Champagne Scholarship letter Essay Example | Topics and Well Written Essays - 250 words

Champagne letter - Scholarship Essay Example Department of Education regulations. I want to pursue my program of study at ITT and maintain my satisfactory academic progress. This scholarship will allow me to prepare myself and obtain a job in my area of specialization. My goal is to complete the remaining two years of my course work at ITT. My objective is to become part of the motorsports industry as a sales representative, a problem solver, and develop designs to attract more people to the automobile industry. I have worked in the motorcycle racing industry and I have also raced with various sponsors. I have won many awards and I want to excel in this area as well. I am familiar with all of the aspects of automobiles and as a Pro Racer I have the ability to work independently and as a team member. Due to my discipline, I am able to deliver tasks on time. I hope that the Champagne Scholarship Committee gives me the opportunity to further my education and pursue my goal and objectives, given my track record of success in these areas that I have become involved with, this will be another successful achievement.

Interpretation of Statutes Essay Example | Topics and Well Written Essays - 2000 words

Interpretation of Statutes - Essay Example Judges have a mandate of resolving of making such statutes clear if not well interpreted. An example of unclear language emerged in the case of Myers v Twining in the year 1982. The judges were to make a decision on the association between a vehicle and roller skates. Many cases have been presented in courts with change of meaning of words over time. Some bills are rushed in parliament in time of emergency, hence the need for interpretation as a result of many errors that takes place during the act. The dilemma with statutory interpretation is that the court has to decide the meaning of a certain legislation passed by the parliament. The court makes judgement on the parliament’s intention when passing the law and its relevance in the present time2. On some cases however, the judges have often misinterpreted the legislation of the act. Other issues which may arise during the interpretation of the statutes must abide by the European laws or the human right acts. Misinterpretation of the parliamentary acts and legislation may contradict higher laws or lead to creation of new legislation that was not the intention of the parliament during the passing of such a bill or act. Judges deal with interpretation of statutes in a variety of ways. One w ay in which judges interpret statutes is by presumption. The judge is such a context begins the interpretation process by assumption of certain issues. The assumption may be considered to be true unless a better argument is raised with an intention to challenge it. Some of presumptions entail the inability to change the law and that the statutes do not influence the acts created in the past. Presumption of language is another challenge encountered during the interpretation of certain statutes. Utilization of words such as workman, tradesman or other person presents a lot of confusion during the interpretation process. Some words derive meaning from the surrounding environment3. The judges

Rigths and Obligations Research Paper Example | Topics and Well Written Essays - 1000 words

Rigths and Obligations - Research Paper Example In addition, defective products could cause direct or indirect harm to consumers. In such a case, product manufacture may fall under the legal requirement of explaining the reason for a sub-standard product in their market segments. In this regard, product defects should be taken seriously by a manufacturer in order to avoid possible legal sanctions by relevant authorities and concerned consumer protection agencies. As an employee of the company, it would be professional to notify high level managers about the product defect. According to O’Reilly (2007), this can only be done through a systematic and procedural manner in order to avoid raising unnecessary tensions within the board of directors and the chief executive officer’s team. In this context, lack of significant knowledge on the company’s ethical standards requires approach of the product defect issue from a technical perspective. As an employee of the company, I will categorically and explicitly present my concerns about a defective product within the consumer market. Managers will have to acknowledge the fact that the defective product signifies technical hitches within production and distribution lines. Thorough evaluation of production designs, packaging practices and even product transportation could feature as the main cause of the problem under consideration. In this case, I would take the opportunity given in the meeting to postulate about existence of technical shortfalls within the company’s production lines, which needs immediate attention to avoid unprecedented challenges. O’Reilly (2007) says that presence of practical evidence in form of actual product with defects would facilitate conveyance of the message to the managers and their new chief executive. Standard operation procedures within a sound business environment emphasize that organizations should strictly follow specific safety guidelines in product manufacturing. In an event that production depart ment makes defective products, the manufacturing company becomes solely responsible for any risk and harm involved when such products reach innocent consumers in the market. Sernaker (2010) states that in this case a company should immediately notify customers about the product defect to prevent any potential risk and injury to customers. The company can only notify customers once an objective testing and product analysis substantiates that the product is unsafe for use. With respect to my company, the process of notifying consumers begins with locating exact defective products within the market. Managers can achieve location of products through records on distribution channels and major retail outlets. Upon identifying exact locations of products, management should device mechanisms meant to reach individual customers via information contained in their sales records. Once customers are aware of the defects, the company may opt to temporarily stop production of the product in order to avoid further sales to consumers. According to O’Reilly (2007), continued production and distribution will hold the company even more responsible for neglect of safety programs towards the public consumer market. Product recall succeeds notification of customers. O’Reilly (2007) agrees that recalled products can be destroyed or repaired, and

Leading Equality and Diversity Essay Example for Free

Leading Equality and Diversity Essay Be able to understand the commitment to equality of opportunity and diversity 1. 1 – Evaluate the organisation’s commitment to equality of opportunity and diversity Equality and diversity means that every service user has their individual needs comprehensively addressed. He or she will be treated equally and without discrimination. This is regardless of the individual’s ethnic background, language, culture, faith, gender, age, sexual orientation or any other aspect that could result in their being discriminated against purely because they have such characteristics. Ashley Care LLP is firmly committed to diversity in all areas of our work. We believe that we have much to learn and profit from diverse cultures, experiences and perspectives, and that diversity will make our organisation more effective in meeting the needs of all our stakeholders. We believe that equality and diversity within our organisation contributes to our objectives and we are especially conscious of the fact that effective partnership relationships require a shared commitment to equality of opportunity and valuing and managing diversity. Our Equality and Diversity Policy helps to ensure that there is no unjustified discrimination in the recruitment, retention, training and development of staff on the basis of gender including transgender, marital status, sexual identity, religion and belief, political opinion, race, work pattern, age, disability or HIV/AIDS status, socio-economic background, spent convictions, on the basis of having or not having dependants, or any other irrelevant grounds. Our Policy is an integral way on which we handle our recruitment procedures to ensure a fair and approachable image of our organisation. Ashley Care LLP have an Equality, Diversity and Inclusivity Policy and its purpose is to ensure that its service is fully committed to these principles and values and to communicate this commitment to all stakeholders. The policy should always be referred to wherever differences of view based on lack of understanding or prejudice about diversity, equality and inclusion are evident. Equality, diversity and inclusion means that every service user has their individual needs comprehensively addressed he or she will be treated equally and without discrimination. This is regardless of the individual’s ethnic background, language, culture, faith, gender, age, sexual orientation or any other aspect that could result in their being discriminated against purely because they have such characteristics. 1. 2Discuss how behaviour, actions and words of all members of the organisation support the commitment to equality of opportunity and diversity At Ashley Care LLP we are committed to working together to build a community founded on equality of opportunity a social care community which celebrates the rich diversity of our service users and staff populations. Discriminatory behaviour has no place in our community and will not be tolerated. Within a spirit of respecting difference, our equality and diversity policies promise equal treatment and opportunity for all regardless of gender, sexuality, race, colour, disability, religion, age, and ethnicity or nationality. We call on all members of our company to make a personal commitment to these aims. Our Partners of the Company will ensure that its own actions promote equality and diversity. Through their words and behaviours, Partners will aim to provide genuine equality of opportunity regardless of gender, sexuality, race, colour, disability, religion, age, and ethnic or national origin. In considering its own composition and filling vacancies, the Partners will seek to ensure that its membership embraces the widest possible variety of backgrounds and views, consistent with the need to maintain a Partnership with the skills and experience necessary to carry out its responsibilities. Ashley Care LLP expresses its commitment to equality and diversity by: a. especting service users’ ethnic, cultural and religious practices and making practical provision for them to be observed b. reassuring its service uses that their diverse backgrounds enhance the quality of experience of the service c. accepting service users as individuals, not as cases or stereotypes d. involving service users to express their individuality and to follow their preferred lifestyle, also helping them to celebrate events, anniversaries or festivals which are important to them as individuals e. howing positive leadership and having management and human resources practices that actively demonstrate a commitment to equality and diversity principles f. developing an ethos throughout Ashley Care LLP that reflects these values and principles g. expecting all staff to work to equality and diversity principles and policies and to behave at all times in non-discriminatory ways h. providing, training, supervision and support to enable staff to do this i. aving a code of conduct that makes any form of discriminatory behaviour unacceptable; this is applicable to both staff and service users and is rigorously observed and monitored accordingly. Partners will devote time to the development of their own knowledge, understanding and practices to promote and achieve equality and respect for diversity and will see such development as one test of their effectiveness. The achievement of genuine equality of opportunity is at the heart of our mission as a provider of higher education. We aim to build a learning community which exhibits the diverse range of skills and experience which cannot be found within any single group of students or staff. In pursuing this aim, we want our community to value and to be at ease with its own diversity and to reflect the needs of the wider community within which we operate. Although we accept all of our responsibilities under current legislation, we aim to reach beyond the strict confines of the law to provide equality of opportunity for all. We will continue to formulate and implement policies to that end. Every member of our company has a moral and legal responsibility to promote equal treatment within that community and to respect its diversity. Overall responsibility for working with our community in support of these aims lies with the Senior Partner, closely supported by the other Partners. The HR amp; Workforce Development Manager is responsible for matters relating to equality of opportunity in employment, for developing policies which meet legislation and best practice, for monitoring the impact of these policies on different minority groups, and for providing relevant employment statistics. All staff and service users are responsible for ensuring that their actions are carried out in accordance with this policy. They may be held personally to account should their actions fall sort of the requirements of this policy in any way. We are committed to being an equal opportunities employer. We wish to see people from all groups in our society represented at all levels of employment, to ensure that no available talent is overlooked and to provide role models for our staff members. 1. 3Identify organisational and personal responsibilities and liabilities under equality legislation and codes of practice The Equality Act became law in October 2010. It replaces previous legislation (such as the Race Relations Act 1976 and the Disability Discrimination Act 1995) and ensures consistency in what we needed to do to make our workplace a fair environment and to comply with the law. â€Å"This was, primarily , the Equal Pay Act 1970, the Sex Discrimination Act 1975, the Race Relations Act 1976, the Disability Discrimination Act 1995 and three major statutory instruments protecting discrimination in employment on grounds of religion or belief, sexual orientation and age. † en. wikipedia. rg/wiki/Equality_Act_2010 The public sector Equality Duty (section 149 of the Act) came into force on 5 April 2011. The Equality Duty applies to public bodies and others carrying out public functions. It supports good decision-making by ensuring public bodies consider how different people will be affected by their activities, helping them to deliver policies and services which are efficient and effecti ve; accessible to all; and which meet different peoples needs. The Equality Duty is supported by specific duties, set out in regulations which came into force on 10 September 2011. The specific duties require public bodies to publish relevant, proportionate information demonstrating their compliance with the Equality Duty; and to set themselves specific, measurable equality objectives. The Equality Act covers the same groups that were protected by existing equality legislation age, disability, gender reassignment, race, religion or belief, sex, sexual orientation, marriage and civil partnership and pregnancy and maternity it extends some protections to some of the groups not previously covered, and also strengthens particular aspects of equality law. The Equality Act is a mixture of rights and responsibilities that have: * Stayed the same for example, direct discrimination still occurs when someone is treated less favourably than another person because of a protected characteristic * Changed for example, employees will now be able to complain of harassment even if it is not directed at them, if they can demonstrate that it creates an offensive environment for them * Been extended for example, associative discrimination (direct discrimination against someone because they associate with another person who possesses a protected characteristic) will cover age, disability, gender reassignment and sex as well as race, religion and belief and sexual orientation Been introduced for the first time for example, the concept of discrimination arising from disability, which occurs if a disabled person is treated unfavourably because of something arising in consequence of their disability. As a result, I needed to review and change most of our policies and practices. 2. Be able to understand the application of equality of opportunity and diversity 2. 1 – Describe the organisation’s equality and diversity policies and how these are communicated within the workplace To ensure equality and diversity is no longer viewed as something only affecting minority groups, any issues need to be viewed not as issues, but as something to be explored and celebrated. Staff could be personally affected by stereotyping, prejudice and/or discrimination when attending work, which could lead to non attendance or non achievement. As a manager I need to ensure all my staff value one another and that the basic rights they are entitled to, for example to learn in a comfortable and safe environment are met. The Pre-Employment Induction to Ashley Care LLP include details of all policies and procedures, including equality and diversity, which are brought to the attention of the staff members during their initial interview and during the induction session. Having a policy is not enough, Ashley Care LLP also have a working group to ensure that the policies are promoted, monitored and regularly reviewed. Policies are also communicated to all staff through the following mechanisms: * Staff handbook * Contract of Employment * Application Form * Team meetings * Staff meetings Ashley Care LLP fully supports all principles of equality and diversity, and opposes any unfair or unlawful discrimination on the grounds of ability, age, colour, culture, disability, domestic circumstances, employment status, ethnic origin, gender, learning difficulties, marital status / civil partnership, nationality, political conviction, race, religion or belief, sexual orientation and/or social background. Ashley Care LLP aims to ensure that equality and diversity is promoted among all staff and service users and that unfair or unlawful discrimination, whether direct or indirect, is eliminated to promote a climate of equality and respect. All staff can expect to work in an environment free from harassment and bullying. † Taken from Ashley Care LLP’s policy on Equality and Diversity 2. 2 – Assess the application of the organisation’s commitment to equality of opportunity and dive rsity The evidence that Ashley Care LLP have collected over the years clearly demonstrate our commitment to equality and diversity. The application form states that â€Å"Ashley Care LLP is an equal opportunities employer and we welcome applications from all sections of the community. We are committed to a policy of equal opportunities for all work seekers and shall adhere to our policy at all times. We review all aspects of recruitment to avoid unlawful or undesirable discrimination. † Our policy states that â€Å"Equality and diversity means that every service user has their individual needs comprehensively addressed. He or she will be treated equally and without discrimination. This is regardless of the individual’s ethnic background, language, culture, faith, gender, age, sexual orientation or any other aspect that could result in their being discriminated against purely because they have such characteristics. † Within our policy we also state that â€Å"Ashley Care LLP expresses its commitment to equality and diversity by: a. respecting service users’ ethnic, cultural and religious practices and making practical provision for them to be observed b. reassuring its service uses that their diverse backgrounds enhance the quality of experience of the service c. accepting service users as individuals, not as cases or stereotypes d. nvolving service users to express their individuality and to follow their preferred lifestyle, also helping them to celebrate events, anniversaries or festivals which are important to them as individuals e. showing positive leadership and having management and human resources practices that actively demonstrate a commitment to equality and diversity principles f. developing an ethos throughout Ashley Care LLP that reflects these values and principles g. expecting all staff to work to equality and diversity principles and policies and to behave at all times in non-discriminatory ways h. providing, training, supervision and support to enable staff to do this i. aving a code of conduct that makes any form of discriminatory behaviour unacceptable; this is applicable to both staff and service users and is rigorously observed and monitored accordingly. † 2. 3 – Review the diversity of the workforce against the local and/or national population and identify areas for review. Diversity is about valuing and respecting the differences in the workforce, regardless of ability and/or circumstances or any other individual characteristics they may have. If you have more than one member in your workforce you will experience diversity. I am also different from my workforce in many ways, and they are different from one another, therefore they are entitled to be treated with respect, wi th their differences taken into consideration. Combined together, equality and diversity drive an organisation to comply with anti-discrimination legislation as well as emphasising the positive benefits of diversity such as drawing on a wider pool of talent, positively motivating all employees and meeting the needs of a wider customer base. Differences should be acknowledged, celebrated and embraced, to ensure all employees feel included in the process to be followed, and that the working environment is suitable for all. Examples of these differences are: * ability| * disability – physical or mental| * age| * domestic circumstances| * belief| * educational background| * colour| * employment status| * class| * ethnic origin| clothing worn| * experience| * confidence| * gender| * culture| * intelligence| * language, accent, dialect| * race| * learning difficulties| * religion| * marital status / civil partnership| * sexual orientation| * nationality| * social class or identity| * occupation| * talent| * parental status| * tr adition| * physical characteristics| * transgender| * political conviction| * wealth| Promoting diversity in the workforce is about attracting and retaining the best people, regardless of what group they belong to. â€Å"There is considerable evidence to show that inclusive organisations benefit from diversity through: enhanced competitiveness, attracting and retaining more competent employees, who understand the needs of their workforce and respect differences; * improved performance and outcomes, creating a working environment in which everyone is encouraged to perform to their maximum potential; * improved customer services, being able to reflect and meet the diverse needs of the workforce and; * improved staff relations, which reduced the risk of costly tribunals by complying with anti-discriminatory legislation. † www. lluk. org. uk/3167. htm As a manager working within the Health ;amp; Social Care Sector, I agree with the above statement, particularly creating a working environment in which everyone is encouraged to perform to their maximum potential. An inclusive organisation will ensure that their workforce are not excluded for any reason, either directly or indirectly, from part aking in a chosen programme. All the workforce will bring with them valuable skills, knowledge and experiences, I try to incorporate these within any training sessions and treat everyone as an individual. I am always positive and proactive where equality and diversity are concerned, even if my opinions differ from those of my workforce. I have to challenge my own values and beliefs. However, as a professional, I am first and foremost a manager, and my personal opinions must not interfere with the employment process. I must also be careful not to indulge the minority to the detriment of the majority. 3. Be able to understand the needs of others in relation to equality of opportunity and diversity 3. 1 – Explain the requirement to understand individual’s needs, feeling and motivations and to take an interest in their concerns The fundamental reason for promoting equality is to meet the needs of the workforce. Individuals are at the heart of the company and meeting their needs requires an active approach to equality of opportunity at all stages of their employment. It is about the removal of social and economic barriers to participation. Good equal opportunities ensure that all employees: * are respected and not discriminated against; * become aware of equality and inclusion; * benefit from high quality opportunities * work in an environment that supports their development. The Learning and Skills Council (LSC) look to employers and learning organisations they fund to help promote equality of opportunity, widen participation and improve performance. They recommend the following. â€Å"Explicit references: equality of opportunity should be promoted and discrimination tacked so that all employees achieve their potential, * guidance and support should be sensitive to quality of opportunity, * organisations should have effective measures to eliminate oppressive behaviour, including all forms of harassment, * companies should be socially inclusive, ensuring equality of access and opportunities for workforces, * managers should use materials and methods that promote equality of opportunity, * there should be explicit aims, values and strategies promoting equality for all that are reflected in the organisation’s work. Implicit references: staff should have access to relevant, effective support on personal issues, * staff should understand their rights and responsibilities, * resources and accommodation should allow all staff to participate fully, * organisations should promote good working relationships, * programmes should be responsive to local circumstances, * the organisation’s values should be fully understood by staff, including sub contractors and work placement organisations, * the performance of different groups of staff should be used to guide programme development. As a manager I need to take positive steps to promote a culture of equality and diversity in everything that I do that may affect the employment process. 3. 2 – Evaluate the impact of showing respect to others, recognising their value and upholding their rights An example of showing respect to others, recognising their value and upholding their rights could be: An employee has declared to me during this Common Induction Standards training that he is transgender and wants to know which toilet facilities he can use. He has not asked this information remain confidential. This declaration by the employee means that my whole organisation is deemed to know under the Equality Act 2010, and will need to make reasonable adjustments so that the employee has access to toilet facilities he is comfortable with. I may suggest that the employee can use the disabled toilet which is accessed by both males and females. If I am unable to respond to the employee’s needs, he may feel that under the Gender Reassignment Regulations (1999) his needs have not been given the same consideration as those of male and female gender. Some employees may not want to may not want to complete the section on the application form (pre 2008), which required them to disclose details such as a disability, ethnic origin, date of birth etc. Although it was not compulsory, the information often helped our organisation support the workforce, as well as collect data for purposes such as funding and statistics to inform policies. 3. 3 – Describe the need for integrity, fairness and consistency in dealings with individuals When considering forms of harassment, it is important to bear in mind that different people have different cultural and social perceptions as to what they consider to be hostile or degrading. If possible, deliver sessions with your workforce to try to address these perceptions or assumptions. During the recruitment and selection process, I often ask the interviewers what they understand by equality and diversity and how they ensure it in their interviewing. Very often the response is that they would treat everyone the same. However, diversity, fairness and equality are about treating others as they would wish to be treated, rather than making assumptions on their behalf. The workforce is all different and therefore have different needs and different degrees of need which will lead to equal outcomes at the end of their training. Language has a fundamental role to play in treating people fairly. Words you use should give a clear message to all the workforce that myself and my organisation value diversity and respect individual differences. Carefully examining the language I use and the way I use it will help ensure that I treat my workforce as individuals and not merely as members of staff. Communication is not just about words, however, and I also should ensure that my tone of voice, demeanour and body language convey the same message of inclusiveness. An example may be: Gemma has been asked to plan, design and deliver a four week Job Skills programme as part of a Support and Achieve Programme for Lone Parents. The clients are referred to the programme from JobCentrePlus and the aim of the project is for the one parents to return to work. The very title of this project typecasts these clients into a particular group. They are immediately identified as lone or single parents. Gemma therefore suggests the title be changed. Reports from the media project an image of lone parents as predominately young mothers or fathers with children living on their own and claiming state benefits. There are many diverse people who find themselves as lone parents due to different circumstances, for example, widows, windowers or divorcees. The title of a programme can therefore affect who will apply for it, in this example it is positive discrimination in favour of lone parents. However, the content will be based around returning to work and could easily be adapted to suit others, and the mix of workers will help promote inclusion and equality. 3. 4 – Outline a process for dealing with others whose behaviours, words or actions do not support a commitment to equality of opportunity or diversity When an inspection is planned, the Care Quality Commission (CQC) uses the provider’s annual self-assessment report, along with other information such as data on achievement and development plans. Inspection reports include judgements on self-assessment and the self-assessment report. During the inspection the self-assessment report will continue to provide CQC inspectors with crucial evidence to support judgements about the Essential Standards of Quality and Safety’s main aspects, the contributory grades for equality and diversity, safeguarding and the provider’s capacity to improve. Inspectors will use the report to assess risk, monitor standards and plan for inspection. Where subject areas are to be inspected, the report will help the lead inspector select the areas to inspect. Findings during the inspection will be compared with those in the self-assessment report, and a conclusion reached on the accuracy of those judgements. Judgements on the accuracy and use made of the self-assessment report contribute to the grade awarded for the provider’s capacity to make and sustain improvements. A provider that is judged to be outstanding in this area will have a self-assessment report that is highly accurate. The process of self-assessment will be comprehensive and inclusive. It will be used very effectively to secure sustained improvements in all aspects of the provider’s work. A provider that is judged to be good in this area will have a self-assessment report that is largely accurate. The process will be thorough and used well to secure improvements in most aspects of the provider’s work. A provider that is judged to be satisfactory in this area will use self-assessment well to identify most of the provider’s strengths and weaknesses and bring about improvements. A provider judged to be inadequate in this area may be one where quality improvement and self-assessment do not lead to demonstrable improvements. After inspection you must review and update your plans to take account of the inspection findings. Providers are required to set out clearly what actions are needed and to link this explicitly to the inspection findings within two months of the publication of the inspection report.

Implementing Green Initiative In Malaysia Environmental Sciences Essay

Implementing Green Initiative In Malaysia Environmental Sciences Essay The main objective of this research proposal is to discuss how the research process will be carried out on the selected topic. The topic for this research is Service Industry (Food and Beverage industry) perceptive on implementing Go Green initiative in Malaysia. This topic is chosen due to the fact that there is a limited research that applies to the Malaysian FB market. The purpose of this proposal is to shows how the actual research will be carried out on the topic. However, due to the limitation of the research, the research content will contain background analysis of green practices in Malaysia as well as in other counties. An other aspects of the research are based on demographic, attitude and behaviour of how the service industry has perceived in implementing such concept from its dimension of awareness, understanding and acceptance. By breaking down and studying these aspects, it will help to provide the actual information that is useful for the service industry players to become a sustainable FB industry and take initiative on such practices. This proposal will later discuss how this concept has been implemented in other countries. This is to develop a theoretical framework of these aspects and form a Go Green framework. This includes comparison of current implementations of Go green initiatives. Moreover, the research will also look into whether the government should enforce regulations on the FB industry for Go Green initiatives as default practices. Introduction Irrespective of industries, a business is governed with the intension of being Profitable, Sustainable, Productive and aims at achieving the highest level of customer loyalty towards their products and services. Achievements of profitability in businesses are focused more on increased revenue, lower cost of operations and higher profits. Long term growth, consistent revenue and profits, low cost of labour and resources, and being self-sufficient is the focus of businesses in terms of sustainability. Optimal usage of resources, Better utilization and optimal usage of assets are the main focus of businesses for productivity. Increased customer loyalty and increase in customer traffic are the focus of businesses for customer loyalty. In the above mentioned context, sustainability and productivity is a major impact to the FB organization to achieve positive profitability. As a result of industrys major impact, Going Green concept focuses service industry to become sustainable and productive with low cost, and optimal utilization of both assets and resources. Research Problem The idea of going green is relatively new to the food service industry in Malaysia compare to other industry sectors. This is due to the fact that there is limited industrial research and government regulations undertaken on green restaurant concept implementation and its practices in Malaysian market context. Malaysian FB industry is not a highly regulated market by the Malaysian government. Licenses to operate a FB outlet is not a combined effort of various agencies but limited to Ministry of Health and other licensing agencies. Department of environment and other agencies are generally not involved. The legislations / rules and laws of Department of environment and other related agencies are more concentrated on environment issues that are generated by commercial establishments in terms of pollution control and not green initiatives. Therefore, this research focuses on understanding and comprehension of various processes, methodologies and best practices for a Go Green framework for the food and beverage industry in Malaysia. There are two reasons that this research has carried out on this specific topic. Green related articles were already published in Malaysia. Environmental concerned green programmes have been implemented in Malaysia since many years ago. And also many articles that related to its programmes has being published in various sectors like waste management, green building, recycle policy, organic food sectors, hospitality and tourism sector, and etc. Especially in service industry perceptive, there are very limited or almost none have been published green related articles. Provided government regulations are not clearly specify for service industry. There available data like environmental education, green building index, green technology guidelines and process, however, there are no clear information that are stated for service industry to follow. Appendix 1 shows that industry commitment in Green initiative has increased from 2008 to 2009, thus research was analyzed by restaurant industry forecast, 2010. However, such kind of focus has not been done in Malaysia restaurant industry. These shows that service industry in Malaysia has very limited research that give clear information on Go green implementation. From this research, industry will benefit the actual information of industry players perceptive and the best suitable framework of Go green implementation in Malaysian market context. Research Objective To measure the degrees of industry awareness towards the green restaurant concept in Malaysia market context. To identify and understand existing knowledge of green restaurant concept among Malaysia market. To discover the market acceptance ability of green restaurant concept. Develop a framework for the industry to accept Go Green concept to be implemented for long term sustainability. Objectives of the research aim to understand the used of Go green concept in service industry. This is due to limited research has not been done in this particular study area in Malaysia. The outcome of the research will not only benefits to the industry players but also will give a clear framework of how industry can sustain by developing this idea. Therefore, the research will carry out to investigate how industry perceived and identify needs of framework to implement the concept. Research Questions How good is the industry player aware of a green restaurant concept? What is their understanding of the Green restaurant concept, and what is their current contribution towards going green? What is their existing methods or processes of having a sustainable business? Is the Malaysian Food and beverage market willing to accept green restaurant concept practises? Is the food and beverage industry acceptable for the Go green initiatives to be a government regulation? Literature Review Definition Go Green or Going Green is a concerned with the protection of the environment (Oxford Advanced learners Dictutionary, 2000); steps to conserve energy, reduce pollution and save money ( The U.S. Chamber of commerce Small Business Nation). Caroline S. Tauxe (2009, Vol.5 No.1) mentioned that green practices as a cost-saving response to the effect of high energy prices on operations and on supply and distribution chains, and these measures are valued first in terms of efficiency gains. In restaurant industry, green restaurants may be defined as new or renovated structures designed, constructed, operated, and demolished in an environmentally friendly and energy-efficient manner (Lorenzini 1994, 119) cited by Hsin-Hui Hu, H.G. Parsa, and Self.J, 2010. In Union for reform Judaism (2010) stated that going green defines as the activity of adding sustainability principles and considerations into the planning process of an event or organizational or personal lifestyle. According to Ministry for the environment of New Zealand defines a sustainable industry as an industry that anticipates economic, environmental and social trends to minimise risk and takes opportunities to improve comparative advantage. A research of Schubert.F (2008) mentioned that companies across all sectors try to develop products and practices with minimized environmental effect as part of social responsible practices, but also in order to establish themselves in a new niche for consumers with environmental concerns this is also true for the hospitality and tourism industry where businesses often rely on the integrity of the environment. Hotels located in natural areas such as mountains or beaches for example, are especially dependent on the healthiness of their sites, and therefore some have been engaging in green practices and eco-tourism for several years. Restaurants however, are often less dependent to such environmental factors and have therefore shown less care for these issues. Areas of green practices Green restaurant association (GRA) explained that fully transformed green restaurant provides a comprehensive and user-friendly method of rewarding existing restaurants foodservices operations, new builds, and events with points in each of the green restaurant associations seven environmental categories. Seven categories which compiled with water efficiency, waste reduction and recycling, sustainable furnishings and building materials, sustainable food, energy, disposables, and chemical and pollution reduction. Hence, the restaurant who are pursuing for becoming fully integrated green restaurant from GRA are also require to use products like- chlorine-free paper products, nontoxic cleaning and chemical products, renewable power, and green building and construction (Wallace.A, 2005). One of the most popular going green concepts is done by practicing the 3R principle which is by reducing, reusing, and recycling the resources used, using organic products, and installing equipments with green technology. In the restaurant industry, small daily savings often make the difference between long-term profit and loss (Restaurant waste minimization guidebook, State of Havaii). In addition, a restaurants costs go up when it installs pricey equipment to make its operation more sustainable and pay extra to source ingredients that meet sustainability standards (Observer,2010). Furthermore, Schubert.F (2008) highlighted that the details of creating an Environmentally Sustainable Restaurant Industry- Green restaurant association (GRA) has also provides guideline for the following areas: Energy Efficiency Conservation: Energy efficient technologies and conservation practices exist for lighting, heating, ventilation, air-conditioning, foodservice appliances, office equipment and transportation. Water Efficiency Conservation: Water efficient technologies and conservation practices exist for foodservice appliances, equipment, and landscaping. Recycling Composting: Recycling services exist for many waste products such as glass, plastic, metal, cardboard, mixed paper, grease, ink toner cartridge. Food waste can be diverted from landfills and made into nutrient-rich soil through the use of a composting service or an on-site system. Sustainable Food: Sustainable food products support the long-term maintenance of ecosystem and agriculture for future generations. Organic agriculture prohibits the use of toxic synthetic pesticides and fertilizers, irradiation, sewage sludge, and genetic engineering. Locally grown food reduce the amount of pollution associated with transportation primarily by fossil fuels. Plant-based food require fewer natural resources and create less pollution per calorie consumed. Pollution Prevention: Pollution prevention is achieved through source reduction, reuse, or improving operational practices. Recycled, Tree-free, Biodegradable Organic Products: Recycled products are made from materials that are collected from post-consumer or post-industrial waste sources. Tree-free products are made from alternative plant sources such as hemp or kenaf. Biodegradable products are capable of being decomposed by biological agents, especially bacterial. Organic products are grown without the use of toxic synthetic pesticides and fertilizers, irradiation, sewage sludge, and genetic engineering. Chlorine-Free Paper Products: Chlorine-free paper products are unbleached or whitened with alternatives such as hydrogen peroxide, oxygen, and ozone. Non-toxic Cleaning Chemical Products: Non-toxic cleaning and chemical products are biodegradable, free of hazardous ingredients, and are safe for people, animals and environment when used properly. Green Power: Electricity and power is available from renewable resources such as wind, solar, geothermal, small hydro and biomass. These energy sources cause dramatically less air pollution and environmental damage compared to fossil fuel, nuclear, and large-scale hydroelectric energy sources. Green Building Construction: Green design and construction practices significantly reduce or eliminate the negative impact of buildings on the environment, occupants, and the local community. Education: Education of staff on the environmental impact of the restaurant industry and a path toward ecological sustainability. Benefit of Go Green Publicity The GRA and its certified green restaurants have been featured in the following media outlets: NBC Nightly News, The Wall Street Journal, Time Magazine, CNN, The Washington Post, The New York Times, National Public Radio (NPR) and etc (cited by dinegreen.com). Cut costs In dine-green website mentioned that some restaurants that are green certified save thousands of dollars each year, and through the help of the GRAs consultants, are able to access rebates, incentives and other money saving programs. Improve staff productivity and morale Staff awareness of going green due to the fact that the industry is currently run by young entrepreneurs who are aware of the environmental issues. GRA have reported that staff productivity and morale increase upon their certification. Restaurant employees have demonstrated that they want to work for businesses that are making real, credible and transparent environmental changes. Being a part of the solution to our worlds environmental problems goes a long way in gaining a restaurant employees loyalty. (Cited in dinegreen.com) Increase in new customers and customer loyalty Eating out has always been considered a splurge or extravagance in the average Americans budget. The growing trend in restaurant dining is that consumers want to feel as if they have done something good, other than just having nice meal. This fact alone can drive in new customers and create loyal ones. (Cited in dinegreen.com) Stay ahead of legislation Environmental legislation for restaurants is sweeping across the world, from plastic bag and Styrofoam bands, to recycling mandates. More and more cities are in the process of either considering or passing legislation relating to matters of restaurants and the environment. Because Certified Green restaurants have already completed these important environmental changes voluntarily, when legislation strikes, the GRAs restaurants are able to continue running their businesses while their competitors are scrambling to comply with the latest mandates. (Cited by dinegreen.com) Industry perception and acceptance of Go Green According to Oxford Dictionary for the Business World (1993), perception is an intuitive recognition of and an aesthetic quality; a way of seeing, understanding. Perception is the terms used to cover those processes, which gives coherence, unity and meaning to a persons sensory input. It involves all those processes we use to select, sort, organise and interpret sensory data to make meaningful and coherent picture of our world (Rice, 1993) cited by Kamal Izzuwan Bin Ramli, Noor Suhaila Binti Yusof, Muharis Bin HJ. Mohamed, 2004). A frequent research by Hu.H.H, Parsa.H.G and Self.J (2010) said that knowledge of sustainable restaurant operation is an important determinant of intention to patronize a green restaurant. Research Conceptual Framework Awareness of going green The following are some points that will be made during the awareness stage. Awareness of the businesses on the green initiatives, Availability of information for these businesses about going green Understating green objectives The following are some points that will be made during the understanding stage. Existing knowledge on going green Knowledge on the impact of the current environment on not going green. Knowledge on how they can be profitable and have a sustainable business by going green Acceptance of going green The following are some points that will be made during the acceptance stage. Weather they are willing to invest in going green initiatives Participation in going green by changing business processes Investments into resources to go green Methodology Methodology of this research will be used base on the primary data and secondary data. Primary data will be collected by using survey questionnaires to the restaurant managers and owners around Kuala Lumpur. Secondary data will be gathered from the relevant academic journals, books, published magazines and articles, and also internet sources. Basically, the survey questionnaires will be distributed to three different types of restaurant such as: fast food restaurants, casual dining restaurants and semi-fine dining or fine dining restaurants. Approximately 30 survey questionnaires will be distributed as sample. The questionnaires will be demonstrated in demographic, attitude and behaviour study on each type of restaurants. This is to ensure there is a balance in different types of service restaurants owner perceptive on Go green concept implementations in Malaysia. The outcome of this survey will give better understanding on how restaurant owners aware and deep analysis of their understanding on this concept. And also it will help to indicate the best options of practices needed for the Malaysian market context. Secondary data will be collected from academic journals, books, relevant magazines and articles, and internet sources. This will enhance the better understanding on theoretical framework of Go green concept practices. In additionally, local government data and non-government organisation data will also include in this research. This is to clarify such concept has been performed in other industry sector as well as to identify the availability of Green supply chain in Malaysia. From above mention data collections, this research will shows industry perceptive on implementing Go green concept and it will also show the best options of practices for Malaysia market which may or may not be an exact practices to compare to other country.

Starbucks Coffee Shop Essay -- Starbucks Coffee Business Essays

Starbucks Coffee Shop When you walk in a Starbucks coffee shop the amazing aroma of coffee beans being brewed creates a smell so wonderful you can almost taste your favorite coffee or espresso drink; even before you have the drink in your hand. The sound of steaming milk and blenders full of Frapachinoes echoes through the air. Five people in green aprons wearing black or white collared shirts working swiftly, to ensure the quickest best service as possible. The two Baristas at the cash registers would call out the drinks to the two people at the bar. One employee doing odd jobs call expediting. A tall, slender dark haired man wearing a black suit possibly Armoni or Gucci, carrying a briefcase approaches register one. A trendy mom with a 5 year old wearing black capri pants, white blouse, and designer sunglasses orders Grande, non-fat, extra hot, one equal late at register two. The floor is so clean you could even eat off of it. The jazzy interior screams to be that of an Italian cafà ©. This appeared to be an ideal environment to sit and enjoy your beverage and possibly a pastr...

Local Area Networks :: essays research papers

LANs: Local Area Networks Local Area Networks also called LANs have been a major player in industrialization of computers. In the past 20 or so years the worlds industry has be invaded with new computer technology. It has made such an impact on the way we do business that it has become essential with an ever-growing need for improvement. LANs give an employer the ability to share information between computers with a simple relatively inexpensive system of network cards and software. It also lets the user or users share hardware such as Printers and scanners. The speed of access between the computers is lighting fast because the data has a short distance to cover. In most cases a LAN only occupies one or a group of buildings located next to each other. For larger area need there are several other types of networks such as the Internet.   Ã‚  Ã‚  Ã‚  Ã‚  LANs systems can be defined and connected in many different ways. This is the reason for the standardization for every one can have a common ground to start from. â€Å"The LANs described Herein are distinguished from other types of data networks in that they are optimized for a moderate size geographic area such as a single office building, warehouse, or a campus. The IEEE 802 LAN is a shared medium peer-to-peer communications network that broadcasts information for all stations to receive. As a consequence, it does not inherently provide privacy. The LAN enables stations to communicate directly using a common physical medium on a point-to-point basis without any intermediate switching node being required. There is always need for an access sublayer in order to arbitrate to access to the shared medium. The network is generally owned, used, and operated by a single organization. This is in contrast to Wide Area Networks (WANs) that interconnect communication faci lities in different parts of a country or are used as a public utility. These LANs are also different from networks, such as backplane buses, that are optimized for the interconnection of devices on a desk top or components within a single piece of equipment.†(IEEE 802 Standard 1990) That is the standard definition for LANs by Institute of Electrical and Electronics Engineer committee 802. They are the committee used to set the standard in workmanship and operations for technicians that set-up and perform maintenance on LANs systems. And through all the technical words what they are trying to say is a LAN is a small area network that distributes information among computer in a small work environment unlike WANs that distribute information across global areas.