Turkeys 2000

Introduction In the last twenty years, the Turkish economy has undergone two major crises. The first crisis began at the early 90’s while the second began at the beginning of the 21st century. During this time, the Turkish government was in the middle of a stabilization program in its exchange rate. Although the government managed to calm market tensions through numerous assurances, things soon got out of hand.Advertising We will write a custom essay sample on Turkey’s 2000-2001 Financial Crisis specifically for you for only $16.05 $11/page Learn More Towards the end of 2000, the country’s interest rates quadrupled within a period of one month. This also marked a five times increase over the rate of depreciation that the government had predicted for a two year period. At the beginning of 2001, rates had jumped to an all time level of close to 6000%. This led to the collapse of the exchange rate and the beginning of the countryâ€℠¢s second economic crisis. Some things stand out as having caused the economic crisis. One thing that comes out as having contributed to the 2000-2001 economic crises in Turkey was the poor macroeconomic performance of the country. During the period, the country’s public sector was relying highly on borrowing and the sovereign debt to GNP was on the rise. The rising public debt and the appreciation of the lira were becoming a cause of concern for investors. This was worsened by the external interferences caused by the rise in oil prices at the time and the rising of the U.S. dollar against the other currencies. To compound this situation, the country lacked a flexible banking system, something that made the lira unable to deal with the crisis. During the preceding years, the banking sector was in a risk itself. Almost all the major banks had a load of non-performing loans and had an increased currency and maturity imbalances. This made the banking system unable to deal with a ny capital reversal. These weaknesses in the banking sector had a big contribution to the economic crisis experienced during the time. (Ozatay 3) On top of the problems at the country’s banking system, the other problems that caused the economic crises were political and policy uncertainties. In 2001, the country was hit by two negative occurrences in the political sphere. These started after the Prime Minister was suddenly taken ill sparking a spate of rumors about his health. This led to instability in the political sphere since there was a possibility that his party, which was the largest partner in the coalition government would dissolve. On top of this, the coalition parties were unable to agree on the necessary steps to be followed in talks that were ongoing for the country to be admitted into the European Union. The ensuing political indecision gave rise to an atmosphere of policy indecision. This political and policy uncertainties in the country played a major part in the economic crises that hit the country. (Ozkan)Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Conclusion The 2000-2001 economic crises in Turkey were the worst in the country’s history. During the period, the country’s rate stood at an all time high of 6200%. This major cause of this crisis was the lack of reforms in the banking system. This gave rise to a load of non-performing loans and maturity imbalances that made the banking system unable to deal with any capital reversal. During the time, the coalition government was also having a hard time in trying to agree on key issue in the government. This affected the country’s policymaking organs hence leading to lack of key reforms that could have prevented the crises. Works Cited Ozatay, Fatih. Turkey’s 2000-2001 Financial Crises and the Central Bank’s Policy in the Aftermath of Crisis, n.d. 1-8. Print . Ozkan, Gulcin. Currency and Financial Crises in Turkey, 2000-2001: Bad Fundamentals or Bad Luck? The World Economy, 2005. 541-572. Print. This essay on Turkey’s 2000-2001 Financial Crisis was written and submitted by user Isabella Tyler to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Word Choice Continuous vs. Continual - Proofeds Writing Tips

Word Choice Continuous vs. Continual - Proofeds Writing Tips Word Choice: Continuous vs. Continual Continuous and continual are sometimes used interchangeably, but these words are not actually synonyms. Confusion is understandable, though: both continuous and continual come from the verb continue, and both are adjectives related to duration. There is, however, a subtle difference in their usage. Read on to learn more. Continuous (Without Interruption) The word continuous is an adjective that describes something as ongoing and uninterrupted. It is usually used when referring to a duration of time: The continuous sound of our neighbor’s clog dancing drove us mad. Continuous can also describe an uninterrupted spatial span: The Maginot Line was a continuous stretch of concrete fortifications. Continuous is the more common of the two words were examining, so it is more likely you will need this in most situations. Continual (Repeatedly) The adjective continual means that something happens repeatedly at intervals, rather than as one long, uninterrupted event. It would be used in a sentence like this: Peter hated the continual storms that blighted his childhood on the plains. This sentence refers to storms that occurred frequently and repeatedly, but there wasn’t one continuous, ongoing storm that lasted the entire length of Peter’s childhood. Continuous or Continual? Knowing the difference between these adjectives means that you will be able to use them with confidence in your writing. The basic facts to remember are: Something which is continuous happens without interruption. Something which is continual recurs, but with breaks between occurrences. If you would like some more guidance and advice about academic writing, or would like to have your own work checked through for errors and formatting, get in touch with the professionals at Proofed today!

The Post Bureaucratic Organization Essay Example | Topics and Well Written Essays - 3500 words

The Post Bureaucratic Organization - Essay Example It will be structured according to the following outline: The first part introduces the reader to the idea of the bureaucratic organization. The major characteristics of the bureaucracy will be presented and discussed in order to provide a good background for the post-bureaucratic organization. The second part will be a discussion of the features of the post-bureaucratic organization and the final part will discuss the challenges and pressures that managers face in a post-bureaucratic environment, with some ideas on how managers can cope with such pressures and challenges. The essay will also discuss and evaluate the post-bureaucratic organization on the basis of the characteristics of the bureaucracy as expounded by Max Weber. There have been many views about the bureaucracy as an organizational form. Many have criticized it saying it is very impersonal and is not responsive. The hierarchical structure is also said to be inflexible and does not allow for dynamism. However, there are also those who believe that the bureaucratic structure is here to stay. And still there are those who think that organizations are neither strictly bureaucratic nor non-bureaucratic. ... However, since much of the writings of Karl Marx are more focused on the philosophical and social ideologies, especially with his concept of revolutionary communism, Max Weber has come to be known as the proponent of the concept of bureaucracy. This essay will focus on the ideas advanced by Max Weber regarding the bureaucratic organization. The description "Weberian", referring to Weber's model, has become a comfortable term to use in readings about the bureaucracy. Weber's bureaucracy is considered by scholars and practitioners as the "ideal organization" or the "ideal-type" organization. This idea of an ideal structure however draws out varied reactions from different people. Some agree with the idea of achieving order through its prescribed system of doing things. Others condemn it for causing problems like delays, corruption, being too impersonal, etc. In order to put all these in their proper perspective, a good starting point is to define the concept of bureaucracy. The first and most common word one comes across in readings related to bureaucracy is the word rationality. Quoting Weber, Neil Garston defines bureaucracy in the book Bureaucracy: Three Paradigms through an explanation of the categories of rational legal authority. Authority in this sense is equated to bureaucracy and involves the following: 1 1. A continuous organization of official functions bound by rules 2. A specified sphere of competence involving spheres of obligations marked by division of labor; incumbent being provided with authority to carry out functions; clearly defined means of compulsion 3. The organization of offices follows the principle of hierarchy 4. The rules which regulate the conduct of an office may be technical rules or norms 5.

Business law Essay Example | Topics and Well Written Essays - 2500 words

Business law - Essay Example However, the Council may not be held liable for the losses of 50,000 pounds that Burton is trying to claim in the form of lost profits. The original neighbor principle mandating a general duty of care towards others on the basis of owing consideration to one’s neighbor, was set out in the case of Donaghue v Stevenson.1 This was later refined in the case of Caparo v Dickman2 where the scope of the duty of care was refined on the basis of three principles: (a) was there a relationship of sufficient proximity between the plaintiff and the defendant? (b) Was the damage caused to the plaintiff reasonably foreseeable? (c) Is it just and reasonable to impose a duty of care? This may be applied in the case of both Abi and Burton, who have suffered damages in the form of repairs needed for their homes, with Abi also sustaining injuries. Abi is a local resident of the area and Burton’s is a local business, therefore the Council is responsible for ensuring their safety by maintaining the flood barrier. Secondly, the damage caused is likely to be held to be reasonably foreseeable because Hanby Borough Council is responsible for maintaining flood defenses along the river and were told to improve the defenses. Since a flood had occurred before, it is reasonable to assume that such damages occurring in the future would have been a foreseeable event and therefore the Council may be held to be negligent in failing to complete repairs quickly. Lastly, the Court may indeed deem it just and reasonable to impose a duty of care in this case, since the negligence of the Council has resulted in damages caused to the premises of both Abi and Burton, as well as fu rther injuries to Abi while she was being rescued which required hospitalization. The underlying core for the establishment of the principles wherein negligence has been held to be legally liable under the principles spelt out in the cases above, is the sentiment of moral wrong doing for which the offender is to be held

How historians make use of other social sciences Essay

How historians make use of other social sciences - Essay Example By tradition and definition, history requires certain written records which can be evaluated and reviewed. Verbal or the oral history often gets lost and the historians or the interested professionals try to understand the history through folklores and myths where there is no written account. History has normally been understood as common memory of the people that provides with the detailed account of the past. The subject also imprisons shared experiences, values and ideas and helps one to analyze the past to figure out the future ideas, experiences and values. The tools offered by the social sciences are â€Å"behind† or â€Å"beneath† historical institutions, ideas and events (dimensions of economic change, social inequality, population growth and mobility, social protest, behavior and mass attitude and voting patterns) (Robinson,†History†). As discussed earlier, history is an amalgamation of various other subjects particularly social sciences. Also, the trend among the historians suggests that the scholars of history have used other disciplines of social science within the periphery of the gamut of history. The scholars of the field often used other related subjects like geography, political science, law and economics in order to analyze the historical events. The scholars of the subject believe that without inculcating other social sciences, historical events cannot be understood in the right and the best spirit. According to the school of thought, one must know about the political happenings or the geographical particulars of any area or person before knowing the history of the person or of the area. Such inculcation provides wider spectrum and helps a lot to understand the exact scheme of things that had occurred long back. Many of the scholars are of the view that such usage of other social science subjects with in the domain of history is because of the fact that all of the social science subjects are inter –

Leadership and Management in Changing Context of Healthcare

Leadership and Management in Changing Context of Healthcare INTRODUCTION The National Health Service (NHS) Trusts face a range of challenges arising from a national approach to the modernisation of services as laid out in the NHS Plan. (DOH, 2000) The NHS Plan recognises that the NHS is capable of providing more effective and accessible care by the rationalisation of service delivery through merged organisations. Mergers illustrate the focus on organisational restructuring as the key lever for change as indicated by the ninety nine health care provider mergers in England between 1996 and 2001. (Fulop, Protsopsaltis, King, Allen, Hutchings, and Normand, 2004) However, in many cases, mergers have unexpected consequences and drawbacks including problems in integrating staff, services, systems and working practices, clashing organisational cultures and poor leadership capacity. This essay considers leadership and management in the context of a problematic merger of services from two hospitals onto one site. The essay focuses on the change management process within one department to highlight key leadership, team, and cultural issues that negatively affected the newly merged department. The microcosm of the department mirrors similar occurrences across the two merged hospitals. The essay concludes with a comment on the organisational consequences if a macro intervention is not implemented. Confidentiality has been preserved by anonymising the identity of the hospitals and departments concerned. BACKGROUND This essay explores a recent change process involving the creation of a psychiatric liaison team based in a NHS hospital Accident and Emergency Department. (A E) in January 2004. The change occurred because of the merger of two hospitals that resulted in a number of structural changes, including the amalgamation of a traditionally split emergency service into a one site A E department. The liaison team replaced the existing deliberate self-harm service which had operated in the one hospital for two decades. The new liaison team consisted of eight newly appointed G-grade mental health nurses, a team leader, and a consultant psychiatrist who had both previously worked in the deliberate self-harm service. The hours of operation initially were 08:00 to 22:00 and there were two nurses on duty on early and late shifts. During a four week induction period, the team participated in team building and training exercises and developed into a cohesive, effective group. The team created clear key performance indicators specific to the psychiatric liaison team, established an action plan to achieve the set objectives, and planned to carry out six-monthly reviews. The team developed a shared vision to provide high quality, person centred care to the A E department without breaching government’s four hour targets (DOH, 2001). The team leader’s leadership style was democratic, and she fostered collaboration and involvement within the team (Walton, 1999). The team members considered her an expert in the field, and respected her for it. In July 2004, the service manager attended a monthly team meeting. At the meeting she was informed that a major change was expected to the hours of operation. The service would be extended to a 24-hour service starting in September 2004. In order for the liaison team to cover a 24-hour roster there was initially be a reduction in the number of nurses on duty, however, more staff would be recruited if necessary after a six month service review. An exact date for the review was not given. The change had not been communicated as part of the strategy for the greater merger. The Department of Health (DOH) modernisation agenda for the NHS, (DOH, 2002) sets out to modernise services in the NHS, and introduced a three star rating scale against which each NHS Trust’s performance is compared against benchmark standards. Funding in turn is dependant on the star rating achieved. One such standard relates to delays in A E departments, and stipulates that mental health patients should have 24 hour access to services, and that patients should be assessed and treated within four hours of arrival. (DOH, 2001) The underlying rationale for the change was therefore that the psychiatric liaison service had to provide a 24-hour service in order for the hospital to comply with the benchmark. Management of the merged hospitals did not consider staff shortages or how the four hour target might affect the quality of service provision, particularly when staff are under constant pressure to discharge patients before they exceed the benchmark standard. (RCP, 2004) In th e service described above, reaching the necessary 98 % four hour target proved impossible, because the staff numbers did not match the requirements of the service. The service was therefore to be expanded without additional staff, implying not only changes in hours and shifts, but also changes in work patterns. The team members reacted negatively to how the change process was introduced. Concerns were expressed about the reduction in staff numbers and questions were raised as to how the staff would be able to cope. The sense of security and continuity were put at risk. (Walton, 1999) The service manager was not available to address the concerns due to an increased scope of responsibility because of the merger that was beyond her normal remit. Lack of two way communication between the manager and the employees meant that the manager lost a valuable opportunity to resolve the negative reactions, and laid the foundation for resistance to change (Johnson, Scholes, and Whittington, 2005). Within a month of the announcement, the team leader had resigned. A new team leader was appointed and was tasked to lead the team through the change. The team started gradually becoming fragmented, staff sickness rates soared, and morale plummeted. The situation reached a crisis point by December 2005, by which time two more staff members had resigned. The majority of staff had taken sick leave, and the psychiatric liaison service was left uncovered for several days. A number of mental health patients in A E waited for hours, sometimes all night, to be seen by a mental health professional. The A E department laid a formal complaint about the liaison team’s performance. In March 2005, following discussion with a union representative, the team took out a grievance against the team leader. The key issues of concern were the way the change process had been introduced, lack of two-way communication and the team leader’s unsuitable task-oriented, directive leadership style. The team leader was suspended and the Trust commenced a lengthy investigation into the change process. The investigation continues to date. ANALYSIS Cameron and Green (2004) suggest McKinsey’s 7S model as a diagnostic tool to identify interconnected and related aspects of organisational change. The model is problem rather than solution focussed, and hence useful for pointing out retrospectively why change did not work. The weakness of the model is that it does not explicit identify drivers from the external environment and accordingly key forces have been described by way of explanation. According to Burke and Litwin (1992), the external environment is any outside condition or situation that influences the performance of the organisation. Systems, Staff and Strategy Systems refer to standardised policies and mechanisms that facilitate work, primarily manifested in the organisations reward systems, management information systems, and in such control systems as performance appraisal, goal and budget development, and human resource allocation. (Burke and Litwin, 1992) Systems are the mechanisms through which strategy is achieved. Strategy is how the organisation intends to achieve a purpose over an extended time scale. Johnson, Scholes, and Whittington (2005) link it directly to environment (industry structure), organisational structure, and corporate culture. Leaders are the executives and managers providing overall organisational direction and serving as behavioural role models for all employees. (Burke and Litwin, 1992) The systems that the service had in place to support the staff prior to the merger had functioned efficiently. The psychiatric liaison team had monthly team meetings, weekly ward rounds and supervision, and twice daily handovers to ensure high quality service. Teams in this context mean â€Å"a group who share a common health goal and common objectives, determined by community needs, to the achievement of which each member of the team contributes, in accordance with his or her competencies and skill and in co-ordination with the functions of others.† (WHO, 1984) Under the previous team leader’s management, the team had achieved a mature and productive level of performance that fell within Tuckman’s model of team development of a performing team. (Mullins, 2002) The leader demonstrated characteristics of an effective team leader (e.g. good communication) and ensured that the team members’ views were passed on to the management. (Marquis and Huston, 2003) The team also developed team specific performance indicators to fit the Trust’s strategy, such as the goal to provide high quality care within four hours of service users presenting to the A E department. However, the new management of the merged hospitals did not take into account that the reduction in staff numbers would make it difficult for staff to find time to attend ward rounds and to supervise care. Lack of supervision had a negative impact on the quality of care provided, and staff shortages meant that the team did not reach the four-hour targets in A E department. The change process indicated a lack of sincere stakeholder consultation which would have alleviated the crisis in the department. (Iles and Sutherland, 2001) Structure and Style Structure is the arrangement of functions and people into specific areas and levels of responsibility, decision-making authority, communication, and relationships to assure effective implementation of the organisations mission and strategy. (Burke and Litwin, 1992) The NHS Leadership Qualities Framework (DOH, 2002, p34) suggests â€Å"leading change through people† with â€Å"effective and strategic influencing† is essential in a merger environment. This is supported by Johnson, Scholes and Whittington (2005) who suggest that strategic, transformational leadership is a key element within an organisation staffed by professionals and that a collaborative style is required to achieve transformational, lasting change. However, the new team leader’s leadership style was autocratic and the team members were no longer consulted about matters concerning it, which was inappropriate in team nursing approach associated with collaborative patient centric care. Marquis and Huston (2003) suggest that a democratic leadership style works best with a mature experienced team with shared responsibility and accountability. The change in leadership style meant that the team felt disempowered and uninvolved in decision making which did not allow ownership of the change process to emerge. Furthermore, the flow of information to the team slowed down and the team’s concerns about the change did not reach top management implying that communication channels in the new organisational structure were not functioning efficiently. Management style equally affects culture. Johnson, Scholes and Whittington (2005) state that culture is the â€Å"taken for granted† assumptions that are accepted by an organisation or team. These work routines are not explicit, but are essential for effective performance. Ignoring these as the new team leader did, reduces motivation and performance, and stiffens resistance to change. Skills Skills are the distinctive capabilities of key people. (Cameron and Green, 2003) The nature of the team membership implied a range of key skills interdependent on the other for effective performance. A problem area in the skills portfolio was information technology skills. The Trust managing the merged hospitals had introduced a Trust wide electronic patient record system in accordance with NHS requirements. (DOH, 2003) This was implemented simultaneously with the decision to extend the working hours. The change aimed to improve the service user experience by allowing staff a 24-hour access to service user’s care and crisis plans. (DOH, 2003) The staff shortage meant that team members did not receive appropriate training on the system and the use of the electronic patient record system became a source of frustration and confusion. Lack of computer skills contributed to staff’s frustration and negative attitudes with the change process. Superordinate goals Superordinate goals are the longer term vision of the organisation and the shared values and guiding principles that that shape the future of the organisation and motivation achievement of strategy. (Cameron and Green, 2003) The team’s superordinate goals were initially created during the four-week team building period and aligned with those of the larger organisation. The team’s vision was to provide high quality, service user centred care. The team also considered change as a natural part of organisational development. However, the team became increasingly resistant to change when it felt that the organisation did not really care about its employees, their concerns, and the ultimate reason for the organisation’s purpose, being the patient. DISCUSSION OF CHANGE PROCESS Change management is art of influencing people and organisations in a desired direction to achieve an agreed future state to the benefit of that organisation and its stakeholders. (Cameron and Green, 2003) A number of models can be used to model a change management process. A popular model is Kurt Lewin’s forcefield analysis. A forcefield analysis is a useful tool to understand the driving and resisting forces in a change situation as a basis for change management. This technique identifies forces that might work for the change process, and forces that are against the change. Lewin’s model suggests that once these conflicting forces are identified, it becomes easier to build on forces that work for the change and reduce forces that are against the change (Cameron and Green, 2003). The difficulty is the assessment of strength or duration of a force, partlicularly when the human dimension is considered. The key resisting force in the change process was a lack of staff and poor leadership. The change process under discussion was largely motivated by external factors. However, due to poor project planning, Trust management failed to consider the internal factors that had a major impact on the change. In particular, the management failed to involve the necessary stakeholders at a local level to increase ownership of the change thus failed to consider the human dimension (Walton, 1999 and DOH, 2004). The new team leader’s autocratic leadership style did not fit the requirements of the task, or the culture of the team and thus sowed the seeds of resistance to change. (Hogg and Vaughan, 2002). The poorly managed change process became costly to the Trust due to the loss of human resources, reduced staff morale and lowered the credibility of the management. The change left the psychiatric liaison team feeling betrayed, and individual team members traumatised. As the change process progressed, it became evident that a thorough analysis of current resources and various dimensions of organisational change had not been carried out (Johnson, Scholes and Whittington, 2005). The management had not prepared a clear plan for launching and executing the change at a local level. The NHS Modernisation Agency Improvement Leaders’ Guide (DOH, 2004) stresses the importance of taking into consideration the human aspect when planning a change project. Similarly, Walton (1999) argues that change initiatives should be thought through and planned as far as possible taking into account the psychological bonds that staff form with their work groups and their organisation as a whole. It follows then that no precautions had been taken to address resistance to change. Johnson, Scholes and Whittington, (2005) state that there should be a clear communication plan to state how information about the change project will be communicated inside and outside the organisation. The team members were not given an opportunity to challenge and test the change proposal, or clarify what aspects of the change they could or could not influence. (Walton, 1995) Fulop, Protsopsaltis et al, (2004) suggest that change project should be presented as an opportunity to improve the quality of performance and that clinicians should should be involved on a consultative basis. Team members were aware of the consequences of extending the hours of operation without increasing the resources, however, there were no systems in place to communicate these views to the Trust management, a key aspect of the change process. The lack of key stakeholder involvement in the change meant that the management did not have access to the psychiatric liaison team’s valuable experience on the immediate and wider implications of cutting down resources. (Henderson, 2002) The team members felt that their concerns about the lack of resources had not been taken seriously, and this inevitably led to a feeling that the Trust did not care about it’s employees or their views. Strong emotions such as anger and frustration were expressed by the team members. The lack of formal communication channels, meant that the team members took them out on each other. Johnson, Scholes and Whittington, (2005) confirm that at times of change, rumours, gossip and storytelling increases in importance and that team members engage in countercommunication, thus unconsiously spreading distrust, suspicion and negativity which leads to lowered staff morale and job satisfaction. Although the rationale for change was clear to everyone, the change was executed at such short notice that the team members did not have time to develop strategies to deal with it. The NHS Improvement Leaders Guide to Managing the Human Dimension of Change (DOH, 2004) suggests that clinicians go through phases of shock, denial, anger, betrayal, conformance and understanding before they finally develop comitment to the change. The team members were left in a state of shock after the service manager’s initial announcement of the impending change in July 2004 and then moved into a state of denial. The general opinion was that the management would sooner or later realise that the change could not be executed without increasing the resources and accordingly delayed the change process until more staff would be employed. When there was no indication of this in the weeks that followed, the team members became demotivated. The team failed to move on to the next stages in their reaction s to change, and commitment to the change process did not develop. The team leader’s task-oriented leadership style did not suit the context of the change process, and partly contributed to it’s failing. Cameron and Green (2003) suggest that leadership will be most effective when the leader’s leadership style, the subordinates’ preferred leadership style and the requirements of the task fit together. A directive leadership style therefore is ineffective if the subordinates’ preferred leadership style is democratic, even though the task is well defined within tight parameters. In addition, Hogg and Vaughan (2002) argued that the most effective leaders are those who are able to combine task and socio-emotional leadership styles, and organise team members to work towards achieving goals at the same time promoting harmonious relationships. The new team leader paid no attention to the team culture and failed to communicate to management about the impending issue. Johnson, Scholes and Whittington (2005) suggest that power is a key element in a change process. Power is the ability of individuals to persuade or coerce others into following a course of action. The new team leader’s source of power was based on his hierarchal position in the Trust rather than on expertise or knowledge as shown by the previous team leader. The team members did not consider that the new team leader possessed appropriate expertise or personal characteristics. The team leader exercised coercion which was met with resistance by the team and for this reason the team members lacked respect for him. He was seen as an executor of decisions made by the management. The new team leader appeared to be more concerned about a successful completion of the change, was target driven and lacked sensitivity to employees feelings and concerns. The team leader used his positional power in a negative way, filtered information and gave the management a distorted view of how the staff were coping with the change process. The relationship between the team leader and the staff members eventually deteriorated to a point where communication broke down. Two staff members went on a long term sick leave, and two other staff members resigned. Following a meeting with a union representative in March 2005 the team members, including those who had resigned, made a decision to take grievance out against the teamleader. The key issues brought up in the meeting were the way the change had been introduced, poor project management and the team leader’s autocratic management style (Walton, 1999). CONCLUSION In conclusion, lack of stakeholder involvement, poor project planning and the teamleader’s unsuitable leadership style lead to the psychiatric liaison team becomimg fragmented, and resistant to change. No systems were put in place to ensure two-way communication with the employees. Lack of communication reduced the staff’s commitment to, and ownership of the change, and lead to a lower quality service provision and increased long waits in A E. The poorly managed change process became costly to the Trust due to loss of trained human resources, staff morale and credibility of the management. Similar incidents occurred in other areas of the hospital indicating that the change processes associated with the merger had created organisational wide problems that were indicative of failure at a top management and strategic level. Strategic leadership is a key element of the change process. A successful merger will only be achieved with consistent communication and the establishment of a vision that percolates throughout an organisation as a basis for effective change to realise the stated benefits of all stakeholders. References Brooks, I. (2002) The Role of Ritualistic Ceremonial in Removing Barriers between Subcultures in the NHS. Journal of Advanced Nursing. Volume 38, 4. Burke, W. W. and Litwin, G H. (1992) A Causal Model of Organisational Performance and Change. Journal of Management. Volume 18, 3. Cameron, E. and Green, M. (2004) Making Sense of Change Management. Kogan Page. Carr, D. K., Hard, K. J. and Trahant, W. J. 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DOH (2003) National Programme for IT Announces Further Contracts to Run NHS Care Record Services. www.dh.gov.uk. Accessed 4 July 2005. DOH (2004) NHS Modernisation Agency Improvement Leaders Guide. www.modern.nhs.uk. Accessed 4 July 2005. ESHT. (2000) Safeguarding Hospitals in East Sussex: Consultation Document. www.esht.nhs.uk. Accessed 4 July 2005. ESHT. (2002) Merger of Hastings and Rother NHS Trust and Eastbourne Hospitals NHS Trust. www.esht.nhs.uk. Accessed 4 July 2005. Fulop, N., Protopsaltis, G. King, A. Allen, P. Hutchings, A. and Normand, C. (2002) Process and Impact of Mergers of NHS Trusts: Multicentre Case Study and Management Cost Analysis. British Medical Journal. Volume 325. Fulop, N., Protopsaltis, G. King, A. Allen, P. Hutchings, A. and Normand, C. (2004) Changing Organisations: Study of the context and Processes of Mergers of Healthcare Providers in England. Elsevier Ltd. Garside P. (1999) Evidence Based Mergers? British Medical Journal. Volume 318. Henderson, E. (2002) Communication and Managerial Effectiveness. Nursing Management. Volume 9, 9. Higgs, M. and Rowland, D. (2000) Building Change Leadership Capability: The Quest for Change Competence. Journal of Change Management. Volume 1 Number 2. Heron, J. (1999) The Complete Facilitator’s Handbook. Kogan Page Limited. Hogg, M. and Vaughan, G. (2002) Social Psychology. Prentice Hall. Iles, V. and Sutherland, K. (2001) Managing Change in the NHS: Organisational Change. NHS Service Delivery and Organisation. Johnson, G., Scholes, K. and Whittington, R. (2005) Exploring Corporate Strategy. Text and Cases. Seventh Edition. Prentice Hall. Marquis, B. L. and Huston, C. J. (2003) Leadership Roles and Management Functions in Nursing. Lippincott, Williams and Wilkins. Miller, D. (2002) Successful Change Leaders: What Makes Them? What Do They Do That Is Different? Journal of Change Management. Volume 2, 4. Mullins, L. J. (2002) Management and Organisational Behaviour. Pitman Publishing. Stock, J. (2002) Case Study: Hastings and Rother NHS Trust. NHS Modernisation Agency. www.modern.nhs.uk. Accessed 4 July 2005. RCP. (2004) Psychiatric Services To Accident And Emergency Departments. Royal College of Psychiatrists Council Report CR118. London. Stroebe, W. and Diehl, M. (1994) Why Groups Are Less Effective Than Their Members: On Productivity Losses In Idea-Generating Groups. European Review of Social Psychology, Volume 5. Studin, I. (1995) Strategic Healthcare Management. Irwin Professional Publishing. Thomas, N. (2004) The John Adair Handbook of Leadership and Management. Thorogood Publishing. UHCW. (2005). Coventry City Centre AE Department is Being Relocated to Walsgrave Hospital from Saturday 15th Jan. www.uhcw.nhs.uk. Accessed 4 July 2005. Walton, M. (1995) Managing Yourself On and Off the Ward. Blackwell Science Ltd. Webster, R. (2001) An Assessment of the Substance Misuse Treatment Needs of WHO (1984) Glossary of Terms Used in the ‘Health for All. World Health Organisation Series No. 1 – 8.

Alvin Ailey :: essays research papers

Alvin Ailey   Ã‚  Ã‚  Ã‚  Ã‚  It was really impressive performance I ever seen. I like all programs and their performance was too attractive and interesting. I like lighting and music because it looked very decent with the performance. In addition, they organized it very well. I really like it. The following paragraphs give a few facts about Alvin Ailey and his background.   Ã‚  Ã‚  Ã‚  Ã‚  Alvin Ailey was born in Rogers, Texas on January 5, 1931 and moved to Los Angeles, California at the age of twelve. There, on a junior high school class trip to the Ballet Russe de Monte Carlo, he fell in love with concert dance. Inspired by performances of the Katherine Dunham Dance Company and classes with Lester Horton, Mr Ailey began his formal dance training. It was with Mr. Horton, the founder of the first racially integrated Dance Company in this country, that Mr. Ailey embarked on his professional dance career. After Horton's death in 1953, Mr. Ailey became the director of the Lester Horton Dance Theater and began to choreograph his own works. In 1954, he and his friend Carmen de Lavallade were invited to New York to dance in the Broadway show, House of Flowers by Truman Capote. In New York, Mr. Ailey studied with many outstanding dance artists, including Martha Graham, Doris Humphrey and Charles Weidman and took acting classes with Stella Adler. In 1958, Mr. Ailey founded his own company, the Alvin Ailey American Dance Theater. In 1960, he choreographed Revelations, the classic masterpiece of American modern dance based on the religious heritage of his youth. Throughout his lifetime, Mr. Ailey created some 79 ballets, many of which have appeared in the repertoire of major dance companies, including American Ballet Theatre, The Joffrey Ballet, Dance Theatre of Harlem, Paris Opera Ballet and La Scala Ballet.

Advertising and Pepsi Refresh

COMPANY Case Pepsi: Can a Soda Really Make the World a Better Place? This year, PepsiCo did something that shocked the advertising world. After 23 straight years of running ads for its flagship brand on the Super Bowl, it announced that the number-two soft drink maker would be absent from the Big Game. But in the weeks leading up to Super Bowl XLIV, Pepsi was still the second-most discussed advertiser associated with the event. It wasn’t so much what Pepsi wasn’t doing that created such a stir as much as what it was doing.Rather than continuing with the same old messages of the past, focusing on the youthful nature of the Pepsi Generation, and using the same old mass-media channels, Pepsi is taking a major gamble by breaking new ground with its advertising program. Its latest campaign, called Pepsi Refresh, represents a major departure from its old promotion efforts in two ways: (1) The message centers on a theme of social responsibility, and (2) the message is being de livered with a fat dose of social media. At the center of the campaign is the Pepsi Refresh Project.PepsiCo has committed to award $20 million in grants ranging from $5,000 to $250,000 to organizations and individuals with ideas that will make the world a better place. The refresheverything . com Web site greets visitors with the headline, â€Å"What do you care about? † PepsiCo accepts up to 1,000 proposals each month in each of six different areas: health, arts and culture, food and shelter, the planet, neighborhoods, and education. Then crowdsourcing takes over, as consumers vote for their favorites. Pepsi awards the grants each month.One-third of the way through its one-year run, the company had funded more than 100 projects, giving approximately $5 million back to local communities. The company stated that the project was right on target to award the full $20 million by the end of the yearlong effort. INTEGRATING DIGITAL THROUGHOUT THE PROMOTIONAL MIX The Pepsi Refresh c ampaign has been a groundbreaking effort, in part because of its heavy use of social media. PepsiCo is capitalizing on a growing trend in a way that no other major brand has done so far.The company is quick to point out that Pepsi Refresh is not a social media add-on like almost others, where an ad simply directs people to a Web site for reasons that may or may not be relevant to the message. Nor is it a social media campaign as such, where the entire campaign takes place through social media. Rather, social media are the glue that holds together a truly integrated marketing communications effort. â€Å"It’s not about digital as its own channel anymore,† says Bonin Bough, director of digital and social media for PepsiCo. â€Å"It’s how do we infuse digital across all of our marketing programs? For starters, although PepsiCo bypassed the Super Bowl, it is not ditching broadcast media. To the contrary, Pepsi is running spot ads on the main networks as well as 30 different cable channels. The ads initially informed people about the Pepsi Refresh campaign, directing them to the refresheverything. com site. But shortly after the first grants were awarded, ads began highlighting projects that had been funded. Traditional media efforts extend to 10 print publications as well. And PR plays a role through agreements such as the one with NBC Universal for paid pitches on the â€Å"Today† show.But this campaign underscores a shift in how PepsiCo is spending its advertising dollars. According to CEO Indra Nooyi, the world’s number two soft drink seller is shifting as much as one-third of its marketing budget to interactive and social media. This move involves not only the Pepsi brand but also Mountain Dew, Doritos, Sobe, and PepsiCo’s other brands. Certainly, PepsiCo is not alone in the trend toward digital and social media marketing. But analysts point out that its approach, moving away from high-profile spots in favor of heavy spending on a digitally focused social responsibility campaign, is both compelling and risky. I applaud Pepsi for embracing social media and technology,† said Marc Lucas, an advertising executive. â€Å"On the flip side, I think it’s very bold to not be in a place where you know you’re going to have an audience. † The refresheverything. com Web site is just one component of the brand’s online efforts. PepsiCo is spreading the message through the big networks, such as Facebook and Twitter, and even partnering with them for advertising opportunities. For example, Pepsi Refresh held the lead ad position on Facebook during the Super Bowl.Pepsi has also partnered with Hulu to sponsor its first original series, the reality show If I Can Dream. â€Å"It amplifies an advertising campaign by making it something people talk about, more of a social conversation,† said Jean-Paul Colaco, senior vice president for advertising at Hulu. PepsiCo even partnere d with Spin magazine, music festival South by Southwest, and two Indie bands in a Web-based contest where music lovers could vote for their favorite. Metric beat out Broken Social Scene for a $100,000 grant that it gave to the Women’s Funding Network.As another component of the integrated campaign, the company has not shied away from using celebrity endorsers. Through clever network spot ads that place celebrities inside a life-sized, threedimensional laptop made of tagboard, Kevin Bacon appeals to people to vote for his cause, SixDegrees. org. He is quick to point out that this has nothing to do with the cult trivia game, Six Degrees of Kevin Bacon. Rather, he proposes using a $250,000 grant to hand out â€Å"good cards† that people can use to donate to any of more than a million different charities.But Bacon goes on to explain that the power of SixDegrees comes from the social networks of good card recipients. They buy more good cards and pass them on to others, and as social networking works its magic, that $250,000 grows into millions. Among various other celebrities, Pepsi has also recruited Demi Moore; NFL players Mark Sanchez, DeMarcus Ware, and Drew Brees; and NASCAR veterans Jeff Gordon, Dale Earnhardt Jr. , and Jimmie Johnson to apply for grants and act as spokespersons for the project.These celebrities are vying for votes to award grants to such organizations as the Girls Education and Mentoring Service, the American Cancer Society, and the Brain Aneurysm Foundation. PepsiCo is also getting its message out to consumers at the point of purchase. Cans, bottles, and multipacks feature updated graphics that minimize an all lowercase Pepsi logo written vertically and highlights a new Pepsi brand mark: a large circle with swaths of red, white, and blue. That symbol replaces any â€Å"o† in Pepsi’s packaging and promotional materials.Thus, both â€Å"Do Some Good† and â€Å"Doing Good 101† each carry four of the ne w Pepsi circles. To draw people into retailer outlets to see the pointof- purchase (POP) materials and hopefully buy its soft drinks, Pepsi has partnered with Foursquare, the social network that connects people through GPS in real time. Foursquare members are directed to Pepsi retailers and given offers as an incentive for them to visit. DOING WELL BY DOING GOOD Despite the growth of cause-related marketing, PepsiCo’s effort is perhaps the first example of a major brand making social responsibility the main theme of its campaign, rather than an add-on.This does not downplay the efforts of companies like Target, which has given $273 million to local schools since 1997 through its RedCard program. But PepsiCo’s effort is built around a theme that drives the concept of â€Å"doing good† as much as it drives the brand. Coca- Cola’s response to Pepsi Refresh, donating a dollar to Boys and Girls Clubs of America each time a visitor to Coke’s Facebook pag e shares a virtual Coke gift, illustrates how most advertiser’s causerelated marketing efforts are peripheral to other advertising activities. Nooyi brings the centrality of Pepsi’s socially responsible message into perspective.The Pepsi Refresh Project is a platform, but at the end of the day, what we are doing is awarding the grants, we are enabling connections. It’s having a catalytic effect on people who are actually embracing these organizations. So, we’re not only benefiting the person who received the grant, we’re benefiting the people who are the recipients of the outcome of that idea. With schools, for instance, it’s not just one classroom that’s benefited. It’s all the kids who will be able to go to that classroom. And there have been people who have worked so hard to get this money that others have stepped in and matched the money they receive.Projects funded thus far are too numerous to list. But they include more t han high-profile efforts like the celebrity campaigns. Many awards are being given to everyday people just trying to improve their own little corners of the world. Calvin Cannon received $5,000 for Clothe the N. A. K. E. D. Prom Date, his venture to sponsor low-income, upstanding dudes in Shelbyville, Tennessee, by paying for their tuxedo rentals for the prom. Jeanne Acutanza from Kirkland, Washington, got $5,000 for her children’s school so that it could manage a sustainable garden and give the harvest to local food banks.And the Associates of Redlands Bowl received $25,000 to support performing arts in the community of Redlands, California. â€Å"I’m proud of every idea we’re supporting, but it’s the simplicity of [these ideas that is] so innovative,† says Nooyi. â€Å"You would never have thought that one simple thing could bring about a big change in the community. † IN SEARCH OF THE HOLY GRAIL All this cutting edge promotion and the eff ort to change the world are wonderful. But at the end of the day, PepsiCo has to sell soft drinks. After all, it is the fiftieth largest publicly held corporation in the Fortune 500.Pepsi is also the 23rd most valuable brand in the world according to Interbrand. If this experiment fails to support sales of its core brand, PepsiCo will no doubt abandon its innovative promotion efforts and return to its old ways. As one social marketer states, â€Å"This is big, new, getting a lot of attention. It’s impactful; it’s innovative. What the industry is talking about now is, is this a gamble that was worth taking, in terms of a lift in sales? That’s the holy grail. † But PepsiCo remains extremely optimistic. In the first few months of the campaign, the number of Facebook fans doubled.The company formerly got a Twitter tweet every five minutes or so. Now, it receives more tweets per minute than a person can read. But just what is the value of a Facebook or a Twitt er fan? Although many advocates of social networking say questions like that are irrelevant, budget-strapped chief marketing officers want to see return on investment. That’s why Bough and his team have developed a scorecard that ties different elements of the Pepsi Refresh campaign back to the health of the brand. Using standard research methods, PepsiCo will be measuring whether or not this campaign merits the expense.Pass or fail, many observers inside and outside PepsiCo will learn much from this first-of-its-kind social media and social responsibility campaign. Ana Maria Irazabal, director of marketing for PepsiCo, wants this campaign to become the model of the future. â€Å"We want people to be aware that every time you drink a Pepsi you are actually supporting the Pepsi Refresh Project and ideas that are going to move this country forward. We may be the first to do something like this, but hopefully, we’re not the last. † Questions for Discussion 1.Consid er PepsiCo’s advertising throughout its history. (For a list of Pepsi slogans over the years, visit http://en. wikipedia. org/wiki/Pepsi#Slogans. ) Identify as many commonalities as possible across its various ad campaigns. How is this campaign consistent with PepsiCo’s brand image? 2. List all the promotional mix elements used in the Pepsi Refresh campaign. What grade would you give PepsiCo on integrating these elements into an integration marketing communications campaign? 3. Describe PepsiCo’s target audience. Is the Pepsi Refresh campaign consistent with that audience? . As completely as possible, analyze the campaign according to the steps listed in the chapter for developing effective marketing communication. 5. Will the Pepsi Refresh campaign be successful? Why or why not? Sources: Natalie Zmuda, â€Å"Pass or Fail, Pepsi’s Refresh Will Be Case for Marketing Textbooks,† Advertising Age, February 8, 2010, p. 1; Stuart Elliott, â€Å"Pepsi In vites the Public to Do Good,† New York Times, January 31, 2010, p. B6; Elaine Wong, â€Å"Pepsi Community Effort Finds Fans on Social Nets,† Brandweek, June 8, 2010, accessed at www. brandweek. com.

Free Essays on Big Bang Theory

It is always a mystery about how the universe began, whether if and when it will end. Astronomers construct hypotheses called cosmological models that try to find the answer. There are two types of models: Big Bang and Steady State. However, through many observational evidences, the Big Bang theory can best explain the creation of the universe. The Big Bang model postulates that about 15 to 20 billion years ago, the universe violently exploded into being, in an event called the Big Bang. Before the Big Bang, all of the matter and radiation of our present universe were packed together in the primeval fireballan extremely hot dense state from which the universe rapidly expanded.1 The Big Bang was the start of time and space. The matter and radiation of that early stage rapidly expanded and cooled. Several million years later, it condensed into galaxies. The universe has continued to expand, and the galaxies have continued moving away from each other ever since. Today the universe is st ill expanding, as astronomers have observed. The Steady State model says that the universe does not evolve or change in time. There was no beginning in the past, nor will there be change in the future. This model assumes the perfect cosmological principle. This principle says that the universe is the same everywhere on the large scale, at all times. 2 It maintains the same average density of matter forever. There are observational evidences found that can prove the Big Bang model is more reasonable than the Steady State model. First, the redshifts of distant galaxies. Redshift is a Doppler effect which states that if a galaxy is moving away, the spectral line of that galaxy observed will have a shift to the red end. The faster the galaxy moves, the more shift it has. If the galaxy is moving closer, the spectral line will show a blue shift. If the galaxy is not moving, there is no shift at all. However, as astronomers observed, the more distance a galaxy is... Free Essays on Big Bang Theory Free Essays on Big Bang Theory It is always a mystery about how the universe began, whether if and when it will end. Astronomers construct hypotheses called cosmological models that try to find the answer. There are two types of models: Big Bang and Steady State. However, through many observational evidences, the Big Bang theory can best explain the creation of the universe. The Big Bang model postulates that about 15 to 20 billion years ago, the universe violently exploded into being, in an event called the Big Bang. Before the Big Bang, all of the matter and radiation of our present universe were packed together in the primeval fireballan extremely hot dense state from which the universe rapidly expanded.1 The Big Bang was the start of time and space. The matter and radiation of that early stage rapidly expanded and cooled. Several million years later, it condensed into galaxies. The universe has continued to expand, and the galaxies have continued moving away from each other ever since. Today the universe is st ill expanding, as astronomers have observed. The Steady State model says that the universe does not evolve or change in time. There was no beginning in the past, nor will there be change in the future. This model assumes the perfect cosmological principle. This principle says that the universe is the same everywhere on the large scale, at all times. 2 It maintains the same average density of matter forever. There are observational evidences found that can prove the Big Bang model is more reasonable than the Steady State model. First, the redshifts of distant galaxies. Redshift is a Doppler effect which states that if a galaxy is moving away, the spectral line of that galaxy observed will have a shift to the red end. The faster the galaxy moves, the more shift it has. If the galaxy is moving closer, the spectral line will show a blue shift. If the galaxy is not moving, there is no shift at all. However, as astronomers observed, the more distance a galaxy is...

the trouble with marriage essays

the trouble with marriage essays In Jane Austens Pride and Prejudice the most important topic to theme and character development throughout the novel is that of courtship and marriage. From the very first chapter; the very first line, in fact, you see that this is a novel about the surmounting obstacles of courtship and the levels of difficulty in achieving romantic happiness, for it is well-stated that it is a truth universally acknowledged that a single man in possession of a good fortune must be in want of a good wife.(1) As one of the most famous lines in literature it immediately establishes the centrality of marriage to the novel . This is done first by introducing Mr. Bingley, an event that sets the novel in motion; second, by its implication that the real truth is the opposite...that a single woman is in want of a wealthy husband. Marriage in Pride and Prejudice is a means of survival in an economy-based environment. It is the playing card by which all single women hope to score big and settle down with their winnings. The Bennetts are a perfect example of the institute of marriage that is exemplified in most every case of Pride and Prejudice. They married for the most noble of reasons in their time. Mrs. Bennett whose only purpose in life seems to be to find husbands for her daughters, and Mr. Bennett whose marriage to her is explained as him having been, captivated by youth and beauty, and that appearance of good humor which youth and beauty generally give resulting in his marriage to a woman whose weak understanding and illiberal mind had very early in their marriage put an end to all real affection for her (176).It can be best stated that the two of them merged for security and social climbing in the same way AOL and Time Warner have merged as corporations to improve their own individual worth. They are each others social game pieces...

Economic Essay Example | Topics and Well Written Essays - 2000 words

Economic - Essay Example For instance, oil products in global market are becoming scarce and volatile because of the continuing crisis in the Middle East, the primary suppliers of oil products. In lieu of this, oil prices rose to its highest point in just a very short period of time while demand is getting faster. Conversely, if this oil producing countries return in their normal business term, then the production of oil products will increase, thereby bringing a stability of price. This environment is one of the current examples of inflation and deflation that is happening in reality. The main thrust of this paper is to discuss the causes of inflation and deflation, and how these affect corporate decision-making. To have a better understanding on this anomaly, it is a requirement to study the complex movements of prices and their effects through current situations and events. Inflation and Its Causes Inflation is described by Mukherjee (2002, p.26) â€Å"as a process in which the price level is rising and money is losing its value.† As you can see in figure 1, if the aggregate demand (AD) is increasing faster than the rate of the aggregate supply (AS), the general price level also increases, and this phenomenon is known as inflation. Nowadays, many countries are suffering from higher rates of inflation and sometimes government had to compromise by paying the cost of the reduced productivity. However, many economists have argued that pouring too much money into the economy as a solution would only lead to a more serious inflation (McNeese, 2000, p.22). The main causes of this phenomenon include: Too much demand in the economy. If the demand is high and the available supply cannot meet the demand, general price level would eventually move upward, thereby bringing in inflation or particularly known as demand-pull inflation. This is a situation wherein the rate of demand is faster than the rate of supply leading to a shortage of supply which means that â€Å"an increase in demand will affect prices more than output because firms may not be able to recruit staff more easily or produce more...† (Gillespie, 2007, p.381). Cost-push, monetary, and supply shock inflation. This type of inflation occurred when the supply of money in the circulation is high, causing the purchasing power of people to increase and eventually lead to a demand-pull inflation. On the other hand, cost-push inflation happened when the level of productivity among workers is increasing, labour expenses are also increased and the rate will be added up to the general price level (Grant & Vidler, 2003, p.132). Lastly, supply shock is more or less interrelated with demand-pull inflation; however, this time the supply is generally scarce. For example, the steady increase in prices of oil products in the world market brought by subsequent events particularly in Libya have also contributed to the increase of prices in almost all of the basic commodities. Deflation and Its Causes â€Å"Deflati on is a sustained decrease in the average price level of the entire economy† (Saunders & Gilliard, 2000, p.32). The steady and continuous fall of prices sound interesting to those who are not fully aware of deflation, but this term is not good for the monetary economy because falling prices would adversely affect income that eventually to bankruptcy. As sale, profit and investment fall together, producers are forced to cut

Organic production and sustainable agribusiness Term Paper

Organic production and sustainable agribusiness - Term Paper Example This was an important step towards achieving long-run sustainability in the industry. The development can be studied in the context of various economies of the world. For example, the agricultural and food sector of Europe has always been known for its quality and strong foundation. This industry in the continent functions according to the regulations of the Common Agricultural Policy (CAP) which is implemented in all the countries of the European Union. Following this common model, the member nations have been able to promote agricultural growth in their own respective economies which has been able to satisfy the food demand of the European citizens and also generate some surplus produce for exporting to the foreign economies. Europe has set a very high standard of agricultural production based on the framework of the CAP. The importance of regulations and standardizations related to any industry is sometimes undermined thinking that they usually produce a hindrance to the growth of the industry. However, this notion is not always correct. It is an accepted fact that Europe’s CAP has been successful in harnessing the true potential of the food and agricultural sector of the continent. Europe is already reforming its CAP and plans to incorporate the amended version from 2013 onwards in the Europe 2020 Strategy. The new CAP will focus on building a self-sufficient agricultural sector which ensures food security, uses natural resources in a more sustainable method way and specially concentrates on the progress of the rural sector. Therefore, the reformed CAP will contribute significantly towards the overall Europe 2020 Strategy which would aim at the sustainable and inclusive development of the entire European Union. One of the major instruments of the CAP is its â€Å"policy on the information provision and promotion measures for agricultural products. The reform process of the CAP would involve a fundamental review of this policy. (European Commission 2 011) During the course of the International Food and Agribusiness Management Association’s (IFAMA) 20th Forum, Professor Ray Goldberg predicted that the sector issuing standards and certification for the food and agricultural sector would emerge as the most dynamic sector during the next decade. Governments of various countries and many of the food companies concentrate on building their internal capacities and ensuring that they conform to the regulations in the sector. Alternatively, retailers in this sector are more focused on obtaining standard compliance through certification. In January 2011, global food prices were reported at their highest level since 1990. This produced a variety of effects in the different economies of the world – decreasing food supplies, high inflation and an overall adverse impact on economic growth and development in most countries. These effects were magnified in food deficit countries which had low per capital income. In such a situatio n, the formulation of adequate property rights and obligations for the organic food and agricultural sector assumes a huge importance. For this the concerned policy makers need to understand the futures market in agriculture, the formation of prices in this sector and the price movements. Experts are also considering the fact whether the industry requires increased rules and regulations for achieving sustainability. (IFAMA 2011) Greening Economy and the Organic Food and Agricultural Sector