Golda Meir Essay -- essays research papers fc

Golda Meir   Ã‚  Ã‚  Ã‚  Ã‚  The state of Israel, established on May 14, 1948, had many great leaders that helped it to become a state. One of them was Golda Meir. Golda Meir was one of the most energetic and hardworking women in the world. Without her help, it is possible that Israel would have never survived as a state in an area surrounded by Arabs. With all of the hard work that Golda did for her country, she still had time for a family.   Ã‚  Ã‚  Ã‚  Ã‚  When Golda Meir (born Golda Mabovich) was in my opinion one of the most energetic and hardworking women in the world. If she set out to do something, whether it was to wash her families clothes or to create a Jewish state in the land of Israel, the job was never left unfinished. As a child, she decided that she wanted there to be a Jewish state, where any Jew would not be refused citizenship. She spent her whole life working to achieve this goal and in 1948, her dreams came true.   Ã‚  Ã‚  Ã‚  Ã‚  After Israel became a state in 1948, there was constant fighting between the Israeli's and the Arabs. Without her help, The Israeli's would have possibly never survived as a state. In the beginning, Israel hardly had any weapons. Golda Meir once again decided she wanted to help Israel so she went to the United States and She went to other countries to try to help Israel out with this problem by raising money. In the US, she gave speeches at universities and she contacted the head governmen...

Analysis of Willy Russell’s Blood Brothers :: Theatre Drama Blood Brothers Plays Essays

Analysis of Willy Russell’s Blood Brothers Tell me it’s not true Say it’s just a story These words echoed in my head as I entered the Phoenix Theatre. I had had past experience with â€Å"Blood Brothers† by singing the heartbreaking ballad â€Å"Tell Me It’s Not True† in a past show. Therefore I anticipated that the performance I was about to watch was going to be a roller coaster of emotions, with bitter consequences. I expected a first class show with strong, slick performances from the cast and fantastic musical numbers. This expectation of â€Å"Blood Brothers† was partly due to it being in the reputable West End of London and had been running at the Phoenix Theatre since 1991. This made me think that a musical that could still have large audiences coming to see it in the highly competitive London Theatre scene, must have something exceptional. I also has background knowledge about â€Å"Blood Brothers† from reading the script in parts in class. However, some parts of the play were still patchy to me, so I was looking forward to having the entire story acted out from start to finish. It was interesting for me as well because I was familiar with other plays Willy Russell had written. Having seen Shirley Valentine and read â€Å"A Grand Day Out† I enjoyed his of simple, uncluttered style of writing. â€Å"Blood Brothers† is set in Liverpool 1962. Its story stems from an impoverished single mother of six called Mrs Johnstone who, by finding that she is pregnant with twins, is persuaded to give up one of her unborn children to her employer, Mrs Lyons. The story unfolds by portraying how the two brothers grow up so differently without ever knowing they have a twin. â€Å"Of one womb born, on the self same day How one was kept and one given away?† The story deepens when the twins become friends when they are seven but both realise that they have the same birthday and therefore are both â€Å"nearly eight†. They become best friends and declare one another to be their â€Å"Blood Brother†. From then on the story follows their persistence to remain friends and the obstacles each come up against. Sadly though, their forbidden friendship finally leads to one another’s tragic death; never knowing the truth that they were brothers. Never knowing they shared one name Till the day they died I never really absorbed the absurdity of the storyline because the script was so subtle in its telling of the story, and the performance of the cast didn’t over dramatise the events unfolding. If they had, it would have made the story have an unwanted comical element as it

The Vietnam War Essay

The Vietnam War is a struggle with Vietnamese against itself. North Vietnam or the Democratic Republic of Vietnam and the National Front for the Liberation of South Vietnam. wherein the Americans got involved erroneously and uprightly. ( see Wikipedia ) It is an attempt to unite Vietnam into a individual province. But so it is considered as false and dishonest theory. As per John Pilger. this war is an invasion of Vietnam’s fatherland and lives. ( see Global Issues ) It is by far the longest war in the century of America against North and South of Vietnam. The Vietnam struggle with America is included in the Second Indochina dated 1954-1975 that grew out from the long struggle between France and Vietnam. ( see Wikipedia ) It is widely reflected in history and media that America lost this war because of the guerrilla motion in Vietnam. ( see Global Issues ) It is besides believed that America lost this war due to the part of media that is against it. ( see Global Issues ) Actually. Vietnam approached US for aid in constructing a state from the Second Word War and chiefly from Gallic imperialism to accomplish control for South Vietnam. ( see Global Issues ) It is believed that US supported Vietnam’s independency and finding. But so. US turned down the aid that is why they turned to the other world power at that clip. the Soviet Union. ( see Global Issues ) Ho Chi Minh. communist leader. appealed to President Truman for aid because Vietnamese wanted to model their fundamental law with the American authorities. ( see Global Issues ) But America declined to back up their freedom and alternatively allied with the Gallic. Vietnam was so forced to turn to China and the Soviet Union. ( see Global Issues ) United States is believed to give support to South Vietnam. They deployed forces and US military advisors in 1956 to be responsible for developing the ground forces of South Vietnam. ( see Global Issues ) President Nixon intent was to beef up South Vietnam. US declined to back up North Vietnam due to their communist belief to which US is non partaking. They came to help the government in the South who were said to be attacked by the North Vietnamese. ( see Global Issues ) The resistance said that America truly lost the war. It is included in the unfavorable judgment of the media. There are two most influential beliefs on why America lost this war. First. media undermined the military and political attempt through media coverage. particularly on telecasting. in America. ( see Global Issues ) Second is that most of the journalists and broadcasters were against the war. It is on the whole of American media which resulted that war is a â€Å"failed campaign. † ( see Global Issues ) It has been reported that South Vietnamese had taken up weaponries to support their small towns and fatherland. The North Vietnam Government was non recognized by the United States and the ground why US declined to help because it is believe to be â€Å"improper† to admit such correspondence. ( see Global Issues ) During the war. it is believed that it was the clip where US dispatched its greatest of all time land ground forces and even offered the Gallic two atomic bombs to utilize anterior to its licking in 1954. ( see Global Issues ) They pursued military schemes designed for people to abandon places like use of chemicals. Millions of people were killed and maimed. some were Americans and the remainder are Vietnamese. The understanding to stop the war included $ 3. 25 billion of grant assistance for 5 old ages to which was ne'er paid. ( see Global Issues ) It is supposed to be for the postwar Reconstruction but Vietnam did non uncover all the captives of the war who were purportedly portion of the trade to assistance. ( see Global Issues ) This is a tragic issue for Americans who have been incognizant of the destiny of their loved 1s. ( see Global Issues ) The Vietnam struggle with the intercession of America is non truly a war between the two states. It is said that America lost this war. But America did non truly lose it because in the first topographic point. America was at that place to go an ally and merely to back up South Vietnamese for their battle against aggression from the North. Ineffectiveness is a more appropriate term. The manner that Americans implemented their policy is uneffective in this struggle. America’s chief end is to unify Vietnam into one province. ( see Global Issues ) America failed to accomplish that end. The struggle highlighted more on the Cold War ideological conflict. It reported and portrayed on the violent deaths and calamities that happened in the War. It focused more on the bad error. The good purposes were seldom questioned and carried out ill. The media made coverage of America in an highly nonreversible narrative. ( see Global Issues ) It resulted to inaccurate coverage because lone fragments were told. They chiefly focused on the nature of the war. The atrociousness of the war were erroneously branded and blundered. Americans are on the side of South Vietnam that opposed the aggression from the Communist. the North Vietnam. What truly happened in this war was â€Å"internal aggression. † ( see Global Issues ) Wherein they invaded and attacked their ain state and people. But so there were confusion on who truly were â€Å"allies† on this war. The non-communist South Vietnam was said to be invaded by the Communist. North Vietnam. ( see Global Issues ) United States hence came to the side of the â€Å"democratic† government in the South. But it was reported untrue. It is because Ho Chi Minh sent regular forces to help the American onslaughts. ( see Global Issues ) He was persuaded to direct regular ground forcess to back up the South in their resistance to American invasion. ( see Global Issues ) America lost the war in Vietnam. But 1000000s of estates of forest were destroyed through weedkillers poisoning. 1000000s of people were slaughtered. rice Fieldss were left with musca volitanss of bomb craters after â€Å"winning† its freedom. It is believed that in a war. no 1 truly win or lose. Though they achieved what they are contending for. they lose a great trade every bit good. Vietnam might hold the independency and freedom they wanted but it caused them a batch before they achieved it. In contrast. America is still one of the most powerful states in the universe. They still aid and back up other states. But what is the measuring of triumph? Is it shown in wealth or stuff ownerships? Or is it measured by power? Or accomplishing what we truly wanted though nil was left afterwards? Wining does non stop or accomplish from a certain period of clip. Victorious winning is seen on how you live after or if you were able to get by up with life after the conflict. Contending for what you desire and accomplishing it is a great wages for winning. On the procedure of accomplishing for these ends. you may lose some. but gain some every bit good. It truly doesn’t affair if Vietnam struggle is a Winnable War. What matters most is the lesson learned from this war. The experiences happened. whether good or bad. Making things better and trusting that none of this will go on once more in the hereafter. To be able to hold a peaceable universe that can merely be attained if we will non allow selfishness regulation over us. Most people believed that US lost the war. But Vietnam was destroyed to its nucleus where it could be a pool of hope for the following coevals and development option in Asia. If merely programs were made and done efficaciously. things might hold been different or it could be better than what happened. Mentions: Shah. Anup ( 29 December 2002 ) . Media Propaganda and Vietnam. Retrieved October 15. 2006. from War. Propaganda and the Media Website: hypertext transfer protocol: //www. globalissues. org/HumanRights/Media/Propaganda/Vietnam. asp # ThemedialostthewarforAmerica Vietnam War Retrieved October 15. 2006. from Wikipedia Website: hypertext transfer protocol: //en. wikipedia. org/wiki/Vietnam_war # Richard_Nixon_and_Vietnam_ . 281969. E2. 80. 931974. 29

Restaurant Business Plan Essay

Chapter 1 Rooftop Restaurant and Lounge will enter into a market with perfect competition. With perfect competition Rooftop Restaurant and Lounge will have an infinite number of consumers with the willingness and ability to buy our products at a certain price. It would also have an infinite amount of producers with the willingness and ability to supply the products at a certain price. Rooftop Restaurant and Lounge is a new fine dining restaurant and lounge located on LaGrange Road in Orland Park. Rooftop Restaurant and Lounge will target both fun-seeking as well as sophisticated diners looking for great food in a fascinating atmosphere. Our Rooftop will offer 360 degree views with a unique outdoor terrace. Rooftop Restaurant and Lounge will seek to earn 85% gross margins through an innovative and creative setting, a great menu, and the best service. Five Factors of Production: Start up costs and all financing of Rooftop Restaurant and Lounge will be funded by the owner Kevin Lentz. Rooftop Restaurant and Lounge would be situated on a busy intersection in Orland Park. This would be new construction: building Rooftop Restaurant and Lounge from the ground up. Rooftop Restaurant and Lounge would first have to hire a construction company to build the establishment. Once the building was complete and up to code, Rooftop Restaurant and Lounge would hire its staff and purchase inventory. Rooftop Restaurant and Lounge focuses on local and tourist active restaurant seekers, with special focus on young adults with a $20-30,000 a year income and a desire for good food with a fascinating atmosphere. According to Orland Park’s demographics from the United States Census Bureau we generally know the characteristics of our target market. Our personal crowd would consist of young adults (ages 20-29) and adults (ages 30-50), both male and female, usually at least one year of college if not already fully graduated. Our geographics include people from the local Orland Park area, people from neighboring cities, and tourists from other states and countries. Chapter 2 Restaurants rack up one of the most costly environmental bills in the retail world. Fortunately, there are ways restaurants can go green on more than just their menus. Rooftop Restaurant and Lounge will be a Certified Green Restaurant. Some Certified Green Restaurants save thousands of dollars by cutting energy, water, and waste. They appeal to environmentally concerned Americans and those who are health conscious. How will Rooftop Restaurant and Lounge be environmentally friendly and socially responsible? Walking into Rooftop Restaurant and Lounge you’ll find recycled wood panels, eco-friendly flooring, and zero use of VOC (Volatile Organic Compound) paints. We will fill our facility with Energy Star qualified equipment and compact fluorescent lighting that produces 75 percent less energy and heat. Clients can also enjoy unique creations like crispy Thai trout tacos, original vegan Championburgers, or mango-guava fruit shakes. Rooftop restaurant and Lounge takes flavor seriously, backing up its meals and drinks with a 100% Taste Guarantee. If you don’t like your meal or drink they will happily whip you up something else or give you your money back. Rooftop Restaurant and Lounge serves Certified Humane, hormone-free meat and prepares their meals with only 100 percent organic ingredients. A 100 percent organic menu also offers tempting sandwiches, desserts, beer, and wine. Rather than using cheaper ingredients, the company splurges a little to buy quality foods that are ta stier and more nutritious. Rooftop Restaurant and Lounge also offsets 100 percent of their energy use by purchasing certificates for renewable wind power. Besides constructing their building out of recycled materials, Rooftop Restaurant and Lounge still bases its business on integrity. Rooftop Restaurant and Lounge pays their employees fair wages and benefits. By going green, restaurants can often earn more green. Chapter 3 What is the intended form of ownership? Rooftop Restaurant and Lounge is a sole-proprietorship business owned in majority by its founder and president Kevin Lentz. The owner is also personally responsible for all debts and liabilities incurred by the business. A sole proprietor can own the business for any duration of time and sell it when he or she sees fit. As owner, a sole proprietor can even pass a business down to his or her heirs. A sole proprietor has complete control and decision-making power over the business. A sole proprietor has minimal start up legal fees and NO corporate tax payments. Sole proprietors receive all income generated by the business to keep or reinvest. The owner pays taxes on income from the business as part of his or her personal income tax payments. All responsibilities and business decisions fall on the shoulders of the sole proprietor. The sole proprietor of the business can be held personally liable for the debts and obligations of the business. Additionally, this risk extends to any liabilities incurred as a result of acts committed by employees of the company. Most sole proprietors rely on loans and personal assets to initially finance their business. Rooftop Restaurant and Lounge will choose to incorporate once the business has started to grow. Chapter 4 Assuming Rooftop Restaurant and Lounge will have international operations: Rooftop Restaurant and Lounge will have a second location in Cancun, Mexico located in the heart of Cancun’s Hotel Zone. At this location Rooftop Restaurant and Lounge will have exquisite Mexican decor and outstanding Mexican cuisine. There are multitude of different kinds of organizational structures in international business for instance, one particular structure may require a substantially different plan of coordinating the activities of any given individual or organization. Independent Agent: An independent agent can be defined as an international individual or company who works with an exporter to represent the organization in question best interests in an international destination. Often these agents will take on the roles of being a sales representative. They offer the exporters goods, obtain payments by the purchaser, and as well work to ensure that the exporter’s clients are absolutely satisfied with the goods received. These agents will often have a wide variety of clients or firms who often do not specialize in any specified product or market. For example, Levi Strauss employs agents all across the world specifically in small countries found within these continents, South America, Africa, and Asia. Licensing arrangement: A licensing arrangement can be defined as an agreement in which an owner of a particular good will allow another company to manufacture sell and or market this good or service for a fee and or royalty. These companies will often grant interested parties or businesses in foreign destination exclusive rights to produce and or supply their goods in that particular market. The exporter will receive royalties as well any associated fees. These royalties will usually be determined as a percentage of the licensee’s total revenues. Branch offices: A branch office can be defined as a place in which an exporting company will establish themselves within a foreign nation in order to offer their products more effectively to that foreign market. In most cases exporting firms will just employ current top managers within their organization and will send these managers over to this foreign destination to establish a new branch office. This branch office will act to provide this organization with a greater public image. It is believed that consumers will feel more confident about any particular company’s product or service. Strategic alliance: A strategic alliance is where a company in which two or more individuals or businesses will merge their resources together in order to tackle a specified, mutually beneficial project. Both parties will agree to participate equally in investing resources into this new venture thus forming the alliance. Out of all the International organizational structures to choose from, Rooftop Restaurant and Lounge in Cancun, Mexico will be a branch office. This business model is treated as an extension of its parent company which means that it should only conduct the activities performed by the main office in Orland Park, Illinois. Having a branch office provides several advantages to any foreign company including the ability to conduct business in Mexico, explore more business opportunities and directly interact with its local distributors and agents. While this business model has several advantages, foreign companies should realize that there are some arrangements and requirements that may not be beneficial on their part. For example, foreign companies do not enjoy limited liability which means that they are responsible for all the losses and debts of their branch office which is considered as their legal extension. Another disadvantage is that a branch office, being a non-resident business entity, is not eligible for local tax benefits and exemptions. Lastly, this business model is prohibited to engage in business activities that are not performed by its parent company. Chapter 5 Mission Statement: Rooftop Restaurant and Lounge is a business that envelopes fine dining of unique healthy taste and an excellent rooftop atmosphere. The mission is not only to have great tasting food, but have efficient and friendly service. Our dining environment is not only welcoming and sophisticated, it is unique in design, with glass ceilings and windows on almost all sides of the rooftop. After dining in, customers can enjoy the outdoor terrace and garden views. We concentrate on customer satisfaction and quality food that is always fresh and 100 percent organic. We want the Rooftop Restaurant and Lounge to be the place people can enjoy a tasty, healthy meal and meet new friends. It is our goal to provide a great work environment and treat employees with dignity and respect. Rooftop Restaurant and Lounge wants to build lasting relationships with the guests, contribute positively to communities and our environment. Rooftop Restaurant and Lounge recognizes that profitability is key to our future success .

Pubs in the Uk

This report intends to determine why pubs in the UK are increasingly transforming into gastro pubs. The first part of this study will review recent statistics to give an overview of the pub sector’s position in the hospitality industry, to describe the size, scope and decline of this individual sector. The second part will evaluate how macro factors have affected this industry, both in the last 10 years and currently, using PESTEL analysis. This analysis will then be used to forecast directions for the pub sector.The Palmerston, a pub turned gastro pub, will be referred to, to illustrate these findings and profitable recommendations will be made for the sector and The Palmerston Although the report focuses on pubs, statistics used represent bars and nightclubs as these are commonly perceived to be the same sector. PESTEL factors have, where possible, been analysed in separate sections even though some can be related to one another. Sector Overview Traditionally, pubs existed s olely for selling alcoholic drinks as they represented a retail dimension for breweries (Market & Business Development (MBD), 2000).This has changed to pubs focusing on other features to attract customers, such as providing more entertainment and becoming a food-led outlet. According to statistics from people 1st (2008), the pubs, bars and nightclubs sector is one of the biggest within the hospitality industry in terms of labour force size, number of enterprises and establishments and turnover (see appendix 1, 2 and 3 ). The majority of the workforce is part time and female (see appendix 4 and 5). Although a large sector, pubs are in decline.Pub closures in the UK have increased to five every day partly due to dropping beer consumption (British Beer & Pub Association (BBPA), 2008). This market has seen a constant drop over the last 30 years with only one small rise in 1988 (see appendix 6). Independent pubs are constantly adapting to keep negative impact to a minimum. As Blyth (2002 ) notes, many pubs are finding success when moving away from the traditional concept. Past PESTEL Factors Political: After the successful smoking ban in Ireland, the UK Government announced plans for a smoking ban in 2004 (http://www. forestonline. rg/output/Public-Smoking-Bans. aspx). Baker (2008) suggests a significantly higher proportion of adults were more likely to visit a smoke-free pub. However, some pubs did not agree with this so looked to change their image and concept. Economical and Sociological: A prosperous economy increased disposable income and improved standards of living. Huxley (2003: 8) highlights that â€Å"increasing number of women working and/or opting not to have children† had increased wealth. A report (Peach Factory, 2007) showed women dined out more than men and preferred casual dining formats hence a boom in such outlets.Pubs lost customers as lifestyle changes saw people spending more time in outlets serving good value food. Consequently, pubs lo oked to invest in becoming more food-led. Technological: The introduction and improvement of satellite television allowed pubs to supply entertainment at their premises, attracting more customers (MBD 2000). Some pubs were unable to adopt this as licences proved too costly resulting in loss of customers. Environmental: Climate Change Levy, energy tax introduced in 2001, encouraged pubs to introduce energy-efficient measures to reduce energy consumption.Companies that cooperated were rewarded (caterer search, 2002). Legal: Drug dealing was common in pubs as ample distractions allowed dealers to work (caterer search, 2001). Legislations, such as the Public Entertainment Licence (Drug Misuse) Act 1997, allowed licensees to prohibit drug dealing and thus improved the number of desired customers. Pubs sought to create more inviting premises. The Palmerston The Palmerston recognised changes were important so closed for refurbishment in 2003. Upon opening in 2004, the improved menu and aes thetics (including a segregated section for smokers) was an instant success. Current PESTEL FactorsPolitical: The government is trying to reduce binge drinking and alcohol-linked violence by imposing policies on pubs to display alcohol-unit levels, health warnings on drink labels and banning ‘happy hour’ promotions (Ford, 2008). Failure of cooperation will lead to legislation. Pubs may suffer with this costly process. Economical: The UK economy is currently attempting to stabilise as it faces recession. The Chancellor announced in the latest pre-budget report that duty on alcohol would be raised (Thomas 2008), creating more problems for pubs already experiencing major losses with the â€Å"above-inflationary duty increases† (BBPA 2008).Sociological: Duce (2006) suggests that pubs cannot compete with supermarkets (which are cutting prices) as more customers are buying alcohol to drink at home. Pubs have looked to increase revenue elsewhere and have led to more foc using on being food-led. Technological: As wireless technology continues to expand globally, pubs are installing wireless internet connections within the premises to compete with other outlets supplying this popular format (Walton, 2007). Environmental:A report (The Peach Factory, 2007) shows increased awareness of global issues, such as the impact of food miles on the environment, has made pubs focus on locally and organically produced food. Those providing for this trend are popular due to being perceived as supporting the local community and environment. Legal: The Smoking Ban was legalised on 1st July 2007 and, as Baker (2008) states, â€Å"has had a devastating effect on pub trade†. Many independent pubs have not been able to compete with the large pub chains that have invested in outdoor smoking areas. This is a major reason why many pubs are closing.The Palmerston: The Palmerston adjusted to the smoking ban and integrated a wireless network in 2004 so negative impact w as minimal. It focuses its services to families and promotions are food related. Although alcohol sales may be down, food sales are high. Future PESTEL Factors Political and Legal: The All-Party Parliamentary Beer Group (caterer search, 2008) advises the government to make changes to improve pubs’ viability. Suggestions have ranged from reducing the rate of beer duty to banning supermarkets from selling alcohol at minimal prices (Thomas, 2008).If the government recognises and acts on these concerns, pubs may find business improves. Economical: The hospitality industry is predicted to take 50-70% of the possible ? 1. 4b-? 2b profit from the London Olympic Games 2012, reports Thomas (2006). This may inject the economy with prosperity, if it has not by then, and provide pubs a chance to increase sales and attract visitors who want to experience UK’s national drink – beer. Sociological: The hospitality industry employed over 152,000 migrant workers at the beginning of 2008 according to Home Office figures (2008).However, Walton (2008: 7) learned â€Å"migrant workers are increasingly turning their backs on the UK hospitality industry because of the falling of the pound†. Pubs that currently employ migrant workers may implement long-term recruitment processes to attract more UK workers. Technological: Bentley (2008: 34) acknowledges there is â€Å"evidence that greener approaches to computing are moving into the mainstream†. Pubs may demand this, if made mainstream, to reduce power consumption, which would be valuable if energy costs continue to rise. Environmental:Climate change is increasing flooding in the UK and northern Europe, causing heat waves and droughts in southern Europe and Australia. As this causes major problems with harvests, food prices are more likely to rise, suggests Vaughan (2008). Pubs must find ways to absorb the rising costs. The Palmerston: The Palmerston sources its food produce locally, helping both the environment and their costs. The low staff turnover indicates it has a successful training process. Conclusion With falling beer consumption and increased tax on alcohol, pubs are closing at rapid rates.Negative media, such as binge drinking and alcohol-related violence, poses to be a real threat to pubs as policies are introduced. After a decade of prosperity, the economy is now in decline which is presenting more problems for pubs. Those that have survived have become food-led pubs as more people have been dining out due to higher disposable income from an increasingly affluent economy. Due to immense competition in the food industry, pubs have concentrated on creating traditional menus prepared to the highest-quality.To reflect this and cope with changing clientele from the smoking ban, premises have been updated to create more inviting and family-friendly surroundings. The combination of all these features, and considerable transformation, creates the present gastro pub. The Pal merston underwent all these changes and declared a successful gastro pub when it re-opened in 2004. Recommendations The pub sector is in decline and may continue because of the current economic situation. Pubs must find different ways of increasing revenue as alcohol sales plummet.This may include introducing attractive menus and hiring professional chefs to maximise its potential. Available technology for customers is essential and pubs should install their own wireless network. The Palmerston has already adapted to many macro factors that have negatively affected other pubs. However, in order for it to continue succeeding it must keep adjusting as the economy declines. Since food is one of its most popular products it must ensure this remains attractive and consistently prepared to a high standard.As food costs rise the menu should be analysed and any item that is being incorrectly sourced should be replaced by an adequate substitute, but still maintaining the quality. Families ar e one of the main targets for The Palmerston, so every care should be made on satisfying both parents and children. Re-introducing traditional board games is suggested as they typically inspire family unity. Pubs in neighbouring areas supply these games and have proved to be popular. The Palmerston could introduce affordable ‘themed evenings’ to attract the local community to congregate and socialise in a relaxing atmosphere.

Coal Is Just Not Black Gold

COAL IS JUST NOT BLACK GOLD PREFACE Drawing upon the organisation in which author is familiar – Coal India Limited, largest coal producing company in the world, In this paper he critically analyses few existing policies implemented by Government of India and Coal India Limited in mining industry from past few decades, works through the complex problems around Coal mining in India and identifies few human resource management related problems and how they have contributed for the company’s stagnation in recent years. The author then critically analyses the issues, compare it with relevant literature and evaluate the limitations.Based on the literature and observations, he then proposes few strategic recommendations to improve organisational effectiveness both to Law makers and to company. INTRODUCTION Coal India Limited (CIL) is a Government of India Undertaking, Maharatna (Country’s Jewel) company which employees 400,000 people approximately as of April’12. In ended last financial year, with net annual sales of 15 billion dollars, and a net annual operating profit of 3 billion dollars approximately by producing coal from its 466 Coal mines across India and selling it to Power generation companies.It is the biggest and only listed company in the sector, where private companies are not allowed to compete, Thus accounting to 80% of Annual national production of Coal in India. CIL has five unions, which represent all the employees in the company. Since the company is only major coal producer and acts more like a monopoly in the sector, wages are low compared to Industry average in other countries. Coal India apart from producing coal on its own also gives few coal mines to private third parties for contract.These mines are smaller in size and remote for the company to allocate resources, hence they are contracted. This strategy of contracting coal mines and not having enough regulations around Coal production has led to few private contra ctors preferring illegal means of employment in these coal mines and not allowing private competitors to compete with Public sector companies COAL IN INDIA Indian Coal Industry currently occupies third position by producing 400 metric tons per year ( mtpy), after US (1100 mtpy and China 2400 mtpy.Within the country Coal mining is nationalized and accounts for 60 per cent of electricity production. Coal being crucial resource for economic growth, it is safeguarded by government by passing many acts, Indian Mines Act of 1952, Mines and Minerals Regulation and Development (MMRD) act are the key legislative act meant for protecting labour working in mining industry and governing mining and exploration in India respectively.After further revision in 1993 and 2002, National Mining Policy was outlined by Government of India whose objectives are mineral development through exploration in both Onshore and Offshore fields. Policy is meant to promote mineral industry standardize training and r esearch, considering future needs of the country with minimal impact of nature and ensure safety and health of all people involved in the industry. These objectives do make a progress in standardizing the rules, however it has to clearly describe how the law handles informal mines and how to deal with illegitimacy under current law.According to a Journalist expert of small mines Chakravorty (2002), Illegal mines in India constitute of 88 per cent of the total reported mines in count, producing approximately 10 per cent of the total value of mineral production of the country. This number has increased in the last decade , where 30 per cent of illegal mining. These mines comprise of poor people toiling for lowest wages and almost negligible security, health and safety conditions. According to MMRD Act, Mines Act and other Environmental Acts, all minerals are broadly classified into â€Å"Major† and â€Å"Minor† and rest the responsibility of mining with the state.MMRD ha s further classified mines has Class A or Class B determined based on the mechanical equipment used and Labour employment the mine generates. Based on financial investment, Labour work, Depth of deposits and technology deployed, mines are simplified to different Classes and given for contract. Typically Class B mines are given for contract to subsidiaries by CIL , One such example is Eastern Coal Fields, in state of Meghalaya, where even though they mines are Small, they are labour intensive and needs to have high security and health standards.National Institute of Small Mines (NISM) , a governing body has classified mines based on the production amounts. From various acts above, it can be understood that legal definitions hinge on physical dimensions of mine, which is in turn is used to determine the effort and time required to mine. However for a complex economic activity like mining with close social linkages and unique to the nature of the mine, such reductionist approach and si mplifying mines obscures the diversity of mining practices across scales.As large formal processes of mineral extraction, processing and use cannot be applied to such small mines they tend to be rejected and Illegitimated. Clearly, existing laws have loopholes which are inadequate in handling perennial Informal and Illegal mining. Also Illegal miners cannot lobby for recognition, since current structure of the sector is monopolistic with over 80% reserves under CIL. This situation has resulted in dire consequences and well-being of Local society around colliery areas and environment. COAL INDIA , A MONOPOLYCoal India Limited (CIL) established in 1970, is responsible for mining the coal, while the ownership of which is vested with the state. Consequently the organization has played a critical role in meeting state’s growth plans. The decision making on mineral resources is influenced by engineers, geologists, bureaucrats and political groups and governance is solely vested wit h CIL. The Coal Mines Nationalisation Bill, 2000 allows state governments to mine coal only if CIL certifies with no Intention to mine certificate.The Ministry of Coal ( MoC ) has awarded CIL a near monopolistic power, giving rise to tight control on its country’s reserves and lack of transparency in many areas. Because of lack of more advanced technology for procuring coal and other social costs, it is also noted that mining cost of Coal in India is 35% higher than other exporting countries like Indonesia, Australia, because of poor productivity ( 3 tonnes / man shift ) as compared to 12 tonnes / man shift in Australia.As a solution privatising of coal sector is attempted, however it is still in preliminary stage. The challenge to policy makers in this regard is to ensure how to safeguard the wealth from illegal mining and environment within the region, at the same time benefit people in mining areas by making laws that do not outcaste people and their livelihoods as illegit imate also ensure greater transparency and standardization in pricing of coal.In coming years, demand for coal in the country is expected to increase multi fold, according to IEA 2006, Reuters 2007, hence the need for government to restructure the sector is critical to not only to answer many global implications concerning climate changes and Kyoto Protocol and but also streamline the definite increase in informal collieries which will continue to meet the demands of local consumers and ensure they meet minimum security and health standards of living. SOCIAL IMPACTCoal India Limited has destroyed environment in many coal traces with no or little concern for social implications, Inspire of Forest and environment controls. This behaviour can be attributed to sole monopoly power vested with one company on nation’s coal production. There were other instances of violation of human rights noticed while employee people at Coal mines One such example, It was noted that at Janita Hill s, Meghalaya , India. 5000 children less than age of 18 was trafficked from Assam, Nepal and Bangladesh and employed by coal mines in Meghalaya which are contracted to private contractors by CIL .Many such instances were noticed not only in eastern part of India , but also across many nations’ coal traces in West Bengal, Andhra Pradesh, Karnataka states. Inspite of the Mines Act , 1952 which doesn’t allow bonded labourers or people below the age of 18 to work. Sometimes even without environment degradations, large mining projects have impacted social lives with serious implications for the livelihoods of local communities around in and around coal traces, where people were forced to leave their traditional occupations for scavenging in left over coal traces, which are not economically viable for contractors.Such instances were noticed in Jharkhand, where government and company officials have neglected social and cultural issues around the mining areas for years impacti ng the livelihoods of people living in these areas. This has created a need for extreme leftist or Maoist Movements to resist such acts– as observed by Chandra Bhusan, Associate Director of Centre of Science and Environment. According to him Indian Mineralised tracts are mostly in conflict Zones, since Company officials, technical experts and governing bodies never seriously engaged with social issues.Current legal instruments are anti-poor and of colonial vintage and unable to deal with today’s realities. Many Civil Non-Governmental Organisation groups have taken a non-violent approach to use existing judicial mechanisms such as filing Public Interest Litigation(PIL) to bring justice to local communities whose daily lives are impacted. Ex : PIL filed against Eastern Coalfields Limited by Mazdoor Sabha in Country’s Apex court. Although Supreme Court Panel has lashed against CIL, It remained unresponsive SOCIAL LICENSE TO OPERATEOver the past 2 decades many chang es were noticed in global mining industry. There is increased and concerted global efforts where nine major global companies supported a global scale project called Mines, Minerals and Sustainable Development (MMSD) Project ,whose direct outcome is to the increasing charges of environmental destruction and irresponsibility on coal mining companies to care socio-cultural changes caused by them in areas of operation are laid out and followed globally.MMSD group of companies agreed that Mining Company in developing countries not only needs Legal license to operate but also Social License to Operate. Under this backdrop At CIL, mining engineers who make all the plans , mining project itself assumes more importance over people living in these mining operations. This view was observed from many bureaucrats in India, CIL uses their rationale that Land Acquisition Act or Coal Bearing Areas Act does not provide assistance for Local people around the impacted areas, thus ignoring local needs and perpetuating illegal mining under its belt.ILLEGAL COAL MINING AND UNSAFE WORKING CONDITIONS In energy-hungry country like India, demand for coal has increased in the last 2 decades, coal production remained fairly stable, causing coal prices to surge in recent years. The lack of reform and rising demand have spawned a seedy underbelly of â€Å"Coal Mafia† and a class of workers that illegally scavenge the mines for coal. The Coal Nationalization act in 1952, revised in 2000 has made it legal for just the centre or state governments to authorize coal mining, i. . , only government owned companies, its subsidiaries and contracted third parties. Apart from illegally mining, scavenging from abandoned mines is another source of obtaining coal. In West Bengal state for instance Raniganj-Jharia region there are many abandoned mines by CIL subsidiaries which have neglected filling up the mines with sand, as per regulation , consequently villagers have ready access to scavenge.It was also observed that open abandoned underground mines release hazardous gases like Carbon Monoxide which are hazardous and can kill people who go to scavenge left over coal. Scavenging can occur in both underground and open cast mines. The later assumes greater significance. In these areas Poor Security of mines storage and transportation was observed where coal is transported with head baskets into awaiting trucks. Coal India also delivers coal to local sale dumps located near the mines and big dumps, pilferage takes place regularly on major highways from long distance.In eastern India, It's not unusual to see women and children work the unsafe mines with the most rudimentary tools. Most are drawn to it in the hopes of earning a better  income. According to World Bank, over 20 million people depend on mineral resource extraction for living. When this number is compared with formal mining industries it is immensely large. PAUPERIZATION IN COAL MINING AREAS IN INDIA In colliery areas where CIL operates, significant amount of social and environmental transformation takes place over a period of time.Within bureaucratic and political circles the notion that Coal as a commodity is being excavated for greater common good by a Central government owned body like Coal India Limited, represents lack of attentions to people’s interests and social impacts of mining coal. Decay of social fabric, erosion of traditional livelihood, rising levels of urbanisation are some of the socio impacts which vary according to physical proximity of the mine to livelihoods.Between 1971 and 2001, people in Ranijang region in west Bengal have slowly moved away from agriculture as an occupation to mining and scavenging , even in non-colliery areas. Women especially from downtrodden caste and below poverty line are most impacted by this migration. In areas of Jharkhand gradual pauperization of people around coal mining areas have taken place in which traditional land and water rig hts in the region in which they live are lost and few negligible short term benefits of mining are accrued which will is leading to steady extinction of tribal people in remote coal mining areas.In most of the cases, links between the legal and illegal coal mines are more complex than above example. Both the groups either co-exist or coal mining company complains against scavenging to local authorities as law and order problem, however bureaucratic reply is usually pointing the company should take care of its resources. Hence in the existing legal setup both parties formally or informally will try to co-exist peacefully.Similar setup exists between large scale and small scale transportation in centralized control manner controlled by mafia group. Part of the root cause for such inefficient maintenance, transportation and distribution systems lies with CIL and its subsidiaries where they are not standardized and do not consider domestic consumer, In the entire eastern region CIL does n’t have large depot to cater the needs of domestic consumers. Hence often industry owner applies for a license to grant coal to fire the furnaces or generate power.This permission is difficult to get and consumer need to bribe any intermediate parties from company officials, bureaucrats and politicians leading to significant overhead cost for the company, there by preferring a shorter and simpler coal extracting methods by joining hands with mafia system or illegal mining. STRATEGY MAKING PROCESS FOLLOWED BY GOVERNMENT OF INDIA AND COAL INDIA In the above sections, various issues faced by the community, company and the system at large are explained.To understand the issue in hand better and to analyse the issues lingering the sector better, Government’s and Company’s behaviour with larger society is compared with few Strategy making processes. According to author, current system has a predefined set of objectives and is thriving to achieve that without consider ing other subjects involved in entire scenario. This behaviour aptly fits into Classical approach highlighted by Grant (2008).The reductionist approach by MMRD and other acts by the Government can be mapped to this approach Government trying to oversimplify the complexities involved in various mines based on certain factors like Size, productivity etc. , such approach leads to formation of clear goals to the Company and doesn’t allow the company to recognize the emergent behaviour of the employees, people livelihoods in affected areas. Below is a modified representation of Grant’s Classical approach of Strategic Human Resource Management.Figure 1 : Common elements in successful Strategies , Adopted from Grant ( 2008: 7) Author notices that because of monopolistic nature of coal mining sector in India and sufficient support from political circles, there isn’t sufficient pressure on the company for Profound understanding of all the groups involved. In Most of the cases, Long term agreed objectives takes more priority over other priorities mentioned like Profound Understanding of all groups involved, Regular Appraisals of employees involved and Environmental awareness.Hence the company will focus on financial targets to achieve more than Social Impact it creates in thousands of people it impacts. Thus it can be stated that Classical approach readily doesn’t fit in or help in solving the issue. Current Intended strategy of Government of India, behind Nationalization of Coal mining in 1952 is to protect the reserves from exploitation by private parties is well understood, however with the changing times , growing demand and involvement of various other socio-political and technological factors, Intended Strategy is not being completely realized.There is a deliberate effort on its part , to ensure current intended strategy works by allowing illegal mining and scavenging by local people in coal mining areas in order to peacefully co-exist and continue to mine in coal traces. However by comparing the number of court petitions filed by local tribes in Jharkhand, WestBengal living nearer to various collieries, comparing the productivity / person and high cost of mining compared to other export countries it can be understood that , slowly they are moving towards an unrealized strategy where focus is only on net volumes realized and not considering environmental impact .EMERGENT STRATEGY OF STRATEGIC HUMAN RESOURCE MANAGEMENT In practice organization approach can be explained by Emergent Strategy approach as suggested by Mintzberg (1987) are relevant. According to March (1976) and Mintzberg (1987), planned strategies are not always realized; strategies can often emerge and evolve over a period of time. The Strategy should be moulded over action . Similar such fluid approach can be applied, where an additional dimension as mentioned below in Emergent strategy is required to recover from unrealized strategy and to streamlin e the company’s goals.Privatization of coal mining along with a holistic review of existing mining policies impacting the sector is the emergent strategy to improve the productivity, transparency of coal production and livelihoods of people involved. However its application remains a challenge. Figure 2 : The Emergent Strategy, source from the strategy concept, California Management Review, Mintzberg. H, 1987. Systemic Approach of Strategic Human Resource managementOn similar lines to Emergent Approach of Strategic Human resource management, Whittington(1993,2001) systemic approach provides more answers to the issue, where Strategy is shaped by the social system the company operates within. This strategy is shaped by cultural and institutional interests of broader society, since organisations and decision makers are embedded in network of social relations, hence adept understanding of the needs of the society at large and acting accordingly should be key . OUTCOMES Profit-Max imising PROCESSESDeliberate Emergent Pluralistic Classical Evolutionary Systemic Processual OUTCOMES Profit-Maximising PROCESSES Deliberate Emergent Pluralistic Classical Evolutionary Systemic Processual Figure: 3Whittington’s (1993) generic perspective on strategy Author believes Emergent and Systemic approach to planning a strategy is apt and required by all parties involved( both policymakers and industrialists ) in order to operate in complex world with various socio-geo political limitations. This it can be concluded that to effectively manage human esources and to improve organisation performance , integration between human resource management and business strategy holds key for its success. (See Holbeche, 1999; Schuler and Jackson, 1999). EMPLOYEE RELATIONS IN COAL INDIA Coal India has both union and non-union based workers. Starting from 2009, it has been recruiting more than 1000 employees every year from premier management and technology schools across India. This i s one of management initiatives taken to inject fresh blood and reduce the average age of its labour force.While the decision to recruit young highly talented workforce as change agents is appreciable, 30 to 40 per cent of these employees quit every year for below reasons. 1) Staff felt they were demoralized by senior staff from the beginning. 2) Apart from salary issues, the staffs were under-utilised and faced hostility from seniors. 3) While recruitment, the staff were promised a grade above engineers however not fully implemented even after raising the concern to top management.Hence realized there are limited growth options. Treasurer of Coal Mines Officers Association of India partially accepted the conditions and commented this situation reflects the larger problem of stagnation within the organization It is understood , if the situation continues, the county’s top coal producer is likely to grapple with unprecedented HR crisis across its executive cadre because of lim ited growth options and 6000 of their employees mostly from executive cadre getting retired every year.Falling on relevant literature , Kochan . T , 2000 has stated that Asian model of employee relations is designed to support an economic strategy that emphasises human resources as a competitive asset- A strategy that requires a highly skilled and committed workforce and a cooperative labour management culture and system. In Coal India, it can be observed that there are required structures in place like Unions for labour management, since the company is too big, management of resources is challenging.Since the company works in a monopolistic structure, there isn’t healthy competition which will push the management to focus on current internal and external problems with more vigilance rather than its current laid back approach and bureaucratic functioning. It can be noted that HR strategies should operate consistently as is a vital part of the overall business plan (Stroh and Caligiuri, 1998).Within the organisation senior management there should regularly conduct analysis regarding the kind of HR competencies needed in the future, and accordingly core HR functions (of procurement, development and compensation) should work together collectively to meet such needs. (see Holbeche, 1999). The 2 core aspects which organization has to focus is Integration of HRM into the business and corporate strategy, and the devolvement of HRM to line managers instead of personnel specialists, thereby ensuring company doesn’t have power blockages and allow it to function smoothly.Brewster and Larsen (1992: 411–12) define integration as ‘the degree to which the HRM issues are considered to formulate long term business strategy’ and devolvement as ‘the degree to which HRM practices involve line managers has responsible rather than personnel specialists’. Similarly (Budhwar and Sparrow 1997; 2002; Hope-Hailey et al. , 1997; Truss et al. , 1997; Sisson and Storey, 2000) also highlighted the concept of devolvement for quicker response in large scale organizations. This process, highlights the need of prioritizing the issues and developing/ training more motivated employees for effective control.Instead of having a narrow hierarchy with in organization, there by leading to stagnation, it can be learnt from this theory that local problems should be resolved by local managers at grassroots level affording more time for senior management. Applying this theory to Coal India Limited, It can be understood that mine managers should be more proactive is liaising with local governments and bureaucracies to form an amicable solution for betterment of society as well as company. Company senior management should work closely and provide required assistance and authority to mine managers to perform their duties.In this context, the Coal India Limited management can learn from other global peers to understand how to deal with empl oyee relations related issues effectively. Below is the summary of one such example stated by an author Young-Kee Kim, in his report on Employee relations. LG group from its inception till 1987 achieved high rates of economic growth with support from Government by suppressing unions, however in the period of 1987-89 it has faced severe hostility and strikes from its workers because of which resulted in 740 million dollars of loss. Post 1990 till 2005, as a result of research and many extensive internal surveys the roup has laid importance to new group level policy that emphasis the promotion of human dignity for employees and the maximisation of customer satisfaction. Voluntary employee participation in workplace organisational improvements has been identified as a critical success factor. Consequently the rapid realisation of co-operative labour relations and enlightened ER practices has been recognised as tasks of major significance my member firms. * Company has evolved gradually from Passive support of Management perception of union to active partnership with unions.. It gradually made a cautious move from not just maintaining a stable labour relations climate in order to avoid labour disputes, it has invited a voluntary participation of employees and union leaders in management activities. * Unions characteristics of providing weak employee support to being professional in their activities and finally Employee Relations have moved from just dealing with basic issues to providing autonomy and participation of employees From the above example it can be understood that Firstly, without management innovation, co-operative Employee Relations cannot be achieved.For Labour management relations to be a positive sum game, these innovations should enable the company to achieve superior performance and the capacity to provide employees with better rewards. Secondly, much time and effort is required from top management to develop a constructive labour management cult ure. The Employee relations department cannot achieve the development of co-operative employment relations by itself. The labour management relationship should be viewed as a profit – creating relationship, rather than a cost –creating one.Thirdly, the company should support increased independence and professionalism on the part of the union and provide education for union leaders. A union that lacks professionalism is unable to get a full support of its members and lacks effective management strategies for administering union business because of high turnover of union officials. Fourthly, to be successful all these activities should be conducted consistently and systematically over time. Many companies only seriously consider the labour management relationship when faced by a critical problem.Such focused attention tends to fade when the strike is settled. As explained in the above example, LG group has chosen a different path and spent a year analysing its Employee r elations. CONCLUSION IS PRIVATISATION A SOLUTION ? Currently both globally and in India, demand for coal is on the rise, thereby increasing the prices of coal. Due to the volatile times passing through, similar to other commodity sectors like Iron, steel, Coal Mining industry will also undergo divestment and monopoly of Coal India Limited will break. However privatisation is not a panacea for all issues lingering the sector.Time has come for Policy makers, bureaucracy and other parties involved come together to answer few critical questions while restructuring the sector. 1) How to deal with thousands of people making their livelihood from illegal mining of coal ? 2) Will the government able to accept few realities like people living in local region , have rights on mineral resources to strength the lower strata and provide a sense of security to their livelihood ? 3) Can the government, restructure the sector with more robust, full proof, social informed laws protecting and respect ing the rights and interests of all involved ? ) With experience from privatising other commodities, after privatising coal mining ,it can be estimated that mushrooming of small coal mining leases can be experienced in an open market scenario. Hence laws and policies safeguarding the interests should be more inclusive than before. Where policies and laws have to deliver sustainable benefits to local and global communities, unlike current laws that are focused only on mitigating the negative impacts of mining on the environment and marginalizing small groups over national priorities.Government policies need to take a more holistic approach in understanding about production of â€Å"Illegal mines† as well as marketing and distribution chains through which legally mined coal is illegally distributed. It is vital to integrate local interests in mine management plans to provide access to resources for local people and co-exist peacefully for inclusive growth.. References : Books a nd Internet Links * Bamber J, Park F, Lee C, Ross P and Broadbent K, 2000, Employment Relations in the ASIA-PACIFIC Changing Approaches, Allen and Unwin, Australia. BeardWell J ; Claydon T, 1994, Human Resouce Management – A Contemporary Approach, Pearson Education Limited, Great Britian. * LG Group ( 1994) LG Labour – Management Relations Long-term Model Report * http://www. thehindubusinessline. com/companies/article2470720. ece * http://economictimes. indiatimes. com/coal-india-ltd/infocompanyhistory/companyid-11822. cms * http://articles. economictimes. indiatimes. com/2011-10-18/news/30295579_1_iits-and-iims-new-recruits-cil * http://www. firstpost. com/business/labour-pangs-for-coal-india-scrip-melts-in-the-heat-67084. tml * http://in. reuters. com/article/2012/10/12/tci-coalindia-idINDEE89B08G20121012 * http://www. dnaindia. com/money/report_coal-india-to-face-india-s-first-class-action-suit-in-15-days_1770358 * http://www. livemint. com/Companies/jEkLsitce5Qt0w x3gyS3sM/Coal-India8217s-UK-shareholder-to-file-petition-in-Indian. html * http://ibnlive. in. com/news/meghalaya-braveheart-fights-against-child-labour-in-coal-mines/266778-3. html * http://www. amusingplanet. com/2011/05/child-labor-in-indian-coal-mines. html * http://www. elshcoalmines. co. uk/forum/read. php? 4,50329,50370#msg-50370 * http://www. mining. com/los-angeles-times-uncovers-child-labour-in-indias-coal-mines/ * http://articles. timesofindia. indiatimes. com/2012-11-14/guwahati/35111450_1_child-labourers-coal-mines-meghalaya-government * http://www. businessinsider. com/photos-indias-illegal-coal-mines-2012-10? op=1 * http://www. thesundayindian. com/en/story/the-unfortunate-social-costs-of-coalgate-and-such-scams/42442/ * http://papers. ssrn. com/sol3/papers. cfm? abstract_id=1716581 *

Gordon rule Research Paper Example | Topics and Well Written Essays - 750 words

Gordon rule - Research Paper Example He is advocating for everyone to have insurance that can afford it and is giving tax credits to anyone who needs it in order to make sure they are covered. The plan seeks to make healthcare more affordable for everyone and not to exclude those people who previously would not have healthcare because of previous health problems (Obama, 2009). According to the Wall Street Journal, there is a shortage of primary care physicians brought on because of the focus on extending healthcare benefits. This has created a space for many general practitioners to go into specialties so that they can be paid more money. The general practitioner used to be the first person to diagnose challenges for people but they are disappearing (The Wall Street Journal, 2008). Part of the challenge in this area is that Medicare and Medicaid will only pay a certain amount of money for doctors visits and primary care. These amounts are often lower than they can receive as specialists. With this in mind, many people who are on Medicaid and Medicare will miss out on the best healthcare in the long run. The program that the government is doing would also give people access to a variety of programs that they may not pay for if they were paying with their own money. According to Tully (2009), this means that the packages that are being proposed would be more expensive than what most people could afford (par. 4). Another issue is that President Obama wants to make insurance mandatory for everyone. To this end, he is making it mandatory for businesses to offer insurance to their employees or to receive a tax up to 8% (Schiff, par. 7). This means that the businesses would have to pay into a government program if they do not have healthcare insurance already covered (The Wall Street Journal, 2009). If someone is self-employed or an independent contractor for a business, they will have to find a way to pay for their own insurance or face a tax that is approximately 2.5% of