A Character Sketch of Rudolph Steiner (the Green Door by O’Henry)

Rudolph Steiner belongs to the middle mannikin of Ameri hatful society of the beginning of the 20th century. He is a piano salesman, a commonplace citizen on the one hand, further on the other hand he is (as the author characterizes him) a true merchant-venturer few were the evens on which he didnt go forth from his hall bedchamber in research of the unexpected. No matter where he goes, he tries to find an adventure in every involvement possible. His adventurous spirit has already led him into strange paths several times, but he still retains it.This time, having veritable a card with the inscription Green Door from a dispenser in the street, he undertakes another evening journey. Rudolph Steiner is a commonplace Ameri lowlife and not an American at the same time. He lives here but he is quite different from the capitalist majority. OHenry characterizes Rudolph indirectly through his speech This is hapless to go with away eatingIm coming back tomorrow to see how you are getting along you cant get rid of me so easily.This difference was (in those days) and is vitally important nowadays, Rudolph is deeply humane, disdain the unspoken law of the society (as consequences of the so-called social darvinism the fittest survive) he treats poor people the same path as all others and the financial state of a person he deals with is of no difference for him. We can draw this conclusion from his conduct towards the girl he understands not only her helplessness, but spends his (probably all his) bills to support her , to take her out of trouble, showing his philanthropic nature.Rudolph is awarded the girl turns out not to be of the material body he thought before. He says All the same, I believe it was the hand of Fate that doped out the way for me to find her. Rudolph Steiner is a character to draw people peoples attention to an acute problem of the society, to the disparaging treatment of the poor. The general outline of the story serves some critics think t hat its just now for entertainment, like many others available on sale, but its a one to make us think thanks to the character of Rudolph Steiner, a favourable exception among the majority.

“Everyday Use ” Summary by Alice Walker

Everyday Use In Everyday Use, author, Alice baby buggy uses the backdrop of a sm each(prenominal) town family using characters Maggie and Dee and ma to present the dynamics of the greater African American color, educational and class struggle in America. She uses the family because it is an institution that each reader can identify with. This is a story of what it re eithery means to make it in the wispy family and threatening community. Mama typifies the single parent who is functioning in the dual contribution of m another(prenominal) and capture. baby buggy makes no mention of Dee and Maggies father in the story exactly rather characterizes Mama as a big-b unrivaledd woman with man-working hands(1) and gives Mama all the physical qualities and skills of a man but embodied in a woman. Mama can slaughter and prepare hogs and bull calves she can dud up blocks of ice to get the water needed in the house for washing. And she can do all of these things as mercilessly as a man( 1). From the beginning of the story, Mamas character takes on the strength and hardness of presencenormally represented in a man.With Mama, the author shows the daily struggles and assimilation of the dual role that single renders must embody on a daily basis inthe absence of a father figure. The outward display of Mamas strength is a foreshadowing of the strength that she pull up stakes obtain to summon at the end of the story when she must ultimately decide which daughter will ask in the quilts. Mamas children, Dee and Maggie have their own set of paradoxical differences which are juxtaposed against each other not un deal their mother. There is the conflict of light skinned versus darker skinned well spoken and improve versus reticent and ignorant.A shapely body with perfect feet versus a skinny and badly burned young woman with no style. Brazen and head strong versus cowering and confused. Dee and Maggie are polar opposites of each other, with all of the positive attributes in the favor of the older sister, Dee. The author is illustrating how society has createsa disparity in the Black community with Dee and Maggie. Dee represents the portion of Black America that has tried to make it but has not leant a helping hand down to the throng who have paid the way to make it possible for them to succeed in society and to get an education.Dee has disregarded about all of the sacrifices Mama and Maggie have made which have allowed her to enjoy the benefits of her Neo-African-Islamic renaissance. It was Mama and Maggie who took part in raising m sensationy for Dee to live out her dream. Dee is symbolic of that portion small portion of society that refuses to two acknowledge and to give back to their families and communities. The only message that they can ever seem to offer is one of criticism and blame. The most vivid imagery of this is when the first house burns down Dee is the only one who has made it outside safely.She does not yell for help or try to en sure the preventative of her mother and sister. She is transfixed on the flames and is seemingly hoping for the house and all of its inhabitants to be consumed as well. Dee stands out in the safety of the sweet gum tree while her mother and sister literally have to run for their lives. Walker shows us the paradox of a person who, having obtained safety, will not extend concern for similar struggles that will be shared by the family. The fire in the previous house beat Maggies feeling down. The fire represents the world having beat Maggie because she was not Dee.Neither Maggie nor Mama had the good fortune to be of a fairer complexion like Dee. Maggie already had one strike against her by being dark, which would be made worsened by being scarred by her environment (the house fire). Maggie has accepted that she is not bright like Dee and has resigned herself to her mundane life of poverty. She is ashamed of her scars and life experience so she cowers in the presence of strength and in the cruelty of society. Maggies natural inclination is to acquiesce. She realizes that she is no match for the likes of Dee and so she concedes the quilts that Mama has promised her to Dee.Neither Dee nor Mama has realized that Maggie does have something to offer to the world. She has a capability and intelligence that are all her own. It is Maggie who knows the family history she knew the shape of Big Dees first husband, Stash and that he had whittled the butter dash(3) she made the observation that Dee has never had any(prenominal) friends she has learned the art of family preservation through quilting with Grandma Dee and Big Dee. Maggie knows how to quilt(4). Maggies imaginativeness and knowledge are never acknowledged in the presence of Dee.She can never shine kind of as bright as Dee can. Society will never fully lay credit to all that Maggie can offer to the world because Maggie does not pure tone like a person of value should look to us. Alice Walker has raised some challenging issues for us to ponder. How is value both assessed and ascribed? Does skin complexion fluent both afford some and exclude others from certain opportunities? Walker uses the most protected place on earth, the family structure, to show what some may be afraid to see within ourselves and in our society.

A View of Strategic Hrm in a New Zealand Corporate

strategic HRM Its More Than Just a policy A view of strategical HRM in a New Zealand Corporate Glenn Dun put forward 0705186 11/8/2011 *NB Something, Something Else, Something Else 2, extracurricular, Thingy, Doublecheck and Hirethem atomic number 18 all pseudonyms. administrator Summary In this paper I aim to highlight the importance of ensuring that all aspects of the Strategic HRM form _or_ dust of goernment of an brass section be functioning. This leave enable the organisation to gain the maximum benefit from its investment in HRM and the resulting motivated and engaged employees.Job satisfaction is related to cultivation efficacy, management support, process appraisal check bug out, rewards, organisatioanl facilitation and lucidity of goals ( lee side C, 1991). To be strong in any Strategic HRM form _or_ system of government an organisation not exclusively has to chide the Talk they dupe to ensure they Walk the Walk right down to the perceived terminal le vels of the unified extend. The corporate I was employed at for the well-nigh part had a very good Strategic HRM system unfortunately there were issues with its execution in some parts of the business.I will highlight iii atomic number 18as in my experience as a line manager where the division I was in was slight than adequate at Walking the Walk, and the effect I tangle this had on my teams executing in the unwrap areas of goal setting, performance management and individualal development. Poor formulation, ineffective goal setting, a dys functional reporting system and wishing of cohesion in line management and HR and im person-to-person development are major roadblocks to the success in achieving the HRM goals of an organisation.My findings were that to ensure a HRM plan is effective an organisation has to ensure that it has able suitably skilled and resourced HR experts and line managers, Specific, Measurable, Attainable, Realistic and cartridge cliply (SMART) goa ls, support by a reporting system that is both robust and accurate. Just having a Strategic HRM policy in place doesnt give you the strategic advantage an organisation needs to compete in todays market places, ensuring that it is effective from the boardroom down to the lowest rung on the corporate ladder does. IntroductionSomething * is a fully owned subsidiary of the Something Else* under Something Else 2*, the consumer brands arm of the corporate, based in Melbourne Australia. Something* is a strong market leader and operates in the competitive Thingy* market in New Zealand. The plane section within Something* this paper will focus on is the Field Sales Team in the distant *department. The other(a)* department markets zero products to any retail or foodservice outlet that is not a supermarket. Other* channel contributes 20% of the volume, but over 50% of the gross margin.Something Else* as a corporate organisation operates what would be considered a world leading Strategic Human Resource Management policies and makes. This is evidenced by the inclusion of a board sub- committee whom assist the Board in fulfilling its corporate governance responsibilities in relation to the enlisting, retention, remuneration policies and to promote a safe and healthy working environment. Something Else* boilers suit corporate dodge is developed by the Executive Committee, an eight member team from motley disciplines lead by the CEO.The executive director committee includes the Group Director Human Resources whose role includes responsibility for Something else*16,800 (Full Time Equivalent) staff worldwide with a focus on recruitment, reward strategy, cap tycoon management, organisational development, health and safety, training and employee relations. Fonterra seeks feedback from its employees by means of regular engagement surveys and forming various committees to ensure employee considerations are taken into account on numerous different levels. Something Else* factory workers in loosely under collective barrackments.Something Elses* salaried staff are on individual employment contracts, and are performance managed using an HR framework known as Doublecheck*. This framework drives performance, development, succession, talent management and recruitment processes. It incorporates Something Elses* performance objectives and values and links through to remuneration. The outcomes of Doublecheck*are designed to create opportunities for Something Elses* spate to develop both as individuals and in their careers. Something Else* outsources some of its HR functions including recruitment of salaried staff to organisations much(prenominal) as Hirethem*.The performance management quarterly reviews are focused on trace cognitive operation Indicators (goals) and a range of competencies based on the organisations values * Co-operative Spirit * Do Whats Right * Challenge Boundaries * guess it happen Something *employs the same HR format as its parent company. The GM of Human Resources is a valued member of the Senior Leadership Team which takes input from Something Else* corporate and various departments to decide the both the pecuniary and strategic goals of the company. The HR team consists of a General Manger, HR Manager, and two HR Advisors. Payroll and recruitment search are outsourced.Something*uses Something Elsess* Doublecheck framework to performance manage and develop its salaried employees. Figure 1 Reporting Structure something* Ltd Outside Field Sales TeamFigure 2 Something* Ltd Strategic HRM System Whilst the aspirations of the Something* HRM system are robust, the execution of some key elements of the HRM process are dysfunctional and fail to add value to the process. I will focus on three important factors of the HRM process * Goal setting (KPIs Key Performance Indicators) * Performance Management (KPI progress at quarterly reviews) * Employee Personal developingI will present my argument using the H RM Performance casual chain, Source Adapted from Purcell, J & Hutchinson S (2007). Frontline managers as agents in the HRM Performance casual chain theory, depth psychology and evidence Human Resource Management journal 17(1), p. 7. Which I feel shows the consequences of failing to execute HRM strategy logically. Figure 3 HRM Performance Casual twine Source Adapted from Purcell, J & Hutchinson S (2007). Frontline managers as agents in the HRM Performance casual chain theory, analysis and evidence Human Resource Management Journal 17(1), p. 7.Goal Setting Key Performance Indicators (KPIs) At Something* Key Performance Indicators are set by senior managers using financial data and strategic initiatives from the annual business plan, passed down through the line managers for their respective department. These Key performance indicators will ordinarily include core goals such sales volume / value, speed to market of new product launches, client count. HR Practice Theory Something* th rough the Doublecheck* framework was to set five to six SMART KPIs and measure an employees participation in company activities against a set of competencies based on the Something Else* values. gain ground against these were to be reviewed and feedback given / received at quarterly intervals. HR Practice Reality Frequently the grooming of the company was not complete in time for the start of the financial year, company goals were a great deal to be achieved in a 10 month period rather than a 12 month period. This hold up also had impact on other areas of readiness which leads to a further delay in arriver of the tools the team required to achieve their goals. Goals were also derived from corporate strategy and had little relation to do with the Outside* market.Often in Fast Moving Consumer Goods (FMCG) companies the majority of the strategic focus goes on sales through the high volume supermarket (Key Account) or the Foodservice channel, there often was a neglect of in depth arrest of any other channel. Whilst a good reckon of this was outside of the overall HRM control, it greatly affected the results the team could achieve against their KPIs and hence morale and the reputation of senior management. Employee eruditionEmployees feel a disconnectedness from the setting of goals and become increasingly frustrated when poor management decisions and failing to meet timeframes impacts on their ability to meet KPIs. At reviews employees often questioned the leadership teams knowledge of the out of Home market the team operated in. Knowing you are being judged on your performance but having to either chase surrealistic goals or mark time and wait merchantman be sole destroying Something*employee. Employee want / Organisation PerformanceEmployees do their best to strive for goals however a sense of confusion over priorities and clarity results in a lack of motivation, end result is very rarely do KPIs get achieved, performance reviews are filled with rea sons why targets were not met (covering the backside). Performance Management The Doublecheck* framework for a quarterly review consisted of an employee self-assessment of performance against KPIs and competencies this was sent to the line manager prior to the planned appointment. The line manager would comparability the employees perceived performance figures against company solve line figures.During the meeting the performance against KPIs and competencies of the employee would be discussed and rise given or plans put in place to improve performance. HR Practice Theory It is the intention of the company to provide accurate data around the employees performance relative to the actual market performance. This would lead to a ordained conversation about(predicate) achieving KPIs and how to ensure this continues or alternatively a conversation about how to lift the employees performance to make up any short fall and obtain the goals set for the year.HR Practice Reality Due to in ternal database issues quite often only top line data could be used, drilling down into data resulted in more questions than answers. The compounding of inaccurate data and lack of clarity in the KPIs resulted in a great deal of time spent at performance reviews comparing and or justifying data between what the company believed to be accurate and what the employee believed to be accurate. This caused unnecessary angst between both parties. . Employee PerceptionEmployees snarl there was a ikon standard in the outputs of the company employees were expected to strive for excellence in their output, as measured in the competencies, whereas the company was haveted to produce less than satisfactory reporting. Employees considered this to go against Fonterras value of Make it Happen which focuses on a climate for success, exceptional results, stepping up, take accountability, plan thoroughly, perseverance and celebrate success. The team expressed that they felt let down by the company in the pursuit of their personal and companys goals.Employee Motivation / Organisation Performance For the majority performance reviews become conversations over missed opportunities, time delays and excuses. Quite often segments are cut and paste from previous reviews. The process fails to motivate even the high performers. Employee Personal Development Central to Something Else* HRM strategy is a desire is to attract, retain and develop pot of the highest caliber, by believing that accomplishment is an integral part of all(prenominal) employees role, learning and development especially when done on the job, relations with real issues and challenges.It is stated that identification and accelerated development of key talent is critical to Something Elses*success. HR Policy Theory The Doublecheck*system has a segment where an employee discusses their career aspirations with the line manager with input from HR and agree a realistic career goal. literary argument managers then wor k with the employee and the HR team to map out a path means of development allowing the employee to reach these goals over time. This pathway was to include training, coaching and mentoring. HR practice RealitySomething*under direction from Something Esle2* purchased a generic set of sales courses intended over time to develop a high performance sales team. Unfortunately this generic course was very key Account focused and again had little relation to the Outside* market. This action took out of play the HR departments allocated budget intended for personal development towards career goals for each team member. Employee Perception Members of the team generally felt that they were being disadvantaged by being sent of generic courses they felt did not improve their skill base, knowledge or chance of advancement in Fonterra as a whole.They felt they were being treated as a herd instead of individuals. Training was catering for the lowest common denominator and did not challenge the hig h performers. Employee Motivation / Organisation Performance If employees, especially the high performers (who can be high maintenance due to their driven temper), perceive they are not being rewarded by development / progression they ask why should my performance be better than another employee if there is nothing in it for me. Overall result is a decline in motivation across the board. The Role of the follow ManagersLine Managers are tasked with the role of executing a great deal of the HRM policies for Something*, yet generally speaking, the aggregate of training given to line managers on the intricacies of HRM is minimal. Employees are greatly influenced by the HRM practices they experience of line managers, these can be both positive and negative, a good manager can make poor HR policies work whereas good HR practices can be negated by poor line manager heap management or leadership skills. (Hutchinson, 2007) The relationship between employees and Line Management is importa nt in in? encing the employees views of the support received or available from the organisation as a whole, both at the functional transactional level and in the corporate climate, this often determines the attitude towards organisational commitment and outlook towards the job. (Hutchinson, 2007) Conclusion It is considered that SomethingElses* overall HR strategy is very robust and the corporate intention is to run a world class Strategic HRM system. At Something* I believe that the overall strategy is not achieving its goals.This was generally caused by a lack of cohesion between various departments which in turn lead to delays in the planning processes. The delays in the planning process ultimately affected the ability of all employees to meet their KPIs causing stress and friction between competing employees. At times, it appeared that some senior managers were primarily focused on obtaining their own KPIs, often to the detriment of the overall company goals. At Something* the HR personnel ratio to employees of approximately 100/1 (excluding the GM HR who was generally focused on strategy) caused issues.HR team members were not able to spend sufficient time with the line managers in discussions / planning around employees. When time was spent with the HR team it was generally pressured and not of great quality. There was also a lack of a cohesive approach by HR and line managers to the review and performance management process, each Line Manager generally went about the process the best way they knew how, hoping they were following the correct procedure and delivering the same message.It is argued that perhaps line managers should not be heavily involved in the HRM process as studies have shown in the undertaking of performance appraisals, management implementation was usually irregular within organisations and that the actual practice was also subject to earthshaking variations of quality (McGovern P) and to further evidence to this argument were the f indings also to be taken into account is the short-term nature of managerial activity which leads to a tendency to put a greater priority on the deed of the budget numbers, rather than the achievement of objectives through the team. McGovern P). My argument is who better than to review an employees performance than the Line Manager who on a daily basis has to work closely with the employee, a HR person jumping in from time to time unaware of the daily challenges would not gain the same discernment as a Line Manager does. When discussing the issues around requiring accurate data for reporting on KPIs and the angst this would cause with HR, a Line Manager would get the distinct impression that the HR advisor did not completely understand the numbers or jargon being used. (Brown, 2001) writesAnn Boswall, vice-president of human resources and one of six members of top management team at Imperial Tobacco in Montreal, adds, It is absolutely essential for HR to do a better job of learnin g about the business outside of their own department. With regards to personal development, sending experienced sales teams on generic courses is a tick box exercise accord to the verbal feedback I received, if a post course survey was carried out the over whelming response would have been that no real learning experience has taken place. (T Short, 2010) writesThe failure to evaluate learning events and show positive business results was clearly linked to an undervaluing of training and development investment among senior managers. Recommendations Ensure the corporate planning process has sufficient time allowed to achieve its goal of presenting a business plan that is able to be executed for the full twelve months of the financial year. This would take a great deal of pressure aside the business as a whole. Setting SMART goals that give clarity of direction to the wider team and are specific to each departments channel not generic companywide goals.Even in a company with a goal-s etting procedure that had been in use for over ten years, content-related problems with goals (such as lacking goal clarity or conflicting goals) were key predictors of goal commitment and job satisfaction. (Bipp, 2011) The HR department has to be resourced such to permit the Strategic HRM plan to be implemented from the top down. nary(prenominal) having the resources to penetrate and spend time where it counts most left the HR team performing mainly transactional duties such as recruitment and disciplinary activities. Green, 2002) writes For over a decade, HR leaders have been striving to become business partners. They want to have a strategic impact on their organizations however, many are struggling to make this transition. The primary reason for lack of progress in this endeavor is that HR analysts, the staff who carry out this mission, are still accomplished and reinforced in the traditional, transactional mindset. In order for the entire HR department to be considered strate gic in nature, the HR analyst must learn critical consultative skills. p. 111) To counter this a 2004 Cranet survey indicated that people responsible for HRM activities have a growing proportion of members educated in business related studies, 43% in New Zealand from a business studies background. (E Rasmussen, 2010). Training of both the HR team to understand requirements of each department they deal with and equally training Line Managers in people management skills would help with continuative of HR Personnel and line managers in their duties within the HRM framework.This activity would go a long way to improving the overall performance of the HRM framework and the job satisfaction of employees within Something*. (Hutchinson, 2007) writes It is often observed that there is a gap between what is formally required in HR policy and what is actually delivered by FLMs. The way FLMs undertake their HR duties of selecting, appraising, developing, communicating, involving, etc. , is ine xtricably linked to a wider set of what are increasingly called leadership behaviours, which aim to in? ence employee attitudes and behaviour and give direction. These two aspects of FLMs roles can be brought together in the term people management. Implementing the above as a bare minimum would greatly improve the overall performance and moral of the Outside* sales team at Something*. Literature Sources 1) http//www. SomethingElse*. com 2) http//www. something*. co. nz 3) http//scholar. google. co. nz. ezproxy. aut. ac. nz/ 4) http//search. proquest. com. ezproxy. aut. ac. nz 5) http//web. ebscohost. om. ezproxy. aut. ac. nz References Bipp, T. (2011). Goal-Setting in practice. Personell review, 40(3), 318. Brown, D. (2001). HRs role in business strategy still a lot of work to be done. Canadian HR Reporter, 14 (9), 20. E Rasmussen, T. A. , N Hawort. (2010). Has the Strategic Role and Professional Status of Human Resource Management reach in New Zealand. Journal of industrial relati ons, 52, 103 -118. Green, M. E. (2002). Internal human resources consulting Why doesnt your staff get it? worldly concern Personnel Management, 31(1), 111-119.Hutchinson, P. a. ( 2007). Front-line managers as agents in the HRM performance causal chain . Human Resource Management Journa, 17(1), 3-20. Lee C, B. P. , Earley C, Lock E A. (1991). An Empirical Analysis of a Goal Setting Questionnaire. Journal of Organizational Behavior, Vol. 12( No. 6), pp. 467-482. McGovern P, H. -H. V. , Stiles P. Human resources management on the line? Human Resource Management Journal, 7(4). T Short, R. H. (2010). Challenges in line up workplace learning with business goal. Australian Journal of Adult Learning, 50(2), 381.

Your role is to evaluate the significant progress and barriers to achieving one of these pillars. Based on iata’s four pillar strategy

Abstract The International seam Transport Association (IATA) has the difficult delegate of creating a sustainable and recollective term agenda that enables the zephyr authority to develop a caboodle or rules and regulations that not only(prenominal) supports the global aviation authority, just withal deals with the growing concerns in intercourse to the environmental impact. As dissolve of this, the governments of the United Nations came together to agree on the course of action as part of the 38th Assembly of the United Nations International Civil Aviation Organisation, where a cohesive savvy was impute in place to tackle climate changes by the aviation industriousness. This commitment has had a striking impact on the airway business industry and has targeted a variety of contrary aspects of the industry, in order to put in place targets and requirements to conform with and guidelines to assist in this process (International Civil Aviation Organisation, 2006).Pillars and Economic Measures Overview The IATA accounts for 240 genus Ph eachus airlines and is in that locationfore relatively widespread and can at least be seen as a room of creating a co-ordinated effort, without one country organism at a disadvantage (. As part of this initiative, in that location were several widespread industry goals to achieve, in the medium to long term. One of these is to improve fuel cogency by approximately 1.5%, every year up to 2020. Secondly, thither was the aim o f capping carbon dioxide emissions from 2020 and to cut the CO2 emissions in half by the year 2050 (International temper Change Taskforce 2005).As mount to the four tugs which make up the argonas of proposed improvement is the recognition that air transport accounts for around 2% of the firearmmade emissions of CO2, cross counsellings the globe this therefore shows the importance of the aviation industry. Emissions in fact grew in 2012 by 1.4%, except this could be largely attributed t o the 2.7% capacity increase, when combined with strength savings. The purpose of this paper is to look at the pillars very briefly, in the lead focusing on one of these pillars and considering the impact that this has had on the aviation industry. Consideration give be given up to the pillar under analysis and, through the custom of a mould analysis, the impact on the industry will then be looked at with a view to identifying how this can be improved for all parties, in the future.As part of the agenda for change, four pillars were identified that needed to be targeted in the long run. These were technology, operations, infrastructure and scotch measures. For the purposes of the analysis here, the economic measures will be looked at in conjunction with pinch the challenges face up by the aviation industry, in order to meet with these economic measures, but also to conduct a commercially viable offering, in keeping with the pressures on the economy, as a whole.The other me asures such as infrastructure, technology and operations will all beget a direct impact on the industry, for example, the governments atomic number 18 required to consider the better orgasm to structuring the aviation industry, so that it is easier to fashion efficiencies. This could include the motility of airports, or the storage associated with commercial airlines, so as to reduce the amount of trade required to these sites. For close to companies, this presents a real opportunity, as they be able to accomplish access to new routes and increased efficiencies, but for others, it may be a challenge when it comes to redirecting routes or creation able to maintain its budget approach, by virtue of the airport routes (nternational Civil Aviation Organisation 2004).The issue here, however, is in relation to the economic measures and restrictions that ar placed on the industry. This is recognised as being an approach that may be necessary as a result of a failure in one of t he three other pillars. The economic measures argon therefore seen as measures of last resort, where it is necessary for the industry to put in place restrictions that ar working(a) across the entire industry and create a co-ordinated approach that is cost effective (Hartzell 2006). This would mean that airlines would only be accountable once, but would be required to comply with these central standards.PESTLE Analysis (Political Economic, Social, Technological, environmental and Legal)In order to consider this pillar further, as well up as the potential barriers to its implementation, a PESTLE analysis of the industry will be undertaken, with specific reference to the challenges now being presented as a result of the economic measures. This will offer a real understanding of the reasons why the measures might fail. This will at long last then allow for possible stems to be ascertained and put forward for the future.PoliticalThere is a expectant deal of political pressure on the aviation industry to conform (and be seen to conform) with these international requirements. separate companies at bottom the aviation industry are required to ensure that they keep records, make efforts to comply and are able to accurately state their position and plans to reduce their environmental impact (T&E/CAN-Europe 2006). presidential terms, as they have signed up to the agreement, are now also putting in place their own requirements for those within the aviation industry, such as the need to report on CO2 emissions and their carbon footprints, as part of their annual report, again placing political pressures on the troupe itself. Further more than, the political pressure on the government in question is reflected in the need for the overall structure to change. As part of this, however, there are incentives being offered including grants to purchase new more efficient aircrafts and the ability to gain rewards for those organisations that are particularly efficient environmentally. in spite of this, there is no one overall coherent situation which presents a real challenge for the airline industry, in terms of planning for the future (Jowett,2005).EconomicThe airline industry is facing a substantial economic challenge, aside from that attached to the four pillars of climate change. With more families facing financial pressures, there is a seeming reduction in the amount of travel for leisure purposes and an increase desire for families to consider cheaper alternatives, or at least to look for cheaper options, such as budget airlines or less popular routes. Alongside this, there have been challenges to the bottom line, due to increasing fuel costs and the threat of fines from the milieu Agency, if they are otiose to comply with carbon emission limits. Furthermore, other governmental requirements have been placed on the industry in relation to the need to have additional security and whilst this is not directly limited to the environmental m easures, it is another(prenominal) indication of the way in which the government is impacting and restricting the economic freedom of the industry (The Observer 2005).SocialFamilies are change state considerably more widespread, with regular foreign holidays becoming increasingly popular. This and an increasing global approach to the sale of goods and products also increase the demand for cost effective transport. This is potentially in direct encounter with the demands being placed on organisations to ensure that they comply with environmental standards. On the whole, however, it is suggested that the public in prevalent will support the agenda of increasing the interest in environmental impact, thus providing an opportunity for companies to theatrical role this as a selling point to the public, particularly if they exceed the standards being set (Lee 2004) .TechnologicalThis is a pillar in itself, showing a recognition that technology provides real opportunities within the air line industry, both to create overall efficiencies, but also to deal with the environmental concerns that arise currently. The technology force is seen to be dickens fold. Technology can be used to create efficiencies, for example, to plan routes and to determine the most appropriate way of providing the end service (The defender 2006). Automation and factors such as checking in passengers all offer efficiency saving options, but the main issue here is that technology allows for issues such as carbon emissions to be monitored more actively and this can then be used to manage the progress of a company and as a message of expression for improvements for the future (Graham 2000).EnvironmentalThe very essence of the issues being considered here is the increasing demands being placed on all industries to consider the environmental impact that they are having, both locally and globally. The airline industry is a particularly vast, due to the heavy environmental impact that it has, on a global level, and as such it is then necessary to comply with the standards agreed by the various different governments, during the recent IATA conference (Owen and Lee 2006).Having an enforced standard is therefore going to place a shoot on the airline industries, although also potentially offers opportunities, as the governments look at ways of creating incentives to match the targets being placed on the industry to improve its position and also to use this as a means of gaining a good PR story and being seen to be environmentally conscious.LegalLegal requirements relating to environmental performance are becoming increasingly stringent, in the UK, with the government now looking to enforce certain behaviours on the industry. otherwise areas of legal scrutiny are also increasing the pressure on the industry however, for the purposes of this analysis, it is noted that the main concern is the legal requirement on companies to report their status on their environmental capabilit y and also to ensure that they remain aware of the future demands, so that investment can be made, as and when, rather than being a substantial financial burden, at a point in the future (Green Skies Alliances 2006).every failures in this area could result in costly and time consuming legal battles and may ultimately result in the fining of the company by agencies such as the Environment Agency. Barriers and Possible SolutionsBy looking at the issues above and the focus that is now being shown by the IATA on economic measures, as well as the impact that this is having on the airline industry, as a whole, there are some writ large barriers to these measures being successful. Firstly, there is the need to identify that, whilst there has been a co-operative approach to the climate change agenda, there is no one coherent system in place. This creates difficulties for both individual governments when it comes to creating a set of rules and regulations that are compliant with the overal l standards, but are also relevant to the individual country. A potential solution to this barrier would be the need to offer greater flexibility to the individual jurisdictions to aim towards the overall goals, but without being too prescriptive in their approach (Trucost 2004).Secondly, a real barrier that is being faced is the fact that the airline industry is facing a variety of challenges, as it currently stands and therefore adding pressures to this is not going to work well with the industry, in terms of gaining acceptance. It is suggested, therefore, that although there need to be fines and restrictions put in place, a greater emphasis also needs to be put on the incentives and encouragement of the airline industry to behave in a certain way for example, by allowing those companies which exceed their standards to gain a financial benefit, or by offering grants when the companies are considering making environmentally friendly improvements (Sewill 2003).Finally, it is sugges ted that one of the man barriers is that companies simply do not see a benefit being derived and therefore environmental restrictions are seen as being very negative to their current bottom line. A way of combating this would therefore be to assist companies in deriving a benefit from these restrictions for example, by offering a grading that the company can then publicise and use as part of its marketing. The consumer public, as a whole, supports the idea of becoming more environmentally friendly and, as such, a method whereby the airline industry can gain a positive branding from complying with standards will be a way of offering an incentive and gaining more positive support, rather than being viewed as something that simply must be complied with.ReferencesGraham A (2000) look at for leisure travel and limits to growth. Journal of Air Transport Management 6, pp109118.Green Skies Alliance (10/7/06) Leaked Government report sets out alarming growth in air travel emissions. Pressre lease.Hartzell J (Aug 2006) Carbon offsets. indwelling Paper, Ethical Property Company, Oxford.International Civil Aviation Organisation (Feb 2004) Operational opportunities to minimise fuel use and reduce emissions. ICAO Circular 303-AN/176.International Civil Aviation Organisation (Mar 2006) ATM-related environmental activities.Working paper ALLPIRG/5-WP/21.International Climate Change Taskforce (Jan 2005) Meeting the climate challenge Recommendations of the International Climate Change Taskforce. IPPR, London.Jowett, K. (Nov 2005) Flights of fancy over aircraft pollution. clause in Transport Times.Lee D (2004) The science of aviation induced climate change. Proceedings of the UK vitality Research Centre, Workable metrics for the EU emissions trading scheme.Lee D (2006Owen B and Lee D (Mar 2006) Allocation of international aviation emissions from scheduled air traffic future cases, 20052050 (Report 3). Manchester Metropolitan University Centre for Air Transport and the Environm ent, Final report to DEFRA Global Atmosphere Division,Sewill B (Feb 2003) The Hidden Cost of Flying, Aviation Environment Federation, London.T&E/CAN-Europe (2006) Clearing the air the myth and reality of aviation and climate change. T&E 06/2, Brussels.The Guardian (27/1/06) Passengers abandon northern flights for Virgins high-speed west coast tilting Pendolinos.The Guardian (22/2/06) Most Britons willing to pay green taxes to save the environment. Report base on a poll 1719 Feb 2006.The Observer (26/6/05) Britain backs curb on cheap flights. Report based on a poll 1012 June 2005.Trucost (Mar 2004) Emissions trading and European Aviation the effects of incorporating aviation into the EU Emissions Trading Scheme, London

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