founded in 1999 (Carillion, 2014a). The organisationÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s overall portfolio covers services, maintenance and infrastructural support, (through  Carillion Rail), civil engineering, and construction (Carillion, 2014a). Although based in the UK,  Carillion  also operates internationally, undertaking construction contracts in Canada, the Caribbean, and the Middle East (Carillion, 2014a).  Carillion ConstructionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s  core business lies in the construction and/or refurbishment of large public and private projects, including hospitals, hotels, theatres, sport facilities, and major transport hubs (Carillion, 2014a). Don’t waste time! Our writers will create an original "Five forces analysis of Carillion Construction" essay for you Create order Competition from existing firms As Brandenburger (2002) points out, the five forces competitive model as envisaged by Porter is well adapted for situations where a large business is competing in a market with a small number of other incumbents. In this respect, it may be argued that the most substantial commercial threat to  CarillionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s  business is that posed by existing incumbents in the construction market. For example, the companyÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s attempts to expand its market share through a merger with its rival  Balfour Beatty  were thwarted when the latter rejected a  £3bn deal in September 2014 (Plummer et al., 2014). Under the UKÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s takeover rules,  Carillion  cannot now initiate another bid until February 2015, effectively blocking its strategy of creating a dominant UK firm with a workforce of 80,000 (Massoudi et al., 2014). This means that  Carillion  must now compete within the existing field of market incumbents, including  John Laing PLC  and  AMEC PLC  (Hoovers, 2014). In HR terms this implies ongoing uncertainty over job descriptions and incomes for employees (Brooks, 2003). The Threat of Substitutes In literal terms, there is not currently a substitute for  CarillionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s  products in the sense envisaged by Porter (1980), since neither infrastructure nor buildings can be supplanted by alternative offerings. In this respect,  Carillion  is safe from this kind of pressure for the time being; changes could however occur, if for example environmental pressures enforced radical changes in transport policy (Carbon Trust, 2005). As Porter (1980, p.51) cautions regarding sustainable competitive advantage ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“Virtually any advantage can be replicated sooner or laterÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢. Pressure from Consumers CarillionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s  consumers comprise both public and private organisations; since the 2008-9 financial crash, demand from both sectors has weakened; as theFinancial Times  cautioned at the time of the crash, ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“With sharp falls in private sector construction currently and anticipated falls in public sector construction in the medium term, it is unlikely that even the large contractors will be isolated from the downturnÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦ÃƒÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢ (Hammond, 2009, p.1). In the case of public contracts in particular,  Carillion  faces a high degree of pressure arising from operating standards and safety; it  was, for example, fined by the UK Health and Safety Executive in 2013 for safety breaches during a road construction project (BBC, 2013). However,  Carillion  has a generally favourable relationship with the UK government, which has to be considered one of its m ain consumers; Philip Green, the companyÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s non-executive director, is an advisor to the current Prime Minister David Cameron on corporate responsibility issues (Massoudi et al., 2014). This is significant, because  Carillion,  in keeping with industry standards, is under increasing pressure from regulators over issues such as solid waste disposal (Napier, 2013). Building site waste represents the highest single source of solid waste going to landfill, constituting between 25 and 40 per cent of the overall waste stream (Napier, 2013). In some European states, the proportion is as high as 60 per cent (Institute of Civil Engineers 1995). Correspondingly, the European Union now stipulates that all future buildings should be designed for disassembly, with arrangements for the training of staff in place; as it explains, ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“The cost of deconstruction is higher than that of demolition due to the labour intensive nature o f deconstruction. Public grants may therefore be necessary to trigger the momentum towards the implementation of theÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦directive and face these additional costsÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢ (European Commission, 2011, p.107). Building waste must now be sorted into separate materials, for which different procedures apply; for example, asphalt concrete has to be broken up and recycled; unused concrete must be broken down to a granular size of 100mm and either crushed or re-used for sub-foundations (EPA, 2007; European Union, 2013). Meticulous records have to be kept regarding these processes (EPA 2007). To support this initiative, the UK government has reduced the availability of landfill disposal; the remaining sites charge gate fees of between  £90 and  £135 for every ton of building waste (European Commission, 2011). Equally important for an international contractor such as  Carillion Construction,  is the fact that these t ypes of arrangements are also being established in other markets, such as the Middle East and China (Al-Sabbagh et al., 2012; AME, 2013; Hu et al., 2010). To meet these kinds of pressures from consumers,  Carillion  has to ensure that both value management and end of life play an integral part in its value proposition. In HRM terms, this suggests that  Carillion  has to carefully manage the changes in job descriptions and contingent psychological contracts as the roles of employees change (Brooks, 2003). Pressure from Suppliers In  CarillionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s  business context, the term suppliers implies an eclectic range of partners and stakeholders encompassing employees, raw materials providers, utilities and service providers, companies supplying fixed capital and plant, finance and credit providers, certification and insurance providers, trade and industry associations, and planning bodies. All of these partners and stakeholders are suppliers in the sense that they provide either goods or services without which  Carillion  cannot carry out its business. Consequently, the pressure from  CarillionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s  suppliers currently varies considerably. Raw materials costs are on average rising, despite variable demand; energy costs are variable in the short and medium term, but a longitudinal analysis would show that they are rising overall. Finance costs are relatively low due to the historically low interest rates in the UK and elsewhere, howe ver this has to be balanced against the higher charges made for business accounts, and the relative scarcity of investment capital in the current environment (Massoudi et al., 2014). Overall, the suppliers in the weakest bargaining position are employees and other potential suppliers of labour, including sub-contracting organisations (Massoudi et al., 2014). The depressed state of the construction sector and general stagnation in wages suggests that  Carillion  can maintain wage stability in its own favour, at least for the present (Unattributed,  The Economist,  2013). Unsurprisingly,  Carillion  has established its own extensive internal legal department; this has now grown to meet demand from external clients in the industry, such as  Blue Circle Industries PLC  (Lacity et al., 2014). New Entrants In the construction industry generally, the barriers to entry (in terms of costs and complexity) are high; moreover, the margins in construction as a whole are small (compared to other industries) (Hammond, 2009). It may therefore take some time before a new entrant can achieve profitability, exposing it to risks contingent on its liquidity. Since 2009, the number of contracts available to UK construction companies has diminished by 15 per cent, another factor that makes the current environment hostile to new entrants (Hammond, 2009). Stakeholder Analysis CarillionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s  current CSR position suggests that it has a proactive and largely successful stakeholder management process in place, at least in terms of managing public relations. It manages pressure from consumers and environmental groups through the establishment of its 2020 sustainability strategy, taking close account of advice from its independent advisors (Carillion, 2014b). These include Dame Julia Cleverdon of the  PrinceÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s Charities  and Jonathan Porrit of the  Forum for the Future  (Carillion,  2014b).  This effort is also used to co-opt  Carillion  employees into the overall sustainability effort; as Cleverdon reports, ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“The engagement of employees in the sustainability journey has been particularly exciting this yearÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦illustrating the critical importance of employees in the front line, developing innovative and ingenious solutionsÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢ (Carillion,  2014b, p.1). Meanwhile the views of Porritt suggest the limits of  CarillionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s  stakeholder and CSR effort; as he puts it, the current efforts are still insufficient; ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“If all of  CarillionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s  endeavours were to be multiplied a thousand-fold, across the economy as a whole, that equally clearly wouldnÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢t be enough. We shouldnÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢t go on asking companies like  Carillion  simply to do more and more every year; we should really be working out how best to change the systemÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢ (Carillion,  2014b, p.1). What this suggests is that  CarillionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s  stakeholder positioning stops short of the optimum development as theoretically outlined in ArnsteinÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s ladder model (Lopez, 2009). In the eight steps of this model, stakeholders are gradually moved from the first stage (manipulation) to the second (therapy), both of which imply non-participation in the organisationÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s decision-making (Lopez, 2009). The subsequent stages are informing, consultation, and placation, all of which imply an inherent tokenism (Lopez, 2009). Only by reaching the sixth step does the stakeholder achieve genuine partnership, whilst delegated power is usually granted to those to reach the seventh (Lopez, 2009). Full citizen control is only achieved by those who reach the eighth and final stage (Lopez 2009). The point here is that  CarillionÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s  current stakeholder management effort does not imply that the latter has been achieved, either in terms of consumers, or internal stakeholders such as employees. This situation may be illustrated through reference to the activiti es of Philip Green, a non-executive director at the firm (Massoudi et al., 2014). GreenÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s previous experience covers a lot of industries where environmental and social issues are paramount, such as water provider  United Utilities,  shipping company  Royal PO Nedloyd,  the news group  Reuters  and logistics firm  DHL  in Europe and Africa  (Massoudi et al., 2014). Green is well established in the global charitable and NGO sphere; he founded the joint British-South African charity group  Hope Through Action,  which supports disadvantaged groups through sport (Massoudi et al., 2014). Green is also chairman of  Sentebale,  the charity set up by Prince Harry to assist young people living in Lesoto (Massoudi et al., 2014). These activities culminated in Green being awarded the CBE, and being appointed as an adviser to Prime Minister David Cameron on CSR affairs (Massoudi et al., 2014). The significance of GreenÃÆ' ¢Ãƒ ¢Ã¢â ‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s overall contribution to stakeholder engagement at  Carillion  should not be underestimated; as Schwartz et al. (2012, p.24) have argued, directors, executives, and managers must be aware of their ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“Personal theoretical CSR position and how this may be affecting their business decisions on behalf of the firm or its shareholdersÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢. However, GreenÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s position also suggests that stakeholder management at  Carillion  remains firmly under the control of the executives, with little prospect of citizen input in the manner identified by Arnstein (Lopez, 2009). The impact on employeesÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢ motivation also needs to be considered here; the latter can derive considerable intrinsic (i.e. intangible) rewards from contributing to CSR management, and this cannot occur without meaningful input (Brooks, 2003). 3. Reflective Journal Week 1 Curiosity The experience of initially researching the topic reinforced an understanding of the value of this process, as well as its complexity. Investigating a topic comprehensively and holistically could also be a creative process, demanding insight from the researcher. Decision-making The corollary to the above was that the importance of decision-making was also emphasised; the resources (e.g. of time) available for research are usually finite, so the researcher must identify the most relevant and productive areas for study. Week 2 This phase of the work illustrated the fact that a research approach could be a highly personal experience, that was difficult to externalise and/or share with others. Abstracting this issue across other contexts, it was realised that other skills could be required, such as the ability to motivate others and/or manage their performance. Week 3 Experiences in week three suggested the importance of developing collaborative skills that could augment the conventional academic study experience, for example team-building skills, communication, and delegation. References Al-Sabbagh, M., Velis, C., Wilson, D., and Cheesman, C., (2012), ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“Resource management performance in Bahrain: a systematic analysis of municipal waste management, secondary material flows, and organisational aspectsÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢,  Waste Management and Research,  30, pp.813-824. AME info, (2013)  ÃƒÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“QatarÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s preparations for world cup 2022 gather steamÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢Ã‚  [online] Available at https://www.ameinfo.com/qatars-preparations-world-cup-2022-gather-299948 [Accessed 16th October 2014]. BBC, (2013),  Suffolk Road Crash: Wolverhampton firm fined  £180,000,  [online], available at   https://www.bbc.co.uk/news/uk-england-suffolk-24863448   [Accessed 16th October 2014]. Brandenburger, A., (2002), ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€¹Ã…“PorterÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s added value: High indeed!ÃÆ' ¢ à ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢,  Academy of Management Executive,  16(2), May, pp.58-60. Brooks, I., (2003),  Organisational Behaviour: Individuals, Groups and Organisation, 2nd Edition, London: FT-Prentice Hall. Carbon Trust, (2005),  Brand Value at Risk from Climate Change,  London: Carbon Trust. Carillion,  (2014a),  Building for the Future,  [online], available at   https://www.carillionplc.com/markets/building.aspx#.VEJFhihORlI   [Accessed 16th October 2014]. 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A Brief Note On Diabetes And Diabetic Patients - 1057 Words

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