The Ship Management Essay Example | Topics and Well Written Essays - 2500 words

The Ship Management - Essay Example Nowadays, Management of vessels is getting tougher even more because of the omnipresent media which plays the eye and mouth of the cynical public and due to increased regulations. And, these factors apart from making the management tougher have worked as catalyst to initiate social changes. That is, as mentioned above, the concept of social responsibility is not a compulsion on the part of the shipping industry and its managers. So the older companies, which operated ships during the absence of these media and regulations, had no such compulsions. These ship management companies and its business managers had no such obligations and allowed pollution to continue and did not care much for the society. Also, they just concentrated on running the ships without any attempt to diversify into CSR (Corporate Social Responsibility). The mindset of the business managers of that time was, they questioned the need for Social responsibility for shipping companies because ships mostly operate in i solation in far away waters of the world. That is, the view of the shipping managers is that, as the ship does not operate in the vicinity or living area of a large number of people, there is no need to cater to them. But as the media starting making its presence, the people in the vicinity of the shipping operations got to know more than they knew about shipping. That is, how the improperly maintained ships could cause anything from deaths to sea creatures to threats to human lives. Firstly, if the shipping companies does not periodically test the physical capabilities of the ship before it leaves into the sea, it can lead to catastrophe like drowning or sinking of the whole ship. Then, with the development of this world, the need for oil became a never-ending thing and ships only supplied this oil to all the countries in the world. But, due to events which could be triggered by nature or due to the faults of the shipping companies, the oil may get spilled, leading to the destructi on of the environment, particularly sea environment and its inhabitants. Other threat from ships could come in the form of harmful chemicals emitted during breaking of the ship. So all these threats of ships, initiated major changes in the functioning of the shipping management companies and its business managers. The business managers understanding the serious nature of the problem put their minds to come up with strategies that can overcome this negative fallout. And, the important tool they got is the concept of social responsibility. That is, to nullify this image and create a favorable image for the shipping management companies in the minds of the people, they started concentrating on social responsibility. So, these reasons only forced a change in the positive direction in the sector of social responsibility. And to show this social responsibility, the business managers integrated certain policies in the shipping management’s overall strategy. As mentioned before they can do this firstly by organizing separate events or actions like donations, giving aid to patients etc, etc- all these will fulfill its social responsibility. Or by integrating certain policies or rules like MARPOL into their setup, which apart from helping the organization in smooth and effective functioning, also helps to fulfill its social responsibility.     And the many shipping management companies and its business managers as part of their business policy of showing the social responsibility are conducting events. And in this section we can look how one of the major shipping Management Company and its business manager are carrying out certain activities to fulfill their social responsibility. And for example we take a look at the initiatives of Riverlake, a Swiss independent company created and registered in Geneva in 1985.

Requirements of legislation Essay Example for Free

Requirements of legislation Essay Explain how the requirements of legislation, codes of practice and agreed ways of working influence professional supervision. Legislation has leaded us to the point of view that supervision is the requirement for all staff: 1) National Minimum Standards – Supplying good practice of supervision is a mandatory requirement set by National Minimum Standards in UK– covering all criteria and aspects of practice (for example policy and procedures; job descriptions and keeping a balance between outcomes for organisation and the development of the staff), career development needs – (for instance professional training), ensuring that staff gets support from supervisors in the area where they are not coping well. In my setting the staff is supported for acquiring continuous professional development courses offered on-line by the HighScope Research Foundation, time is set for in-house CPD sessions by supervisors. One- to one sessions are held by the supervisor to identify the gaps and allocate the distribution of CPD. Staff is given clear guide lines on safe guarding and other policies, procedures and the job descriptions, realistic outcomes are set for the nursery by supervision, keeping in view the current level of development of the staff. 2) Revised EYFS Welfare requirements In our practices this has lead to staff being advised to report to any inappropriate behavior of other staff leading to abuse and neglecting of children in the setting and the supervisors maintain absolute confidentiality of such matters Use of mobile phone is prohibited. Staff is not allowed to take pictures of children from their mobile phones. Alternatively sharing pictures on social media websites is strictly prohibited Staff is encouraged to take on CPD – 100% financial aid is provided to take online HighScope courses, once the gaps are identified by talking through the supervisor. 3) CWDC resources – performance management and dynamic and enabling supervisory relationship – This has provided a supervision tool, where quality and service standards are met at the same time retaining the staff. In my setting staff is encouraged to take new skills and knowledge and implement them. They take balanced and calculated risks and experience their new learning in action, without the supervisors taking control of their activities and blaming them for unexpected outcomes. Eventually this leads to success in outcomes. High quality care services are provided with new skills, development of integrated working is supported along with CPD. Bibliography: Book: Jane Cook, (2013) Leadership and Management is Early Years, Practical Pre-School Books Website: www.makingthedifference.com.au//professional-supervision https://www.childwelfare.gov/management/mgmt_supervision/performance/ http://en.wikipedia.org/wiki/Performance_indicator

Royal Institute Of British Architects Work Plan Stages

Royal Institute Of British Architects Work Plan Stages The RIBA Plan of Work describes the activities from appraising the clients requirements through to post construction. The stages are also used in the appointment of architects and help to identify consultant services and indicate the resource and fee total by Work Stage. The information below is in accordance with CABE principles (Creating Excellent Buildings: A guide for clients, 2003, CABE and Being involved in School Design, 2004, CABE)) and the RIBA Plan of Work. The choice of procurement route has a fundamental influence on how different Work Stages proceed. This is summarised in outline as far as possible but the exact way in which different Stages are conducted within the overall project programme needs careful consideration at the outset. It is worth noting that the RIBA Plan of Work was originally developed to reflect the needs of Traditional contract forms. The subsequent development of alternative contract forms such as PFI, BSF and partnered contracts means that RIBA Stages dont necessarily fit precisely with discrete stages in these alternative contract forms. The Achieving Excellence in Construction Procurement guide 11 Sustainability identifies the intervention points for larger programmes such as BSF including PFI. See www.ogc.gov.uk. Any project needs a vision and key performance indicators to be identified up front. They should be assessed at each stage to monitor achievement and check that they are still appropriate. For a project that wants to integrate sustainability in all aspects of a project this is even more important, as for many clients it will involve some changes to conventional methods and new ways of working need strong management support if they are to be successfully implemented. KPIs should be identified in the early project stages for the whole of the Prepare, Design, Construct and Use cycle. RIBA Work Stage (Common name) People involved Purpose of work and decisions needed Tasks to be undertaken PREPARATION RIBA Stage A Appraisal (Briefing) All client interests, architect/ lead designer (depending on procurement route) Identification of Clients requirements and any possible constraints on development. Preparation of studies to enable the Client to decide whether to proceed and to select the probable procurement method. The latter is a particularly important decision, as it will determine the way in which project resources, responsibilities and risks are apportioned between the Client and its consultants and contractors. Set up project steering group or equivalent and identify the vision and key performance indicators (KPIs) for the project. Consider funding and procurement route- BSF, Academy, DfES bid, LEA resources, school, other agencies. Traditional contract: Submit funding bid to DfES Appoint Design Team PFI/BSF contract: Prepare option appraisals Submit outline business case (OBC) Obtain OBC approval Fix budget for project Advertise in OJEU Partnering contract: Advertise for and select partnering contractor Develop scheme with client and contractor to determine budget Appoint design advisor, education expert and design champion. Set up Client organisation for briefing RIBA Stage B Preparing Strategic Brief Clients representatives, consortium/ partnering team members, architects, engineers and QS according to the nature of the project. Preparation of general outline of requirements and planning of future action on behalf of, the client with client confirming key requirements and constraints. Identification of procedures, organisational structure and range of consultants and others to be engaged for the project. The strategic brief is a key output from this stage and becomes the clear responsibility of the client. Studies of user requirements, site conditions, planning, design and cost etc, as necessary to reach decisions Monitor performance against the vision and KPIs for the project. LEA prepares accommodation schedules in consultation with schools. Traditional contract: Sketch design proposals Cost check against budget Prepare final detailed brief. PFI/BSF contract: Select shortlist of bidders. Prepare ITN and issue to bidders Receive bids from bidders Evaluate sample designs (BSF) Evaluate and select Preferred Bidder Partnering contract: Decide Partnering Programme (workshops etc.) Cost check against budget DESIGN RIBA Stage C Outline proposals Stage C begins when the architects brief has been determined in sufficient detail (Sketch plans) All client interests, consortium/ partnering team members, architects, engineers, QS and specialists are required. Provide the client with an appraisal and recommendation in order that they may determine the form in which the project is to proceed. Ensure that it is feasible functionally, technically and financially. At this point the development of the strategic brief into the full project brief begins and outline design proposals and cost estimates are prepared. Develop the brief further. Do studies on user requirements, technical aspects, planning, design and costs as necessary to reach decisions. Monitor performance against the vision and KPIs for the project. Traditional contract: C to F Detailed design and tender documentation produced PFI/BSF contract: C to F Negotiations with preferred Bidder to finalise contract details. Non sample designs prepared in BSF Partnering contract: C to F Final design developed jointly within budget constraints, most likely to an Agreed Maximum Price (AMP). The Brief should not be modified substantially after this point. Depending on the procurement route, changes after this stage can incur additional cost or lengthen the programme. DESIGN RIBA Stage D Scheme Design &Planning; Detailed Proposals; Submit Planning Application (Planning drawings) All client interests, architects, engineers, QS and specialists and all statutory and other approving authorities, contractor (if appointed). Determines the general approach to the layout, design and construction in order to obtain authoritative approval of the client on the outline proposals. The project brief will be fully developed and detailed proposals will be made and compiled, generally in a Stage D report. The application for full development control approval will be made at this point. Complete final development brief and full design of the project by the architect. Engineers prepare preliminary design. Preparation of cost plan and full explanatory report. Submit proposals for all approvals. Monitor performance against the vision and KPIs for the project. Traditional contract: C to F Detailed design and tender documentation produced PFI/BSF contract: C to F Negotiations with preferred Bidder to finalise contract details. Non sample designs prepared in BSF Partnering contract: C to F Final design developed jointly within budget constraints, most likely to an Agreed Maximum Price (AMP). DESIGN RIBA Stage E Detail Design; Final proposals. All client interests, architects, engineers, QS and specialists and all statutory and other approving authorities, contractor (if appointed). Completion of the brief with decisions made on the planning arrangement, appearance, construction method, outline specification and cost of the project. All approvals will be obtained at this stage, including for Building Regulations. In effect, during this Stage final proposals are developed for the Project sufficient for co-ordination of all its components and elements to realise the construction. Full design of every part and component of the building by collaboration of all concerned. Complete cost checking of designs. Monitor performance against the vision and KPIs for the project. Traditional contract: C to F Detailed design and tender documentation produced PFI/BSF contract: C to F Negotiations with preferred Bidder to finalise contract details. Non sample designs prepared in BSF Partnering contract: C to F Final design developed jointly within budget constraints most likely to an Agreed Maximum Price (AMP). Any further change in location, size, shape, construction method or cost after this time is likely to result in abortive work. Some procurement methods can make it easier and less costly to make changes after this Stage. DESIGN RIBA Stage F Production information Architects, QS, engineers and specialists, contractor (if appointed). Final decisions taken on every matter related to design, specification, construction and cost. For a traditional procurement process, production information is first prepared in sufficient detail to enable a tender or tenders to be obtained. Any further production information required under the building contract to complete the information for construction is then prepared. All statutory approvals should be obtained by the end of this phase. Prepare final production information i.e. drawings, schedules and specifications. Monitor performance against the vision and KPIs for the project. Traditional contract: C to F Detailed design and tender documentation produced PFI/BSF contract: C to F Negotiations with preferred Bidder to finalise contract details. Non sample designs prepared in BSF Partnering contract: C to F Final design developed jointly within budget constraints, most likely to an Agreed Maximum Price (AMP). DESIGN RIBA Stage G Tender documents; Bills of Quantities Architects, engineers and specialists. Contractor (if appointed) Prepare and collate tender documentation in sufficient detail to enable a tender or tenders to be obtained for the construction of the Project. It should be noted that this Stage is much more relevant to Traditional forms of procurement. Prepare Bills of Quantities and tender documents Monitor performance against the vision and KPIs for the project Traditional contract: G to H Tendering process contractor selected PFI/BSF contract: G to H PFI contract signed LEP established in BSF Negotiations with contractor for future phases in BSF Partnering contract: G to H Contract signed Maximum price (AMP) fixed DESIGN RIBA Stage H Tender action Architects, QS, engineers, contractor, client. Prepare and complete all information and arrangements for obtaining tender(s). Identify potential contractors and/or specialists for the construction of the project. Tenders obtained and appraised with recommendations made to the client body or Steering Group to allow an appointment to be made. It is important that the contractors understanding of, and commitment to, the project vision and its sustainability is tested at this stage. This can be achieved by the inclusion of this as a key selection criterion early in the procurement process. Hold pre-tender briefing for potential contractors to ensure they have a good project understanding Obtain and appraise tenders Appoint contractor Monitor performance against the vision and KPIs for the project. CONSTRUCT CONSTRUCT CONSTRUCT RIBA Stage J Project Planning; Mobilisation (Site Operations) Architects, QS, engineers, contractor, client Building contract let and contractor appointed Production information issued to the contractor Site is handed over to the contractor Take action in accordance with the RIBA Plan of Work Appoint contractor Hand over site to contractor to prepare prior to construction Monitor performance against the vision and KPIs for the project. Traditional contract: J to M Construction monitored by design team PFI/BSF contract: J to M Construction of first phase Facilities Management (FM) service delivery commences on completion Partnering contract: J to M Contractor, design ream and client continue to partner to achieve budget/programme RIBA Stage K Operations on Site; Construction to Practical Completion (Site Operations) Contractors, sub-contractors Contractor programmes the work in accordance with the contract and commences work on site. The client or their representative the architect in Traditional procurement administers the building contract up to and including practical completion (this is the point at which the contractor hands back ownership of the site and completed project to the client). Further information supplied to the contractor as and when reasonably required. Take action in accordance with the RIBA Plan of Work Regular site inspections of work to ensure it meets specification. Monitor performance against the vision and KPIs for the project RIBA Stage L Completion (Site Operations) Architects, engineers, contractors, sub-contractors, QS, client This Stage is clearly separated from the construction phase. Final inspections are made to ensure specifications have been met. In addition, the final account is settled Take action in accordance with the RIBA Plan of Work Monitor performance against the vision and KPIs for the project USE RIBA Stage M Feedback Architect, engineers, QS, contractor, client, users as appropriate At this Stage, the building has been handed over to the client for occupation. Any defects will have been remedied and the final account settled. This allows the management, construction and performance of the project to be assessed. Analyse job records and inspect completed building(s) as appropriate. Conduct studies of the building in use. These are particularly important to focus on energy in use against the design specification. Monitor performance against the vision and KPIs for the project. The RIBA Stages conclude at Stage M. For projects to be sustainable, the operational and decommissioning phases need to be separately identified and planned for by the client. For PFI/BSF procurement, these will be the responsibility of the consortium.

Defined Roles: Hazardous or Beneficial Essay -- Gender Roles, Trifles,

Throughout the 20th century, women were labeled by their gender roles in society. These roles isolate women from men in many aspects of life. The role of women during this time was centered on being an excellent mother and caretaker of the house. Women that achieved their gender role in this society were honored, but those who failed where subject to isolation from both classes. The play Trifles illustrates some of the common gender roles associated with women and how it affected their interactions together. One of the very first examples of the differing views occurring by these roles is their different perspective of the house. From the women’s perspective, the house possesses meaning far deeper than a place of shelter. It is a place of refuge where privacy should not be comprised. Mrs. Peter’s reaction to the fruit is another example of the differing perspectives. She says â€Å"oh, her fruit: it did freeze. She worried about that when it turned so cold† (Glaspell 1970). This depicts very nicely how the gender role of women is encompasses the house especially the kitchen. This also illustrates that these roles provided a means of connection for women at this time. One of the reasons Mrs. Peter is concerned about Mrs. Wright fruit, is because she is familiar with this task and knows the time and effort put into it. The men are encu mbered by their gender role and therefore react to the situation without this compassion. Instead, the men merely poke fun at the outlandish idea of a woman â€Å"held for murder and worrying about her preserves† (Glaspell 1970). The men do however notice the disorder of the house specifically the kitchen and immediately judge her as awful housekeeper. In this era, the primary job of the wife was to car... ... unskilled in making decisions regarding her own health. Throughout the story, John is seen controlling even the simplest actions of his wife. John inadvertently transforms her into a different person. She hides her true feeling afraid of how they would be interrupted. She completely looses herself in what John wants her to be. Her desires and feeling become masked, and only through the wall-paper does she express her true internal unhappiness. Since she was released from her role of caregiver and housekeeper, she turned to writing which was unacceptable for her recovery. She was driven to insanity because she was stripped of role that dominated her life. In these societies, roles dictated many aspects of life. To many women the role of mother and housekeeper was enough. Yet, for the women who wanted to step out of this â€Å"norm† scrutiny awaited.

Coca Cola Advertising

Strengths 1. The best global brand in the world in terms of value. According to Interbrand, The Coca Cola Company is the most valued ($77,839 billion) brand in the world. 2. World’s largest market share in beverage. Coca Cola holds the largest beverage market share in the world (about 40%). 3. Strong marketing and advertising. Coca Cola’ advertising expenses accounted for more than $3 billion in 2012 and increased firm’s sales and brand recognition. 4.Most extensive beverage distribution channel. Coca Cola serves more than 200 countries and more than 1. 7 billion servings a day. 5. Customer loyalty. The firm enjoys having one of the most loyal consumer groups. 6. Bargaining power over suppliers. The Coca Cola Company is the largest beverage producer in the world and exerts significant power over its suppliers to receive the lowest price available from them. 7. Corporate Social Responsibility (CSR).Coca Cola is increasingly focusing on CSR programs, such as recycl ing/packaging, energy conservation/climate change, active healthy living, water stewardship and many others, which boosts company’ social image and result in competitive advantage over competitors. Weaknesses 1. Significant focus on carbonated drinks. The Coca Cola Company is still focusing on selling Coke, Fanta, Sprite and other carbonated drinks. This strategy works in short term as consumption of carbonated drinks will grow in emerging economies but it will prove weak as the world is fighting obesity and is moving towards consuming healthier food and drinks. . Undiversified product portfolio. Unlike most company’s competitors, Coca Cola is still focusing only on selling beverage, which puts the firm at disadvantage. The overall consumption of soft drinks is stagnating and Coca Cola Company will find it hard to penetrate to other markets (selling food or snacks) when it will have to sustain current level of growth. 3. High debt level due to acquisitions. Nearly $8 b illion of debt acquired from CCE’s acquisition significantly increased Coca Cola's debt level, interest rates and borrowing costs. . Negative publicity. The firm is often criticized for high water consumption in water scarce regions and using harmful ingredients to produce its drinks. 5. Brand failures or many brands with insignificant amount of revenues. Coca Cola currently sells more than 500 brands but only few of the brands result in more than $1 billion sales. Plus, the firm’s success of introducing new drinks is weak. Many of its introduction result in failures, for example, C2 drink. Coca Cola Advertising Strengths 1. The best global brand in the world in terms of value. According to Interbrand, The Coca Cola Company is the most valued ($77,839 billion) brand in the world. 2. World’s largest market share in beverage. Coca Cola holds the largest beverage market share in the world (about 40%). 3. Strong marketing and advertising. Coca Cola’ advertising expenses accounted for more than $3 billion in 2012 and increased firm’s sales and brand recognition. 4.Most extensive beverage distribution channel. Coca Cola serves more than 200 countries and more than 1. 7 billion servings a day. 5. Customer loyalty. The firm enjoys having one of the most loyal consumer groups. 6. Bargaining power over suppliers. The Coca Cola Company is the largest beverage producer in the world and exerts significant power over its suppliers to receive the lowest price available from them. 7. Corporate Social Responsibility (CSR).Coca Cola is increasingly focusing on CSR programs, such as recycl ing/packaging, energy conservation/climate change, active healthy living, water stewardship and many others, which boosts company’ social image and result in competitive advantage over competitors. Weaknesses 1. Significant focus on carbonated drinks. The Coca Cola Company is still focusing on selling Coke, Fanta, Sprite and other carbonated drinks. This strategy works in short term as consumption of carbonated drinks will grow in emerging economies but it will prove weak as the world is fighting obesity and is moving towards consuming healthier food and drinks. . Undiversified product portfolio. Unlike most company’s competitors, Coca Cola is still focusing only on selling beverage, which puts the firm at disadvantage. The overall consumption of soft drinks is stagnating and Coca Cola Company will find it hard to penetrate to other markets (selling food or snacks) when it will have to sustain current level of growth. 3. High debt level due to acquisitions. Nearly $8 b illion of debt acquired from CCE’s acquisition significantly increased Coca Cola's debt level, interest rates and borrowing costs. . Negative publicity. The firm is often criticized for high water consumption in water scarce regions and using harmful ingredients to produce its drinks. 5. Brand failures or many brands with insignificant amount of revenues. Coca Cola currently sells more than 500 brands but only few of the brands result in more than $1 billion sales. Plus, the firm’s success of introducing new drinks is weak. Many of its introduction result in failures, for example, C2 drink.

Free Essays on Education Of Sexual Abuse

Sexual abuse has been a huge trend in violent victimization. Through out the last decade there has been extensive research on how and what sexual abuse is and how sexual abuse affects the minds of children. Child sexual abuse does not have one definite definition and can cause many disorders psychologically within the child’s mind. Through education of what sexual abuse is, what disorders the post-victimization causes, and how to prevent it, child sexual abuse cases will be lowered and parents and children will become more powerful with the knowledge that will encourage them to stand up to their perpetrator. Violence on children has become a societal problem. A very particular form of violence is child sexual abuse. According to the World Health Organization â€Å"violence prevention is a public health priority† (MWWR). When sexual abuse has been brought into a conversation, most people automatically think of the common definition of child sexual abuse, which is the unlawful sexual contact between adult and child. The National Center of Child Abuse and Neglect, child abuse consists of contact or interaction adult and child, although the perpetrator does not need to be above the age of eighteen, all the perpetrators have to be is older than the victim is, and in a position of power (Gordon, McConnell, Schroeder). Child sexual abuse can take many forms and does not have to be the unlawful sexual contact by a stranger, most people come to think of, and sexual abuse can be a gentle seduction by a trusted relative, to a violent rape by a stranger (Maltz). Sexual abuse also does not ne ed to be just rape; it can be being forced to pose for pornographic pictures, being prematurely exposed to pornography and being sexually harassed over the phone and the internet (Maltz). Sexual abuse can take many forms and be in many people. Knowing whether or not a person is a perpetrator, is what parents need to know to keep their child safe, and for the... Free Essays on Education Of Sexual Abuse Free Essays on Education Of Sexual Abuse Sexual abuse has been a huge trend in violent victimization. Through out the last decade there has been extensive research on how and what sexual abuse is and how sexual abuse affects the minds of children. Child sexual abuse does not have one definite definition and can cause many disorders psychologically within the child’s mind. Through education of what sexual abuse is, what disorders the post-victimization causes, and how to prevent it, child sexual abuse cases will be lowered and parents and children will become more powerful with the knowledge that will encourage them to stand up to their perpetrator. Violence on children has become a societal problem. A very particular form of violence is child sexual abuse. According to the World Health Organization â€Å"violence prevention is a public health priority† (MWWR). When sexual abuse has been brought into a conversation, most people automatically think of the common definition of child sexual abuse, which is the unlawful sexual contact between adult and child. The National Center of Child Abuse and Neglect, child abuse consists of contact or interaction adult and child, although the perpetrator does not need to be above the age of eighteen, all the perpetrators have to be is older than the victim is, and in a position of power (Gordon, McConnell, Schroeder). Child sexual abuse can take many forms and does not have to be the unlawful sexual contact by a stranger, most people come to think of, and sexual abuse can be a gentle seduction by a trusted relative, to a violent rape by a stranger (Maltz). Sexual abuse also does not ne ed to be just rape; it can be being forced to pose for pornographic pictures, being prematurely exposed to pornography and being sexually harassed over the phone and the internet (Maltz). Sexual abuse can take many forms and be in many people. Knowing whether or not a person is a perpetrator, is what parents need to know to keep their child safe, and for the...