Communications Plan Essay Example for Free

Communications Plan Essay The Federal Aviation Administration (FAA) and TSA awarded a $37m grant for expansion projects at Denver International Airport. These funds are being used for the master plan projects. Approximately $11.6m will go towards rehabilitating runway 8/26, and over $1.7m will be used to improve the taxiway system surrounding Jeppesen Terminal. About $8.7m will be used to upgrade runway 16L/34R. About $15m from the TSA grant will be spent on improving the airports baggage screening system. Stakeholder Analysis To examine the role of the airport stakeholders a precise definition of stakeholders and their goals for the airport is necessary. The purpose of this section is to identify the airport’s goals from the point of view of each stakeholder group. 1) Passengers For passengers, the airport provides a transition point between the ground and air transportation modes, or a connection point between two flights. Different sub-types of passengers have been identified (Neufville Odoni 2003): 1) Arriving passengers 2) Originating passengers 3) Transfer passengers 4) International and domestic passengers 5) Charter and low-fare airline passengers 6) Shuttle/commuter passengers These passenger types are not mutually exclusive; rather, an individual passenger may be a member of more than one subtype of passenger categories. Arriving and originating passengers are commonly referred to as origin and destination (OD) passengers. Independent of the passenger classifications according to the above attributes, the passengers may be viewed in two different capacities in the context of this analysis. First, passengers can be viewed as participants in the economic system, either as business travelers or as tourist/leisure travelers, purchasing services from airport service providers and interacting in different ways with local businesses and the local community. Second, passengers can be viewed as individual travelers that have expectations about receiving quality services, and passing through the airport system in a convenient manner. These two perspectives have different implications on the goals for the airports and will be treated separately in the following subs ections. a) Passengers as Economic Participants Passengers may participate in the economic system in one of several ways: 1) As origin leisure/personal travelers: These are passengers from the local community that use the airport as their departure point for leisure or other personal travel. 2) As origin business travelers: These are travelers representing local businesses, using the airport as their departure point. 3) As destination leisure/personal travelers: These are visitors to the region, for tourism or other personal purposes. 4) As destination business travelers: These are business travelers coming to visit local businesses. If the airport’s traffic is heavily geared toward OD traffic, then demand at the airport is more heavily dictated by the local economy. In contrast, significant connecting (transfer) passenger levels are less sensitive to the performance of the local economy, but those traffic volumes may represent vulnerability for the airport since they are to a greater degree dictated by a carrier’s viability and route decisions. Passengers contribute toward the financing of airport capital improvement projects through Passenger Facility Charges (PFCs) of up to $4.50 per passenger. PFCs are paid directly by passengers through airline tickets and proceeds must be used for capital improvements at the airport that collected them (Wells Young 2003). The goals for passengers as economic participants relates to the cost of travel: Providing access to low airfares is a key objective for the airport in the view of air passengers. b) Passenger as Travelers When considering the passengers as travelers as a stakeholder group, the focus is on the passenger as an individual. The goal of the airport from the individual passenger viewpoint is, moving passengers quickly and conveniently to where they need to go. This view considers the airport as a transit point from one mode of transportation to another, or as a connection point between two different flights. Ensuring on-time performance was raised as the most important aspect to achieving this objective. 2) Business, Commerce, Tourism, Arts, Sports, and Education Organizations The organizations that in various ways are customers of the airport have been summarized as â€Å"business, commerce, tourism, arts, sports, and education organizations†. Some organizations are direct users of the airport by importing or exporting services (i.e. business travelers) and goods (raw materials or finished goods). Other organizations are indirect customers of the airport as a result of their custome rs (e.g. tourists) traveling through the airport. The term â€Å"organizations† is used to encompass both for-profit and not-for-profit organizations. Organizations Organizations whose clients arrive through the airport Organizations that are direct users of the airport Importers of services and goods Exporters of services and goods The airport serves as an engine of business activity for the organizations in the region. The airport drives and supports economic activity in several different ways, including both through business activities directly at the airport and through business activities throughout the regional economy (Button Stough 2000). Underlying goals for maximizing this economic activity include maximizing passenger volumes and traffic at the airport as well as maximizing the number of destinations served and the frequency of those services (Matt Erskine, Greater Washington Board of Trade 2009). As a result of the different types of use of the airport described in the previous paragraph, the priority of one goal over another varies between organizations. 3) Air Carriers Air carriers provide the air transportation service from the airports. Air carriers include both passenger and cargo carriers and are classified into three subcategories (Environmental Protection Agency 2000): 1) Large certified carriers: These carriers have a certificate to carry 61 passengers or more, payload equal to or greater than 18,000 pounds, or conduct international operations. 2) Small certified carriers: These carriers fly aircraft that carry less than 61 passengers, carry less than 18,000 pounds, and do not conduct international operations. 3) Commuter carriers: These are air taxis with a published schedule of at least five weekly round trips between at least two airports. Air carriers select airports based on the passenger demand for service to/from the airports (i.e. revenue generation potential) and based on the cost of operating at the airport. The airlines have the objective of achieving high yields, (Doganis 2002). Airports serve the role of providing access to high yield markets. Attractive airports ensure low cost of air carrier operations at the airport. This includes both minimizing direct fees charged to air carriers through the maximization of non-aeronautical revenues (Dallas Dawson, Tampa International Airport 2009) and minimizing costs incurred by air carriers through delay on the ground (Peter Stettler, Ricondo and Associates 2009). An airport may serve either as a hub for a carrier, with a high portion of that carrier’s flights operating to/from the airport, or as a non-hub airport with a lower portion of flights for a given carrier (Belobaba et al. 2009). In either situation, the airport should act as an efficient hub/connection point, contributing to ensuring air carriers’ on time performance (Pat Oldfield, United Airlines 2009). In addition, it is the expectation of air carriers that airports ensure safety of operations on the airport surface (Kurt Krummenacker, Mood ys 2009). 4) General Aviation Users General aviation encompasses many types of aviation outside the air carrier definition, including (Wells Young 2003). 1) Air taxi operators (except those air taxi operators listed in section IV.A.3) 2) Corporate-executive transportation 3) Flight instruction 4) Aircraft rental 5) Aerial application 6) Aerial observation 7) Business 8) Pleasure Several of the goals listed for air carriers also apply to general aviation in terms of on-time performance, low costs, and safety. However, a representative of a business aviation organization defined the primary goal of airports as serving as access point to the national air transportation system by providing good availability and high capabilities in terms of instrumentation and services (Jeff Gilley, National Business Aviation Association 2009). 5) Airport Organization The airport organizational structure varies (Neufville Odoni 2003) and can be comprised of an individual airport such as Dallas Fort Worth Airport (DFW) (DFW Airport 2009) or as a group of airports managed by the same organization, such as the Metropolitan Washington Airports Authority (MWAA) (Metropolitan Washington Airports Authority 2009). The airport organization is overseen by a board appointed by local governments. In larger airports or systems of airports, a common feature is that the organization includes a separation of operating units which carry out on-going management of airport operations, and they are separate from staff units which have responsibility for (among several other areas) infrastructure development (Neufville Odoni 2003). The airport itself pays for some capital infrastructure projects. Airport operating revenues come from sources such as landing fees, terminal leases and proceeds from concessions sales. This revenue is used to pay for the airport’s operating expense, but any surplus can be used to contribute toward capital improvements. A set of goals for the airport organization can be derived from studying airports’ strategic plans and objectives and from interviewing airport management experts. The primary objective (sometimes referred to as the â€Å"mission†) of the airport is to provide access to high quality air services to its region. Other goals, such as ensuring strong financial performance and high operational efficiency, are considered as â€Å"means to an end† in that they enable the airport to achieve this overarching goal (DFW Airport 2008; Hillsborough County Aviation Authority 2006). A summary view of the airport’s goals is presented using the structure of Denver International Airport’s strategic plan (Denv er International Airport 2009): 1) Excel in airport management: This goal includes: a) Achieve high security and safety (City of Cleveland, Department of Port Control 2007; Denver International Airport 2009; Hillsborough County Aviation Authority 2006) b) Grow revenue and manage costs (City of Cleveland, Department of Port Control 2007; Denver International Airport 2009; DFW Airport 2008; Hillsborough County Aviation Authority 2006) c) Drive economic growth (Denver International Airport 2009) d) Grow passenger numbers (City of Cleveland, Department of Port Control 2007; Denver International Airport 2009) e) Provide access to a high number of destinations and a high frequency of service (Denver International Airport 2009). This goal relates immediately to the primary objective of the airport described above. Airport management must also achieve a balance where sufficient infrastructure capacity exists for handling traffic while capacity is at the same time not over-built (Paul McKnight, Jacobs Consultancy 2009; Frank Berardino, GRA Inc 2009). Additionally, a key objective for airports is to maximize non-aeronautical revenues since that provides diversified revenues and allows for keeping usage charges to air carriers low, thereby potentially attracting more traffic (Chellie Cameron, MWAA 2009; Peter Stettler, Ricondo and Associates 2009; Seth Lehman and Emma Walker, Fitch Ratings 2009). 2) Provide high levels of customer service: This goal includes ensuring a good experience for both passengers and other customers (City of Cleveland, Department of Port Control 2007; Denver International Airport 2009; DFW Airport 2008; Hillsborough County Aviation Authority 2006). 3) Develop environmentally sustainable practices and minimize noise: This goal includes minimizing emissions, energy consumption, etc., within the airport (Denver International Airport 2009; City of Cleveland, Department of Port Control 2007). Some airports, such as Sea-Tac, are also beginning to expand their focus by considering greenhouse gas emissions not only from the airport-controlled operations but also from airlines and other tenants as well as the public (Port of Seattle, Sea-Tac Airport 2007). Related to this is the goal of minimizing airport-related noise (Neufville Odonin2003). 4) Develop high-performing employee teams: This goal relates to developing effective and skilled employees (City of Cleveland, Department of Port Control 2007; Denver International Airport 2009) and maximizing employee engagement (DFW Airport 2008). 5) Enhance competitive advantage: This goal includes providing competitive user rates and protecting the airport’s physical infrastructure (Denver International Airport 2009; City of Cleveland, Department of Port Control 2007). Some of these goals may be in competition with each other. For instance, the goal of maximizing non-aeronautical revenue can conflict with the goal of developing environmentally sustainability and providing a good experience for passengers: The latter two goals would be aided by promoting and developing access to public transportation access modes to the airport such as bus or rail. However, the goal of maximizing non-aeronautical revenue is better served by maximizing revenue-generation in the form of parking revenue from private vehicles. In such instances, airport management must balance the competing priorities in order to accomplish the goals of the airport. 6) Investors and Bond-Holders The majority of airport debt is of the general airport revenue bond (GARB) type. GARB means that the bond is backed by revenues generated from airport operations and not backed by any government funding source. The credit ratings agencies Moody’s, Standard and Poor’s, and Fitch Ratings participate in this system by assigning grades of investment quality to the airports’ bonds. The ratings agencies’ ratings affect the interest rates and terms of the bonds (Wells Young 2003). A large number of factors impact the bond ratings, including: 1) Historical and projected population growth 2) Historical and projected employment expansion and mix 3) Passenger growth 4) Airport utilization trends 5) Portion of origin and destination (OD) traffic 6) The importance of the facility to the overall US system of airports 7) Whether the airport is in a favorable geographic location (e.g. is it a natural hub location?) 8) Airfield capacity and attractiveness of facilities 9) Debt burden and carrying costs 10) Financial strength of carriers with a lot of connecting traffic, and their level of commitment to the airport 11) The role of the airport in the dominant carrier’s network 12) The level of legal flexibility for the airport to change the rates it charges air carriers 7) Concessionaires Airport concessionaires operate passenger services in terminal buildings and may include food and beverage services, retail services, and hotels. Concessions operators pay the airport organization a fixed annual fee and/or a percentage of gross revenues (Wells Young 2003). Considering the concessions operators’ objective of maximizing profits, the goals of the airport for these operators are deduced to be maximizing passenger volumes and minimizing the fees paid to the airport organization. 8) Service Providers The service providers are private operators that offer services to air carriers and general aviation users. Independent operators may supply these services (e.g. fixed-base operators, FBOs), but some of the services may also be provided by the airport operator, the airline itself, or by another airline. Services provided include (Neufville Odoni 2003): 1) Supply of aviation fuel and oil 2) Baggage handling and sorting 3) Loading and unloading of aircraft 4) Interior cleaning of aircraft 5) Toilet and water service 6) Passenger transport to/from remote stands 7) Catering transport 8) Routine inspection and maintenance of aircraft at the stands 9) Aircraft starting, marshalling, and parking 10) Aircraft de-icing 11) Passenger handling (e.g. ticketing and check-in) 12) Cargo and mail handling 13) Information services 14) Preparation of handling and load-control documents 15) Supervisory or administrative duties Similar to concessionaires, independent service providers pay a fee to the airport organization which is typically a percentage of gross revenues (Neufville Odoni 2003). In a parallel to concessionaires, service provider goals for the airport would include maximizing traffic volumes and minimizing the fees paid to the airport organization. 9) Employees The employee category includes both direct employees of the airports organization as well as employees of companies operating at the airport, such as concessions operators. Some employees are organized into unions, such as the Service Employees International Union (SEIU USW West 2009) and Unite Here (Unite Here 2009). The objective of the airport from the perspective of those unions is to provide secure jobs, wages, and benefits (Unite Here 2009). 10) Federal Government The federal government participates in the airport system in three different roles: As a bill-payer, as an operator, and as a regulator. Each of these roles will be addressed in this section. In terms of the government’s role as a bill payer for the system, the Airports Improvement Program (AIP) is administered by the FAA and its funding comes from the Airport and Airway Trust Fund, which in turn is funded by user fees and fuel taxes. AIP funds can be applied toward projects that support aircraft operations including runways, taxiways, aprons, noise abatement, land purchase, and safety, emergency or snow removal equipment. In order to be eligible for AIP funding, airports must be part of the National Plan of Integrated Airport Systems (NPIAS), which imposes requirements on the airport for legal and financial compliance (Wells Young 2003). The NPIAS has two goals: To ensure that airports are able to accommodate the growth in travel and to keep airports up to standards for the aircraft that use them (FAA 2008). The government’s role as airport operators includes three different agencies: 1) FAA: The FAA is the operator of ramp, ground, local, and departure/arrival air traffic control services (United States Code of Federal Regulations 2010). 2) Transportation Security Administration (TSA): The TSA provides passenger and baggage security screening services. The TSA states that it is the goal for its baggage screening operations to screen for explosives and other dangerous items while maximizing efficiency (Transportation Security Administration 2009). This can be translated to state that it is the goal for the airport to ensure secure transportation of people and goods while minimizing the impact of security measures on legitimate travelers and goods. 3) Customs and Border Protection (CBP): The CBP is responsible for operating passport control and customs inspections at international airports. The CBP states that it is its mission to protect â€Å"our nation’s borders from terrorism, human and drug smuggling, illegal migration, and agricultural pests while simultaneously facilitating the flow of legitimate travel and trade† (Customs and Border Protection 2009). Just as for the TSA, this can be translated to state that it is the goal for the airport to ensure secure transportation of people and goods while minimizing the impact of security measures on legitimate travelers and goods. Lastly, the federal government is a regulator of the airports system. Airports that are included in the NPIAS are subject to a number of federal regulations that are enforced by the FAA and the Transportation Security Administration. The regulations apply to both the airport infrastructure as well as to service providers within the airport systems. The purpose of these rules is to ensure the safe and efficient operations of public-use airports (Wells Young 2003). 11) Local Government US airports are with few exceptions not private, profitmaking enterprises. Instead, airports are typically owned and operated by public entities such as cities, counties, or local airport authorities (Neufville Odoni 2003). For instance, Washington’s Dulles and National airports are owned and operated by the Metropolitan Washington Airport’s Authority (MWAA). The MWAA is officially a body independent of the local government but its board is appointed by the Governor of Virginia, the Mayor of the District of Columbia, the Governor of Maryland and the President of the United States). Similarly, Newark, LaGuardia, JFK, Stewart International, and Teterboro airports in metropolitan New York City are owned by the Port Authority of New York and New Jersey (The Port Authority of New York and New Jersey 2009). Dallas-Fort Worth Airport is jointly owned by the City of Dallas and the City of Forth Worth (DFW Airport 2009). The government owners in the form of city and local governments are represented by an airport board which is responsible for the strategic direction of the airport and for appointing airport management (Wells Young 2003). The local government is supported in an advisory role by federally funded Metropolitan Planning Organizations (MPOs) who are charged with assisting in planning for aviation and other transportation infrastructure for the local region (Association of Metropolitan Planning Organizations 2010). State and local government also contribute as bill-payers for capital improvement projects (Airports Council International North America 2009). The objectives of the airport from the point of view of the local government is representative of those of the local community it represents and involves both maximizing its positive effects while minimizing its negative effects. One form of positive impact of the airport is in the shape of economic effects. There is significant literature on the economic impact of airports. However, many studies are sponsored by the airports authorities themselves, making them more political than analytical. Although there may be no definitive measure of the economic impact of airports, a structure for the types of impacts of airports to their regional communities has proposed (Button Stough 2000): 1) Short-term impact from construction, expansion, and renovation of airports 2) Sustained impact in the form of jobs at the airport (direct impact) and off-airport jobs that result from the â€Å"multiplier effect† of the income generated by employees at the airport 3) Stimulus of the local economy as a result of firms and individuals having air transportation services at their disposal 4) Spurring other economic development by crossing thresholds for economies of scale, scope, and density. The authors note that this last form of impact is very difficult to quantify. COMMUNICATION PLAN Communication Objectives The objective of this strategic communications plan is to serve as a road map for how communications will be done between members of the project team as well as the stakeholders.. This plan comprises objectives, strategies and tactics for how team correspondence will be performed between each facet of the project team.. Works Cited Kurt Krummenacker, Moodys, 2009. Interview of Kurt Krummenacker, Moodys, by David Schaar, George Mason University. Metropolitan Washington Airports Authority, 2009. Metropolitan Washington Airports Authority, Facts. Available at: http://www.mwaa.com/about_the_authority/facts [Accessed October 15, 2012]. Neufville, R.D. Odoni, A.R., 2003. Airport systems, McGraw-Hill Professional. Port of Seattle, Sea-Tac Airport, 2007. Port of Seattle,Seattle-Tacoma International Airport,Greenhouse Gas Emissions Inventory 2006, Sarkis, J., 2000. An analysis of the operational efficiency of major airports in the United States. Journal of Operations Management, 18(3), 335-351. Sarkis, J. Talluri, S., 2004. Performance based clustering for benchmarking of US airports. Transportation Research Part A: Policy and Practice, 38(5), 329-346. Schap, D., 1986. Municipal ownership in the electric utility industry, Praeger. SEIU USW West, 2009. SEIU USW West About Us. Available at: http://www.seiu-usww.org/about/Default.aspx [Accessed October 16, 2012]. Smith, D.M., 1979. Where the grass is greener, Taylor Francis. The Port Authority of New York and New Jersey, 2009. Overview of Facilities and Services About the Port Authority. Available at: http://www.panynj.gov/about/facilities-services.html [Accessed October 18, 2012]. Transportation Security Administration, 2009. Transportation Security Administration What We Do. Available at: http://www.tsa.gov/what_we_do/index.shtm [Accessed October 16, 2012]. Unite Here, 2009. Unite Here. Available at: http://www.unitehere.org/about/airports.php [Accessed October 16, 2012]. United States Code of Federal Regulations, 2010. Title 14,Part 91. Available at: [Accessed February 5, 2010]. Upham, P.J., 2003. Towards sustainable aviation,Earthscan. US-Citizens Aviation Watch, 2009. US-Citizens AviationWatch. Available at: http://www.us-caw.org/ [Accessed October 16, 2012]. Wells, A.T. Young, S.B., 2003. Airport planning management, McGraw-Hill Professional. White, E.T., 1976. Utilities, Dept. of Defense, National Defense University, Industrial College of the Armed Forces. Wolfe, H.P. NewMyer, D.A., 1985. Aviation industry regulation, SIU Press.

A study of knowledge management leadership

A study of knowledge management leadership For the purpose of the assignment, the telecommunication industry was chosen from the services industry from Great Britain. Vodafone Group plc. (LSE: VOD, NASDAQ:  VOD), being a British multinational mobile network operator headquartered in Newbury, England has established prominent state within the business world. Vodafone is the worlds largest mobile telecommunication network company, and has a market value of about  £71.2 billion (November 2009). A multinational corporation (MNC) or transnational corporation (TNC), also called multinational enterprise (MNE), is a corporation or an enterprise that manages production or delivers services in more than one country. It can also be referred to as an international corporation. The first modern multinational corporation is generally thought to be the East India Company. It currently has operations in 31 countries and partner networks in a further 40 countries. It is the worlds second largest mobile phone operator behind China Mobile a nd over Telephonic based on subscribers, with over 427 million subscribers in 31 markets across 5 continents as of 2009. In the UK, its home ground, Vodafone has badly underperformed in the last few years due to brisk change in administration. It has slipped from first to third largest telecom operator generating revenue of  £4.9 billion from its 18.7 million customers in 2008-09. As of March 31, 2009, the company employs more than 79,000 people worldwide. The name Vodafone comes from voice data fone, chosen by the company to reflect the provision of voice and data services over mobile phones. (BBC, 2009) Vodafone has been working and operating within many countries and have created several opportunities of working with local companies. February 2010, Vodafone announced that it is bringing M-PESA, one of the worlds most successful mobile money transfer services, to South Africa, to be deployed by its subsidiary, Vodacom South Africa and its South African banking partner. With approximately 26 million people in South Africa without official bank accounts, M-PESA will enable millions of mobile phone subscribers who have access to a mobile phone, but do not have or have only limited access to a bank account, to send and receive money via their mobile phones. The M-PESA service was developed by Vodafone and has already been deployed by Safari com in Kenya, Vodacom in Tanzania and Roshan in Afghanistan (branded M-Paisa). More than 11 million registered customers now rely on their mobile phones for money transfer, airtime top-up and bill payments. Vodafone takes an unusual tack with success ful candidates. Vodafone feeds back information on how people performed into their development plans as no one is ever a 100 per cent fit. The assessment process is constantly re-evaluated, with employees being assessed regularly on their background and personality. It also tracks new hires on attrition, sickness absence, performance in training and performance in the job. The process clearly works. They recruit fewer people than before because there assessment process has had such a positive effect on both attrition and performance. Theres a key attrition measure in call centres at 13 weeks into the job. Its the first pinch-point. Theyve improved there dramatically by selecting the right people at the outset. There are several factors that influence the working of multinational companies such as market imperfections and international powers. For the company under consideration, the market imperfections are the possibility of not knowing the local laws, local customers or businesses. The international power factors could be tax exemption, market withdrawal, lobbying, patents and government powers. The SECI model (the acronym stands for Socialization, Externalization, Combination, Internalization) was first proposed in 1991 (Nonaka 1991), though was refined and expanded for a broader audience in the popular book The Knowledge Creating Company (Nonaka Takeuchi 1995). The SECI model met with broad acceptance, especially among management practitioners, due to its intuitive logic and clear delineation of knowledge types between tacit and explicit knowledge-utilising this knowledge delineation first espoused in management theory by Polanyi (1958). The core behavioural assumption in the model is that knowledge creating companies continually encourage the flow of knowledge between individuals and staff groups to improve both tacit and explicit knowledge stocks. Thus, knowledge value is created through synergies between knowledge holders (both individual and group) within a supportive and developmental organisational context. Figure (The Key Elements of the SECI Model, In the above diagram, the I, G, and O symbols represent individuals) group and organization In 1998 a third, more challenging, cultural assumption was added to the SECI discussion. Nonaka and Konno (1998) introduced the Japanese concept of Ba, a philosophical construct rooted in Japanese society that relates to the physical, relational and spiritual elements of place, or perhaps more expansively context. In the strategic management and organisational theory literatures, organisations are increasingly conceptualised in terms of their knowledge and capabilities (Poppo Zenger 1998), and less in terms of their physical and financial assets. Further, organisational alliances that draw together firms are being viewed as conduits for information and knowledge flows between organisations (Grant Baden-Fuller 2004). Trans-National Corporations (TNCs) sometimes referred to as multinational companies, are enterprises that control economic assets in other countries generally this means controlling at least a 10% share of such an asset. These companies command enormous financial resources, possess vast technical resources and have extensive global reach. In 2002, the most recent year for which full data are available, FDI made throughout the world totalled some $651bn. While most FDI goes to developed countries; for developing countries it is by far the largest source of external finance. The figures are striking: In 2002 $162bn in FDI went to developing countries. By comparison, official development assistance (ODA) amounts to some $58bn annually and remittances, another significant source of funds for poor countries, totalled $93bn in 2003. Above mentioned picture shows that Developed market multinationals gives more emphasis to Process Technology and Organizational Architecture. Their operating model is process technology driven and results were judged on the basis of performance metrics. They give very less importance to Leadership skills Inter-personal relationship between people however opposite is true for Emerging Market multinationals where more emphasis is given to Leadership Inter-personal relationship between people and less importance is given to process technology, organizational Architecture metrics. For Example: In the oil and gas industry, for instance, emerging-market NOCs do not seem to rely as systematically on the strict net-present-value metric that IOCs use in their decision-making process-which is consistent with a more-risk conscious leadership style. Rather than adopting this metric, NOCs change the game by creating deals that involve aid and infrastructure packages. This signals a market development mind-set as opposed to a market-exploitation mind-set. Knowledge Management plan: Overview Knowledge Management (or KM) refers to the processes and/or tools an organization uses to collect, analyse, store, and disseminate its intellectual capital. Besides deployment of appropriate technology and processes by a business enterprise in order to maintain and retain its intellectual capital, effective KM also refers to making optimum use of experience and understanding of organizational knowledge, in general. This includes a wide range of information artefacts, such as inherent knowledge-based documents (reports) available internally within the organization, as well as related information from the external resources. Definition A logical extension of this concept is into the entire organization, in the form of Enterprise Knowledge Management (EKM). Among the areas of greatest concern for the modern knowledge worker (from CIO down to the Content Manager), is identifying, collecting, securing and maintaining the information (aka knowledge base) of the organization. Without a process to ensure this systems usefulness, there are invariably holes which are only found when a user tries to obtain that (missing) information. As Intellectual Capital This intellectual capital can include training materials, processes, procedures, documents, ideas, skills, experiences, and much more. An effective Knowledge management plan allows a company to quickly and easily share this intellectual capital among the organization so it is available on-demand at any time it is needed. (EEC) KM Types KM can take many forms, depending on the purpose and requirements. The following is a partial list of related types of KM from which an organization may select one or many: Content Management Data Management Records Management Document Management Portal Online Education Information Architecture Knowledge Discovery Knowledge Retrieval KM Storage Methods of storing and sharing this intellectual capital include searchable knowledge bases, Learning Management Systems, other types of databases, enterprise portals, groupware tools, and email. KM Leadership Knowledge management leadership, in terms of position types and their associated titles, covers a broad category of positions and responsibilities. Chief Knowledge Officer (CKO), like any executive-level corporate leader, handles for enterprise-wide coordination of all KM-related issues and projects. Few corporations maintain a CKO or equivalent officer within their organization. More likely, this responsibility would fall either within the scope of the CIO or a director-level Knowledge Manager. Various categories within the lower-level Knowledge Management career field may be: Knowledge Analyst (Content Manager), Knowledge Engineer (Software Specialist), or, Knowledge Steward (Librarian). These are general career titles, since a specific taxonomy does not currently exist which applies to all organizations or positions within the emerging field of KM. Most of the challenges in knowledge management primarily stem from the types of knowledge reuse situations and purposes. Knowledge workers may produce knowledge that they themselves reuse while working. However, each knowledge re-use situation is unique in terms of requirements and context. Whenever these differences between the knowledge re-use situations are ignored, the organization faces various challenges in implementing its knowledge management practices. The Knowledge Management system enables employees to have ready access to the institutional documented base of facts, information sources and solutions. A typical claim justifying the creation of a KM system might run something like this: an engineer could know the mobile applications can help in transferring money to other countries without any security concerns. Sharing these informations widely could lead to more valuable money transfer plan leading to ideas for new or improved equipment. Following factors incorporate manag ement system such as Purpose: the Knowledge Management System depends upon explicit knowledge management objectives towards collaboration, effective practice and team work. Context: Knowledge is information that is significantly well thought-out, accumulated and embedded in a framework of creation and application. Processes: Knowledge Management System are always developed to sustain and extend knowledge-intensive processes, tasks or projects of e.g., designing, construction, identification, capturing, acquirement, variety, valuation, organization, linking, structuring, formalization, evolution, accessing, visualization, transfer, distribution, retention, maintenance, refinement, revision, retrieval and last but not least the application of knowledge, also called the knowledge life cycle (KLC). Participants: KMS designs are held to reflect that knowledge is developed collectively and that the distribution of knowledge leads to its continuous change, reconstruction and application in different contexts, by different participants with differing backgrounds and experiences. Although this is not necessarily the case. Employees can engage in recreation the roles of active, involved participants in knowledge networks and communities fostered by Knowledge Management System. Instruments: KMS support KM instruments, e.g., the capture, creation and sharing of the modifiable aspects of practice, skill management systems, collaborative filtering and handling of interests used to hook up people, the creation and fostering of communities or knowledge networks, the creation of corporate knowledge directories, taxonomies or ontologies, expertise locators. KM systems are being used within many transnational organizations with many success stories. The advantages claimed by the KM systems are: Sharing valuable institutional information throughout organizational hierarchy: Knowledge and information sharing are regarded as means to use resources more effectively in order to reduce costs and gain a competitive advantage (cf. Chuang, 2004; Johannessen and Olsen, 2003; Ringel-Bickelmaier, 2000; North, 2005). As a common feature, all international organizations work within the restraint of a tight regular budget that needs to be managed as effectively and ef ¬Ã‚ ciently as possible. Almost all international organizations have accordingly installed controlling systems or rede ¬Ã‚ ned their tasks as business cases. It includes creating plans such as helping in identifying, create, capture and share knowledge systematically in order to assist working smarter rather than harder. Modern strategies for improved reputation advertising capabilities and getting resource returns for further enhance development agenda; Widened pool of targeted knowledge makes organizational learning more strategic as Efficiency gains though improved results. Through the systematic system, the companies can avoid re-discovering the wheel, reducing outmoded work as well as committing same mistake again and again. It helps the businesses to improve the cost; time spent as well the better risk management. May lessen new employees training time. After the employee leaves, retention of Intellectual Property if knowledge can be codified. Knowledge sharing behaviours and facilitate knowledge transfer This study aims to examine the factors affecting knowledge sharing behavior in knowledge-based communities because quantity and quality of knowledge shared among the members play a critical role in the communitys sustainability. Past research has suggested three perspectives that may affect the quantity and quality of knowledge shared: economics, social psychology, and social ecology. In this study, we strongly believe that an economic perspective may be suitable to validate factors influencing newly registered members, knowledge contribution at the beginning of relationship development. Accordingly, this study proposes a model to validate the factors influencing members knowledge sharing based on Transaction Cost Theory. By doing so, we may empirically test our hypotheses in various types of communities to determine the generalizability of our research models. Benefits to sharing knowledge include: Enhancement of effectiveness and efficiency by spreading good ideas and practices. Cost effectiveness knowledge is developed and then re-used by many people. Time savings Professionals learn from their mistakes and those of others. Emotional relief and decreased tension are experienced when problems are shared. Bonds and connections between professionals are strengthened; solving problems brings people together. More sophisticated ideas, insights and information sources are applied to problems resulting in better solutions. Innovation and discovery increase as does: excitement, engagement and motivation. A feeling of satisfaction from sharing knowledge, much like giving charity, results from making a contribution to society. Respectful ways of using knowledge with attribution and permission benefit the person who generates the knowledge and the person who shares it. Management Development plan Management Development is the process by which managers learn and improve their expertise not only to benefit themselves but also their employing organisations. There are various approaches to management development programmes such as follow. Mentoring Mentoring is to support and encourage people to manage their own learning in order that they may maximise their potential, develop their skills, improve their performance and become the person they want to be.  Eric Parsloe, the Oxford School of Coaching. Mentoring is a technique for allowing the transmission of knowledge, skills and experience in a supportive and challenging environment much like coaching. The same skills of inquiring, listening, clarifying, reframing and many of the same models are used. Mentoring can also work as a way of inducting employees, as a form of employees development across departments and as a means of simple skills transfer. However, mentoring relationships can be much more long term, for example in a sequence planning scenario a regional finance director might be mentored by a group level counterpart where they might learn the basics of dealing with the boardroom, presenting to analysts, challenging departmental budgets, etc. all in a supportive environment. This is particularly productive when there is a gender or ethnic dimension to the relationship. An effective mentoring liaison is a learning opportunity for both parties.  Mentoring relationships work best when they move beyond the directive appr oach of a senior colleague telling it how it is, to one where both learn from each other. Management Coaching and Development The challenge of maintaining competitive advantage, delivering growth plans, restructuring and downsizing has never been greater. Developing people to deliver to their maximum potential can mean the difference between success and failure. And successful organisations know that developing their people not only leads to increased business performance, but that it is also a key factor in staff engagement and retention. In tough times, organisations that axe development activity do so at their peril. Coaching Although there is a lack of agreement among coaching professionals about precise definitions, in this service company, Coaching as developing a persons skills and knowledge so that their job performance improves, hopefully leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individuals private life. It usually lasts for a short period and focuses on specific skills and goals. There are some generally agreed characteristics of coaching in organisations: It is essentially a non-directive form of development. Coaching assumes that the individual is psychologically well and does not require a clinical intervention. It provides people with feedback on both their strong point and their weaknesses. It is a skilled activity which should be delivered by trained people. It focuses on improving presentation and developing individuals skills. Personal issues may be discussed but the emphasis is on performance at work. Coaching activities have both organisational and individual goals. Job rotation Job design  technique  in which  employees  are moved between two or more  jobs  in a planned manner. In Vodafone the objective  is to expose the employees to different experiences  and wider variety of  skills  to enhance  job satisfaction  and to cross-train them. Job rotation is a great way to discover your strength and interest in different areas of the Vodafone. On the job training This will be for the assistants who join fresh to help managers. A mapping procedure will be followed by the HR, to place the new assistant with a manager that has expertise in the field that the assistant aspires to enhance his/her skills. This will help reduce the training cost of the company and help the fresher become confident and be integral to the company Business Workflow Analysis In Vodafone Company the workflows is to diagram the way that a company works in an easy-to-read format. This chart allows managers to assess the way the company is performing and determine how productive its methods are. Flaws in the process where time or resources are wasted can often be identified quickly in format of a  workflow. These issues can then be addressed by preparing a new, more efficient business  workflow  to demonstrate the changes that need to be made. Upward feedback In leadership development and management development, upward feedback (also known as manager feedback and subordinate appraisal) is a structured process of delivering feedback from subordinates to managers, intended to identify ways to increase management effectiveness and enhance organizational performance.   Supervisory training This training provides an opportunity to learn about the transition to leadership so that new managers and supervisors can be more successful in their new role. For more experienced managers and supervisors, the training offers an opportunity to reflect on the style they have adopted in performing their duties, and it shows where they can make improvements. This is particularly true for those who have come up through the ranks over the years and now face a very different workforce, workload, and set of community expectations. This training is intended to help you better understand your role and provide strategies to enhance your effectiveness as a leader. Management Development Theories: The human relations and human factors approaches were absorbed into a broad behavioural science movement in the 1950s and 1960s. This period produced some influential theories on the motivation of human performance. For example, Maslows hierarchy of needs provided an individual focus on the reasons why people work. He argued that people satisfied an ascending series of needs from survival, through security to eventual self-actualization. In the same period, concepts of job design such as job enrichment and job enlargement were investigated. It was felt that people would give more to an organization if they gained satisfaction from their jobs. Jobs should be designed to be interesting and challenging to gain the commitment of workers a central theme of HRM. Scientific Management Theory (1890-1940) At the turn of the century, the most notable organizations were large and industrialized. Often they included on going, routine tasks that manufactured a variety of products. The United States highly prized scientific and technical matters, including careful measurement and specification of activities and results. Management tended to be the same. Frederick Taylor developed the :scientific management theory which espoused this careful specification and measurement of all organizational tasks. Tasks were standardized as much as possible. Workers were rewarded and punished. This approach appeared to work well for organizations with assembly lines and other mechanistic, routinized activities. Bureaucratic Management Theory (1930-1950) Max Weber embellished the scientific management theory with his bureaucratic theory. Weber focused on dividing organizations into hierarchies, establishing strong lines of authority and control. He suggested organizations develop comprehensive and detailed standard operating procedures for all routinized tasks. Human Relations Movement (1930-today) Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioural sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioural sciences (some had name like theory X, Y and Z). Points to consider *. What is the value of theory? Specifically, what is the value of a theory that has gone out of fashion? Most theories are not entirely new they adapt or develop older concepts as a result of perceived inadequacies in the originals. Management thinking is like an incoming tide: each wave comes further up the beach, then retreats, leaving a little behind to be overtaken by the next wave. You can also consider the limitations of common sense and the fact that most problems have been experienced already, in some form, by someone else. We can learn from that wider experience, whereas common sense is essentially individual. Conclusion: The SECI models help the business to improve the business turnout through traditional strategies such as emotional and regional factors. The Vodafone are employing all these strategies in order to strengthen their roots within those communities through the theses money transfer campaigns and employing people from those countries to introduce the desired factors within Knowledge system. Also thorough the management development schemes, Vodafone are getting the best out of them by educating and empowering them with the modern techniques. Nonaka, I Takeuchi, H 1995, The knowledge creating company. How Japanese companies create the dynamics of innovation, Oxford University Press, New York. Nonaka, I 1991, The Knowledge Creating Company, Harvard Business Review, (November-December), pp. 96-104. Nonaka, I, Toyama, R Konno, N 2001, SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation, in I Nonaka DJ Teece (eds.), Managing Industrial Knowledge: Creation, Transfer and Utilization, Sage, London, pp. 1-43. Poppo, L Zenger, T 1998, Testing alternative theories of the firm: transaction cost, knowledge-based, and measurement explanations for make-or-buy decisions in information services, Strategic Management Journal, 19 (9), pp. 853-877.

Journeys End by RC Sheriff - How does the Opening Grab the Audience’s Attention? :: English Literature

How does the Opening of Journey’s End grab the Audience’s Attention? R.C Sheriff’s â€Å"Journey’s End† is a piece of First World War literature and presents a realistic picture of life in the trenches as he had known it and a interpretation of the horrors from the war. It is set in 1918, and opens on Monday March 18th. It is placed in a dugout in the British Trenches before St Quentin. It is a powerful play expressing many different sides of the war from the death and fighting to the way the recruits spend their spare time. This play involves the â€Å"C† Company including a Company Commander and four officers. In Act 1 scene 1 the previous company has had a quiet posting with only irregular attacks and the German troup movements are just starting. The opening is one example of the way R.C Sherriff has tried to make it fun as well as stern. He opens with Hardy singing a song, â€Å"One and Two, it’s with Maud and Lou†¦Ã¢â‚¬ , which also shows that some parts are unrealistic and not showing a war the way we all know a war to be like. The first two characters we are introduced with are Hardy and Osborne. Hardy is the incompetent, casual and good humoured soldier which brings the hilarity and light hearted side of war to the audience’s attention. Osborne on the other hand is the opposite from Hardy. He displays experience and discipline to the dugout. He is also very fair-minded and level headed. In this scene they introduce Stanhope to the viewers but they have conflicting views on him. Hardy quotes: â€Å"Stanhope really is a freak† showing he doesn’t have a positive opinion on Stanhope. Whereas Osborne quotes in his favour â€Å"He’s a long way the best company commander we’ve got†. With the contrast in views and the appearance of Stanhope yet to be seen is making the audience question: â€Å"What is Stanhope really like?†. During the conversation between Hardy and Osborne we’re told that they are expecting a new officer, from Osborne saying, â€Å"I hope we’re lucky and get a youngster straight from school. They’re the kind that do best†. There is also a question over â€Å"The Big Attack† which we are yet to be knowledgeable about. This is known because the conversation, â€Å"†¦the big German attack’s expected any day now†¦ I should think you’ll get it right in the neck† between the two officers tells us so, which keeps us interested to find out more. This play is a slice of real life with documentary realism. It has all the right parts to it from the comic of Hardy’s jokes to the

Underground Railroad :: essays research papers

One Way Trip to Freedom One hot day in 1850, a man named Jeb staggered out of the woods, looked about him to get his bearings, and plunged down a lane toward the river. He only had a few moments of freedom before he heard the baying of hounds. He splashed up to his knees in the shallow stream and wade. The dogs tried desperately to pick up the scent but the water had destroyed it. He had no time to waste. All he could think of was the North Star. That was his hope. That was where his freedom lay. (Flight to Freedom, Henrietta Buckmaster.) The Underground Railroad was a desire for all slaves. They would use the Underground Railroad when they were fed up with working for their owners to escape for freedom. The Underground Railroad is a part of my history. It has always interested me so I decided to look deeper into the history, the influential people, and the actual journey of the Underground Railroad.   Ã‚  Ã‚  Ã‚  Ã‚  Slavery had lain like a terrible sore on our country for two hundred years. Many were ashamed of it. Slave smuggling had became so profitable that the master of a slave ship could permit nine slaves out of ten to die from neglect and still lose no money. Humane men were deeply shock. They protested, and then they did more than protest they helped the Negro. The Black Africans who were enslaved fought against it from the start. Men like Thomas Jefferson, preparing the Declaration of Independence and the Constitution tried to have slavery outlawed. To abolish slavery meant to abolish profits which were astronomical, profits which were shared North and South. But to not abolish slavery struck at some of the deepest principles of Americans. For the next sixty years-until the crash of the Civil War- no issue was as important as slavery. It divided homes, it spoke for the conscience, it made political parties, it challenged religion, and it turned men into brutes and in to heroes. It created the Underground Railroad. The first slave who helped a fellow slave to escape drove the spike in this invisible railroad. The unknown first fugitive, the softly stepping men and women who dared the dangers of swamps and mountains and of cold and rain, the outstretched hands of friends, the disguises, the courage, the gunshots along the border, and a long invisible â€Å"train† which chugged so silently and sent up such invisible smoke- all these proved in the end irresistible.

Western Civilization Essay -- essays research papers

Western Civilization from 1589 to 1914 had many specific changes that contributed to the structure of the western world before World War I. In the absolutism state sovereignty is embodied in the person of the ruler. Kings were absolute kings and were resposible to no none except god. In the seventeenth and eighteenth centuries absolute rulers had to respect the fundamental laws of their land. They had to control competing jurisdictions, institutions or groups that were interested in their territory. They regulated religious sects. France of Louis was the classic model of absolutism. Louis XIV, " the sun king," was a devoted Catholic who believed that god had estalblished kings as rulers on the earth. The French language and culture became an international style because of him. People liked what he was doing, people really liked him. He effected the western world in a good way. He made them see that absolutism could indeed be very productive. Constitutionalism is the opposite of absolutism. Tis is the limitation of the state law. Under the constitutionalism, the state must be governed according to law, not by royal decree. It implies the balance of power of the government and the rights of the subjects. Constitutional governments may be either be republics or monarchies. Between 1603 and 1649 absolutism ran along second to English beliefs. This is when costitutionalism began to rise. This was also during the English civil war. This was a messy period for England. After this period however, the English monarchy was restored. The Stuart kings were stored in 1660. This did not however, help religion of the relationship between king and parliament. The test was passed in 1673. This stated that those who joined the church of England could not vote, hold office, preach, teach, attend universities or assemble, and these restrictions could not be upheld. Fear of a catholic monarchy led to the expulsion of James the 2nd and t he glorious revolution. Constitutionalism was the way of the future and in my own personal opinion it was the best way to go. Shortly after absolutism and constituionalism the scientific revolution came into effect. The scientfic revolution of the seventeenth century was the major cause of the change in world view and one of the key developments in the evolution of the weste... ... The American Revolution was fought from 1775-1789. The British wanted Americans to share the imperial expenses. The Americans did not like that so they fought for there freedom and they won. They won their independence. America’s greater political equality was matched by greater social and economic equality. By the time the American revolution ended in 1789 the French revolution began and went on until 1791. The French were influenced by the Americans so they decided to revolutionize too. By the 1780’s France’s government was nearly bankrupt as was the banking system. The French raised bread prices and prices on other essentials. France had to do something so they went to war. France did not endure the immediate successes the way the America did. Theirs was a more slow moving process but eventually they got there. These revolutions reinforced the enlightenment idea that a better life is out there. Everything that happened shaped western civilization in one way or another. None more so then the American Revolution. The western world looked at was going on and learned from it. Western civilization has come along way and yet has a long way to travel.

Renaissance Architecture

Renaissance Architecture Between 1400 and 1600 AD classical ideas of an † age of awakening† took place in Italy and northern Europe. This period was called † The Renaissance† which means †born anew† in French. Renaissance architecture was inspired by the architecture of classic/ancient Greece and Rome. Before Gothic architecture was very asymmetrical and complex. The renaissance architecture was highly symmetrical and very proportioned.Features Of Renaissance Buildings: †¢symmetrical arrangement of windows and doors †¢use of classical columns and pilasters †¢ triangular pediments †¢square lintel †¢arches †¢domes †¢niches with sculptures Great Renaissance Architects †¢Giacomo da Vignola †¢Andrea Palladio †¢Fillipo Brunelleschi †¢Michelangelo Buonarroti Examples Of Renaissance Buildings The San Gio Rigo Maggiore in Venice is an example for an renaissance building. †¢the Redentore in Venice t he basilica in Vicenza †¢the rotunda near Vicenza †¢the Louvre in Paris The Phases Of Renaissance For more than five centuries, artists in northern Italy were exploring new Ideas during the beginning of the early 1500s, Italy saw an explosion of talent and innovation. This period is called †The High Renaissance† during the next century renaissance ideas spread through northern Europe, slowly replacing the former Gothic approaches to art and architecture.During the 1600s renaissance ideas developed into heavily ornamented baroque style. Even after the renaissance period ended architects were inspired by renaissance ideas. In the 1700s and early 1800s, fashionable architects designed stately neo classical buildings. A century later, American architects like Richard Morris hunt designed grand renaissance revival style homes that resembled villas and palaces from renaissance Italy. Benny Opoku-Arthur Langston Beckford-Uibel

Ethical Issues in Human Cloning Essay

In the modern society, cloning has been described as the man-made, genetic duplicate of another living form (United Nation Educational, Scientific and Cultural Organization [UNESCO], 2005). Cloning of mammals has been a far-fetched idea to some scientists for a very long time. However, in 1997, Dr. Ian Wilmut, along with his team, successfully cloned a lamb from a mature ewe (Kass & Wilson, 1998). This announcement has caused a lot of positive and negative responses from medical and non-medical communities. Protests from religious groups, bioethicists, humanitarians, and the general public led former President Clinton, the United States president of that time, to form the National Bioethics Advisory Commission (NBAC) (Campbell, 1997). This committee then published a report and concluded that human cloning was morally unacceptable. It was then that government funds have been forbidden to be provided for human cloning research, making it illegal (Kass & Wilson, 1998). Critics of human cloning dispute that human cloning provides a number of medical risks that may harm the clone and the progenitor (Huang, 2001). Ninety percent of failure rate and high mortality rates in animal cloning have been reported. Dolly, the first lamb clone, was euthanized for developing old-age diseases despite her young age (Kass & Wilson, 1998). To create one successful clone, a huge number of unsuccessful embryos also have to be sacrificed. This concept has resulted in outrage among the critics of cloning for killing innocent clones for the benefit of one (Kuppuswamy, Macer, Serbulea, & Tobin, 2007). Apart from the medical risks of cloning, human reproductive cloning may also weaken the concept of kin and human reproduction (Kass & Wilson, 1998). A successfully cloned child would also have to face psychological problems such as personal identity and individuality. Designer babies and human enhancements will also be provided by reproductive cloning. Babies with perfect features and desirable characteristics will be available to high class societies because of the high-priced value of making them. Low class societies, on the other hand, will not be able to afford these babies, thereby creating a new form of discrimination that would further increase the gap between the rich and poor (Piercy, 1999). With human enhancements available, diseased and disabled people could be categorized as the â€Å"undesirables. † This implies that the lives of such persons are not worth living (Quick, n. d. ). In the society today, life is promoted and extended as much as possible. Discrimination is frowned upon and despised by all. Such ethical issues and many more are still being argued because of human reproductive cloning. Until these ethical issues are resolved, human cloning will still be morally unacceptable in the society. References Campbell, C. (1997). Cloning human beings: Religious perspective on human cloning. Retrieved from http://bioethics. georgetown. edu/nbac/pubs/cloning2/cc4. pdf. Huang, N. (2001). The ethics of human genetic cloning. MURJ, 4, 69–75. Retrieved from http://web. mit. edu/murj/www/v04/v04-Features/v04-f6. pdf. Kass, L. , & Wilson, J. (1998). The ethics of human cloning. Washington, CD: AEI Press. Kuppuswamy, C. , Macer, D. , Serbulea, M. , & Tobin, B. (2007). Is human reproductive cloning inevitable: Future options for UN governance. Yokohama, Japan: United Nations University – Institute of Advanced Studies. Retrieved from http://www. ias. unu. edu/resource_centre/Cloning_9. 20B. pdf. Piercy, E. (1999, December). Human cloning scientific, ethical and regulatory considerations relevant to cloning of human beings. Retrieved from http://www. aph. gov. au/house/committee/laca/humancloning/sub240. pdf. Quick, S. (n. d. ). Stem cell research and cloning—Science and ethics (Rev. ed). Retrieved May 27, 2010, from www. ethicalhealthcare. org/articles/quick_scr_cloning_ethics. pdf.