Learn More About Conjugations for the Italian Verb Restare

Overcoming Racism And Discrimination That Has Affected...

Overcoming Racism and Barriers to Counseling in Asian and Native Americans Both Asian Americans and Native Americans have faced oppression and discrimination for over two-hundred years (Hays and Erford, 2014). In this paper, I will identify how a counselor can reduce the effects of racism and discrimination that has affected Asian and Native Americans. Additionally, I will address what role a counselor plays in reducing the stigma of mental illness within both Asian and Native American’s community. Furthermore, I will highlight how the reading material from your textbook aligns with the issues presented in the videos, Asian American/Pacific Islanders and Mental Health and The Mental Health of Native Americans as well as how these issues†¦show more content†¦In my opinion, one way to reach Asian Americans is to meet with the Asian church leaders and attend services to build rapport within the community. Furthermore, in the Asian community, a counselor can connect those in need with resources such as language or employment services (Hoang, 2008). Native Americans acculturate on different levels, from non-English speaking and traditional to fully immersed into the United States norms (Hays and Erford, 2014). Like Asian Americans, Native Americans also value to mind-body, harmony, and balance spiritual beliefs (Hays and Erford, 2014). Moreover, Native Americans show respect to their Native elders, not unlike the Asian’s familial respect for the elderly family members (Hays and Erford, 2014). In my opinion, one way to reach Native Americans is in the form of elementary school outreach directed at Native American children. A counselor could discover a resource they need and help the family attain help. Even though Native Americans may distrust the Caucasian race, with purposeful, genuine caring and the desire to help cannot be overlooked. Textbooks Readings and Videos The material in our textbook goes into detail regarding both Asian and Native American history, what laws affected the groups, culture, acculturation, and guidelines for counseling both populations. TheShow MoreRelatedEssay on Racism in America Today2249 Words   |  9 Pages â€Å"Racism can be defined as beliefs, attitudes, actions or behaviors that are based on phenotypic characteristics or ethnic affiliation†(Patcher, 2010). Racism is a struggle that, to this day, has continued to be a major issue. The color of someone’s skin alters how a person is perceived by society as a whole. Race is a social construct created by humans to categorize the world. (Ponds, 2013) The outlook on racism varies from community to community, family to family, and even person toRead MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pagesbusiness innovation in companies at a far faster rate than would have been the case if there had been no boom; that is, without those effects, innovation might not have taken place at all. All this business growth has caused increasing complexity in business action and decision making. It has presented chief executive officers (CEOs) and management leaders in all markets and industries with new intricacies in deciding how to weigh and time the business decisions—and the quality of those decisions—that

Torture Human and Inescapable Frailty Free Essays

In â€Å"the Abolition of Torture,† Sullivan argues that we have to ban torture in order to save America. Sullivan insists that we halt abuses on prisoners and terrorists, antithesizing his view with Krauthammer’s for most of the part in the essay. Torture is merely a brutal act of destroying a human being, a completely deplorable execution. We will write a custom essay sample on Torture: Human and Inescapable Frailty or any similar topic only for you Order Now And if America observed its favor in this vile act, there would be no more America. To start with, Sullivan says it is absurd that the Bush administration, in the name of military necessity, had permitted aggressive abuse of enemy soldiers.And the abuses in Iraq War resulted in murders of innocent captives. Before discussing the permission of torture, however, we have a severe problem failing to argue: we only swear that torture is morally wrong, before explaining why it has to deal with morality. And Sullivan clarifies it is morally wrong because torture and freedom perfectly counter each other. A human being owns the right to protect his or her body. Whereas U. S. Constitution exists in order to protect one’s rights, torture becomes merely against the law.If one is forced to be physically harmed, then he or she is defended by the Constitution. Human beings have â€Å"inescapable frailty† regarding bodily needs. However, torture hinders people’s autonomy, nudging them in the â€Å"inescapable frailty. † People lose their control, then; if one has lost his control over his body or mind, his state becomes â€Å"subhuman. † The Western Freedom was based on the duty to save a victim’s soul. The victim’s body would be damaged, but a lesson was always learned. But today, people are losing their souls as well as bodies.A notion has suddenly been established that in a few cases, we can accept inhumane treatments on whom Krauthammer call are â€Å"so depraved† that they deserve those treatments. Krauthammer says the depraved are so subhuman to be categorized as monsters. But Sullivan says monsters are still humans, if they have murdered numberless innocent civilians. Humans are responsible for what they have done, a fact which is not applied to animals. Then, humans are not monsters. Moreover, Krauthammer’s excuses are simple hypotheses that rarely happen in the real world.Krauthammer has put three extraordinary events into one scenario and gives a pathetic shot to convince people. If the scenario became a true story, then Sullivan would concede the legalization of torture; the scenario has a chance of about 0. 01% to become true, though. Besides, Krauthammer has not recognized how risky the accessibility of torture will be. Even if abuse were fit in only particular circumstances, torture would be a common scene, because it tends to proliferate. If one abuses another, others will learn by seeing them, and exercise torture.Then, the only means to control torture will be declaring torture to be illegal. Another point does Sullivan oppose Krauthammer’s idea. Krauthammer claims that torture brings about untrustworthy information. When a captive gets tired of being tortured, to survive, he will spit any words whether they are true or not. Then, such information becomes an option. Sullivan criticizes Krauthammer’s attitude toward this problem, because people torture a person to be classified as subhuman and still get nothing tangible or accurate.After correcting Krauthammer’s perspective, Sullivan provides us a solution. If we look forward to other techniques of extracting information than torture, a vast number of them are awaiting. But, before keeping our eyes on the techniques, we have to give up on our tyrannical behaviors favoring torture. If we remove totalitarian aspects on our faces, we can save America, preserving its fundamental values. However, if we do not completely wipe that violent speck, America will succumb to self-destruction. How to cite Torture: Human and Inescapable Frailty, Papers

Food and Beverage in Hotels a Recipie for Success free essay sample

It is a very well established fact that independent, freestanding Food and Beverage outlets are more successful than their hotel equivalents. There has always been a lot of scrutiny into the monetary role that Food and beverage operations play within hotels and if they are a venture that will compromise the total profitability of the establishment. Hotels, right until the 1950’s predominantly generated its revenue from room sales. This all changed when the wars ended bringing economic stability through international commerce. Food and Beverage outlets, especially hotel restaurants were very well received and often celebrated for the unique gastronomic experiences they offered. These hotel departments propagated an abundance of revenue for their establishments and as the industry flourished so did the competition. Since the late 1980’s there has been a sudden boom in independently owned restaurants and other Food and Beverage outlets. This new addition not only revolutionized the Hotel Industry but also has made it into the commercial juggernaut that it is today. We will write a custom essay sample on Food and Beverage in Hotels: a Recipie for Success? or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Freestanding Food and Beverage operations offer an almost infinite array of cuisines and other services compared to the generic Hotel Restaurant and bar. With such varied and unique choices on offer it’s not hard to deduct why the consumers favor independent outlets to their Hotel counterparts. According to political economist Dr. Elliott R Morss (June 2009), There are in estimate of over 8. 7 million independently owned restaurants worldwide. These freestanding businesses generate more than US$550 billion globally and that’s not taking into account Alcohol, which is a jaw dropping estimate of US$1,163 billion. With a handicap of such numbers the Food and Beverage outlets within the Lodging establishments unfortunately perform very poorly. Hotels have to maintain Food and beverage Operations as providing these amenities helps them maintain a competitive edge within the Industry and this constantly works against them. In his book, Michael O’Fallon (2011) elaborates upon this situation calling it a ‘necessary evil’ because many Hotel establishments tend to believe the costs of running labor heavy Food and Beverage operations consisting of very high quality products and services in the midst of all this fierce competition will very likely utweigh the benefits. Due to this attitude consumers have come to expect hotels to provide such amenities as a standard necessity. Lodging establishments providing Food and Beverage facilities are termed as â€Å" Full Service† Hotels, which usually have multiple outlets catering to various demographics both, to in-house guests and visitors alike. The problem with having many departments is that if one outlet isn’t making enough profit it will adversely affect the total overall revenue of the establishment. Smaller businesses and Independently owned operations do not face such a dilemma. They can afford to take more calculated risks and make several drastic changes without compromising their position in the market. Whereas Hotels cannot afford this luxury as they have to account for several other departments and have to maintain a respectable industry repertoire. With independently run Food and Beverage operations in the drivers seat some Hotel Chains have resorted to leasing or outsourcing their outlets and operations in an effort to cut their losses. A certain trend has begun within the industry especially with Hotel restaurants where establishments have started leasing their own established dining facilities to keen entrepreneurs or Celebrity Chefs. Many Hoteliers have seen success adopting this trend, the best example of this being the main hotel restaurant of the Claridiges, London that is being run by world-renowned chef Gordon Ramsay. This venture has made the Hotel into a bit of an attraction and savors millions in new incoming revenue. Some establishments choose to take another approach by completely getting rid of the Food and Beverage Operations. Such a method, according to Tushar Kapoor (2006), Director of Professional Development at the California State Polytechnic University is extremely implausible and will work against the company’s reputation. He suggests a more strategic option would be to become more competitive within the local markets. Start with adopting a fresh new approach and implementing new financial and business strategies by doing adequate market research. Freestanding enterprises also face many challenges just like hotel establishment but they have a much smaller stake to loose in comparison to the latter. Ironing out these issues requires good management and competent market knowledge. In an article for Parkway Hospitality Mgmt. , Michael Haynie, SR. (2010) writes that modern day Food and Beverage operations should be more geared towards profitability. Strategically tweaking and modernizing both physical and operational aesthetics of the business can achieve this goal. For e. g.

Articles Of Confederation Essays - United States, Government

Articles of Confederation The Articles of Confederation was the first constitution of the United States of America. The Articles of Confederation were first drafted by the Continental Congress in Philadelphia Pennsylvania in 1777. This first draft was prepared by a man named John Dickinson in 1776. The Articles were then ratified in 1781. The cause for the changes to be made was due to state jealousies and widespread distrust of the central authority. This jealousy then led to the emasculation of the document. As adopted, the articles provided only for a "firm league of friendship" in which each of the 13 states expressly held "its sovereignty, freedom, and independence." The People of each state were given equal privileges and rights, freedom of movement was guaranteed, and procedures for the trials of accused criminals were outlined. The articles established a national legislature called the Congress, consisting of two to seven delegates from each state; each state had one vote, according to its size or population. No executive or judicial branches were provided for. Congress was charged with responsibility for conducting foreign relations, declaring war or peace, maintaining an army and navy, settling boundary disputes, establishing and maintaining a postal service, and various lesser functions. Some of these responsibilities were shared with the states, and in one way or another Congress was dependent upon the cooperation of the states for carrying out any of them. Four visible weaknesses of the articles, apart from those of organization, made it impossible for Congress to execute its constitutional duties. These were analyzed in numbers 15-22 of The FEDERALIST, the political essays in which Alexander Hamilton, James Madison, and John Jay argued the case for the U.S. CONSTITUTION of 1787. The first weakness was that Congress could legislate only for states, not for individuals; because of this it could not enforce legislation. Second, Congress had no power to tax. Instead, it was to assess its expenses and divide those among the states on the basis of the value of land. States were then to tax their own citizens to raise the money for these expenses and turn the proceeds over to Congress. They could not be forced to do so, and in practice they rarely met their obligations. Third, Congress lacked the power to control commerce--without its power to conduct foreign relations was not necessary, since most treaties except those of peace were concerned mainly with trade. The fourth weakness ensured the demise of the Confederation by making it too difficult to correct the first three. Amendments could have corrected any of the weaknesses, but amendments required approval by all 13 state legislatures. None of the several amendments that were proposed met that requirement. On the days from September 11, 1786 to September 14, 1786, New Jersey, Delaware, Pennsylvania, and Virginia had a meeting of there delegates at the Annapolis Convention. Too few states were represented to carry out the original purpose of the meeting--to discuss the regulation of interstate commerce--but there was a larger topic at question, specifically, the weakness of the Articles of Confederation. Alexander Hamilton successfully proposed that the states be invited to send delegates to Philadelphia to render the constitution of the Federal Government adequate to the exigencies of the Union." As a result, the Constitutional Convention was held in May 1787. The Constitutional Convention, which wrote the Constitution of the United States, was held in Philadelphia on May 25, 1787. It was called by the Continental Congress and several states in response to the expected bankruptcy of Congress and a sense of panic arising from an armed revolt--Shays's Rebellion--in New England. The convention's assigned job, following proposals made at the Annapolis Convention the previous September, was to create amendments to the Articles of Confederation. The delegates, however, immediately started writing a new constitution. Fifty-five delegates representing 12 states attended at least part of the sessions. Thirty-four of them were lawyers; most of the others were planters or merchants. Although George Washington, who presided, was 55, and John Dickinson was 54, Benjamin Franklin 81, and Roger Shermen 66, most of the delegates were young men in their 20s and 30s. Noticeable absent were the revolutionary leaders of the effort for independence in 1775-76, such as John Adams, Patrick Henry, and Thomas Jefferson.

Developing a Sustainable Procurement Policy The WritePass Journal

Developing a Sustainable Procurement Policy Introduction Developing a Sustainable Procurement Policy ). According to Kennard (2006, p.1), ‘sustainable procurement is the process whereby economic development, social development and environmental protection are balanced against business needs.’ In simpler terms, sustainable procurement means carefully considering the impact of every purchasing decision on the environment and on society. The United Nations’ definition of sustainable procurement is similar to that of Kennard (2006). The UN (2010) defines procurement as sustainable if it is able to integrate requirements, specifications and criteria, which are compatible with and favourable towards the protection of the environment, promotes social progress, and supports economic development. Environmental aspect refers to the impacts of the product or service on the environment over the whole life-cycle (i.e. from cradle to grave). Social aspect deals with the effects of purchasing decisions on issues such as labour conditions, international equity in the distribution of resources, etc. Last but not least, economic considerations involve purchasing based on principles of best value for money, price, quality, availability and functionality. These can be achieved through resource efficiency, improving the quality of products and services, and by optimizing costs. For private business organisations engaging in sustainable procurement, it cannot be denied that that they are maximising net benefits both for themselves and the world at large (i.e. society and external environment). As such, businesses integrate cost considerations and the basic procurement criteria of price and quality, with sustainability impacts (usually evaluated in terms of quality consideration). The environmental, economic, and social factors that are part of sustainable procurement are known as the ‘triple bottom line’ or TBL (Meehan Bryde 2011). Despite the seemingly complicated requirements and processes involved for sustainable procurement, this is not meant to burden the market with additional obligations (UN 2010). Sustainable procurement is a well-defined strategy that can be phased gradually throughout the supply chain and the organisation’s business processes. When implemented effectively, sustainable procurement promotes dialogue and open communication between the suppliers, procurers, and management operations. Business Drivers for Sustainable Procurement There are several incentives for businesses to engage in sustainable procurement. One of the main drivers for sustainable procurement is due to its financial benefits. Sustainable procurement helps organisations to eliminate waste, be more energy efficient, reduce the company’s carbon foot print, and save money. Moreover, it can help to enhance the company’s image since this will have a positive impact on customers, especially as there is a rising demand for products and services that are produced in a more socially responsible and environmentally friendly way (CIPS 2012). Engaging in sustainable procurement also helps an organisation to establish a competitive advantage by improving competitiveness. Additionally, sustainable procurement will allow the company to comply with environmental legislation. Some organisations also aim to promote resource efficiency or increase their standing in sustainability rankings such as the Dow Jones Sustainability Index (Copeland 2012). This may be motivated by the company’s corporate social responsibility (CSR) initiatives. Practicing sustainable procurement helps companies to achieve their CSR objectives. For instance, some sustainability programmes provide jobs by sourcing supplies locally, which in turn helps to develop the local economy. The company can also improve their ethical, health and safety standards by requiring suppliers to source raw materials in an ethical and responsible way (OPITO 2012). Kennard (2006) lists down the different benefits of sustainable procurement. These are also some of the main drivers that motivate businesses to practice sustainable procurement in their supply chain management and operations. Manage costs by implementing a more comprehensive approach to whole-life costing Improve internal and external standards via conducting performance assessments Compliance with environmental and social regulations or legislation Manage business risks Improve the company’s image and/or brands Develop a sustainable supply chain for the future Involve the local community A study conducted by Price Waterhouse Coopers and EcoVadis (2010), in collaboration with the INSEAD Social Innovation Centre quantified the value drivers associated with sustainable procurement policies. Through examining several case studies, the quantitative model was developed by analysing the three main drivers for sustainable procurement (i.e. cost reduction, risk reduction, and revenue growth) and their impacts on the company’s annual procurement expenditures, market capitalization, and revenue. These were then compared to the implementation cost of a sustainable procurement programme. The findings of the study show that the cost reduction impact of sustainable procurement outweighs the implementation costs, especially on categories where cost savings and sustainability benefits are aligned. This indicates that businesses engage in sustainable procurement because the value drivers that compel them to engage in sustainability are evaluated to be beneficial to their organi sations. Table 1. Analysis of the main drivers for sustainable procurement vs. impacts on company’s performance Source: Waterhouse Coopers and EcoVadis (2010) Evaluation of Case Studies on Sustainable Procurement In this section, two global multi-national companies are evaluated in terms of their sustainable procurement policies. These are AkzoNobel and IKEA. Case Study: AkzoNobel AkzoNobel is a one of the leading companies in the manufacture and supply of paints, coatings, and specialty chemicals. As of 2012, the company has revenue of â‚ ¬15.7 billion and 57,200 employees in its global operations (AkzoNobel 2012). In 2008, AkzoNobel is the first company to combine its annual report and sustainability report into a single publication. This demonstrated that sustainability is a business case, instead of a novelty, which was an idea held by most companies. For its 2009 agenda, the company included as one of its priorities the achieving world class sustainability and safety. AkzoNobel won the ProcureCon award in 2008 for its leadership in sustainable procurement. AkzoNobel is also one of the top-ranked companies in the Dow Jones Sustainability Index and in 2012; it was evaluated as one of the global super-sector leaders in chemicals (Van Hoeven 2012; AkzoNobel 2012; Achilles 2008). Table 2. Assessment 2012 – Global Supersector Leaders (1) Source: Dow Jones Sustainability Index, Annual Review 2012 It is evident that AkzoNobel has embedded sustainability in its overall corporate strategy. The company manages sustainability by integrating it across the business and it is reviewed based on a balanced score card. In order to map out their sustainability achievements, AkzoNobel has developed a framework to assess the environmental, economical and social aspects of their operations. This framework has three levels: (Van Hoeven 2012; AkzoNobel 2012) Invent – to identify and manage areas that will provide long-term and sustainable opportunities for the company; work with customers and suppliers in delivering eco-premium solutions; and develop their people to lead and deliver innovative solutions Manage – to incorporate a strong sustainability component throughout the entire value chain; work in partnership with suppliers to ensure business integrity and help deliver sustainable value to the customers; optimise processes, improve yields and improve energy efficiency Improve – to improve in meeting compliance especially in the following areas: Integrity management; heath, safety, environment and security management; Product stewardship; and Employment practices. Figure 1. AkzoNobel’s Sustainability Framework Case Study: IKEA IKEA is a global retail powerhouse in the home furnishings sector with over 338 stores worldwide. As of 2012, the company has a sales turnover of â‚ ¬27.5 billion and 154,000 workers in its global operations. IKEA’s business idea is supported by its vision of offering well-designed, functional, and low-priced home furnishing products. The company makes its products affordable so as to enable many people to afford them (IKEA 2012). IKEA’s business units have integrated sustainability in their business plans and managers are responsible for achieving the company’s sustainability targets. To support its sustainability objectives, the company has employed social and environmental specialists with expertise in a wide range of areas. IKEA stores and distribution centres also have social and environmental coordinators to provide training and monitor working conditions, safety, waste management, and water and energy conservation (Van Hoeven 2012). IKEA utilizes a Sustainability Product Score card to help classify its home furnishing range and help the company move towards more sustainable product development. It serves as a guide in improving products based on 11 criteria that have an impact on a product’s sustainability profile during its life-cycle. The results of the scorecard are displayed in individual product labels (IKEA 2011a). Table 3. IKEA KPI Customers IKEA integrates sustainability in every stage of the value chain. The company is creating and securing sustainable processes for: (a) Product development and sourcing of raw materials of home furnishings and food products; (b) Production and distribution; (c) Stores and shopping centres; and (d) Product end-of-life (IKEA 2011b). In terms of its procurement policy, IKEA has two important focus points: (Van Hoeven 2012) Increasing the sustainability its of supplier base The IKEA IWAY code of conduct is required to be followed by all suppliers. IKEA auditors regularly visit suppliers to ensure that they comply with IWAY criteria. These visits are either announced or unannounced and each supplier is visited at least twice a year. The Compliance and Monitoring Group is responsible for ensuring that the audit criteria are implemented worldwide. Increasing the use of sustainable raw materials. IKEA is taking up leadership in the stewardship of sustainable wood and cotton and the company is adapting their procurement and sourcing functions as necessary. Issues and challenges for organisations in developing a Sustainable Procurement Policy Sustainable procurement in the business setting requires a high degree of cooperation and commitment among all members of the supply chain. Additionally, the ‘lack of understanding of sustainability within business, coupled with poor training and accountability are significant barriers to building supplier capacity’ (Kennard 2006, p.1). Many businesses have developed tools and techniques to support this cooperation and commitment, as well as to instil sustainability accountability in the organisation. Training is very important in fostering a culture of sustainability within an organisation. All parties in the supply chain should be given adequate training regarding the importance and benefits of practicing sustainability. Moreover, the shifting of organisational and supply chain processes into a more sustainable way requires a lot of preparation and education (CIPS 2012). Ethical core values should also be incorporated in the sustainable procurement policies and procedures for contractors and suppliers. Transparency is essential in order to support the organisation’s ability in implementing and ensuring that the policies have been followed. Sustainable procurement policies should include environmental protection, safeguarding the organisation against corruption, respect and consideration for people, and zero-accident tolerance in safety and health issues (Kennard 2006). The transition to sustainable procurement is not an easy task. There are various product certifications, data, labels, and other documentations that make compliance to sustainability initiatives a big challenge. As such, it can be very difficult to synthesize the loads of data regarding a product’s sustainability attributes and evaluate it as sustainably compliant. Additionally, procurement professionals have another challenge – how to integrate these sustainability criteria into purchasing decisions, while also taking into account traditional considerations such as cost, quality, and delivery. More importantly, the biggest challenge is how to roll out the company’s sustainable procurement policy to the thousands of products that it purchases (Suarez 2012). The road to sustainable procurement can be daunting but organisations can start on the right path by aligning their sustainable procurement policy/approach with the company’s overall CSR initiatives and business priorities. Suarez (2012) recommends the following strategy for companies, which are in the beginning phase of their sustainable procurement policy: ‘By understanding how they define a product’s sustainability, companies can prioritize their efforts to reduce the impacts of the products they purchase and align their process with broader corporate sustainability goals. Looking at the full life-cycle of a product, they can focus on the highest impact areas, or hotspots, that overlap with their own commitments to sustainability’ (sec.2). It is also important for companies to consider and involve in the creation of a sustainable procurement policy other internal stakeholders who may not be directly part of the procurement process. For instance, departments such as marketing, product design, and operations/facilities may have significant influence on product specifications and these in turn can influence procurement decisions. The company should involve these individuals in considering sustainability impacts. It is recommended that a company engage in integrated sustainability procurement efforts in order to ensure that relevant people are involved in the process and sustainability is achieved (Suarez 2012). According to Copeland (2012), companies that want to be sustainable due to a passion for being green can only take it to a certain extent. Unless the board and shareholders support their sustainability objectives, they won’t be successful. However, getting the board and shareholders to support a sustainable procurement policy may not be that easy. To address this, the company needs to understand why it makes business sense to be sustainable. In order for the board to support the sustainable procurement policy, it is important to understand the whole life costing of the products being procured. This includes thinking about not just the purchase and usage cost, but also the cost of disposal. Sustainable procurement should also add to the value of the company’s existing products. The product should be improved in some way by the use of sustainable materials, rather than just being sustainable for the sake of being green (Copeland 2012). Procurement professionals should be championing sustainability objectives at the board level to help their organisation to thrive (Van Hoeven 2012). Implementation and Monitoring issues for Sustainable Procurement Implementation and monitoring a sustainable procurement policy is faced with many challenges. This is mainly due to the fact that implementing sustainable procurement means changing policies and procedures and fostering a new mindset and culture to the organisation’s management and employees. Undoubtedly, there will be resistance to such changes. A study by Meehan Bryde (2010) found that although some companies have sustainability objectives included in their corporate mission statements and despite external and internal pressures to embed sustainability; these have not translated into widespread practice of sustainable procurement in their organisations. This indicates that some organisations suffer from inertia in terms of their sustainability initiatives. To neutralise inertia and spur the organisation into action, the authors recommends several strategies: (a) Take experiences from other areas that emphasise the importance of inter-organisational relationships; (b) Develop a small number of sustainable development indicators for procurement and use more advanced environmental practices as examples to demonstrate how these elements have socio-economic impacts; and (c) Instead of just focusing on the pressures and drivers of sustainability, emphasise the triggers to overcome inaction and lead changes in behaviour amongst p rocurement staff. One of the issues in implementing a sustainable procurement policy is the lack of leadership and commitment (Kennard 2006). The organisation needs to elect sustainability champions who will lead in transitioning the company’s policies and processes. Without these leaders, there will be no one to drive the organisation’s sustainability efforts. These leaders should be held accountable for failure to meet the required standards. Alternatively, the organisation could set up a working group or steering committee, comprised of people from different departments, to help find the most effective ways to implement the sustainable procurement policy (Sustainable Procurement Resource Centre 2012). In monitoring the compliance to and effectiveness of a sustainable procurement policy, one critical area that may pose challenges to the organisation is the setting of measurements or KPIs (key performance indicators). The organisation should set how it is going to measure its progress and the impact of the sustainable procurement policy on its supply chain (Copeland 2012). According to Wilkinson Kirkup (2009), ‘Process KPIs can help to demonstrate an organisation’s intent to external organisations, whilst also helping the organisation track the implementation of policies’ (p.24). To avoid confusion and make it easier for employees to adapt, the company should not use a different measuring system than the one it normally uses. New information should be built into existing supplier scorecards and relationship management systems. There should be a seamless integration into the old measurement system so that the business runs as usual despite the changes (Copeland 2012). Another issue in monitoring is compliance. There is the possibility that suppliers will fail to comply with the sustainable procurement policy when the company does not follow up on compliance. As such, organisations should also conduct regular audits to ensure compliance. The performance of suppliers and other members of the supply chain must be regularly monitored to check for adherence to the organisation’s sustainable procurement policies (Wilkinson Kirkup 2009). Conclusions and Recommendations Implementing a sustainable procurement policy has positive final results for a business organisation. It can help to cut costs; increase product sale price, due to the perceived added value from procuring sustainably; and attract more customers through an improved brand reputation or company image (Copeland 2012). Moreover, according to the ICLEI (2012, p.1), a procurement policy that effectively incorporates sustainability can: (a) Reduce environmental impacts; (b) Drive social improvements; and (c) Achieve financial efficiency. These benefits are the main drivers which compel business organisations to engage in sustainable procurement. In evaluating the case studies of two multi-national companies, AkzoNobel and IKEA, it was found that in order for sustainable procurement to succeed, it must be integrated into all aspects of the business from management, operations, and supply chain. Both AkzoNobel and IKEA are leaders in sustainability in their fields because they have successfully embedded a sustainable culture into their businesses. They employ frameworks, principles, and KPIs to help them implement and monitor their sustainability achievements. They have very specific sustainability goals and they regularly audit the performance of different business units, especially in the supply chain, to ensure compliance with the company’s sustainable procurement policies. There are several issues and challenges to developing a sustainable procurement policy. These include: (a) The need for a high degree of collaboration and engagement among members of the supply chain; (b) Lack of understanding about sustainability; (b) Lack of accountability; (c) Poor training; (d) Difficulties in synthesizing loads of sustainability information; (e) Problems with integrating sustainability criteria into purchasing decisions; and (f) Lack of support from the board. There are also challenges in the implementation and monitoring of sustainable procurement policies. These include: (a) Failure to put into action the objectives set forth in the sustainability agenda; (b) Lack of leadership in commitment; (c) Difficulties in setting the measurement tool or KPIs; and (d) Problems in monitoring compliance. Taking into consideration the above challenges and issues, this paper recommends that developing a sustainable procurement policy should include the following: (Kennard 2006; Wilkinson Kirkup 2009) Make the organisation’s members aware of the importance of having a sustainable procurement strategy Train and guide internal and external members of the organisation and supply chain Develop links with other organisations and peer groups to learn from their experiences Develop a standard approach to measuring strategic outcomes Develop operational systems and procedures that are integrated with sustainability measurements and put these into practice in day-to-day procurement and monitoring activities References Achilles UK. (2008).  Achilles congratulate ProcureCon 2008 Sustainability Award Winners.  Available: achilles.com/en/uk/news/Achilles-congratulate-ProcureCon-2008-Sustainability-Award-Winners/. Last accessed 12th Dec 2012. AkzoNobel. (2012).  AkzoNobel Corporate.  Available: akzonobel.com/aboutus/akzonobel_at_a_glance/. Last accessed 12th Dec 2012. Chartered Institute of Purchasing Supply (CIPS). (2012).  Sustainable Procurement Review.  Available: cips.org/products-services/Sustainable-procurement-review/. Last accessed 12th Dec 2012. Copeland, E. (2012).  Sustainable procurement makes good business sense.  Available: supplychaindigital.com/procurement/sustainable-procurement-makes-good-business-sense. Last accessed 12th Dec 2012. Dow Jones. (2012).  Dow Jones Sustainability Index 2012 Review Results. Available: sustainability-indexes.com/images/review-presentation-2012_tcm1071-343085.pdf. Last accessed 12th Dec 2012. IKEA. (2011a).  The IKEA Group approach to sustainability.  Available: ikea.com/ms/en_US/about_ikea/pdf/group_approach_sustainability_fy11.pdf. Last accessed 12th Dec 2012. IKEA. (2011b).  Sustainability Report 2011.  Available: ikea.com/ms/en_US/about_ikea/pdf/sustainability_report_fy11.pdf. Last accessed 12th Dec 2012. IKEA. (2012).  The IKEA Concept.  Available: http://franchisor.ikea.com/concept.html. Last accessed 12th Dec 2012. International Council for Local Environmental Initiatives (ICLEI). (2012).  Sustainable Procurement.  Available: iclei-europe.org/topics/sustainable-procurement. Last accessed 12th Dec 2012. Kennard, M. (2006).  Sustainable Procurement.  Available: fig.net/pub/fig2006/papers/ts08/ts08_03_kennard_0843.pdf. Last accessed 12th Dec 2012. Meehan, J Bryde, D. (2011). Sustainable Procurement Practice.  Business Strategy and the Environment. 20 (2), p94-106. OPITO. (2012).  The importance of sustainable purchasing and supply: An OPITO Case Study.  Available: http://businesscasestudies.co.uk/opito/the-importance-of-sustainable-purchasing-and-supply/sustainable-procurement.html#axzz2EvE3MaUV. Last accessed 12th Dec 2012. Price Waterhouse Coopers, EcoVadis INSEAD. (2010).  Value of Sustainable Procurement Practices.  Available: pwc.com/en_GX/gx/operations-consulting-services/pdf/value-sustainable-procurement-practices.pdf. Last accessed 12th Dec 2012. Suarez, C. (2012).  Going from What to How in Procurement.  Available: bsr.org/en/our-insights/bsr-insight-article/going-from-what-to-how-in-sustainable-procurement/. Last accessed 12th Dec 2012. United Nations (UN). (2010).  What is Sustainable Procurement.  Available: https://www.ungm.org/sustainableprocurement/default.aspx. Last accessed 12th Dec 2012. Sustainable Procurement Resource Centre. (2012).  Sustainable Public Procurement.  Available: sustainable-procurement.org/about-spp/. Last accessed 12th Dec 2012. Walker, H, Gough, S, Bakker, E, Knight, L McBain, D. (2009). Greening Operations Management An Online Sustainable Procurement Course for Practitioners.  Journal of Management Education. 33 (3), p348-371. Wilkinson, A  Ã‚  Kirkup, B. (2009).  Measurement  of  Sustainable  Procurement.  Available: adamwilkinson.com/documents/measuring%20SP%20report%20release.pdf. Last accessed 12th Dec 2012.

3.Show how the 1989 White Paper Working for Patients changed the NHS Essay

3.Show how the 1989 White Paper Working for Patients changed the NHS. Evaluate the reasons for these NHS reforms - Essay Example The white paper had a collection of proposed objectives, as well as of proposals, which the government deemed as essential change tools. Nevertheless, the white paper’s contents have had very great impacts in the NHS, both positive and negative. A vast number of reforms have been realized over the years as a result of the changes imposed by the inception of the white paper. The body’s operations have taken a new direction over the years, a factor marked by success in the change implementation processes (New Scientist magazine 24). The white paper by the government whose logo was â€Å"working for patients† entailed a set of objectives and proposals, which were considered by the health department as a programme that was dreadful for NHS reformation. The main emphasis was the need for research as well as a better system of research result translation to meet the intended goals. The government looked forward to see a translation of medical research results into effective health care practices. Alongside other proposed NHS amendments by the 1989 government’s white paper, there were two main objectives. First, the government sought to improve its capacity in the control of the NHS cost and output in all its operations. The main intention of this was to formulate the health care providers into reliable beings to the government as well as the patients. This objective was raised out of the realization that administration and control had posed many problems since the inception of the organ. Additionally, the government had realized that there existed a lot of autonomy in the clinics by the car providers; where no other person would have been allowed to have control over the operations of the NHS (Klein 64). On the other hand, The NHS needed to operate on a ground that would offer efficiency; hence, the government intended to spearhead the kind of improvement. The key areas that needed