Part Five Chapter XIV

XIV When Shirley opened the bedroom door, she saw nothing but two empty beds. Justice required a sleeping Howard; she would have to advise him to return to bed. But there was no sound from either the kitchen or the bathroom. Shirley was worried that, by taking the river road home, she had missed him. He must have got dressed and set off for work; he might already be with Maureen in the back room, discussing Shirley; planning, perhaps, to divorce her and marry Maureen instead, now that the game was up, and pretence was ended. She half ran into the sitting room, intending to telephone the Copper Kettle. Howard was lying on the carpet in his pyjamas. His face was purple and his eyes were popping. A faint wheezing noise came from his lips. One hand was clutching feebly at his chest. His pyjama top had ridden up. Shirley could see the very patch of scabbed raw skin where she had planned to plunge the needle. Howard's eyes met hers in mute appeal. Shirley stared at him, terrified, then darted out of the room. At first she hid the EpiPen in the biscuit barrel; then she retrieved it and shoved it down the back of the cookery books. She ran back into the sitting room, seized the telephone receiver and dialled 999. ‘Pagford? This is for Orrbank Cottage, is it? There's one on the way.' ‘Oh, thank you, thank God,' said Shirley, and she had almost hung up when she realized what she had said and screamed, ‘no, no, not Orrbank Cottage †¦' But the operator had gone and she had to dial again. She was panicking so much that she dropped the receiver. On the carpet beside her, Howard's wheezing was becoming fainter and fainter. ‘Not Orrbank Cottage,' she shouted. ‘Thirty-six Evertree Crescent, Pagford – my husband's having a heart attack †¦'

Food Production and Poverty Essay

Worldwide a huge number of people go hungry every day. They go hungry as a result of the lack of food production and poverty. Some related causes to these issues include but are not limited to: land rights and ownership, increasing emphasis on export oriented agriculture, inefficient agricultural practices, and the introduction of Bio fuels. We always hear that people would like to end world hunger or be able to feed the world and at least help alleviate the suffering associated with said world hunger problems. Unfortunately alleviation of hunger in the long run is a long way from being achieved 100% because hunger is another problem caused by poverty so if efforts are only directed at providing food or improving food production or distribution the structural root causes that create hunger, poverty and dependency will always remain. Consequentialy the relationship between food production and poverty in the world are defined by economic, political and social relationships. Two inter-related factors influencing hunger and that are often ignored are land ownership and who controls land. The hunger in underdeveloped countries today is tragic because their European colonizers understood well that ownership of land give the owner of control over what society produced. So the most powerful redistributed land titles to themselves doing away with the old traditions of common use. As for export-oriented agriculture’s where food is grown mainly for exports leaves people to go hungry because they are growing the food to export for the money that is to be earned so in short wealthier nations benefit while while poor countries lose out. Now lastly inefficient agricultural practices and the increasing use of Bio fuels go hand in hand in which that simply put the use of Bio fuels diverts land away from food production to growing crops for fuels such as ethanol, and for a long time it was thought and believed that bio fuels would have an impact on agriculture and hunger but the rich countries interfered once again and played down there impact. Bibliography Global Issues Social, Political, Economic and Environmental Issues That Affect Us All

Manage Resistance to Change Proactively Essay

Register for this journal is available at http://www. emeraldinsight. com/researchregister The current issue and full text archive of this journal is available at http://www. emeraldinsight. com/0262-1711. htm Managing diversity using a strategic planned change approach Earnest Friday Management in the College of Business Administration, Florida International University, Miami, Florida, USA, and Managing diversity 863 Received October 2002 Revised February 2003 Accepted February 2003 Shawnta S. Friday School of Business and Industry at Florida A&M University, Tallahassee, Florida, USA Keywords Diversity management, Strategic management, Change management Abstract Many organizations have implemented various types of initiatives within the last few decades in an effort to deal with diversity. A possible missing vinculum (link) between how an organization deals with diversity and its impact on the bottomline is a corporate diversity strategy that is executed using a planned change approach to systemically manage diversity. While many organizations have implemented a corporate diversity strategy, most have not used a â€Å"planned change-corporate diversity strategy†. The lack of a â€Å"planned change-corporate diversity strategy† is quite likely to inhibit managing diversity from becoming systemic to an organization’s culture and its way of doing business, thus tending to disallow the potential bene? ts of diversity to be maximized. Hence, this paper offers a framework for using a â€Å"planned change-corporate diversity strategy† to: progress along the â€Å"diversity continuum† starting with acknowledging to valuing, and ultimately to managing diversity; and systemically managing diversity using a eight-step â€Å"managing diversity process†. Introduction Over the past few decades, academicians, practitioners and organizational researchers have recognized that diversity is a phenomenon that has a wide array of affects within the workplace, and society in general (Koonce, 2001; Stark, 2001; Williams and O’Reilly, 1997). In this paper, diversity refers to any attribute that happens to be salient to an individual that makes him/her perceive that he/she is different from another individual (Williams and O’Reilly, 1997). Some widely accepted differentiating attributes include racioethnicity (which encompasses race and ethnicity), gender, nationality, religion, functional expertise, and age. Even though racioethnic and gender diversity tend to receive the majority of the attention in the organizational diversity literature (Stark, 2001; Williams and O’Reilly, 1997), this de? ition allows for the frameworks offered to be applied to any type of organizational diversity salient to members. Diversity programs have been implemented in many multinational organizations, primarily, in an effort to improve working relationships Journal of Management Development Vol. 22 No. 10, 2003 pp. 863-880 q MCB UP Limited 0262-1711 DOI 10. 1108/02621710310505467 JMD 22,10 864 between white males, whose relative numbers continue to decrease, and demographically different individuals, whose numbers continue to increase in the workplace (Friedman and DiTomaso, 1996). While many multinational organizations have a corporate diversity strategy, most have not implemented it using the suggested planned changed approach posited in this paper. Given the intensifying â€Å"war for talent† in today’s competitive, global business environment, it is imperative that the execution and evaluation of a corporate diversity strategy use a planned changed approach to not only acknowledge and value diversity, but to also systemically manage and inculcate diversity into an organization’s corporate culture. This type of approach can contribute immensely to an organization’s ability to use all of its human capital as a strategic means to gain and maintain a competitive advantage in today’s dynamic, global marketplace (Richard, 2000). It has been purported that if diversity can be effectively managed in an organization, some potential bene? ts to the organization include greater creativity and innovation, and improved decision-making (Cox, 1991). Conversely, if diversity is not managed effectively, some potential major costs to the organization include, at a minimum, breakdowns in communication, interpersonal con? ict, and higher turnover (Cox, 1991). While there may not be much empirical evidence to substantiate claims that effectively managed diversity directly leads to bottomline increases (Chatman et al. , 1998; Richard, 2000; Stark, 2001), there is real-world evidence (e. g. Coca-Cola, Denny’s, Publix, and Texaco settlements) to suggest that not effectively managing gender and racioethnic diversity has been, and can be, detrimental to organizations and their bottomlines. Thus, it is a logical extrapolation that an organization’s ability or inability to create a culture in which diversity is systemically acknowledged, valued, and effectively managed is more likely to determine the affects diversity will have on it’s bottomline. Many organizations have implemented various diversity initiatives as a part of their corporate diversity strategy (Koonce, 2001), but most have not used a planned change approach to strategically align their initiatives with their long-term objectives and strategic positioning. It is highly probable that this lack of planned strategic alignment contributes immensely to the purported ineffectiveness of many diversity initiatives (Stark, 2001). Consequently, an organization that seeks to maximize the potential bene? s of diversity should devise a â€Å"planned change-corporate diversity strategy† prior to implementing diversity initiatives. The purpose of the planned change-corporate diversity strategy is to align the organization’s diversity initiatives (designed to manage diversity) with the organization’s strategic goals, and ultimately make managing diversity an integral part of the organization’s culture. An aligned planned change-corporate diversity st rategy will contribute immensely to the long-term effectiveness of diversity initiatives aimed at better managing all of he organization’s human resources. This is especially signi? cant for organizations with a highly diversi? ed workforce. With a planned change-corporate diversity strategy, diversity initiatives are aligned with organizational policies, procedures, and systems. Such alignment is desired to systemically reinforce an organizational culture that encourages the effective management of all employees in order to garner diversity’s purported bene? ts, including the end goal of increasing the bottomline. Thus, frameworks are presented for using a planned change-corporate diversity strategy to: advance from the initial passive states of acknowledging and valuing diversity to the ? nal active state of managing diversity on the â€Å"diversity continuum†; and systemically manage diversity using the speci? c eight-step â€Å"managing diversity process†. The diversity continuum and the planned change approach Valuing diversity and managing diversity as distinct phenomena Over the last few decades, a myriad of articles have been written on the subjects of valuing diversity and managing diversity (Wanguri, 1996). In some cases, valuing diversity and managing diversity have been considered, and sometimes used, interchangeable when, in fact, they are two different phenomena (Jenner, 1994). By the very nature of their de? nitions, valuing and managing diversity are distinctly different. Valuing refers to the relative worth, importance, or signi? cance of something, whereas managing refers to taking charge or coordinating and supervising situations. Given these de? nitions, valuing diversity should be considered a more passive phenomenon, where importance or signi? ance is given to individuals’ differences, which does not automatically lead to visible actions or reactions on the part of the individuals valuing the diversity or differences. Managing diversity, on the other hand, should be considered an active phenomenon, which involves supervising or coordinating and directing the diversity or differences individuals bring to the organization to ensure the organization’s strategic go als are being fully and effectively met. In other words, it refers to successfully organizing the organizational inputs of individuals with diverse backgrounds. This de? nition is consistent with the managing diversity de? nition given by Thomas’ (1991): â€Å"a ‘way of thinking’ toward the objective of creating an environment that will enable all employees to reach their full potential in pursuit of organizational objectives†. The diversity continuum As a result of the confusion in the literature between the two phenomena, valuing diversity and managing diversity, it is not dif? cult to understand why consensus does not exist on the claims of bottomline bene? s as a result of the attempts organizations have made to value and/or manage diversity. In addition to the confusion, lack of consensus could also be a function of the Managing diversity 865 JMD 22,10 866 complexity of the diversity concept in the organizational context. Given the complexity of diversity within an organizational setting, it is possible that perceiving it in terms of a set of three elements that delineates what to do with diversity may serve t o simplify or clarify the confusion in the diversity literature. Therefore, a diversity continuum is offered to guide researchers and practitioners in moving from the more passive states of acknowledging diversity and valuing diversity, on through to the more active state of managing diversity. As individuals ? nd themselves in situations with diverse individuals, they are likely to take one of two courses of action: avoid dealing with the diversity, or recognize that the diversity exists. In the case where individuals avoid diversity, they do not face the fact that diversity is an issue. It is likely that these individuals do not accept the idea that they are likely to be biased in their interactions with others that they perceive to be different from themselves. Although avoiding diversity is viewed as a possible response to diversity, it is not included in the diversity continuum. The diversity continuum is based on the assumption that individuals take the second course of action and recognize diversity. Once diversity is recognized, as previously stated, the diversity continuum serves as a framework to delineate the three potential states of dealing with diversity: acknowledging, valuing, and managing diversity. The three sequential components of the diversity continuum are: acknowledging diversity; valuing diversity; and managing diversity (see Figure 1). Acknowledging diversity, the ? rst component, refers to recognizing the existence of diversity or the individual differences individuals bring with them to a particular setting. In order for individuals to truly acknowledge diversity, they must be exposed to it, experience it, acquire knowledge about it, and they must develop an understanding of diversity. The second component of the diversity continuum is valuing diversity. Valuing diversity, as de? ed above, refers to the signi? cance or importance being given to the diversity or differences individuals bring with them to a particular setting. Having an appreciation for, as well as respect for, the differences that diverse individuals bring with them to the work setting can lead to the last component. The last component of the diversity continuum is managing diversity. As stated above, m anaging diversity refers to the planning, organizing, leading of individuals with differences or diversity in a particular setting, such that their inputs are used to accomplish the organization’s strategic goals. Even in racioethnically homogeneous organizational settings, organizations make large investments to ensure an appropriate organizational culture is fostered. An appropriate organizational culture is desirous, such that individuals are systemically managed to perform and accomplish its goals, not just hoping that their performance will somehow lead to the accomplishment of the organizations’ desired goals. Thus, similar systemic efforts are necessary in order to manage Managing diversity 867 Figure 1. The strategic management process emographically diverse individuals such that the organization can gain the maximum synergistic bene? ts from their contributions as well. The planned change approach Rather than being reactive and waiting for a â€Å"diversity crisis† to take place before a change is made (i. e. Coca-Cola, Denny’s, Publix, and Texaco settlements), an organization should be proactive in systemically Managing Diversity. Hence, an organization and its m embers should make the necessary changes to proactively move from just settling for the ? rst stage of acknowledging diversity to the ? al stage of managing diversity. The Lewin-Schein change model is offered as the theoretical framework to proactively and systemically facilitate the management of diversity in organizations. This planned change model is based on the premise that the organizational forces propelling change must subdue the forces resisting change for highly effective change to occur. Therefore, it is posited in this paper that the Lewin-Schein change model is a framework that can assist organizations and individuals in moving through the sequential elements of the diversity continuum. It is also posited that this model can be applicable at JMD 22,10 868 both the organizational and individual level for managing diversity. While Allen and Montgomery (2001) offered the Lewin-Schein change model as a framework for creating diversity, the model is offered in this paper as a framework for Managing Diversity. The Lewin-Schein change model involves three stages: unfreezing, change (moving), and refreezing (Lewin, 1951; Schein, 1992). For the organization or individual to experience successful change, the three stages need to be addressed in succession. Unfreezing using a planned change-corporate diversity strategy In the unfreezing stage, the organization’s or individual’s present culture (which includes perceptions, attitudes, and behaviors) toward diversity, needs to be unfrozen. This means there needs to be enough motivation within the organization or individual to want to change from its present state to the new desired state. Thus, in moving from one end of the diversity continuum to the other end, with managing diversity being the desired outcome, management must desire that its members move from just acknowledging and valuing diversity to managing diversity. As presented previously, managing diversity refers to systemically organizing and directing the inputs of all organizational members (including diverse individuals) to ensure the organization’s strategic goals are met. Likewise, the individual must want to move from just acknowledging and/or valuing diversity to the ? nal phase of managing diversity. At the individual level, this movement involves governing one’s actions toward diverse individuals in a way that allows for healthy, productive interaction with those diverse others. Therefore, to unfreeze the organization’s culture and its members’ current state of mind toward diversity, a planned change-corporate diversity strategy should be devised and aligned with the organization’s strategic positioning to reduce the forces that are striving to maintain the status quo (Dobbs, 1998). A ? rm’s strategic positioning The strategic management process is employed by many organizations in order to distinguish themselves from their competitors in the marketplace (David, 2001; Porter, 1985; Steiner, 1997). Although there are several schools of thought in the strategic management ? ld, the generally accepted components of the strategic management process are: strategy formulation, strategy implementation, and strategy evaluation as explained in Figure 2 (David, 2001; Hill and Jones, 1998). Strategy formulation is comprised of developing or reviewing the organization’s mission, vision, and long-term goals; conducting internal and exte rnal assessments to identify the organization’s strengths, weaknesses, opportunities, and threats (SWOT); setting selection criteria and selecting the strategies that will afford the organization the best strategic positioning relative to its competitors (David, 2001; Steiner, 1997). Strategy implementation entails allocating the appropriate resources to ensure the Managing diversity 869 Figure 2. The three levels of organizational strategy selected strategies are properly executed (David, 2001; Steiner, 1997). Strategy evaluation involves setting control processes to continuously review, evaluate, and provide feedback concerning the implemented strategies to determine if the desired results are being accomplished, such that corrective measures may be taken if warranted (Hill and Jones, 1998; Steiner, 1997). As illustrated in Figure 3, there are usually three levels of strategy associated with large-scale organizations. The corporate level strategy de? nes the organization’s purpose and the lines of businesses in which it plans to operate, thereby providing the overarching direction for the organization. If an organization only operates in one line of business, its corporate level strategy and business level strategy are effectively one in the same (David, 2001; Hill and Jones, 1998). A business level strategy is the blueprint that should enable an organization to leverage its resources in order to differentiate itself from the competition within a particular line of business (David, 2001; Hill and Jones, 1998). The functional-level strategies serve to support the organization’s business-level strategy by providing direction for the appropriate short-term activities required by each functional area to meet the goals established in the business-level strategy (David, 2001; Hill and Jones, 1998). Consequently, having properly aligned corporate, business, and functional level strategies aid an organization in its efforts to accomplish its goals, thereby strategically positioning itself to successfully compete within the marketplace (David, 2001; Hill and Jones, 1998; Porter, 1985). Combining highly differentiated and ef? cient human capital with clearly delineated corporate, business, and functional level strategies can prove to be a competitive advantage for an organization (Barney, 1991, 1997; Wright et al. , 1995). An organization must view strategies for developing and managing its employees JMD 22,10 870 Figure 3. Alignment between corporate strategy and planned change-corporate diversity strategy as a part of its overarching corporate level strategy if it desires to have highly differentiated and ef? ient human capital in today’s competitive, global environment. Therefore, one argument of this paper is that any organization seeking to realize the maximum bene? t from having a diversi? ed workforce should have a planned change-corporate diversity strategy that is aligned with the organization’s overall strategic positioning. Developing a planned change-corporate diversity strategy The organization â€Å"wishing to create an environment that enables all employees to reach their full potential will have to . . . change organizational practices as necessary† (Thomas, 1991). However, prior to changing any organizational practice, a comprehensive strategy for how to accomplish that change should be devised based on an in-depth understanding of relevant organizational dynamics (i. e. culture, structure, ? nancial position, strategic initiatives, etc). Theoretically, a strategy should precede the structure of an organization. Consequently, a planned change-corporate diversity strategy should be devised to align with the organization’s corporate strategy before structuring diversity initiatives (as illustrated in Figure 4), and reinforced using a planned change approach. Organizations that have elevated their diversity strategist to executive-level management are likely to have an overarching corporate diversity strategy in place. But, it is not as likely that the diversity strategist is using a corporate-wide planned change approach to systemically reinforce the proposed changes in the corporate diversity strategy throughout all of the Managing diversity 871 Figure 4. The diversity continuum organization’s policies, procedures, and systems. Regardless of whether an organization has a corporate diversity strategy or not, it may be necessary to superimpose a planned change-corporate diversity strategy over existing disjointed diversity strategies and initiatives. At the onset of such an endeavor or superimposition, corporate diversity mission statement, vision, and goals must be formulated to articulate the purpose diversity initiatives will serve within the organization and the desired outcomes to be achieved from such initiatives. The delineated desired outcome should be designed to systemically manage diversity. Conducting internal and external assessments are essential steps in devising a planned change-corporate diversity strategy. An internal assessment will allow the diversity strategist to decide how to position diversity strategies and initiatives within the organization’s structure, and to align them with all of the organization’s policies, procedures, and systems. To assess the external environment, the diversity strategist should use environmental scanning tools to extract best practices based on benchmarked diversity strategies and initiatives at other leading organizations. Through the internal assessment, the diversity strategist should become intimately familiar with the organization’s values, vision, mission, strategies, goals, and initiatives, all of which constitute a sound basis for understanding the organization’s culture, policies, procedures, systems, and overall strategic positioning. The diversity strategist must become equally familiar with the bene? ts and shortfalls of various diversity initiatives. The strategist must conduct an analysis to determine the most appropriate linkages between the organization’s overall strategic positioning, policies, procedures, systems, and its diversity initiatives. Before proceeding, the diversity strategist must recognize and effectively articulate a clear strategic ? t and alignment amongst the organization’s overall strategic positioning, policies, procedures, systems, JMD 22,10 872 and diversity. Both strategic ? t and strategic alignment are necessary to strengthen the business case for allocating resources to support the planned change-corporate diversity strategy. In order to realize the maximum bene? ts from diversity, the planned change-corporate diversity strategy needs to be properly executed, evaluated and refrozen to ensure that the stated goals are being met, and that the organization’s culture and members are moving toward and sustaining the desired state of systemically managing diversity. Moving to systemically managing diversity Once the present state is unfrozen, the move that will allow the organization’s culture and members to advance to the desired state should be put in place. In this case, the move is to culturally reengineer the organization and its members to the true state of managing diversity by implementing the managing diversity process. The social learning theory (Bandura, 1977) is offered as the theoretical framework for the managing diversity process. It has also been offered as the theoretical framework for developing training programs in the cross-cultural and expatriate literature (Black and Mendenhall, 1989; Harrison, 1994). There are four major tenets of social learning theory: motivation, attention, retention, and reproduction (Bandura, 1977). These tenets are re? ected in the eight steps of the managing diversity process. In an effort to truly manage diversity, a change in the attitudes and behaviors of individuals, and in organizations’ systemic and institutional ways of doing business is required. Therefore, it is posited that utilizing the tenets of social learning theory can aid in the acquisition of the learning that is necessary for organizations to maximize the inputs of all of its diverse members. The planned change-corporate diversity strategy serves as the motivation for the learning of new behaviors and attitudes. Hence, once the planned change-corporate diversity strategy is articulated, the move through the eight steps of the managing diversity process should be instituted to assist individuals and organizations in culturally reengineering and moving to the desired state of managing diversity. The eight sequential steps of the managing diversity process include: (1) exposure; (2) experience; (3) knowledge; (4) understanding; (5) appreciate; (6) respect; (7) modify attitudes and behavior; and (8) healthy interaction. All of these are undergirded by tolerance (see Figure 5). The acknowledging diversity component of the diversity continuum is composed of steps (1)-(4), and they re? ect the â€Å"attention tenet† of social learning theory. The valuing diversity component of the diversity continuum is comprised of steps (5) and (6), and is re? ective of the â€Å"retention tenet† of social learning theory. Steps (7) and (8) constitute the managing diversity component of the diversity continuum and the â€Å"reproduction tenet† of social learning theory. The movement through each of the eight steps requires individuals to progressively develop appropriate skills to enable them to manage how they deal with individuals whom they consider different from themselves. Therefore, executing the eight steps in the managing diversity process serve as the necessary movement required to progress from acknowledging and valuing diversity to managing diversity. The true movement through the eight steps from acknowledging diversity to managing diversity is a paradigm shift, in that it entails a change in the treatment of diverse individuals (Fitzpatrick, 1997). Managing diversity 873 Diversity training In order for an organization to realize the potential bene? ts that can be afforded by employing diverse individuals, there needs to be a paradigm shift in which the inputs of diverse individuals are systemically managed within an organization to enable the successful accomplishment of its strategic goals. Training of individuals is viewed as a necessary tool to facilitate the organization in achieving its goals. Diversity training should be viewed no differently than any other type of training in which an organization invests. Therefore, it should also be viewed as a necessary tool to manage members’ behaviors and their ability to work productively with diverse individuals. After canvassing the literature, it has been noted that most diversity training programs merely raise individuals’ awareness of or sensitivity to diversity (Grubb, 1995; Jenner, 1994). Some few diversity training programs go as far as attempting to change individuals’ perceptions of diversity and how they communicate with people different from themselves (Grubb, 1995). However, these programs tend to be offered to only select employees, and they tend to be short in duration, ranging from a one-hour session to a series of one-day sessions several times a year (Koonce, 2001). The major drawbacks to most existing diversity training programs are that: . they do not build skills to facilitate individuals’ ability to actually manage their interactions with individuals different from themselves; . they are not rigorous nor time-intensive enough to create a paradigm shift in individuals’ treatment toward individuals different from themselves; and JMD 22,10 874 Figure 5. The continuous managing diversity process . there are no enduring reinforcement mechanisms embedded in the organization’s culture to ensure all individuals’ inputs are successfully managed to met the organization’s strategic goals. Managing diversity As a result, most (if not all) existing diversity programs have not been successful in creating enduring change in the way individuals interact with individuals different from themselves, nor have they been successful in changing their organization’s culture to one that systemically manages diversity. In order to create enduring change in individuals and the organization’s culture, members of the organization at all levels need to participate in diversity training that encapsulates the comprehensive managing diversity process. The outcomes that should be expected from participation include, but are not limited to, skill building in the following areas: the ability to clearly articulate their ideas and feelings; con? ict management skills; effective giving and receiving of feedback; effective listening; group observation skills; and group decision-making skills, all of which will facilitate modi? d attitudes and behaviors, and healthy interaction with diverse individuals. Individuals have to come to grips with their feelings, thoughts, attitudes, and behaviors toward diversity and others with whom they are different. In the ? rst step of Exposure, individuals provide public notice of where they are at that point. They do this by: laying open who they are; divulging where the y are; unmasking themselves; and receiving others’ culture. Step (2), experience, involves gathering information through personal involvement, encountering, seeing ? rst-hand, and living through events. In the third step of Knowledge, individuals become well informed, thus able to be conversant because they become familiar or acquainted with the culture of others. Knowledge serves as the basis for step (4), understanding. Because of their grasp of cultural realities, individuals are able to comprehend (understanding) relevant cultural dynamics, which leads them to be sensitive, and enables them to share unique insights and perceptions. In step (5), appreciate, individuals’ acceptance of the worth of a person’s culture and values makes it easier for them to welcome and â€Å"justly† estimate diverse individuals. Resultantly, individuals are able to respect (step (6)) diverse individuals; thus, they are able to pay attention, pay deference, and pay tribute to the values, worth, and culture of diverse others, as well as give personal consideration to the diverse individuals. Successful movement through the ? rst six steps, along with tolerance underpinning each step, should lead to modi? cations in individuals’ attitudes and behaviors toward diverse individuals, which is step (7), modify attitudes and behaviors. This change in attitudes and behaviors, again, along with tolerance should lead to healthy interaction (step (8)) with and amongst diverse individuals. Step (8) is a function of continuous acceptance and execution of steps (1)-(7). Therefore, this is a ? uid (not static) process that must be recognized for its ever-changing and 875 JMD 22,10 876 evolving nature. The requirements for successful execution of the managing diversity process are strenuous and time intensive because it requires individuals to modify their attitudes and behaviors. Thus, they must modify the way they interact with individuals different from themselves, and not just expect that they either avoid, acknowledge, or value those individuals that are different. Given that all individuals in today’s global business environment are likely to encounter others that are different from themselves on a frequent basis, the managing diversity process should be viewed as analogous to the open systems approach – it is a continuous process that maintains a constant reciprocal relationship with the environment. Refreezing the systemic management of diversity Successful movement through the managing diversity process requires individuals to change. Resistance to change is inherent in any change process, and it will be no different in this process (Harrison, 1994). Therefore, the managing diversity process is a ? uid, continuous process that needs to be systematically reinforced and embedded in the organization’s culture and individuals’ interactions, such that the organization’s culture and its members do not revert back to just acknowledging or valuing diversity. Hence, refreezing the desired state of managing diversity requires reinforcing the new perceptions, attitudes, and behaviors with emphasis on the modi? ed behaviors and healthy interactions individuals have adopted as a result of going through the managing diversity process. In order for individuals and organizations not to revert back to their previous states, the new desired state must go through the refreezing stage to be institutionalized. This should be accomplished through systemic, on-going training and daily interactions at the individual level, and through revised policies, procedures, and systems at the organizational level. At the individual level, the systemic, on-going training should not be just periodic training that merely exposes individuals to diversity. A great deal of time is necessary to cement these newly adopted attitudes, behaviors, and skills for healthy interaction. This kind of cementation is required for these newly acquired attitudes, behaviors, and skills to become totally embedded in the individuals’ natural way of interacting with diverse individuals. The systemic, on-going training needs to be skill-based and experiential in nature to promote long-term changes in the way individuals work with individuals different from themselves. This type of reinforcement at the individual level will contribute to the cultural reengineering that also must take place at the organizational level. To reinforce the desired state of managing diversity at the organizational level, revised recruiting, appraisal, development, and reward systems, as well as an enforceable diversity policy need to be implemented (Allen and Montgomery, 2001; Hemphill and Haines, 1998; Miller, 1998). The revised policies, procedures, and recruiting, appraisal, development, and reward systems need to re? ct the organization’s position on how the inputs of diverse individuals will be managed, such that their contributions fully aid the organization in meeting its strategic goals. A written, enforceable diversity policy, stating the systemic action steps and behaviors expected by all employees is a must as it relates to effectively managing the organizational inputs of all individuals. Everyone’s inputs should be effectively managed to contri bute to the achievement of the organization’s strategic goals. The revised policies, procedures, and systems should also align with the planned change-corporate diversity strategy. Given the resources and time required to revise and initiate implementation of the revised organizational policies, procedures, and systems, individuals are likely to resist these changes initially. Therefore, it is quite likely to be a dif? cult and time-consuming process to make the appropriate and necessary revisions to the organization’s policies, procedures, and systems. This is an essential and critical step necessary to ensure the organization and its members do not revert back to their previous attitudinal and behavioral states. It is paramount that revised policies, procedures, systems, and planned change-corporate diversity strategy are clearly communicated to all members of the organization to ensure that it can be appropriately recognized, executed, evaluated, and reinforced. To reinforce this cultural reengineering effort, management needs to initiate and actively participate in the refreezing stage, the same as they must genuinely participate at the unfreezing and moving stages. Potential limitations As with any theoretical model, there are limitations. One potential limitation of this notional model is that no matter how well it is implemented, there are likely to be some individuals whose attitudes may never change or they may continue to consciously or unconsciously show favoritism toward those whom they consider to be similar to themselves (Gilbert and Ivancevich, 2000; Miller, 1998). Another potential limitation is that subtle forms of biases against diverse individuals may still exist informally within the organization and/or outside of the work environment; thus, highly impacting individuals within the organization. Backlash is also a potential limitation; members of the majority are likely to perceived that they are being excluded at the expense of including diverse individuals (Hemphill and Haines, 1998). Additionally, if the training initiated to implement the managing diversity process is perceived as a bad experience, the organization’s leadership may abandon the initial implementation, hence dooming all future diversity efforts. However, by using the suggested planned change approach along with well enforced diversity policies and disciplinary procedures for violations of the diversity policy, it is more likely that individuals’ behaviors can be altered to be more tolerant of others whom they consider to be Managing diversity 877 JMD 22,10 different (Gilbert and Ivancevich, 2000). This will allow the talents, skills, and abilities of all individuals in the work setting to be used to meet organizational objectives. Conclusion Given that individuals are less willing to leave their differences outside the doors of the workplace (Thomas, 1991), an organization’s ability to systemically manage diversity will become more important, in years yet to come, if it wants to ensure its ability to compete successfully in the global marketplace. This paper suggests that, ? rst, a planned change approach should be used to systemically manage diversity, by developing and implementing a planned change-corporate diversity strategy. Second, organizations should execute their cultural reengineering efforts to move individuals and the organizational culture along the diversity continuum from the states of acknowledging and valuing diversity to the desired state of managing diversity. Movement to the desired state of managing diversity can be achieved by using the managing diversity process. It is also suggested that the organization needs to provide on-going training, and needs to institute new policies and procedures. Additionally, it must engage in appropriately different recruiting, appraisal, development, and reward systems that systemically reinforce the cultural reengineering of moving to the state of managing diversity. These new undertakings will ensure that the newly reengineered culture of managing diversity is inculcated into the organization’s culture, and its way of conducting business domestically and abroad. By adopting and executing the frameworks offered in this paper for ystemically managing diversity through a strategic planned change approach, managers will have created an organizational environment where they will be able to enjoy healthy, innovative, and productive interactions amongst diverse members of the organization. The following is a list of other potential bene? ts that may be derived from using the offered frameworks: . in general, individuals will develop an increased knowledge of and appreciation for other cultures; . individuals will learn to value and respect the cultural norms, behaviors, and attitudes of others; . here is likely to be a greater receptivity to necessary organizational changes; . there is likely to be a lessening of workplace anxieties; . a reduction in organizational con? ict; . a more pleasant work environment; and . increased performance and productivity. 878 In conclusion, the proactive management of diverse human resources will aid organizations in gaining and sustaining a competitive advantage in today’s dynamic global marketplace.

Paper 3 Essay Example | Topics and Well Written Essays - 250 words

Paper 3 - Essay Example In essence, murder is unethical, immoral, improper, and unjustifiable. It is also inhumane, and unacceptable for the following reasons. The societal norms forbid that any man should not by whatever means contribute to the death of a fellow being. In essence, murder is an evil practice that which no one should opt to as a way of solving a problem. As a matter of principle, committing murder is not an option for me, as I would not prefer another person to end my life prematurely. The law permits that settlement of disputed need to follow a certain procedure and that no citizen should take matters in to their own hands. Therefore, what society condemns falls under the category of evil and not good. Subsequently, the consequences involved are shuttering as the offenders pay a heavy price. In many instances, the judgment imposed may at times be a life sentence. The separation from their families and the society that the individuals experience is one of the consequences that make me view this as improper. Essentially, people that commit murder become outcasts and do not freely mingle with members of the society. In contrast, ethics lead us to moral principles. One chooses whether to adhere to the societal ethics or to live as per their free will. At whatever cost, human dignity and the rights of individuals need, upholding at all times. Moral principles focus on what an individual should do rather than what they should be (Thomson 13). An objection to my claim would be that an individual might commit this crime simply because they may or may not reasonable proof to justify their actions. To society, t his heinous act may be unforgivable, but may be when they access information on the events leading to the act they might change their moral stand and justify the

Svedka Vodka Strategy Article Example | Topics and Well Written Essays - 1500 words

Svedka Vodka Strategy - Article Example However there was a gap in between the high end and the low end, i.e. there was no mid sized segment in the market as of now. In this scenario there was a chance of launching a new product into the vacuum mid sized segment with suitable marketing strategies and outlook. â€Å"Svedka† the to be launched mid segment vodka had many obstacles to encounter for entering into the already established vodka market. Since it was new, new techniques both in the production and marketing levels have to be adopted. The product should be of high drinking quality and should be distinguished for its soft silky drinkability. 1. Branded vodka has its mark in US market. International brands like Smirnoff, Absolut etc have created brand awareness in the market. The prices offered by both these leading brands were in between $20 and $25. Svedka was planned to introduce in the mid sized segment because there were no real competitors in the offing. Moreover cost reduction techniques like outsourcing of production which was a major strength of Svedka enabled the product to be sold on a lower price. The under $10 market of vodka was nearly 80% of the total market share of the spirit therefore the chances of success of Svedka is bright provided it be introduced in a planned way. A competitive pricing strategy should be adopted for this purpose, may be market oriented pricing or penetrating pricing(Kotler,Keller,Brady,Goodman&Hansen). The real competitor for Svedka would be from Smirnoff which was selling vodka a price of $10 per bottle, Smirnoff enjoyed a huge 19.7% share in the market. However by the entrance of Absolut, Smirnoff was under pressure. Therefore if Svedka was introduced properly in the mid tier segment, it could really tap the potential and give a real time competition to Smirnoff. The other brands which are under $10 per bottle are Gordon and Popov, which have only a very little market share. Another important aspect in this scenario is that Svedka due to its cost effective strategy is able to offer of 25% to wholesaler and 30% to 35% to retailers. This is considerably high according to normal industrial standards hence it could provide a boost to wholesalers and retailers to sell Svedka. 2. Marketing strategy is a process by which an organization concentrates on its limited resources and cashes on its greatest opportunities in order to increase sales and achieve a sustainable and competitive advantage. The marketing strategy should be centered on customer satisfaction (Kotler,Keller,Brady,Goodman&Hansen). Customers are more aware of prices of the products they buy along with the quality. Of course, Svedka has quality because it is manufactured raw. Therefore the price segment should be given much importance. The market share of low priced vodka is around 80% therefore Svedka if priced less, I.e, below $10 could command greater respect from its customers. Another important aspect that has to be considered is the reach of the product to the cu stomers. For this purpose a brand image has to be created just like Smirnoff used to do. Svedka should appeal to new vodka drinkers along with up graders. It should be a choice for both price driven groups. Target customers who are not brand loyal but young should be tapped and developed. Advertising should be cost effective and appealing like eye shelf

Individuals with disabilities education act Assignment

Individuals with disabilities education act - Assignment Example Inclusion does not merely mean to make children with disabilities participate in the general education setting; instead, it means that all students are being treated as active members of the learning environment where they can make decisions about the utilization of appropriate institutional setting with fair access and self-respect. Natalie must also be included in the fair and respectful inclusive educational practices so that she may feel that she is not being disadvantaged by any means. Providing her with a sense of self-respect will boost her individual competencies, and she will better be able to meet her individual needs as mentioned in her IEP. This can only be achieved if she will be provided with all sorts of environmental modifications in her neighboring school where her sisters are also studying. She will feel secure in this setting, and will better be able to respond to the learning process. It is a main suggestion in IDEA that children with disabilities should be provid ed with appropriate environmental modifications in their neighboring schools. These modifications include considering general physical education class as first placement option, relevant modification of equipment, and involvement of the support personnel in implementing the equipment in the most beneficial way possible. Natalie’s IEP document must be reviewed regularly so as to ensure her inclusion in the general physical education program. Natalie’s individual needs must also be assessed so that she may be able to achieve the aims and objectives mentioned in her IEP.

Multinational Enterprises In Asian Development Case Study

Multinational Enterprises In Asian Development - Case Study Example The research will review the trends and expansionist strategies employed by multinational enterprises from these nations and evaluate how they managed to attain successes on the global level. Japanese Businesses The Japanese European Trade Organisation (JETRO) studied a number of things about the expansion if Japanese businesses into Europe (Sachwald, 1995). They identified five main motives for the expansion of Japanese businesses into Europe. First of all, Japanese businesses seeking to expand into Europe for production reasons. Geographically, Japan has not been a very rich island in terms of natural resources. As such, their expansionist drives into foreign nations included the desire to acquire much needed raw materials. Thus, the establishment of foreign companies enabled them to establish production systems with their technology and capital and produce at points close to the customers that they previously exported to. Secondly, the cost of energy and electricity has been tradi tionally high. Japanese expansionist ideology was to make use of cheap electricity and energy costs. Again, Japan has always been an overpopulated island. Due to that, land costs are generally higher. The expansion into foreign lands enabled Japanese businesses to economize and save significantly on rent. Other costs like pollution and transport costs were significantly lower in other parts of the world. Thus, Japanese businesses expanded to foreign lands to take advantage of these production-related advantages. Secondly, Japanese businesses moved to different parts of the world in order to develop new markets. In the 1970s, Japanese businesses had exported large volumes of products to people in different parts of the world.

Race and Race Theory Essay Example | Topics and Well Written Essays - 750 words

Race and Race Theory - Essay Example It is also difficult to determine what characteristics of human beings need to be considered for racial discrimination. The concept of categorizing human beings according to their blood and kinship is a newer theory. Towards the end of the Middle Age, this concept took concrete form when anti-Jewish feelings were evolved as a manner to express resentment towards the religious beliefs of the Jewish community. These kinds of antagonism towards Jewish blood and kinship paved the reasons for hatred towards a community instead of an individual. Baptism among the Jews caused threat to the Christian community as the former could not prove their purity of blood to the Inquisition. The concept of racism had its roots in the Mediterranean slave trade during the Middle Ages when the Western world equated the blacks with slavery. In the modern time the concept of distinguishing human beings based on social, physical and intellectual features has proved to be unsound. This notion has generated fo r ages and is more specifically a social and historical process. Race cannot be confined to the physical or biological traits cultivated by an individual. The genetic inheritance of human beings that contribute towards those traits does not form the concept of â€Å"race†. ... There is a continuous inclination to regard race as an essence that is concrete and objective. There is also a contrasting view of the non-racist society that race is merely an illusion created purely by some ideologists. It was with the growth of political economy in the global arena and the advent of seaborne empire that race began to take a concrete shape. During economic crisis it is often the ethnic minorities who endure discriminations in the labour market. They even have limited access to proper education and health care facilities and this happens even during economic well-being although to a lesser extent. Although racial prejudices exist all over the world, the racial discrimination of human beings was originated by the Europeans. The era of European imperialism suggested that only those people belonging to the highest social rankings must govern the earth and it is they who should get access to all kinds of facilities for their development. It is however not correct to sta te that the European’s attainment of imperialism gave rise to race, but on the contrary it can be stated that race has created sociopolitical discriminations and has shaped the international economy: â€Å"this is not to say that the European attainment of imperial and world-encompassing power gave rise to race. Indeed it is just as easy to argue the opposite: that the modern concept of race gave rise to, or at least facilitated the creation of, an integrated sociopolitical world, a modem authoritarian state, the structures of an international economy, and the emergence over time of a global culture† (Winant, 172). What I find interesting about the article is that it discusses about the theoretical elements of race with the advent of the twenty first

Project Management Scenario Essay Example | Topics and Well Written Essays - 500 words

Project Management Scenario - Essay Example These reports are a type of written communication those can be utilized in order to assess the project status and analysis of the activities and tasks those were not completed according to scheduled time. In addition, Janet can also use the oral communication technique. In this scenario, she can use the facilities of live meetings or remote phone calls. In this scenario she can make use of internet VoIP technology for her target stakeholders, mission, project completion plan and strategy, as well as other relevant information distribution and acquiring (Smith). In order to manage SEITZ Corporation project, Janet can use a conflict management strategy to solve conflicts between Clark, Downs and Pokorski. In this scenario the main and fundamental issue that I have assessed is the about the political issues. In scenario of this project a lot of groups are involved, thus there is the possibility of power game and vested interests; those can come in the way of dialogue. In such types of t he political conflicts, overall project working and operations can be disturbed. Here another issue is about the differences in expectations. In this scenario, Janet needs to make sure that everybody associated with the project has a frequent set of prospect in terms of what is to be delivered. However, to achieve this outcome, project synchronization among all team members is really essential.

Managing Value for Competitive Advantage Company Analysis Essay

Managing Value for Competitive Advantage Company Analysis - Essay Example The rapid changes in business environment in the 21st century demand that businesses reinvent themselves in order to remain relevant. The economy has changed from being commodity based to become a knowledge –based one. Sources of value creation have shifted from tangible assets to intangible things. Advances in technology and globalization have given the issue of making networks and building long-term relationships more prominence (Castell, 2000). Simply put, in the information age, the flow of communication plays a vital role in enabling the business to succeed. According to Freeman, the term stakeholder may be defined as any group or individual who are in a position to affect or be affected by a company’s objectives. The type of interests that the stakeholders have in a company differs. For instance, investors have a stake in the equity of the firm. In addition, other direct stakeholders such as customers, employees, suppliers and competitors have a stake in the financial success of the company. Wheeler and Sillanpaa (1997) also included individuals and groups that speak for the environment, non-human species and future generations in the list of stakeholders. This type of stakeholders is interested mostly on the impact that the firm has on people and on the environment. Further, Freeman states that there are two fundamental issues that should be articulated in the analysis of stakeholder theory and value creation (1994). First, the fundamental question on the purpose of the organization must be answered. This sets the stage for the management to elaborate on the core function that the firm engages in. The shared purpose of the value that the organization creates helps to rally the stakeholders to work hand in hand towards achieving their goal. The second issue that should be considered is about the responsibility of the management to the stakeholders. It is accepted that sustainable economic value can only be created by the voluntary coming together of people to improve the wellbeing of each other. It is imperative the organization outlines how it intends to do business and precisely the kind of relationships it intends to build with the stakeholders. Creating value for stakeholders provides a win-win scenario for both the firm and the stakeholders (Jones et al, 2002). When a company creates products and services that customers are willing to buy, offering rewarding jobs that

Quanitative problem statement surrounding the development of a rapid Essay

Quanitative problem statement surrounding the development of a rapid response team to reduce codes outside of the ICU - Essay Example The benefit of RRTs is that there is a drop in cardiac and respiratory arrests outside of the intensive care units (Simmonds, 2005). The scope and nature of the RRT is such that the professionals attached to the team have to be extremely competent, which means that these professionals drawn away from other areas of requirement in a health care environment. There may be an argument that the nursing actions in RRTs assist patient nurses in formulating the situation, background, assessment, and recommendation (SBAR). However this hardly diminishes that RRTs pose to nursing in terms of the lack of experience, work pressure due to high patient nurse ratio, which are factors in the high turnover among nursing professionals. It must be remembered that the nursing professionals attached to RRTs are expected to carry with them critical thinking skills, and that these nursing professionals come from non-intensive care environments, where skills and competencies are present in a much lesser deg ree than in the case of the nursing professionals in the intensive care environment. Thus it is important that appropriate education and training be given to nursing professionals before being made a part of RRTs, along with choosing the appropriate nursing professionals for such a role.

Ancient Homosexuality Essay Example for Free

Ancient Homosexuality Essay The modern self is primarily built up of one’s history, body, religion, politics and entertainment – a Freudian composition of what identity is. And all of these things, the very factors that make the modern self the way it is, roots from the ancients. Cicero once thought that without the knowledge of the past, once shall remain a child, hence, Simon Goldhill’s Love, Sex and Tragedy: How the Ancient World Shapes Our Lives. With Cicero’s principle in mind, Goldhill wishes his readers to have a full understanding of who they are and how they came to be the way they are. Among the very controversial societal issues that Goldhill discussed pertained to homosexuality. Sexuality, in the time of the Greco-Romans, meant a love-affair with the phallus. They paraded it in the theatres, processions, public road, and even public memorials. The phallus was part of the classical man’s body, sexuality and sensuality – which, by the way, not only applies to men, but for females as well. The Greco-Romans had a profound relationship with sexual organs and acts, which, the modern man – apparently influenced by the rules of Christianity, might find obscene. A part of Simon Goldhill’s discussions on sexuality is the root of homosexuality. The Greeks had a particular fondness over a scenario where a bearded male desires a beardless lad. In today’s terms, this is the so-called pedophilia, as practiced through the inter-crural activity. This involves the placing of one’s penis between the partner’s thighs, may it be front or rear, followed by thrusting to attain sexual pleasure. Greeks from the seventh century, reinforced pederasty among men from the upper-class society, especially in their twenties, to acquire a young boy approximately aged 12 to love and nurture until he grows to marry at age 30, and later take a boy of his own. Practicing pederasty reinforced late marriage for these males, in the hopes of reducing the possibility of overpopulation, as well as to improve the education – initiation and instruction, of the ancient Greek youth. On Greek vases, one can find a picture of the bearded man – erastes, and the beardless youth – eromenos, as the erastes touches the eromenos’s genitals. The erastes takes the intiative as the eromenos remains passive. But, the ancient Greeks prohibited the relationship between a bearded man with yet another bearded man, and it was shameful that a bearded man becomes the passive one – or pathikos. The pedagogical pederasty is an illustration of a father-son relationship, where the erastes acts as a substitute father to help the young lad on his way to manhood, maturity, and to orient him to become a productive part of the society. The erastes demonstrates this affection by little presents ranging from a bottle of oil to money. The relationship was beneficial in both parties – the erastes provides education, protection, love and a role model for the eromenos – who offers beauty and admiration in turn. In modern theory, this is called sexual reciprocity. Gay does not necessarily mean one is less man or woman than a heterosexual. The ancient Greeks have never defined it in that way. Pedagogical pederasty and the sexual reciprocity that follows it are acts that only show the so-called love – in whichever form you wish to see it, may it be erotic or platonic. However, if we do know the origins of homosexuality, how does it actually affect us as individuals? We do obtain the full understanding of our identities in terms of our sexuality, and the understanding of others’ sexuality. This book simply implies the basic lesson of respect.

Red Mud and Pet Coke Physical Properties

Red Mud and Pet Coke Physical Properties 1.1 INTRODUCTION: India is witnessing construction of very interesting projects in all sectors of Infrastructure. Most of the structures are in structural concrete. In Present condition India is the second largest producer of cement in the world behind china. The construction practices are rapidly innovating throughout the world. The pace of infrastructure developments in India requires adoption of new technologies. The country consumed around 238 million metric tons of concrete in previous years. Indias concrete production is calculated to amount to just over 400 million metric tons by 2017. Concrete is the most widely used man-made construction material in the world. The popularity of concrete is due to the fact that from the common ingredients, the properties of concrete are tailored to meet the demand of any particular application. Now-a-days massive construction leads to scarcity of natural resources. It is a big problem emerging in field of construction because of their wide use shortage is happening. Due to this good sand is not available easily. Natural resources are also exhausting very rapidly because of its limited supply, the cost of Natural River sand has sky rocketed and its consistent supply cannot be guaranteed. So, now it is time to find some substitute to natural river sand. Hence, it is mandatory either to quest for another material or partly replace it by some other material. The expense of development moreover gets heightened further more leaving the waste materials to the environment straight forwardly can bring about natural issue. Henceforth the reuse of waste material has been emphasized. There is a growing awareness regarding extensive damage being caused to the environment due to accumulation of waste materials from power houses, industrial plants, colliery pits, demolition sites and it has become one of the major environmental and social issues. Waste materials coming out of industry nowadays is posing a great environmental problem in disposing them into the water, air and on the land. These waste materials can partly be used to produce materials suitable as fine aggregates or fillers in concrete. Use of waste products is not only a partial solution to environmental. Some wastes can significantly improve the properties, matrix and microstructure of concrete. The output of these waste materials in India is more than the production of cement and other construction materials used in all the civil engineering activities. So, the use of waste materials is not only to make the cement concrete less expensive, but to provide a blend of tailored properties of waste material s and OPC suitable for specified purpose. The waste materials which can be found in bulk are commonly known as blast furnace slag, fly ash, silica fumes, solid waste, plastic wastes, Red mud, Pet coke, etc. Partial replacement of Portland cement and sand with waste materials like blast furnace slag, fly ash, silica fumes, Red mud, pet coke, etc. will be a great help in reducing environmental pollution and also in reduction in manufacturing of cement and also minimize the use of natural materials that required for the construction activities. This research work outlines the optimum utilization of waste materials in some construction activities using as a green concept, which ultimately reduces the environmental pollution and suits the economy of project. This study involves Industrial wastes which have major production throughout the world and have negative effect on environment because of their chemical properties. Industrial wastes in this study are Red mud, Petroleum coke and Recron with accelerating admixture. Red mud is a waste material generated by the Bayer Process widely used to produce alumina from bauxite throughout the world. In India more than 20 million tons of red mud is generated annually. The Indian aluminium sector is characterized by large integrated players like Hindalco and National Aluminium Company (Nalco, Alumina plant at Damanjodi, Orissa). However, its high alkalinity is a potential pollution to threat water, land and air. While high costs are associated with the large area of land required for storage of the residue. Currently, it is dumped on land or in the oceans near alumina refineries which creates a great environmental pollution. Red mud is highly caustic due to which it is a good binder material and can be used in concrete technology for construction practices with partial replacement with cement. Among the uses utilization of red mud for building materials production such as cement, bricks, roofing tiles and glass-ceramic is in practice. Fig.1 Red mud Yard Petroleum coke (abbreviated as Pet coke) is a solid by product from oil refineries. It is a carbonaceous solid delivered from Coker units or other cracking processes. It has over 90% carbon. As it has a higher energy content, it emits 30% to 80% more CO2 than coal per unit of weight, it also emits sulphur and vanadium contents during combustion which can be problematic. The annual consumption of pet coke in India is around 14.44 million tons, according to the latest statistics of Ministry of Petroleum and Natural Gas, Government of India. Pet coke can be used in concrete as a replacement of sand for acoustic application. The low density and high porosity properties of pet coke particles suggest that it may also have potential to improve the thermal insulating properties of concrete when added as fine aggregate. It can also be used as plastering, roof concreting, etc for light weight concreting. Fig. 2 Petroleum coke yard Recron is also called Polyester fiber. It acts as secondary reinforcement in concrete which increases resistance to impact and abrasion. It arrests cracks improves quality of construction in tanks, foundations, walls, roads, pre-cast products like pipes, blocks, tiles, manhole covers, asbestos sheets, cement based pre-cast products, etc. Role of Recron 3s is preventive in field of construction; it also controls reduction in water permeability, increase in flexibility, reduction in rebound loss, etc. Admixtures are the additive in concrete other than basic ingredients of concrete; they are added to the mix immediately before or during mixing. These admixtures are used primarily to reduce the cost of concrete construction, to achieve the strength, modify the properties of hardened concrete, to ensure good quality of concrete during transporting, placing, mixing curing and to overcome certain emergencies emerges during concrete operations. These can be added to concrete mix to produce high slump flowing concrete. High range super plasticizer was used in all the concrete mixes to achieve good workability. Super plasticizers are added to reduce the water requirement by 15 to 20% without affecting the workability leading to a high strength and dense concrete. To achieve the uniform workability, the admixture dosage was adjusted without changing the unit water content. By utilizing these wastes other researches has concluded that Red mud and pet coke are good replacement of cement and sand additives like Recron and Admixture helps in improving the properties of concrete. By using optimum amount of Industrial wastes in concrete we can reduce the construction cost and it is very much environmental friendly acheived made the previous researches are done on Red mud, pet coke, Recron and admixture separately by calculating physical tests like compressive strength and tensile strength test. 1.2 importance of study: In this study use of Red mud, Petroleum coke Recron with admixture has been used as a partial replacement of cement and sand in concrete. As Red mud and Petroleum coke both are the waste materials generated in large quantities from Industries they damaging environment from their chemical properties utilization of these materials are done. 1.3 Delimitation: In this study the use of Red mud and Petroleum coke (abbreviated as Pet coke) as a partial replacement of cement and sand is evaluated. Concrete used in the study is M25 with 2.4% of constant admixture in all the mix proportions used in study. 1.4 Objective of the study: To evaluate physical properties like Compressive strength, Tensile strength and Slump value of concrete prepared by partial replacement of Red mud and Pet coke in conjunction with Recron admixture. To find out an optimum percentage of replacement of Red mud and Pet coke along with addition of optimum percentage of Recron and fix % of admixture in M25 grade concrete. To estimate cost reduction by adopting Industrial wastes in designed mix concrete.

Introduction To The Movie Brokeback Mountain Film Studies Essay

Introduction To The Movie Brokeback Mountain Film Studies Essay Brokeback Mountain is a particularly extraordinary film. Brokeback Mountain is one of the most touching love stories in decades; it gradually casts its spell, moving forward at a relaxed tempo and soothingly works its way into your heart. A number of movies take their time revealing the story out and occupying the audience. Brokeback Mountain is one of those films. The story that unfolds is reasonably straightforward and simple. Its the summer of 1963 and Jack Twist (Jake Gyllenhaal) meets Ennis Del Mar (Heath Ledger) when theyre both given jobs guarding sheep up on Brokeback Mountain. Jack is portrayed as friendly and open; a very friendly person a real talker who loves to play the harmonica. On the other hand, Ennis is basically a shy person, who closely safeguards his feelings and avoids openly up to strangers or simply, everyone. All alone up on the mountain (with just horses and sheep for company) the good-looking young men open themselves to each other, emotionally. One night, as a result of a lot of drinking, Jack encourages Ennis into his tent to get warm. In an artfully and cleverly staged scene, Jack positions Ennis arm over his body which makes Ennis pull away. But soon, their deep desires and love for each other shoots up into a life-changing sexual encounter. A 20-year relationship blossoms from that one night of shared passion. Though both the men got married, and had children, yet never once did they stop loving each other. Because their love would never have been understood or accepted by the society in that time and in that place, they could not openly show how they felt for each other and had to keep it locked inside of them with the exception of a few times each year, when they broke away from their normal lives and took some time out for themselves on Brokeback Mountain. The proposed argument states that holding up or suppressing ones sexual emotions can be spiritually and physically dangerous, frequently having an injurious, chain effect. This thesis statement is supported by many depictions within the movie. It is basically a desperately sad story in a lot of ways, a story of two wasted lives, but a moving and beautiful story, too. Once forced to hold back his true emotions, Jake becomes a sellout, working for his hateful and loathsome father-in-law, selling farm machinery. Ennis, on the other hand, turns into a quiet and grumpy old cowpoke their true selves become more sadly unapproachable with each passing day of their lives. More than this, Brokeback Mountain is in fact a story of how, for the most part, our lives, gay and straight, are characterized by one split second in which things go naturally and gloriously right, when the whole thing falls into place; but afterwards it is felt plain wrong. Jack and Ennis, flawed as they are, undertake the most excellent endeavors to refuse their deep embedded desires and they fight not just against racism, but the dullness of their society as well. (Piontek, 2012). Brokeback Mountain is at the end of the day not about sex (there is very little of it in the film) but about love: love dissatisfied, love accidently fallen into and love held sorrowfully in the heart. Another instance to support the main idea comes in the shape of a scene added in the original script, in which Ennis, in front of his freaked-out family, punches two hikers at a Fourth of July picnic. The shot of the, enraged and deeply unhappy cowboy lifting his fist against a sky decorated with fireworks is one of the more initial moments. The director, Lee, restates a well-known, though compelling charge against the foundations of American nationalism, that is to say that at least some of its aggressive and violent action is rooted in repressed homosexuality (Pinto, 2007). In order to understand the main thesis idea adopted in this essay, historians must put together a reflection and consideration of the emotional urges in order to progress beyond representation to understand the realities of historical actors. In political terms, Brokeback was a revolutionary event, in order to understand the connections between homosexuality, homo-sociality, and homophobia. The importance of emotional urges and the resulting hold-up of unacceptable emotions are highlighted in the following situation: What Jack remembered and craved in a way he could neither help nor understand was the time that distant summer on Brokeback when Ennis had come up behind him and pulled him close, the silent embrace satisfying some shared and sexless hunger. Such feelings are undoubtedly significant and important for an individual. A person who is deprived of such a blissful feeling and connection is sure to turn sour, bitter and unhappy (Grundmann, 2006). Moreover, Ennis, who constantly fought against his emotions and tried hard to hold them under the assumed fatherly responsibilities, eventually did feel the loss of what was unsaid and undone between him and Jack. In a scene replicated in the movie, Ennis hid his face and breathed in little by little through his nose and mouth, looking forward to the faded fog of mountain and salty sweet stench of Jack but there was no genuine scent; only the memory of it the envisioned supremacy of Brokeback Mountain of which not anything was left but what he held in his hands. At last Ennis found himself competent of some measure of imagination -too late (Snider, 2008). This truly represented that sexual freedom is a human right; whose suppression led to spiritual and physical drunkenness. This movie, Brokeback Mountain, is nonetheless a classic and a thought-provoking movie. Labeled as a love story, it does not only target a specific audience; rather it extends its gentleness, its tenderness, emotional attachment and the sorrow of lost love to all. Though homosexuality might not be acceptable to all, it nevertheless exists as a firm reality amongst living people with real, sincere emotions and feelings. The movie is a classic example of individuality and human right humans are free to love whomever they desire. Inability to do so might have injurious ripple effect and could lead to devastated, unhappy lives of many.

Albert Einstein Essay -- biographies biography bio

Albert Einstein was born in Ulm, Germany in 1879 to Jewish parents. In the year 1880 the Einsteins moved to Munich so that Albert could attend the school there. Albert's father started a factory there in Munich. The most charming story was told about the young Albert Einstein when he was 5. He was late to dinner because he was sitting out in the garden thinking under a tree, when he was brought to his father he noticed a small compass on Hermman Einstein's pocket watch. He was fascinated with the little compass and why it always pointed north. School for Einstein was a trying experience. For young Einstein "school is just like a barrack...and the teachers are like the officers who tell the soldiers what to do. If you don't learn your lessons by heart they scold or beat you. Even if you don't understand what the books say! They are angry when you ask questions-and I like to ask question."(2) Albert Einstein stayed at the school in Munich until he was about 15, then he left Munich to join his family in Milan. There he while hiking and listening to music he decided to be a theoretical physicist. After this decision was made he left Milan to go the the Zurich Polytechnic school in Switzerland. After a year of study he was admitted to the Zurich Polytechnic and completed a degree in physics. "Why should one not admit a man [to the United States]...who dares to oppose every war except the inevitable one with his own wife?" (1932) (1) Albert Einstein viewed the militarism with his homeland as disgusting. At the age of 16 renounced his German citizenship and became a Swiss citizen vowing never to hold German citizenship again. During World War I Einstein was the co-founder of the 'Bund Neues Vaterland'(League of the New Fa... ...." December 20, 1939 (4) "I cannot conceive of a God who rewards and punishes his creatures, or has a will of the kind that we experience in ourselves. Neither can I nor would I want to conceive of an individual who survives his physical death; let feeble souls, for fear or absurd egoism, cherish such thoughts." 1930 (1) Bibliography 1. Calaprice, Alice. The Expanded Quotable Einstein. Princeton University Press; Princeton, 2000. 2.Levinger, Elina. Albert Einstein. Simon & Schuster, Inc; New York, New York, 1949. 3. Goldsmith, Mackay, & Woudhuysen. Einstein the First Hundred Years. Pergamon Press; New York, 1980. 4. www.stcloud.msus.edu/~~lesikar/einstein/personal.html 5. Infeld, Leopold. Albert Eistein: His Work and its Influence on Our World. Charles Scribner's Sons; New York, 1950. 6. www.th.physik.uni-frankfurt.de/~jr/phys.einstein.

Swot analysis of the english national opera Essay -- essays research p

SWOT analysis of the English National Opera   Ã‚  Ã‚  Ã‚  Ã‚  STRENGTHS The product is definite. Although there are many different titles of shows and ways of performing Opera, on the whole the customer knows, when attending a performance, what to expect. Accessibility is improving. Through recent more widespread distribution of Videos/DVDs and CDs – in well known music stores. Also through Touring and Open-air Opera and to some extent educational workshops and talks, the English National Opera (ENO) has improved accessibility socially, geographically and physically. On a social level, Opera can be taken to the people, giving it a new and more innovative image therefore creating interest throughout a more widespread number and class of people. Thus allowing Opera attendees to begin to be stereotyped in a different way, which in itself improves accessibility to those who believed they simply were not of a high enough class to attend Opera. On a geographical level, people no longer need to travel to the only venue of the ENO – The London Coliseum, and on a physical level, the new Coliseum has full disability access and also have improved orchestra pit and stage doors from the workshop, allowing even more fantastic set designs to be constructed. Offer a varied range of performances all year round. The ENO have a full schedule of shows throughout the season. John Nelson, a board member said that this is a very positive thing as if there is a regular turnover of performances and events people can get into the habit of attending’. Communication links between interested parties are solid. Within the Opera ‘circle’ communication is frequent. The ENO has a long list of ‘friends’ and mailing recipients with whom there is frequent contact and updates about events, up and coming performances and invitations to preview nights, the opinions surveys regarding all aspects of the ENO are often posted to the ‘Friends of the ENO’. This regular contact makes people feel as if they are involved and play a role in the success of the Opera House. Price elasticity. Seat prices vary greatly so that more people can afford to attend the Opera. Typically those from social classes A and B attended the Opera, and this was partly to do with the cost of tickets. The ENO have made an effort to change this and have introduced more variable ticket pricing. For example... ...opportunities that may help to boost income. Reduction in government funding. Due to the increasing diversity and number of other Art forms in need of support and the ‘excessive amount upon which Opera Companies have begun to rely on government subsidy’ (Arts Council), the government has reduced it funding for Opera Companies. Although the ENOs funding has seen less of a cut than others, it has still been reduced. Growing statutory responsibilities of local authorities. Increased responsibility to finance other areas of local interest means the local authority has almost halved its financial support for the ENO in the last six years. Expensive legalities related to producing Opera. The increasing costs of insurance and applying to health and safety regulations is a threat to the future of the ENO. Bibliography Arts Council England (2002), http://www.artscouncil.org.uk/. UK: The National Lottery Commission Davies, Anita (2003), OPERA Cultural Trends. UK: Policy Studies Insitute English National Opera (2001), http://www.eno.org. UK: Emapdigital Thanks to- John Nelson, member of the Board of Directors of the English National Opera Company.

Literature Survey of Methods of Data Encryption

Chapter 2 LITERATURE SURVEY This chapter deals with the assorted documents that is been referred in order to implement this undertaking. It address the techniques that has been implemented in order to supply the security and the privateness for the information has to be stored on to the cloud. The below subdivision shows the antecedently used techniques. [ 1 ] This paper tells about the Providing secure and ei ¬?cient entree to big graduated table outsourced information is an of import constituent of cloud calculating. In this paper, we propose a mechanism to work out this job in owner-write-users-read applications. We propose to code every information block with a dii ¬Ã‹â€ erent key so that i ¬Ã¢â‚¬Å¡exible cryptography-based entree control can be achieved. Through the acceptance of cardinal derivation methods, the proprietor needs to keep merely a few secrets. Analysis shows that the cardinal derivation process utilizing hash maps will present really limited calculation operating expense. We propose to utilize over-encryption and/or lazy annulment to forestall revoked users from acquiring entree to updated information blocks. We design mechanisms to manage both updates to outsourced informations and alterations in user entree rights. We investigate the operating expense and safety of the proposed attack, and survey mechanism s to better informations entree ei ¬?ciency. [ 2 ] Online personal wellness record ( PHR ) enables patients to pull off their ain medical records in a centralised manner, which greatly facilitates the storage, entree and sharing of personal wellness informations. With the outgrowth of cloud computer science, it is attractive for the PHR service suppliers to switch their PHR applications and storage into the cloud, in order to bask the elastic resources and cut down the operational cost. However, by hive awaying PHRs in the cloud, the patients lose physical control to their personal wellness informations, which makes it necessary for each patient to code her PHR information earlier uploading to the cloud waiters. Under encoding, it is disputing to accomplish i ¬?ne-grained entree control to PHR informations in a scalable and ei ¬?cient manner. For each patient, the PHR informations should be encrypted so that it is scalable with the figure of users holding entree. Besides, since there are multiple proprietors ( patients ) in a PHR system and every proprietor would code her PHR i ¬?les utilizing a dii ¬Ã‹â€ erent set of cryptanalytic keys, it is of import to cut down the cardinal distribution complexness in such multi-owner scenes. Existing cryptographic enforced entree control strategies are largely designed for the single-owner scenarios. In this paper, we propose a fresh model for entree control to PHRs within cloud calculating environment. To enable i ¬?ne-grained and scalable entree control for PHRs, we leverage attribute based encoding ( ABE ) techniques to code each patients’ PHR information. To cut down the cardinal distribution complexness, we divide the system into multiple security spheres, where each sphere manages merely a subset of the users. In this manner, each patient has full control over her ain privateness, and the cardinal direction complexness is reduced dramatically. Our proposed strategy is besides i ¬Ã¢â‚¬Å¡exible, in that it supports ei ¬?cient and on-demand annulment of user entree rights, and break-glass entree under exigency scenarios. [ 3 ] Attribute-based encoding ( ABE ) is a new vision for public cardinal encoding that allows users to code and decode messages based on user properties. For illustration, a user can make a ciphertext that can be decrypted merely by other users with properties fulfilling ( â€Å"Faculty† OR ( â€Å"PhD Student† AND â€Å"Quals Completed† ) ) . Given its expressiveness, ABE is presently being considered for many cloud storage and calculating applications. However, one of the chief efficiency drawbacks of ABE is that the size of the ciphertext and the clip required to decode it grows with the complexness of the entree expression. In this work, we propose anew paradigm for ABE that mostly eliminates this operating expense for users. Suppose that ABE ciphertexts are stored in the cloud. We show how a user can supply the cloud with a individual transmutation key that allows the cloud to interpret any ABE ciphertext satisi ¬?ed by that user’s attributes into a ( constant-size ) El Gamal-style ciphertext, without the cloud being able to read any portion of the user’s messages. To exactly dei ¬?ne and show the advantages of this attack, we provide new security dei ¬?nitions for both CPA and replayable CCA security with outsourcing, several new buildings, an execution of our algorithms and elaborate public presentation measurings. In a typical coni ¬?guration, the user saves signii ¬?cantly on both bandwidth and decoding clip, without increasing the figure of transmittals. [ 4 ] We consider the job of building a secure cloud storage service to which users outsource sensitive informations for sharing with others where, in peculiar, the service supplier is non wholly trusted by the client. Cloud storage service denotes an architectural displacement toward thin clients and handily centralized proviso of both calculating and storage resources. When using cloud storage for secure informations sharing, one of the chief motivation jobs of this architecture is supplying thin clients with both strong informations coni ¬?dentiality and i ¬Ã¢â‚¬Å¡exible i ¬?ne-grained entree control without enforcing extra cost on them ( clients ) . To accomplish this end, we propose a fresh information sharing protocol by uniting and working two of the latest property based cryptanalytic techniques, attribute-based encoding ( ABE ) and attribute-based signature ( ABS ) . Furthermore, we besides give a elaborate comparing of our strategy with several latest bing strategies. [ 5 ] Ciphertext-Policy Attribute Based Encryption ( CP-ABE ) is a promising cryptanalytic primitive for i ¬?ne-grained entree control of shared informations. In CP-ABE, each user is associated with a set of properties and informations are encrypted with entree constructions on properties. A user is able to decode a ciphertext if and merely if his properties satisfy the ciphertext entree construction. Beside this basic belongings, practical applications normally have other demands. In this paper we focus on an of import issue of attribute annulment which is cumbrous for CP-ABE strategies. In peculiar, we resolve this ambitious issue by sing more practical scenarios in which semi-trustable online placeholder waiters are available. As compared to bing strategies, our proposed solution enables the authorization to revoke user properties with minimum ei ¬Ã‹â€ ort. We achieve this by unambiguously incorporating the technique of proxy re-encryption with CP-ABE, and enable the authoriza tion to depute most of arduous undertakings to proxy waiters. Formal analysis shows that our proposed strategy is demonstrably unafraid against chosen ciphertext onslaughts. In add-on, we show that our technique can besides be applicable to the Key-Policy Attribute Based Encryption ( KP-ABE ) opposite number. [ 6 ] Data entree control is an effectual manner to guarantee informations security in the cloud. However, due to data outsourcing and untrusted cloud waiters, the informations entree control becomes a ambitious issue in cloud storage systems. Existing entree control strategies are no longer applicable to overcast storage systems, because they either produce multiple encrypted transcripts of the same information or necessitate a to the full trusted cloud waiter. CiphertextPolicy Attribute- based Encryption ( CP-ABE ) is a promising technique for entree control of encrypted information. However, due to the inefi ¬?ciency of decoding and annulment, bing CPABE strategies can non be straight applied to build informations entree control strategy for multi-authority cloud storage systems, where users may keep properties from multiple governments. In this paper, we propose DAC-MACS ( Data Access Control for Multi-Authority Cloud Storage ) , an effectual and unafraid informations entree control strategy with efi ¬?cient decoding and annulment. Specii ¬?cally, we construct a new multi-authority CP-ABE strategy with efi ¬?cient decoding, and besides plan an efi ¬?cient property annulment method that can accomplish both forward security and backward security. We further suggest an extended informations entree control strategy ( EDAC-MACS ) , which is unafraid under weaker security premises. [ 7 ] We propose a new theoretical account for informations storage and entree in clouds. Our scheme avoids hive awaying multiple encrypted transcripts of same informations. In our model for secure informations storage, cloud shops encrypted informations ( without being able to decode them ) . The chief freshness of our theoretical account is add-on of cardinal distribution centres ( KDCs ) . We propose DACC ( Distributed Access Control in Clouds ) algorithm, where one or more KDCs distribute keys to informations proprietors and users. KDC may supply entree to peculiar i ¬?elds in all records. Therefore, a individual key replaces separate keys from proprietors. Owners and users are assigned certain set of properties. Owner encrypts the information with the properties it has and shops them in the cloud. The users with fiting set of properties can recover the information from the cloud. We apply attribute-based encoding based on bilinear couplings on elliptic curves. The strategy is collusion secure ; two users can non together decrypt any informations that none of them has single right to entree. DACC besides supports annulment of users, without redistributing keys to all the users of cloud services. We show that our attack consequences in lower communicating, calculation and storage operating expenses, compared to bing theoretical accounts and strategies. [ 8 ] Ciphertext Policy Attribute Based Encryption ( CPABE ) enables users’ encoding with an entree construction while delegating decoding capableness in conformity with attribute sets. In this paper, we study central-control annulment in CPABE environment, where the proposed key coevals, encoding and decoding algorithms closely comply with CPABE theoretical account, and cardinal update algorithm is developed. In add-on, we inherit the most efi ¬?cient annulment techniques to better the efi ¬?ciency of our cardinal update algorithm. With our strategy, users can remain attribute anon. while being associated with a alone identii ¬?er in system manager’s position, hence revoking malicious users’ decoding capablenesss harmonizing to their alone identii ¬?ers would non impact honest users’ decoding. Our strategy can be proved chosen plaintext secure based on Decisional Bilinear Difi ¬?e-Hellman ( DBDH ) premise in the standard theoretical account. We besides provide efi ¬?ciency analysis and some extensions including deputation capableness and chosen ciphertext security. [ 9 ] Secure outsourcing of calculation to an untrusted ( cloud ) service supplier is going more and more of import. Pure cryptanalytic solutions based on to the full homomorphic and verii ¬?able encoding, late proposed, are assuring but sui ¬Ã‹â€ er from really high latency. Other proposals perform the whole calculation on tamper-proof hardware and normally sui ¬Ã‹â€ er from the the same job. Trusted computer science ( TC ) is another assuring attack that uses trusted package and hardware constituents on calculating platforms to supply utile mechanisms such as attestation leting the information proprietor to verify the unity of the cloud and its calculation. However, on the one manus these solutions require trust in hardware ( CPU, trusted calculating faculties ) that are under the physical control of the cloud supplier, and on the other manus they still have to confront the challenge of run-time attestation. In this paper we focus on applications where the latency of the calculation should be minimized, i.e. , the clip from subjecting the question until having the result of the calculation should be every bit little as possible. To accomplish this we show how to unite a sure hardware item ( e.g. , a cryptanalytic coprocessor or provided by the client ) with Secure Function Evaluation ( SFE ) to calculate arbitrary maps on secret ( encrypted ) informations where the calculation leaks no information and is verii ¬?able. The item is used in the apparatus stage merely whereas in the time-critical online stage the cloud computes the encrypted map on encrypted informations utilizing symmetric encoding primitives merely and without any interaction with other entities. [ 10 ] The cardinal barrier to widespread consumption of cloud computer science is the deficiency of trust in clouds by possible clients. While preventative controls for security and privateness steps are actively being researched, there is still small focal point on investigator controls related to overcast answerability and auditability. The complexness ensuing from the sheer sum of virtualization and informations distribution carried out in current clouds has besides revealed an pressing demand for research in cloud answerability, as has the displacement in focal point of client concerns from waiter wellness and use to the unity and safety of end-users ‘ informations. This paper discusses cardinal challenges in accomplishing a sure cloud through the usage of investigator controls, and presents the TrustCloud model, which addresses answerability in cloud calculating via proficient and policy-based attacks. [ 11 ] We introduce a new and various cryptanalytic primitive called Attribute-Based Signatures ( ABS ) , in which a signature attests non to the individuality of the person who endorsed a message, but alternatively to a ( perchance composite ) claim sing the properties she posseses. ABS oi ¬Ã‹â€ ers: – A strong unforgeability warrant for the verii ¬?er, that the signature was produced by a individual party whose properties satisfy the claim being made ; i.e. , non by a collusion of persons who pooled their properties together. – A strong privateness warrant for the signer, that the signature reveals nil about the individuality or properties of the signer beyond what is explicitly revealed by the claim being made. We officially dei ¬?ne the security demands of ABS as a cryptanalytic primitive, and so depict an ei ¬?cient ABS building based on groups with bilinear couplings. We prove that our building is secure in the generic group theoretical account. Finally, we illustrate several applications of this new tool ; in peculiar, ABS i ¬?lls a critical security demand in attribute-based messaging ( ABM ) systems. A powerful characteristic of our ABS building is that unlike many other attribute-based cryptanalytic primitives, it can be readily used in a multi-authority scene, wherein users can do claims affecting combinations of properties issued by independent and reciprocally mistrusting governments. [ 12 ] The secured informations sharing is provided between the information proprietor and user based on the user’s properties. It achieves more secure and all right grained informations entree control in the informations sharing system. Data security is the cardinal concern in the distributed system. Cryptanalytic methods are used to implement the entree policies of users. But here the cardinal coevals centre ( escrow ) can obtain the messages directing between the users by bring forthing the private key. This is referred as Key escrow job. This job can be solved by escrow free key coevals utilizing 3PC ( Three Party Computation ) . Thus the proposed system gives the greater public presentation and security to the distributed informations sharing system. [ 13 ] This paper proposes aâ€Å"Mesh Signatures†which defines the mesh signature primitive as an anon. signature similar in spirit to pealing signatures, but with a much richer linguistic communication for showing signer ambiguity. The linguistic communication can stand for complex entree constructions, and in peculiar allows single signature constituents to be replaced with complete certification ironss. Because keep backing one’s public key from position is no longer a shield against being named as a possible cosigner, mesh signatures may be used as a ring signature with mandatory registration. We give an efficient building based on bilinear maps in the common random threading theoretical account. Our signatures have additive size, achieve everlasting perfect namelessness, and cut down to really efficient ring signatures without random prophets as a particular instance. Mesh signatures generalise this impression to monotone entree constructions represent able as a t ree, whose interior node are And, Or, and Threshold Gatess.