The Fast Moving Consumer Goods Information Technology Essay

The Fast Moving Consumer Goods Information Technology Essay FMCG industry, on the other hand called as CPG Consumer packaged goods industry primarily deals with the production, distribution and marketing of consumer packaged goods. The Fast Moving Consumer Goods (FMCG) is those consumables which are normally consumed by the consumers at a regular interval. Some of the prime activities of FMCG industry are selling, marketing, financing, purchasing, etc. The industry also betrothed in operations, supply chain, production and general management. FMCG industry provides a wide range of consumables and accordingly the amount of money circulated against FMCG products is also very high. The competition among FMCG manufacturers is also growing and as a result of this, investment in FMCG industry is also increasing, specifically in India, where FMCG industry is regarded as the fourth largest sector with total market size of US$13.1 billion. FMCG Sector in India is estimated to grow 60% by 2010. FMCG industry is regarded as the largest sector in New Zealand which accounts for 5% of Gross Domestic Product (GDP). Some common FMCG product categories include food and dairy products, glassware, paper products, pharmaceuticals, consumer electronics, packaged food products, plastic goods, printing and stationery, household products, photography, drinks etc. and some of the examples of FMCG products are coffee, tea, dry cells, greeting cards, gifts, detergents, tobacco and cigarettes, watches, soaps etc. Some of the well known FMCG companies are Sara Lee, Nestlà ©, Reckitt Benckiser, Unilever, Procter Gamble, LOreal, Coca-Cola, Carlsberg, Kleenex, General Mills, Pepsi and Mars etc. The purpose of this topic is to investigate the relationship between the factors that affect the outsourcing decisions in FMCG industry of Pakistan. There are higher trends seen in the market for outsourcing in many FMCG companies but still it is reflecting as there are a number of factors which inhibit the FMCG companies to make outsourcing decisions. Outsourcing occurs as a result of intimate acquaintance between subcontractors and managing departments. Outsourcers want to decrease the cost of production and the cost of management by distributing work to avoid other costs such as wages and compensation. However, outsourcing helps society by decreasing unemployment, making the economy grow and decreasing social problems. Outsourcing is also a way to boost the economy and it helps producing industries to survive in the market. However, it is not a guarantee that the producing industries will survive. It is just one of the devices that FMCGs should use in management, but it depends on managerial efficiency in the industries. If FMCGs want to survive in the age of globalization, they have to adopt management techniques suitable for each situation in order to survive in the current industrial climate. Nowadays, macroeconomics and microeconomics have been changing very rapidly, in every region. This situation is forcing all countries in the world to adapt to competition resulting from globalization, including modifying government policies, international relations, free trade area agreements, etc. Changes are also occurring in industrial management, especially organizational management, production management and technology, delivery, and marketing management, in response to both local and international competition. In the competitive environment of manufacturing concerns and evolving technological era, to enhance efficiency and productivity, cost remains a challenge to overall manufacturing industry to compete with rivals in providing the best total lower cost to end customers and to secure the market share in order to add value to the shareholders. To invest heavily in capital investment such as machineries, buildings and land to expand space in supporting the production operation is a burden to most companies if the return of investment is not valuably. Organizations that outsource are seeking to realize benefits or address the following issues: Cost savings The lowering of the overall cost of the service to the business. This will involve reducing the scope, defining quality levels, re-pricing, re-negotiation, and cost re-structuring. Access to lower cost economies through off shoring called labor arbitrage generated by the wage gap between industrialized and developing nations. Focus on Core Business Resources (for example investment, people, and infrastructure) are focused on developing the core business. For example often organizations outsource their IT support to specialized IT services companies. Cost restructuring   Operating leverage  is a measure that compares fixed costs to variable costs. Outsourcing changes the balance of this ratio by offering a move from fixed to variable cost and also by making variable costs more predictable. Improve quality Achieve a steep change in quality through contracting out the service with a new service level agreement. Knowledge Access to intellectual property and wider experience and knowledge. Contract Services will be provided to a legally binding contract with financial penalties and legal redress. This is not the case with internal services. Operational expertise Access to operational best practice that would be too difficult or time consuming to develop in-house. Access to talent Access to a larger talent pool and a sustainable source of skills, in particular in science and engineering. Capacity management An improved method of capacity management of services and technology where the risk in providing the excess capacity is borne by the supplier. Catalyst for change An organization can use an outsourcing agreement as a catalyst for major step change that cannot be achieved alone. The outsourcer becomes a  Change agent  in the process. Enhance capacity for innovation Companies increasingly use external knowledge service providers to supplement limited in-house capacity for product innovation. Reduce time to market The acceleration of the development or production of a product through the additional capability brought by the supplier. Co modification The trend of standardizing business processes, IT Services, and application services which enable to buy at the right price, allows businesses access to services which were only available to large corporations. Risk management An approach to  risk management  for some types of risks is to partner with an outsourcer who is better able to provide the mitigation. Venture Capital Some countries match government funds venture capital with private  venture capital  for start-ups that start businesses in their country. Tax Benefit Countries offer tax incentives to move manufacturing operations to counter high corporate taxes within another country. Scalability The outsourced company will usually be prepared to manage a temporary or permanent increase or decrease in production. Creating leisure time Individuals may wish to outsource their work in order to optimize their work-leisure balance. FMCG Industry and Outsourcing Companies that were struggling to increase the capacity to support the ramp up demand at times were upset when there was a drastic downturn of demand cut. As a result, the sudden downturn would affect the resources and investment that were put into supporting the end customers demand. Team of human resources and machineries that consumed production space and being idled would increase the overhead and fixed cost, thus affecting the companies badly in their financial statements. In addition, training and development to up skill internal resource skills set in terms of running the operation effectively, bringing up technical content expert, specialist ability to perform research and development to add value, effective management and maintaining the operation would require significant investment in human resources. Thus, most of the companies started to explore opportunities to reduce cost and to improve profit margin in order to maintain competitive edge in the market. One of the identified opportunities was to outsource non-core business functions to external service providers at a lower operating cost. Outsourcing decisions are those strategic decisions that change the operating strategy of an organization both in manufacturing and services. The most important step in any outsourcing decision is to clearly define the scope of the activities that are being considered for outsourcing versus previously in sourced. Outsourcing becomes a basic strategy of the FMCG industry and is essential for FMCG firms to stay competitive in the global environment. From firms perspective, outsourcing offers several advantages, such as reducing or stabilizing overhead costs, gaining cost advantage over the competition, concentrating on core activities and organizational specializations, providing flexibility in response to changing market conditions, and reducing investment in high technology based manufacturing organizations. Through 2004 onward business growth strategy changes and business growth was restored as the first priority for most worldwide businesses, making cost reduction the second or third priority. Ensuring business growth as well as business process speed, agility and cost reduction requires a unique mix of internal and external capabilities, skills, services and processes. Only a business-driven sourcing strategy supported by good-enough sourcing execution capabilities will guarantee successful business outcomes as well as improved performance and competitiveness. Lack of an outsourcing strategy or relevant skills and processes to manage outsourcing relationships is the most important reason for the failure of service and manufacturing industry. Global competition, increasing regulation and inspection, the development of specific standards and the industrialization of services will raise the competitive bar for the FMCGs services and business processes, making it compulsory for the FMCGs to work on their core business in source let the others do their job for you. By competing on core competencies and outsourcing non-core areas, FMCG companies achieve consistently higher performance over the globe in all fields especially manufacturing and supply chains through consistent focusing and tracking their Key performance indicators. For any of the company to make decision for in source or outsource, its the company strategic decision which will make the basis for the whole in source or outsource process. For making any decision, decision maker will consider the following perspective in their mind or they must have good answers for these questions. Determine what your company needs to or should do best strategy driven long-term positioning Determine how best to do things profit driven short to intermediate term competitiveness INSOURCING/ OUTSOURCING STRATEGIC DECISION KEY STEPS IN SERVICE BASE INDUSTRY An executive level cross-functional decision-making process identifies core competencies and areas for internal investment. The level of internal control required by the companies and prospective direction for operational insource/ outsource decisions are identified and analyzed based on strategic value and relative competitiveness of the company in the market. Document complete strategic decision making process and the implementation process for the strategic decision being made as it provides closed-loop assessment for continuous improvement of the decision in the long run. Align the implementation strategies, processes and Key performance indicators with criteria and assumptions used in strategy formulation or development and in sourcing /outsourcing decision process. STANDARDIZED OUTSOURCING PROCESS FLOW IN FMCG INDUSTRY Stage Key Activities Rough Timeline BU Role COE Role Opportunity Consideration Align on business need gain mgmt commitment to evaluate options Identify options to consider (e.g., internal cost savings, consolidation, off-shoring, outsourcing) Perform Options Analysis / Size of Prize (not detailed financial analysis) If potential for outsourcing, contact outsourcing COE for support NA PR PR PR PR C C Evaluation Team Kick-Off Establish small team to perform preliminary evaluation of outsourcing (Project Mgr/Business Mgr, Deal Mgr, Purchases Mgr, FA Mgr, HR Mgr, External Rel.) 1-2 wks PR C Initiate Evaluation Project Agree on top-line preferred deal parameters with OS COE (e.g., general scope boundaries, sell all vs. partial assets) Develop Keep Price Analysis using the CBA model (COE website) Develop preliminary project success criteria Develop preliminary project process, timing and critical path Consider advisory needs (e.g. external consultants, legal support) Consider need for employee communication pre-market evaluation activity Confirm business management alignment support to evaluate the option 1-4 wks SR SR SR SR C SR PR SR SR SR SR PR SR C Market Evaluation/Discovery Analyze market and identify potential suppliers (e.g., market position, capabilities, potential for savings monetization) Develop supplier materials (cold call message operation review presentation) Meet with suppliers (generally worth meeting w/up to 10 or so if available) Evaluate findings of visits and determine potential for outsourcing RFI may go out as part of typical assessment activity 4-8 wks PR PR C SR C C PR SR Decision to Pursue Outsourcing Refine project objectives, scope, etc. (w/knowledge of market evaluation) Prepare recommendation to pursue outsourcing Gain management approval per Decision Authority PRIOR to RFP Determine the small group of suppliers to be engaged in an RFP (3-4 ideally) Execute CDAs with these suppliers Expand project team (RFP leader, Legal, Administrative support, etc) Develop communication plan communicate to employees if not yet been done Base Case Financials 2-3 wks PR PR PR SR PR PR C C C SR PR C C RFP Development Draft and gain approval to RFP Develop RFP timeline (release date, supplier engagements, site visits, submittal date) Release RFP and instructions to suppliers 4-6 wks PR C PR TPO PR TPO RFP Process Execution Perform step-by-step RFP completion process w/suppliers (e.g., RFP review session, electronic QA cycle, preliminary solution review) Receive review bids, and execute formal solution walk-thru process Get revised bids and perform evaluation (operational, HR, financial) 4-8 wks SR SR SR SR SR SR Downs elect Process Develop recommendation to down select to 1 or 2 suppliers (keep 2 suppliers ideally to maintain competitive environment) Get management agreement 1-2 wks PR PR C C Due Diligence Conduct due diligence as required (us on suppliers; suppliers on us) 1-2 wks PR TPO Final Bids Provides suppliers with draft contract Request Best Final Offers (if appropriate) 1-2 wks C C PR PR Negotiations and Contract Signing Negotiate detailed price and contract terms (w/2 suppliers as long as possible) Align on final down select Get management approval Finalize internal and external communication plans (with External Relations) Sign contract and execute related communications 4-6 wks C PR PR PR PR PR C TPO C C Transition and Closing Put full transition team in place Execute required transition steps (including road shows, job offers, etc) Develop and execute companion agreements in other countries Execute closing Prepare deal files 4-12 wks PR PR SR PR SR PR PR Primarily Responsible Total Time Required* SR Shared Responsibility 5 10 months (ex Transition) C Contributor 6 12 months (w/Transition) TPO Technical Process Oversight * will vary based on project scope Problem Statement The rapidly changing global industrial environment, cost of working capital, research and innovation, releasing key internal resources, concentrating on Core business functions, obtaining better organizational form has significant impact on outsourcing decision making in FMCG industry of Pakistan. Hypothesis H1: Outsourcing activities are increasing day by day in FMCG Industry of Pakistan. H2: FMCG industries are Outsourcing in all areas of their business not only manufacturing operation. H3: FMCG industries are Outsourcing to reduce Operating cost. H4: FMCG Industries are outsourcing to increase concentration on their core business. H5: FMCG Industries are outsourcing to Improve Quality of Services. H6: FMCG Industries are outsourcing to Acquire Specialized expertise and knowledge H7: FMCG industries are focusing on Selective Outsourcing. H8: FMCG industries have midterm Outsourcing contracts. H9: FMCG industries make Outsourcing contracts with good reputable companies. H10: FMCG industries make Outsourcing contracts with companies that produce at lower cost. H11: FMCG industries make Outsourcing contracts with companies that have advance technology and management experience. H12: Losing control of the certain business is the major concern in FMCG industries to make Outsourcing contracts. H13: Increasing dependence with outsourcers is the major concern in FMCG industries to make Outsourcing contracts. H14: Difficult to bring in source after conflicts is the major concern in FMCG industries to make Outsourcing contracts. H15: Disclosure of commercial secrets is the major concern in FMCG industries to make Outsourcing contracts. H16: Conflict of Interest with outsourcing partner is the major concern in FMCG industries to make Outsourcing contracts. Outline of the Study The research structure based on five chapters as follows: Introduction about the Outsourcing and FMCG industry. The literature review had provided theoretical background of the research and cites author had previously researched on the topic of factors affecting outsourcing decision The research methods chapter included method of data collection, statistical technique and hypothesis development. The results chapter had included findings and interpretation of the results. The conclusion, discussions, implications and recommendation section provided the final logical analysis. Definitions Outsourcing Outsourcing is an agreement in which any task; operation, job or process that could be performed by employees within an organization, but is instead contracted to a third party for a significant period of time-one Company provides services for another company that could also be or usually have been provided in-house. FMCGs   It is an acronym for  Fast Moving Consumer Goods. It is defined as fast selling, low unit value  consumer products  normally in universal  demand. It includes categories like foods, soft  drinks, toiletries, cosmetics and other non-durables. CHAPTER 2: LITERATURE REVIEW Most of the companies that were struggling to increase the capacity to support the ramp up demand at times were upset when there was a drastic downturn of demand cut. As a result, the sudden downturn would affect the resources and investment that were put into supporting the end customers demand. Team of human resources and machineries that consumed production space and being idled would increase the overhead and fixed cost, thus affecting the companies badly in their financial statements. In addition, training and development to up skill internal resource skills set in terms of running the operation effectively, bringing up technical content expert, specialist ability to perform research and development to add value, effective management and maintaining the operation would require significant investment in human resources (David Mackey and Kaye Thorne, 2003). Thus, most of the companies started to explore opportunities to reduce cost and to improve profit margin in order to maintain competitive edge in the market. One of the identified opportunities was to outsource non-core business functions to external service providers at a lower operating cost. Outsourcing decisions are those strategic decisions that change the operations strategy of an organization both in manufacturing and services. The most important step in any outsourcing decision is to clearly define the scope of the operations that are being considered for outsourcing (Cook, Mary, F. and Gildner, Scoot B. 2008). Human resource professionals throughout the world are being asked to do more or less, to enhance productivity while controlling costs and to find out new ways to increase profitability. (Uddin, Gazi, M. 2005). Outsourcing is not a new notion. For decades, jobs have been migrated from other part of the countries namely American and European countries as well as other overseas countries to global service providers primarily India, China, Singapore and Malaysia due to lower operating cost. According to Cynthia A. Kroll (2004), a regional economist from University of California Berkeley, the recent wave of outsourcing affected a different mix of jobs, at different wage levels. It was not confined only to a small set of industries but cut across all industrial sectors in new geographic area rapidly (Cynthia A. Kroll, 2004). William P. DiMartini (2005), Senior Vice President at SunGard Availability Services said businesses in all industry segments found that limited internal resources would make outsourcing an attractive, cost-effective and prudent option that would allow them to focus on their core competencies (AccountingWEB.com, 2005). Demand for outsourcing is a result of demand for organizational products by the target audience. On the basis of organizational estimate of total turnover, practicing managers can attempt to establish the nature and type of outsourcing required to that esteemed goal (Uddin, Gazi M. 2005). Outsourcing advantages to name a few include lower operating cost, improve competitiveness, low in capital investment, shift resources to focus on core functions, generate demand for new growth and market segment, access to world class capability, sharing risks and make capital funds available for core business investment. Bangladesh is a least developed country, basically an agrarian economy, having around 24 million acres of cultivated land, employing about 14.5 million cultivators. Manufacturing industries have grown around Dhaka and Chittagong based on agriculture input of jute, cotton, chemical and gas based industries. Industrial production growth has averaged more than 6% over the last 5 years. The export sector has been the engine of industrial growth, with ready-made garments leading the way, having grown at an average of 30% over the last 5 years. Primary products constitute less than 10 percent of the countrys exports; the bulk of exports are manufactured/processed products, ready-made garments and knit wears in particular. (www.euroitx.com) There are many manufacturing concerns in Bangladesh that are looking into outsourcing opportunity to reduce cost and to overcome the internal limitations and achieve lower cost of operation. The country is now moving towards industry based economy from the agro-based one. Hence, this study was an attempt to access determinants influencing the outsourcing decision and to research the manufacturing concern in Bangladesh on how well the factors would influence the manufacturing industry in Bangladesh to outsource certain function of their business areas to external service providers. The study also aimed at finding out the influencing factors that influenced the companies in outsourcing decision and helped the companies to overcome the internal limitation barriers. In the early 1980s, outsourcing typically referred to the situation while organizations expanded their purchases of manufactured physical inputs, like car companies that purchased window cranks and seat fabrics from outside the firm rather than making them inside. Nowadays, outsourcing took on a different meaning. Presently it refers to a specific segment of the growing international trade. This segment consists of arms-length, or what Bhagvati (1984) called long-distance purchase of services abroad, principally, but not necessarily, via electronic mediums such as the telephone, fax and the Internet. Outsourcing can happen both though transactions by firms, like phone call centers staffed in Bangalore to sen7e customers in New York and X-rays transmitted digitally from Boston to be read in Bombay, or with direct consumption purchases by individuals, like when someone hires an offshore firm to provide plans for redesigning or redecorating a living room (Bhagwati, J. et al. 2004) In an era of rapid technological change and short product life cycles, companies were trying to reduce cost and maintain quality at the same time which implied that companies would need to specialize in what they did best and de-emphasize management attention from business processes that did not directly impact the business. Outsourcing was a means to partner with service providers so they could handle specific business processes better, faster and at a lower operating cost (V. Krishna Polineni, 2001). It was defined as the transferring one or more internal functions of an organization to an external service providers. According to the analyst Dean Davison, the outsourcing was growing about 20 percent to 25 percent per annum (Dean Davison, 2006). Outsourcing has become an alternative, which all major corporations must consider in order to remain competitive. It helped to increase efficiency, improve service quality, accountability, values, decreased headcounts and cash infusion and gain access to world class capability and sharing risk (The Outsourcing Institute, 2006). One of the primary advantages of outsourcing arises quickly from the reduction of overheads. This might give rise to an immediate, and possibly one-off, advantage in terms of the avoidance of future or recurrent capital outlay, and the savings in office space and equipment provisions if these could be released during the outsourcing decision. There was clearly a staff cost reduction possible here, and this could be the predominant element in directly-attributable, ongoing cost savings. The spin-off from this might benefit the business support services department where the outsourcing was partial, and could be especially useful where the capital cost was high and recurrent, particularly if there was uncertainty about the future costs of maintaining effective and competitive business support. It was an investment risk transfer, in other words. Where outsourcing is total, the benefit was accrued directly by the core business it translated to a capital injection to the customers busines s. This was one of the major driving reasons of the outsourcing of IT provision in the early 1990s generally agreed as having been led in 1989 by Kodak, which outsourced all of its IT operations to IBM (Jonathan Reuvid and John Hinks, 2001). This could also confer a great deal of flexibility on the company. For a centralized organization which was providing a range of its support services from its own personnel and offices, the move to outsourcing could allow a downsizing of the property commitments. Consider the impact on the organizational infrastructure requirements of a change to outsourcing IT provision, payroll and credit processing, pensions, catering, recruitment, training, Human Resource Management (HRM), cleaning, security, lettings, software development, estates and building management. It could also confer direct scope for downsizing or increased options for organizational re-structuring through property and HRM flexibility. The transfer of a non-core service provision to a variable cost would allow economies of scale to be passed on from the supplier, and also would mean that incremental changes in the process capacity of the customer (upwards or downwards) could be covered at proportional rather than quantum cost changes. Where scope to vary the scale of the contracted supply was agreed, this has allowed the business organization to make maximum use of its marginal capital for core process change rather than non-core process support change. This could allow decreased time to market for new products or processes, and also increased scope for changes. Outsourcing solutions can provide an excellent chance to get the company service provision out of a rut and, if properly managed, to stimulate new solutions to problems from the mixing of different approaches. A noticeable feature of the global economy is the enhancing international products. Robert Feenstra (1998) describes the remarkable international specialization in the manufacturing products. For example, the raw materials of manufacturing products like Barbie dolls (plastic and hair) are obtained from Taiwan and Japan. Assembly used to be done in those countries as well as to lower cost locations like Philippines, Indonesia, Malaysia, and China. The growth in international specialization can also be observed in aggregate statistics. William Zeile and Gorden Hanson et al (2003) document the importance of trade within multinational firms. David Hummels et al. (2003) show that trade in intermediate inputs has grown faster than trade in finished products. While the globalization of production may yield important productivity benefits, there is a widespread view that it has also adversely affected low skilled workers. There are frequent media reports on how low-skilled labors in the firs t world countries are hurt when manufacturing jobs are relocated in the US and in many other countries have picked up on this theme to push for greater restrictions on trade with developing countries. Yet, despite its prominence in the public debate, there is little systematic evidence of the extent to which low-skilled workers are harmed by outsourcing to poor countries (Hsieh, Chang T. and Woo, Keong T., 2005). Outsourcing has existed in the USA for over 30 years particularly the business pr

Analyzing Diversity in the Workplace

This paper is about designing a model to analyze the dimensions of diversity and implement a training program to implement the results. It is important to break the personality down into three dimensions. Doing this will increase productivity of a company because the employees will work easily together and have less tension. Happy employees increase productivity. The cultural make up of an organization can make or break an organization if it is not understood by its managers and leaders. It is extremely important for a supervisor to analyze the diversity of its organizational members and see how the cultural differences effects the organization. It is important for the leaders of an organization to design a model to analyze the diversity of their the organization so they can develop a cultural diversity training program. In order to understand diversity in culture, you first must break down the culture and person you are trying to understand. We would need to design a model that would break down the dimensions of diversity. It is important to understand the personality of the person. The personality can be broken down into three layers of dimensions; Internal Dimensions, External Dimensions, and Organization Dimensions (knicki) It is important to understand each dimension because if you understand the personality of a person, you will begin to understand how they combine to make a culture. Internal dimensions consist of six different categories which are age, gender, sexual orientation, physical ability, ethnicity, and race. (Knicki) These are things that we cannot control. External dimensions include geographic location, income, personal habits, marital status, parental status, personal status, recreational habits, religions, educational background, work experience and appearance. These, for the most part, are things that we can control. (knicki) Organizational dimensions include functional/classification, work content/field, management status, division department/unit/group, seniority, work location, and union affiliation. These are also mostly our control. (knicki) The above dimensions of personality need to be researched for each employee of an organization. This can come in the form of a survey or questionnaire to each employee. This can also come in the form of a one on one interview asking questions to the employee. The information learned from each the dimensions for each person need to be banked in a data base where the results can be compiled and looked at. (Irwin) After finding out just who is in the organization and finding out their cultural background, the leaders would be able to design a training program for the employees. The program would teach employees about one anothers cultures, and show them how to appreciate each others differences. They would also need sensitivity training. (Loden) Once the organization has undergone a training program dealing with cultural diversity, productivity will increase. When an employee is happy at their job, they tend to work harder and increase their productivity at work. Increasing productivity at the workplace will increase sales which will increase profits. (Jogulu) In conclusion, it is very important to design a model to break down the cultural barriers between employees in a organization. If there are no barriers between people, communication will increase and people will be happier. This will make an organization run more smoothly and there won't be many problems.

Do We Need Mass Immigration?

According to the author Anthony Brown (â€Å"1Britain does not have a declining workforce, but the fastest growing workforce in Europe. This is largely due to the increase in retirement age of women from 60 to 65between 2010 and 2020. The Government Actuary Service predicts that, with zero net immigration, the workforce will grow by 1.2m by 2020, from 36.89m in2000 to 38.127 in 2020†.)   In his point of view immigrations currently configured increases inequality-ties in the UK because it causes a massive redistribution of wealth from those who compete with immigrants in the labor market (who tend to be poor, and suffer lower wages), to those who employ them (who tend to be rich, and enjoy lower costs and bigger profits). This effect swell documented in the US. In addition, in the UK, with its tight property market, those who win are those who already own property, particularly those who rent it out; and those who lose are those who rent their homes and those trying to get on the property ladder. Again, this is generally a redistribution of wealth from poor to rich Immigration. in allowing people to move to where the can maximize their welfare and get maximum return on their skills, is a definite force for good in the world, so longs it doesn’t lead to unbalanced, unsustainable and destabilizing population flows. Therefore, the UK government should aim at policies that allow as free a movement of people as is compatible with having balanced and sustain-able migration, as has been achieved within the EU. Britain 1. This is taken from the book of Do We Need Mass Immigration by Anthony Browney. Should initiate negotiations on having an open border policy with other high-income countries such as Japan, where migration flows are likely to be limited, balanced and beneficial. The Human Rights Principles that Underlie this Work: The author assumes that in this book certain human rights principles,Which I believe should be inalienable and should not beCompromised for political expediency. †¢ Everyone has the right not to be subjected to discrimination of any sort, including racial discrimination. †¢ Everyone has the right to be accepted as a full and equal citizen in the country they were born and grew up in.Ethnic minorities born in the UK are as British as a white person whose family has been here for centuries. It is deeply unjust that in certain Middle East states, and formerly in Germany, immigrant workers’ children who are born in the country and have lived in it all their lives are denied citizenship. White Zimbabweans who were born there, and indeed whose families emigrated there generations ago, have a right to be considered full Zimbabweans. †¢ Every nation has the right to decide who can move there and who can’t. States have a fundamental right to protect the integrity of their borders. †¢ Everyone with a genuine fear of persecution by their government should have the right  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   to asylum. The result is that Immigration is more characterized by distortion, denial and hostility to debate than any other public issue. Such a distorted, one-sided debate would be Inconceivable in any other area of such national importance, whether economics, law and order, or defence.As public concern about immigration has grown, so the Pro-immigrationists imperative to promote more immigration has meant that all counter arguments have had to be neutralized, even if that means a complete U-turn on Previously held positions. (â€Å"2In the late 1990s, governments of all major industrialized nations signed passionate communiquà ©s about how mass unemployment was the biggest problem facing modern society†). Then immigration reared its head, and suddenly it is mass   labor shortages that are the biggest problem of our time. From labor surplus to labor shortage in a few short years—how intellectual fashions flutter in the political wind. In the US, there is an anti-immigration group made up explicitly of ethnic minorities, called the Diversity Alliance, founded by an immigrant from Vietnam who worked in the immigration industry before concluding it was getting out of hand. They conducted an opinion poll which showed that 65 per cent of black Americans favour a moratorium on legal immigration. One of the leading immigration reform journalists in the US is Michelle Malkin, an Asian-American, and author of Invasion. Many of the founders of the black rights movement in the US were anti-immigrant,because of the effect immigration was having in undermining African-Americans in the labour market There are many other motives to oppose immigration which are honourable and nothing to do with racism. Samuel Gompers, the founder of the American Federation of Labor, was a Jewish immigrant who supported the early twentieth-century immigration cut-off in the US. In a 1924 letter to Congress, Gompers wrote(â€Å"Every effort to enact immigration legislation must expect to meet a number of hostile forces and, in particular, two hostile forces of considerable strength†). One of these is composed of corporation Employers who desire to employ physical strength at the lowest possible wage and who prefer a rapidly revolving labor supply at low wages to a regular supply of American wage-earners at fair wages. The other is composed of racial groups in the United States who oppose all restrictive legislation because they want the doors left open for an influx of their countrymen. The brief description in his point of view   is not anti-immigration or anti-immigrant, but argues that the current record wave of immigration is unsustainable and both detrimental to the interests of many people in Britain and against the wishes of the majority of people in Britain. It argues that Britain does not have a moral duty to accept immigration, and that immigration is ineffective as a global development policy. It argues for immigration that is balanced, with equal numbers of people coming and going and that is in the interests of people in Britain rather than Justin the interests of potential immigrants, recent immigrants and businesses that like cheap labor. The immigration system should command the acceptance and confidence of the people of Britain. It also argues that the government should pursue an open borders policy in so far as this is compatible with balanced and sustainable migration, such as negotiating an open border policy with Japan. The UK is experiencing the highest levels of net immigration in its history, quadrupling the rate of population growth and adding 543,000 to the population in the last three years, and 1.02m to the population between 1992 and2000.The level of net legal immigration has grown from 35,000in 1993 to 183,000 in 2000 (the difference between 482,000 (  Ã‚   2. This is also from the same source as above mentioned page no 23) arriving and 299,000 leaving). On top of this is an unknown amount of illegal immigration .Unless immigration declines, it will add more than two million people every ten years. The Government Actuary Service estimates that with immigration of 195,000 a year(very close to the present level of legal immigration), the UK population will grow from 59.8m in 2000 to 68.0m in 2031.On present trends, around 6m of the 8m increase in population will move to London and the South East. This is a completely different phenomenon from earlier waves of immigration, such as Huguenots, Jews and Ugandan Asians, all of whom were forced to leave their Bibliography 1. Brittain, A.W. (1991) ‘Anticipated Child Loss to Migration and Sustained High Fertility in an East Caribbean Population’, Social Biology Vol. 38 No. 1-2 pp. 94-112 2. Coleman, D. (November 2000) ‘Migration to Europe: critique of the new establishment consensus’, speech to Workshop on Demographic Specificity and Integration of Migrants, Federal Institute of Population Research, Germany. 3. By James Antle:   ‘The Myth Of Mynority Natural Republicans.† 4. Shaw, C. (2001) ‘United Kingdom Population Trends in the 21st Century’, Population Trends 103 London: The Stationery Office. 5. Webs.      

The Feminist Movement Of Christianity - 1793 Words

Christianity has been seen as a church that professes the doctrine of the Blessed Trinity; God the Father, God the Son and God the Holy Spirit. Just with this introduction, feminist individuals would have already have some opposition with the terms used and attributed to God. In this paper I will explore on several aspects that the feminist movement provides to Christianity. First, I will illustrate on what is feminist Christology. Then I will present passages from Sacred Scripture, both in Old and New Testament. Then I will go further on and reflect on the Ecclesial aspect and the service god has provided to creation. Last, I will conclude by acknowledging all aspects exposed, yet analyzing the fact that God would be limited if he had a†¦show more content†¦For centuries, women have brought their gifts, talents and service to church. Their presence and service goes further than getting things done. For instance, Elizabeth Hernandez who serves at my home parish. She is a lea der of the Hispanic Ministries and she oversees all liturgical ministries. Elizabeth works together with Antonio, her husband, but her female qualities make the difference in her performance with the people. Being the bridge between the pastor and all of the lay ministers, she is able to lead with complete authority, yet in such a gentle way. Most importantly, she is not a micromanager, but a woman of faith, which has made it easy for all ministries to relate to. Other examples of women in leadership at the Archdiocese of Los Angeles include; parish life directors, pastoral associates, school principals and directors of religious education. At the Archdiocesan Catholic Center, Sr. Mary Elizabeth Galt, B.V.M. has held the high-ranking office of Chancellor. Since 2003, she has worked together with the archbishop and the vicar general, for the well being of the administrative offices of the Archdiocesan Catholic Center. Other female that are in high ranking positions in the United Sta tes include Catholic Charities, Catholic