Management and Entrepreneurship Development

National Institute for Small Industries Extension Training (NISIET) Training Institutions / Centres India National Institute of Small Industry Extension Training (nisiet) (An organisation of the Ministry of SSI, Govt. of India) Yousufguda, HYDERABAD- 500 045 (INDIA) Phone: +91-40-23608544-218 / 23608316-217 Fax: +91-40-23608547 / 23608956 / 23541260 Cable: SIETINSTITUTE, Hyderabad Website: www. nisiet. org | www. nisiet. gov. in | www. nisiet. com Welcome to ni-msme Golden Jubilee Year 2012 50 Years in Service of MSME (1962- 2012) Shri Vayalar Ravi Honorable Minister i-msme, since its inception in 1960 by the Government of India, has taken gigantic strides to become the premier institution for the promotion, development and modernization of the SME sector. An autonomous arm of the Ministry of Micro, Small and Medium Enterprises (MSMEs), the Institute strives to achieve its avowed objectives through a gamut of operations ranging from training, consultancy, research and education, to e xtension and information services. A Centre of Excellence It was in 1984 that the UNIDO had recognized SIET as an institute of meritorious performance under its Centres of Excellence Scheme to extend aid.Subsequently, it was also accorded national status and SIET Institute became nisiet in the same year. To cope with the precut of globalization, the Government of India has enacted Micro, Small, Medium Enterprises Development (MSMED) Bill in the Parliament which was commenced on 2nd October 2006. Accordingly, the institute also has emerged as an apex organisation by changing its structure as well as name as ni-msme from 11th April 2007. Our Charter The primary objective was to be the trainer of trainers. Today, with the technological development and ever-changing market scenario, our involvement has undergone changes too.From being merely trainers we have widened our scope of activities to consultancy, research, extension and information services. The arrival of IT has only broadened our horizons. The Leap Forward †¢ Dramatic increase in long-term and diploma programmes. †¢Turning new corners in Information Technology. †¢Spotlighting of topical issues through conferences, seminars, etc. †¢Greater attention to need based programmes. †¢Shift towards client driven approach and innovative interventions. †¢Programme evaluation. †¢Emphasis on research publications.SEDME (Small Enterprises Development, Management, Extension) Journal SEDME Journal breathed its first in 1974, when the academic community of the institute felt the need for a forum through which they could express and exchange their thoughts and opinions on small enterprise related policies, programmes, etc. Since then, it has evolved into a healthy journal of acknowledged quality in the domain of small enterprise, attracting contributors and users not only from every corner of the country but also from other developing as well as developed countries.SEDME Journal has bee n bringing out exclusive theme focussed numbers (IPR, EDP, Rural Industrialisation, Finance, etc. ) and is widely sought after by researchers, practitioners and promotional bodies concerned with small enterprise one way or the other. The editorial team of Journal take pride in stating that during the massive quarter century of the Journal’s existence, it has been a sui generis journal dedicated to small enterprise, and continues to maintain that premier position. The annual inland subscription for Journal is Rs. 600 and the overseas subscription is US $ 150.In case of desiring airmail or speed post delivery, US $ 20 may be added. For further information regarding Journal, please contact: Editor SEDME Journal, ni-msme. Yousufguda. Hyderabad 500045, India. Editor : V Vishwas Rao Annual subscription : Rs. 600 (India), US $ 150 (Foreign) Contributors Contributors to SEDME Journal include policy makers, researchers, academicians, financiers, executives and other officials associat ed with MSME promotional activities. A random selection from the back volumes would show contributors from countries as far apart as Bangladessh, Canada, Korea, UK and Iran.Contributors interested in publishing their articles in SEDME Journal may please note the following 1. Please ensure that the articles are analytically perceptive or empirically elucidative, at least 2000 words in length, typed in double space on one side only, and are sent in duplicate. 2. In cases where the article is sent in a floppy disk or through e-mail, please ensure that the article comes through as a file attachment in Microsoft Word, that the file name(s) are given for all parts of the article, and one hard copy is sent through regular mail. . Please check that the sources are clearly cited for all the ideas, concepts, graphics and other information, and that the citations are complete in all respects. This helps avoid processing delays. 4. Please enclose a declaration stating that the article is your o riginal effort prepared for SEDME Journal and has not been published or pending publication in any other periodical/newspaper/magazine, etc. , signed by all the authors. 5. The copyright of the selected articles shall rest with SEDME Journal. 6.Articles which are sent for theme specials, and not included therein, may be published later, in due course. Forging Ahead Over the years the Institute has gained immense experience and expertise in the areas of entrepreneurship development, technology, management, extension and information services. ni-msme’s inherent capacity to innovate together with its top-class infrastructure has enabled the institute to excel in its endeavours towards micro and small enterprise promotion. From the time of inception, ni-msme has been providing unstintied support to small and medium ndustries and has evolved to be the best in offering services like research, consultancy, information, training and extension to not only enterprises but also to conce rned development agencies. The knowledge driven and volatile economy of the present days is posing greater challenges to MSMEs. Further, globalisation is threatening the survival of MSMEs in the face of tough competition. ni-msme has always been conceiving specialised need-based programmes, workshops and seminars in tune with the changing policy and economic situation.These activities have been primarily aimed at the industry and supporting systems so as to enable them to deal with aspects that directly or indirectly affect the success of enterprise. In the present era of globalisation, ni-msme’s programmes are designed to have universal relevance. Through these specialised programmes, ni-msmehas been successfully training the entrepreneurs to face challenges; help them cope with competition; and gain the much-needed competitive edge in the global scenario. ni-msme has broken geographical barriers by extending its expertise and services to other developing and developed natio ns. i-msme has had profitable interface with several international agencies like CFTC (Commonwealth Fund for Technical Co-operation), UNESCO (United Nations Educational Scientific and Cultural Organisation), UNDP (United Nations Development Programme), Ford Foundation, GTZ of Germany, USAID (United States Agency for International Development), and ILO (International Labour Organisation), to name a few. Achievements Spectrum †¢Conducted a Pioneering Research Study in Achievement Motivation in association with Prof. David McClelland’s Kakinada Experiment (1964). Organised the First Executive Laboratory in India (1964) . †¢Conducted the First International Training Programme in SME Development (1967). †¢Developed the Concept of Appropriate Technologies in Indian Industry (1969). †¢Established a Specialised Information Centre, the Small Enterprises National Documentation Centre (SENDOC) (1971). †¢Assisted The Tanzanian Government in Establishing a SIDO (1 974). †¢Established a Branch Regional Centre at Guwahati (1979). †¢Attained National Status and Renamed as National Institute of Small Industry Extension Training (nisiet) (1984). Prepared Case Studies and Video Documentaries on S&T Entreprenuers (1986). †¢Developed The First Computerised Software Package on Simulation Exercises for Small Industry Management (SIMSIM) (1987); Project Appraisal and Evaluation (CAPE) (1996). †¢UNESCO Chair (1997). †¢Achieved Self – sufficiency (2001-02). †¢B2B Transactions with Uganda, Namibia, South Africa, Bhutan, Nigeria, Sudan, Cameroon and Ghana (2000 – 2007). †¢National workshop on MSME Cluster Development conducted in New Delhi (2008). †¢International Programmes for Bank of Ghana (2006-08); All-time record of 28 international Executive Development Programmes, 5 of them specially for African countries (2007-08) †¢Outreach programme for African women executives as a fore-runner to India-Af rica Forum Summit (2008) †¢International Programmes for Bangladesh Small & Cottage Industries Corporation (BSCIC) (2008-09) Organisation Spectrum Functional Spectrum Pioneer Training Programmes ni-msme has initiated several specialised and tailor-made training programmes, the first of their kind in the cream of MSME. A few of them are †¢Management Development Programmes. †¢Programme on Area Development. †¢Programme on Feasibility Survey and Analysis. Programme on Industrial Estates. †¢Programme for Young Engineers and Technocrats. †¢Vertically Integrated Course on Orientation through Small Industry Development for IAS / IES Officers. †¢Effective Development Programmes for Rationalised Employees of State and Central PSUs. †¢Exclusive Programmes for International Executives of Various Themes on Regular Basis. †¢Enterprise Development and Government Effectiveness (EDGE) Programme for Srilankan Administrative Officials. †¢Sensitivity Tra ining in Production Planning and Control. †¢Faculty Development Programmes. †¢Programmes on Cluster Development. †¢Programmes on Cluster Development. Programmes on Focused Themes for Executives of North E Outstanding Research and Consultancy Studies ni-msme has been instrumental in conducting several outstanding research / consultancy studies that include. †¢Development of Pochampad Region (1972). †¢Identification of Growth Centres in Vidharbha Region (1973). †¢Industrial Potential Studies of Different Regions in the Country (since 1974). †¢Impact / Evaluation Studies on Major Government Programmes and Schemes such as TYRSEM, DWCRA, PMRY, SEEUY, CMEY, ADARANA, IIDs, SHGs, WDCs, Development Commissioner (Handlooms), Development Commissioner (Handicrafts), and NBCFDC. Policy Research Studies (since 1978). †¢Preparation of Check-list for Diagnosis of Sick Units and Case Studies (from 1981). †¢District Development and Regional Planning Studie s. †¢Techno-economic Feasibility Studies in Textiles and Handicrafts Sector of Arunachal Pradesh (2001). †¢Study on Identification of Projects for Specific Resource Base in Northeastern Region (2003). †¢Vision Document for Empowering Women in Mauritius (2003). †¢Project Profiles on SMEs for Mauritius (2004). †¢Information Requirements of SMEs (2005). †¢Hand-holding, Monitoring, Implementation of MSME Clusters (2004-07). Hand-holding of SFURTI, Handlooms, Handicrafts Clusters (2006 onwards). †¢Evaluation Study of Ongoing Schemes of NBCFDC in the State of Tamilnadu (2008) †¢Evaluation of NBCFDC Schemes in the Union Territory of Puducherry, Goa and Kerala (2009-10) †¢Evaluation of the Functioning of Innovative and Experimental Programmes on Schools run by Bhagavatula Charitable Trust (BCT) under Rajiv Vidhya Mission, Andhra Pradesh in Visakhapatnam District (2009-10) †¢Evaluation Study for Bringing More Effectiveness in Implementation o f the Schemes under AHVY sponsored by the Office of Development Commissioner (Handicrafts), Ministry of Textiles, Govt. f India, New Delhi (2009-10) †¢Preparation of Training Modules for Ministry of Housing & Urban Poverty Alleviation, Govt. of India (2009-10) †¢Execution of Research Studies Sponsored by the Ministry of Housing & Urban Poverty Alleviation, Govt. of India (2009-10) Excellence Our Forte ni-msme has made many memorable contributions to enterprise development both nationally and internationally. MSMEs and executives from all over the world have been taking the advantage of the programmes, workshops and seminars on contemporary themes organised at ni-msme.Some of the Institutes cornerstone interventions like the first international programme (1967) conducted with assistance from UNIDO; Simulation Exercises for Small Industry Management (SIMSIM) (1987); the UNESCO Chair(1997) International Workshop in Promotion of Small and Medium Enterprises (PROSME) (1998); Ex port Production Villages (1999); Trade Related Development Programme for Women (TREAD) (2000); Entrepreneurship Development in the New Millennium (2001); Training of Mothers of Child Labour in Income Generation Skills Under Child Labour Eradication Project by ILO (2001); B2B Transactions with Uganda, Namibia, South Africa, Bhutan, Nigeria , Sudan, Ghana, reflect the national and international acclaim. nimsme has gained through its excellence and commitment, by blending the best of the traditional with the smart, modern day techniques, world-class facilities and continuously exploring and inventing custom-based methodologies. ni-msme is not a mere solutions provider but is evolving as a value-added partner. The infrastructure and facilities at the ni-msme campus are at par with international standards.They reflect the natural excellence that qualifies every activity and attribute of the Institute. ni-msme has embraced technology in all its functions to keep pace with the tenor of the times and to make its services more efficient. State-of-the-art facilities, pleasant environs, proven methodologies supported by modern academic infrastructure, experienced faculty, expert consultants and resource persons and above all, decades of experience complemented by a modern and creative outlook, have given a new definition to the standard of services provided by the Institute. It is now recognised as being among the best training, research and extension facilities in the world. Members of Governing Council S. No. Name and Address Hon’ble Minister of MSME Government of India Udyog Bhavan, New Delhi 110 011Chairman 2Secretary to the Government of India Ministry of Micro, Small and Medium Enterprises Government of India Udyog Bhavan, New Delhi 110 011Vice-Chairman 3Additional Secretary & Development Commissioner (MSME) Ministry of Micro, Small and Medium Enterprises Government of India, Nirman Bhavan, Moulana Azad Road, New Delhi 110 011Member 4Additional Secretary & F inancial Adviser, Ministry of Micro, Small and Medium Enterprises Government of India Udyog Bhavan, New Delhi 110 011Member 5Joint Secretary (Administration) Ministry of Micro, Small and Medium Enterprises Government of IndiaUdyog Bhavan, New Delhi 110 011Member 6Joint Secretary (Agro & Rural Industries) Ministry of Micro, Small and Medium Enterprises Government of India Udyog Bhavan, New Delhi 110 011Member 7Chairman, Coir Board Coir House, M. G. Road Ernakulam, Kochi – 682 016, KeralaMember 8Chairman & Managing Director Small Industries Development Bank of India (SIDBI) SIDBI Tower, 15, Ashok Marg, Lucknow – 226001Member 9Chief Executive Officer Khadi & Village Industries Commission Gramodaya, 3, Irla Road, Vile Parle (West) Mumbai 400 056Member 10Chairman and Managing Director The National Small Industries Corporation (NSIC) NSIC Bhawan, Okhla Industrial Estate New Delhi – 110 020Member 1Director Entrepreneurship Development Institute of India (Via Ahmedabad Airport & Indira Bridge) P. O. Bhat 382 428, Dist. Gandhinagar, GujaratMember 12The Director General In-chargeNational Institute of Micro, small and Medium Enterprises (ni-msme) Yousufguda, Hyderabad – 500 045Member-Secretary Members of Executive Committee S. No. Name and Address 1Secretary to the Government of IndiaMinistry of Micro, Small and Medium Enterprises Government of India Udyog Bhavan, New Delhi 110 011Chairman 2Additional Secretary & Development Commissioner (MSME)Ministry of Micro, Small and Medium Enterprises Government of India Nirman Bhavan, Moulana Azad RoadNew Delhi 110 011Vice-Chairman 3Additional Secretary & Financial AdviserMinistry of Micro, Small and Medium Enterprises Government of India Udyog Bhavan, New Delhi 110 011Member 4Joint Secretary to the Government of IndiaMinistry of Micro, Small and Medium Enterprises Government of India Udyog Bhavan, New Delhi 110 011Member 5Joint Secretary (Agro & Rural Industries)Ministry of Micro, Small and Medium Ente rprises Government of India Udyog Bhavan, New Delhi 110 011Member 6The Director General In-charge National Institute of Micro, small and Medium Enterprises (ni-msme) Yousufguda, Hyderabad – 500 045Member-Secretary Our Clientele International Organizations UNESCO †¢UNDP †¢Ford Foundation †¢GTZ †¢USAID †¢UNIDO †¢ILO †¢RITES †¢BSIC †¢CFTC †¢Agricultural Development Projects of Nigera †¢SIDO of Tanzania †¢Bank of Ghana, ARB Apex Central Government Ministries/ Departments Ministry of Micro, Small and Medium Enterprises †¢DC (MSME) †¢KVIC †¢Coir Board †¢NSIC Ministry of Heavy Industries and Public Enterprises †¢Department of Public Enterprises Ministry of Development of North Eastern Region †¢DONER †¢North Eastern Council †¢North East Development Finance Corporation †¢North East Handicrafts and Handlooms Development Corporation Ministry of Food Processing Industries Ministry of External Affairs Ministry of Finance Department of Economic Affairs Ministry of Labour and Employment †¢Directorate General of Employment & Training (DGET) Ministry of Personnel, Public Grievances and Pensions †¢Department of Personnel and Training Ministry of Science and Technology †¢Department of Science and Technology †¢Department of Scientific and Industrial Research (DSIR) †¢National S&T Entrepreneurship Development Board Ministry of Textiles †¢DC (Handlooms) †¢DC (Handicrafts) Ministry of Housing and Urban Poverty Alleviation †¢Jawaharlal Nehru National Urban Renewal Mission †¢Swarna Jayanti Shahari Rozgar Yojana(SJSRY) Ministry of Rural Development †¢Department of Rural Development DRDA/ZPs Ministry of Defence †¢Directorate General of Quality Assurance †¢Directorate of Planning and Coordination †¢Department of Ex-Servicemen Welfare Ministry of Social Justice and Empowerment †¢National Backward Classes Finan ce and Development Corporation (NBCFDC) †¢National Scheduled Castes Finance and Development Corporation (NSCFDC) Ministry of Women and Child Development †¢Department of Women and Child Development Ministry of Commerce and Industry †¢Department of Industrial Policy and Promotion †¢Department of Commerce †¢Directorate General of Foreign Trade Ministry of Planning †¢Planning Commission Ministry of Environment & Forests †¢Ozone cellMinistry of Statistics and Programme Implementation †¢MPLAD School of Enterprise Development (SED) It is one of the former scholastic/intellectual departments of ni-msme, continued with additional responsibilities in the globalised market environment. MSME development generally refers to facilitating progress in the economy and generation of employment by enhancing business development services, and establishing a conducive legal, regulatory and policy environment. In this context, the School of Enterprise Development [ SED] acts as a catalyst for dynamic, integrated change in Micro and Small Enterprise (MSE) sector, looking strategically and optimistically towards the future challenges.The activities of the SED include programme evaluation studies, research projects, feasibility studies, potential surveys, rural enterprise promotion, backward area development, infrastructure development programme and project implementation for central and state governments, that advances an innovative and enterprise growth in the global and national scenario. On the international front, the SED provides a bridge between theory and practice of small business and MSE development by guiding/training the executives of MSME in formulation, development, implementation and evaluation of various facets of enterprise policy, with a focus to make the MSE sector more competitive in the global economic scene.Besides imparting training to the officials, the experienced and well-known faculty of the school focus on economic sur veys in the nature of diagnosing the industrial potential, networking with national and international agencies, and other research studies pertaining to government programmes /schemes and impact studies. The School of Enterprise Development functions through Centre for Enterprise Planning and Development (C-EPD), Centre for Policy Research (C-PR), National Resource Centre for Cluster Development (NRCD), ni-msme NGO Network (N-Cube) and Economic Investigation and Statistical Cell (EISC) in the areas of Cluster development, Employment Generation, and establishing synergy with related departments, which of late became the centres of excellence through focused attention for holistic development.School of Entrepreneurship and Extension (SEE) The school of Entrepreneurship and Extension is one of the crucial and premier wings of ni-msme. The main focus of the school is on training the Industrial Promotion Officers and Extension Officers on the entire gamut of entrepreneurship development. The greatest achievement of the school is the world famous Kakinada Experiment on Achievement Motivation conducted under the guidance of Prof. McClelland from Harvard University. The school also has the credit of developing SIET Integrated Model on entrepreneurship development which was used to train thousands of potential entrepreneurs from almost all states of India.Another noted achievement of the school is sensitivity training (laboratory for executive development. ) Currently the school activities include training of trainers in entrepreneurship development, curriculum development, skill development programmes, women entrepreneurship, counseling, motivating and retraining the voluntarily retired employees of State and Central PSUs and research projects. At the international level, the school takes up consultancy projects on setting up Entrepreneurship Development Institutes. It also organizes programmes on training Methods and Skills for Managers, Empowerment of Women through Enterprises and Capacity Building programmes for NGOs and Government personnel.Besides imparting training on Entrepreneurship Development, the school acts as a nodal agency in implementing Rajiv Gandhi Udhyami Mitra Yojana (RGUMY) scheme of the Ministry of MSME for providing handholding support to prospective entrepreneurs. Core Competencies †¢Entrepreneurship Development †¢Training of trainers in Entrepreneurship Development †¢Curriculum Development †¢Training Techniques †¢Women Empowerment †¢Retraining and Rehabilitation of VR employees †¢Evaluation of Government Programmes and Schemes on Entrepreneurship Development School of Enterprise Management (SEM) Genesis This is a well-established academic organ of ni-msme. There is a spate of changes sweeping the enterprises across the globe.The economic reforms within the country with the attendant consequences, ever increasing competition, both global and local, fast pace of technological changes and a host of other factors necessitate revolutionary reforms in the enterprise management practices. The practices clearly have to be cost-effective as well as simpler to adopt and adapt with the power to impinge all segments of the enterprise. This calls for a paradigm shift in raison d’etre of the enterprise itself. In tune with this, the erstwhile Industrial Management Division is re-engineered and re-christened as School of Enterprise Management (SEM) laying emphasis on management practices, intellectual property rights and management education. Core CompetenciesThe School is endowed with capabilities in the following areas and delivers through the instruments of training and consultancy, many a time customised to meet the requirements of client organisation, actively supported by research. The School functions with its full-fledged five centres viz. , Centre for Promotion of Advanced Management Practices (C-PAMP), Centre for Logistics & Integrated Materials Systems (C-LAIMS) , Centre for Industrial Credit and Financial Services (C-ICFS) and Centre for Intellectual Property Rights (C-IPR) and Centre for Environment Concerns (C-Eco). Marketing †¢market survey and demand analysis †¢exports, international trade and practices †¢industrial marketing †¢rural marketing †¢marketing of agri-inputsManagement Training Methodologies †¢role play †¢small group activities †¢in-plant studies †¢management cases †¢management simulations and games Productivity and Quality †¢ management of productivity †¢total quality management †¢Statistical quality control †¢ISO 9000/14000 †¢OHSAS †¢HACCP / Six Sigma Finance †¢human resource management †¢industrial relations †¢human resources and systems †¢ISO 9000/14000 †¢OHSAS †¢HACCP / Six Sigma Intellectual Property Rights (IPRs) †¢IP creation, commercialisation & management General Management †¢Benchmarking †¢B usiness Process Re-engineering †¢Japanese Management Practices †¢Performance contracts †¢Strategic management ClienteleThe clientele include both government and non-governmental organisations such as: †¢Corporate sector: PSUs and Private sector enterprises †¢Entrepreneurs and owner-managers of SMEs †¢Officials from ministries and departments of both central and state governments †¢Banks and financial institutions †¢Enterprise support agencies including VOs †¢International agencies In addition, student focused part-time post-graduate diploma programmes in areas like export management, TQM and ISO 9000 and human resource management and systems are conducted. This endeavour also serves the cause of continuing executive education. Co-working and Collaborations TSEM works synergistically with other centres of the institute to design and deliver value-laden content to the customers.It also networks with other national and international institut ions of good standing through collaborations to administer cost-effective, client-centred performance improvement capsules. The School also leverages the expertise available within different sectors of the economy to service sector-specific clients. Vision The School’s vision is to emerge and establish itself as a sui generis seat of learning in advanced management practices that enable promotion of performing enterprises. Mission The School envisages realisation of the above vision through its mission of promotion and propagation of advanced management practices that are low in cost of implementation, but are highly effective in results and cover all the activities of the enterprise.This is accomplished through undertaking the triadic activities of training, research and consultancy, both within the country and outside. Thus its charter mandates it to work towards enabling practices that are: †¢Enterprise-wide †¢Low cost †¢High impact Compass of Services and C onstellation of Benefits SEM offers a wide range of services in the form of training interventions, capacity building through management consultancy and other knowledge-based services through applied research. The tangible benefits, in addition to the many intangibles, that flows from our school are: †¢Productivity-driven cost leadership †¢Quality led competitiveness †¢Customer-coupled market share †¢Re-engineered organisational advantage Benchmark-based best practices School of Enterprise Information and Communication (SEIC) Genesis The School of Information and Communication (SEIC) is a well established unique knowledge hub of ni-msme in providing information services and ICT solutions through training to both the national and international MSME community. To strengthen the informational base of MSMEs in facing the global challenges led to the formation of School of Enterprise Information and Communication (SEIC) laying emphasis on providing information service s in varied forms and need based skill oriented Information Technology (IT) training using the latest technologies. Core competenciesThe school functions with its fully equipped sources of information and state-of-the-art infrastructure to meet the informational needs and ICT skill development training requirements of MSMEs, Government organisations, public and private sectors, NGOs, entrepreneurs, students, researchers etc. through its two Centres viz, Small Enterprises National Documentation Centre (SENDOC) and Centre for Communication and Information Technology (C-CIT). National WELCOME Presentation Director General, ni-msme Genesis Started as Central Industrial Extension Training Institute in New Delhi in 1960 on the recommendation of Working Group for III five year plan Shifted to Hyderabad in 1962 as a Government of India Society under the name Small Industry Extension Training (SIET) InstituteAttainment of National Status in 1984 and renamed as National Institute of Small Ind ustry Extension Training (nisiet) Emerged as a distinct institution for promotion of Micro, Small and Medium Enterprises (MSMEs) Renamed as National Institute for Micro, Small & Medium Enterprises (ni-msme) with enactment of MSMED Act,2006 Vision To become a global centre of excellence for creation, sustenance and growth of MSMEs Core Competency Enabling enterprise creation Capacity building for enterprise growth and sustainability Enhancing competitiveness under globalisation Creation, development and dissemination of enterprise knowledge Diagnostic and development studies for policy formulation Evaluation and impact studies for enterprise promotionEmpowering the underprivileged through enterprises Functional Spectrum Schools of Excellence School of Enterprise Development (SED) C-IPD: Centre for Industrial Planning and Development C-PR: Centre for Policy Research NRCD: National Resource Centre for Cluster Development EISC: Economic Investigation and Statistical Cell n-Cube: ni-msme – NGO – Network School of Enterprise Management (SEM) C-PAMP: Centre for Promotion of Advanced Management Practices C-ICFS: Centre for Industrial Credit and Financial Services C-IPR: Centre for Intellectual Property Rights C-LAIMS: Centre for Logistics and Integrated Materials Systems C-ECO: Centre for Environment Concerns Schools of ExcellenceSchool of Entrepreneurship & Extension (SEE) C-EIE: Centre for Entrepreneurship and Industrial Extension C-CC: Centre for Consultancy and Counseling WSC: Women’s Studies Cell EAC: Employee Assistance Cell School of Enterprise Information & Communication (SEIC) C-CIT: Centre for Communication and Information Technology SENDOC: Small Enterprises National Documentation Centre LPC: Live Projects Cell Members of Governing Council Union Minister of Micro, Small and Medium Enterprises Chairman Secretary to the Govt. of India, Ministry of MSME Vice-Chairman Additional Secretary and Development Commissioner (MSME), Ministry of MSM E, GOI Member Additional Secretary and Financial Adviser,Ministry of MSME, GOI Member Joint Secretary, Ministry of MSME, GOI Member Joint Secretary, Ministry of MSME, GOI Member Chairman, Coir Board Member Chairman & Managing Director, SIDBI Member Chief Executive Officer, Khadi & Village Industries Commission (KVIC) Member Members of Governing Council Members of Governing Council Members of Executive Committee Secretary to the Government of India, Ministry of MSME, GOI Chairman Additional Secretary and DC (MSME), Ministry of MSME, GOI Vice-Chairman Additional Secretary and Financial Adviser, Ministry of MSME, GOI Member Joint Secretary to GOI, Ministry of MSME Member Joint Secretary to GOI, Ministry of MSME MemberRepresentative of a State level Association of micro and small enterprises Nominated Member Representative of an Association of micro and small women Entrepreneurs Nominated Member Representative of an academic or training institution dealing with management or entrepreneu rship development Nominated Member Director General of the Institute Member-Secretary Major Achievements Pioneering study that led to First Entrepreneurship Model First Sensitivity Training Laboratory- Ford Foundation First International Programme on small industry in the country Programme for Young Engineers for the first time in the country Establishment of SENDOC – A National Information Centre for SMEs Partnership with UNIDO – Industrial Estate & Regional Development Feasibility studies on modernisation of SSI First Study on identification of Growth Centres Major Achievements Establishing a Branch Regional Centre at GuwahatiAssisting in policy implication for establishing District Industries Centers Attainment of National status and renaming as National Institute of Small Industry Extension Training (nisiet) Prepared Case Studies and Video Documentary on Science and Technology Entrepreneurs Orientation on Small Industry Development for IAS Officers The First Comput erised Software Package Developed on Simulation Exercises for Small Industry Management (SIM SIM) Major Achievements UNESCO Chair on SSI Policy Enterprises Development and Government Effectiveness (EDGE) Programme for Srilankan Administrative Officials Refocusing Academic Centers in the place of departments B2B transactions with developing countriesCounseling, Retraining and Redeployment programmes for rationalised employees of CPSUs Little Angles Project sponsored by International Labour Organisation (ILO) on eradication of child labours Establishment of a center on Cluster Development (NRCD) Major Achievements Enhancing faculty competencies through international training and studies Started educational programmes Organised National Conference : Entrepreneurship in the New Millennium Attained self-sufficiency – 2001-02 Upgradation of Infrastructure services Policy Research Studies on various aspects of SMEs Entered into MoUs with International Agencies All time high income o f Rs. 1022. 76 lakh for the year 2006-07 Regrouping Centres & Cells under concept of School Renaming nisiet as ni-msme with effect from 11 April 2007 Major Research and Consultancy Projects (2001-08)Identification of Product/Resource-specific Business in Meghalaya, Mizoram, Nagaland and Tripura Emergence of First Generation Women Entrepreneurs – An Exploratory Study Additional Income Opportunities to the Families of Child Labour – An ILO Project Study on Curriculum Models for Entrepreneurship Development under NEDB Scheme Diagnostic study of Crochet Lace Cluster at Narsapur, Andhra Pradesh Evaluation study of ongoing schemes of NBCFDC in Karnataka Evaluation of Micro Credit Schemes and Education Loan Schemes in Andhra Pradesh Major Research and Consultancy Projects (2001-08) Achieving self-sufficiency through ni-msme’s intervention for the societies of Girijan Cooperative Corporation Ltd. Andhra Pradesh Design of Project Profiles for SMEs in Mauritius for Small and Medium Industries Development Organisation (SMIDO), Mauritius Development of 20 clusters in the country sponsored by DC(MSME) Micro Enterprise Mapping of Self-Help Groups in districts of Rajasthan State Competency Mapping of Indian SMEs for Global Promotion under NEDB Study on Impact of Government Incentives and Subsidies on the Industrial Development in Andhra Pradesh Promotion of self-employment activities among the Tribal Youth Preparation of Business Plan for Handicraft Clusters Cont. Major Research and Consultancy Projects (2001-08 Integrated Handloom Cluster Development – Mubarakpur Integrated Handloom Cluster Development – BarabankiEvaluation Study of Schemes of Handloom Sector: Health Insurance Scheme Evaluation Study of Schemes of Handloom Sector: Integrated Handloom Training Project Evaluation Study of Schemes of Handloom Sector: 10% Rebate Scheme Study on Impact of Entrepreneurship Development Programmes Evaluation of EDI Scheme of Ministry of MSME Techn ical Services for Khadi and Village Industries Clusters Technical Services for Coir Clusters Hightlights:2001-08 Attained self-sufficiency (2001-02) Recognition of Employees Assistance Cell as Nodal Agency for training and rehabilitation of rationalized employees of Central Public Sector Undertakings (CPSUs) (2002) Providing Income Opportunities for the families of Child Labour in Previous: E-Commerce and Bridging Digital Divide: Telecom, Infrastructure and Access Next: OECDlight 9714499671

Federalist Argument for Ratification of the Constitution

Federalist Argument for Ratification of the Constitution November 18, 2010 Americans, prior to and shortly after the Revolutionary War, were strongly united under one opinion. The common belief that America ought to be an independent state, with its own system of government can be found in the literature of each and every colony. However, after the failure of the first governing document, the Articles of Confederation, delegates met in Philadelphia in order to draft a better functioning constitution. In this debate, the opinion of America soon became divided.On one side were the supporters of the proposed constitution (Federalists) and on the other the opponents (Anti-Federalists). The Federalists urged their fellow delegates and the nation for the establishment of a consolidated federal government that gets its power from an energetic constitution. The reason behind this position was none other than the failure of the Articles of Confederation. Although the two sides disagreed over the role and authority of the federal government, they did hold one thing in common: the Articles of Confederation were inadequate and threatened the preservation of the union.The Anti-Federalists believed that the flaws of the Articles of Confederation could be fixed by amendments while the Federalists combated that claim by suggesting that the â€Å"material defects† that exist in the articles cannot be repaired and thus a new, more energetic, constitution must be drafted. Additionally, the Anti-Federalists sought to support the Articles of Confederation because they believed that there are more problems introduced by the newly proposed constitution.They argued that the document would establish an untested form of government and they maintained that the Framers of the Constitution were an elitist group that had met in secrecy in order to empower â€Å"moneyed few. † The Federalists refuted the claims of their opponents in a series of essays that underlined the follow ing central ideas: the benefit of the union to the colonies; defense of republicanism in the newly proposed constitution; and the necessity of an energetic, proficient federal government. As previously stated, both sides agreed that the Articles of Confederation ere incapable of preserving the union. However, the Anti-Federalists believed in confederated government made up of small republics (as it existed prior to the ratification of the Constitution). â€Å"If the people are to give their assent to the laws, by persons chosen and appointed by them, the manner of the choice and the number chosen, must be such, as to possess, be disposed, and consequently qualified to declare the sentiments of the people; for if they do not know, or are not disposed to speak the sentiments of the people, the people do not govern, but the sovereignty is in a few.Now, in a large extended country, it is impossible to have a representation, possessing the sentiments, and of integrity, to declare the mi nds of the people, without having it so numerous and unwieldly, as to be subject in great measure to the inconveniency of a democratic government† (Hammond, Hardwick, & Lubert, 2007, p. 538). According to their argument, small republics preserve liberty best because citizens of small republics know the elected officials on a personal level and it is this intimate connection that assures obedience of the law.A confederation of states allows for the existence of states that reflect their constituents. In a large republic there will be many opinions and laws will be diluted by the number of opinions. This can create conflict and threaten the union. In Federalist 10, James Madison disproves this claim by stating the Federalist belief that large republics produce better candidates and a majority that is more inclusive to existing minorities. In the next place, as each representative will be chosen by a greater number of citizens in the large than in the small republic, it will be more difficult for unworthy candidates to practice with success the vicious arts by which elections are too often carried; and the suffrages of the people being more free, will be more likely to centre in men who possess the most attractive merit and the most diffusive and established characters† (Hammond, Hardwick, & Lubert, 2007, p. 465).Madison reasons that in a large state the number of voters and candidates is greater therefore the probability of electing a qualified representative is also greater. In a small republic candidates running in election can fool voters easier than in a large republic. Thus, Madison, in contrast to the Anti-Federalists, saw the large size of the United States as a help rather than a hindrance to the cause of liberty. Due to these qualities of large republics the salvation of the union would be facilitated.Federal inability to enforce laws on the states leads the Federalists to desire an energetic constitution that gave the government mor e authority and the apparatuses necessary to enforce its sovereignty. Under the Articles of Confederation, states were left to enforce federal law. Alexander Hamilton, in Federalist 15, argues that this practice â€Å"†¦in theory their resolutions concerning those objects are laws, constitutionally binding on the members of the Union, yet in practice they are mere recommendations which the States observe or disregard at their option† (Hammond, Hardwick, & Lubert, 2007, p. 472).Furthermore, he expands on federal powers and tools needed for enforcement in Federalist 23. In defense of the â€Å"necessary and proper† clause of the Constitution, Hamilton states that â€Å"†¦because it is impossible to foresee or define the extent and variety of national exigencies, or the correspondent extent and variety of the means which may be necessary to satisfy them† (Hammond, Hardwick, & Lubert, 2007, p. 478). The new constitution would enable to federal gove rnment to implement its authority over members of the union. In a federalist view this is a necessary improvement for the security of the union.If the national government is given responsibilities then it ought to also have the tools needed to carry out those responsibilities. The lack of clear and complete separation between the executive, legislative and judicial bodies was viewed by the Anti-Federalist as a reintroduction of a monarchial and tyrannical regime. James Madison, on the other hand, reasoned that the best government of the time, as it existed in Britain, and all of the colonies already practiced the same overlapping of powers that was found in the proposed constitution.In Federalist 48, Madison argues that it is this very overlapping of authority that preserves the separation of powers; â€Å"The conclusion which I am warranted in drawing from these observations is, that a mere demarcation on parchment of the constitutional limits of the several departments, is not a sufficient guard against those encroachments which lead to a tyrannical concentration of all the powers of government in the same hands† (Hammond, Hardwick, & Lubert, 2007, p. 494).He believed that his opponents had read Montesquieu but had not understood his notion of separation of powers clearly. According to Montesquieu, tyranny results when one branch of government simultaneously holds the powers of another branch. However, Madison argues that Montesquieu â€Å"did not mean that these departments ought to have no partial agency in, or no control over, the acts of each other† (Hammond, Hardwick, & Lubert, 2007, p. 490). Thus, the above claim enabled the Federalists to sufficiently settle the argument on this issue.As brilliant as the Federalist Papers were they were not the sole reason that the proposed constitution was ratified. Nevertheless, they aided the constitution's cause by giving the constitution's adherents ideas with which to counter their oppositi on. The Anti-Federalist outcry was not without its effects. With the ratification of the Constitution state legislatures voted for the addition of the first ten amendments. The Bill of Rights, as it came to be known, became an essential part of the document and its legacy of liberty.The ratification of the Constitution not only changed the political culture but also the social. Soon after its approval, American experienced a social shift as well. Citizens no longer saw themselves as only Virginians or New Yorkers; instead they became something larger than that, they became American first and the rest as they say is history.Works Cited Hammond, S. , Hardwick, K. , & Lubert, H. (2007). Classics of american political & constitutional thought. Indianapolis: Hackett Publishing Company, Inc.

Island of the Sequined Love Nun Chapter 56~57

56 Escape Kimi was trying to call up thunder and was having no luck at all. He'd been chanting and waving his arms for half an hour and there still wasn't a cloud in the sky. â€Å"You're not holding your arms right,† Sarapul said. He was lying under a palm tree, chewing a betel nut and offering constructive criticism to the navigator. Sepie lay nearby watching. â€Å"I am too,† Kimi said. â€Å"I'm holding them the same way you do.† â€Å"Maybe it doesn't work for Filipinos.† â€Å"It's because I'm shot,† Kimi said. â€Å"If I wasn't shot, I could do this.† Sarapul scanned the horizon. Not even a bird. â€Å"That's it. It's because you're shot.† He spit out a red stream of betel nut juice. â€Å"And you're not holding your arms right.† Kimi resumed chanting and waving his arms. â€Å"Hey!† Sarapul said. â€Å"What? Did you hear thunder? I knew I could do it.† â€Å"No. Be quiet. Someone is calling you.† Kimi listened. Someone was calling him, and they were getting closer. He limped down the beach toward the voice and saw Tucker Case coming around the island. â€Å"Hey, boss, what you doin' out here during the day? The Sorcerer gonna be plenty mad at you.† Tuck was out of breath. â€Å"He is mad. I need your boat, Kimi. And I need you to navigate for me.† â€Å"Not his ship,† Sarapul said. â€Å"My ship.† â€Å"The doc is going to kill me if I don't get off the island. Can I use your boat?† The old cannibal was silent for a moment, thinking. â€Å"Where you go?† â€Å"I don't know. Guam, Yap, anywhere.† â€Å"Can I come?† â€Å"Yes, yes, if I can use your boat.† â€Å"Okay, we leave five days. Right, Kimi?† Kimi looked at Tuck. â€Å"It not be good sailing for five days.† â€Å"I have to go now, Kimi.† â€Å"Can Sepie come?† Sepie stepped back, surprised. â€Å"You want to take me? Women don't sail.† â€Å"You come,† Kimi said. â€Å"Okay, boss?† he said to Tuck. Tuck nodded. â€Å"Whatever. Sepie, go tell Malink that I need everyone to bring drinking coconuts. Many drinking coconuts with the husks taken off. Bananas, mangoes, papaya, and dried fish if he has any.† â€Å"There is plenty shark meat,† Sepie said. â€Å"I need it now, Sepie. Go. Tell Malink that Vincent demands it.† Sarapul began to chop at the underbrush in front of the sailing canoe to clear a path to the water. â€Å"Put down palm leaf to slide ship on,† he told Tuck. Tuck began to gather long palm fronds and lay them down in a path to the water. â€Å"Kimi, can you go get the things from my pack? There's things we can use.† â€Å"What about Roberto?† â€Å"Call for him, but go get the stuff. The money too.† â€Å"Okay, boss.† Ten minutes later Tuck looked up to see Malink leading a line of Shark People through the jungle. All were carrying baskets of food and husked green coconuts. â€Å"You are leaving?† â€Å"Yes, I have to go, Chief.† â€Å"You are taking our ship and our navigator.† â€Å"And our mispel,† Abo added from behind Malink. â€Å"I have to go, Malink. The Sorcerer and the Sky Priestess are going to kill me.† â€Å"But Vincent send you. How they hurt you?† â€Å"They don't really believe in Vincent. They use him to get you to give up the chosen, Malink. They're going to start killing off your people too.† â€Å"They no kill the Chosen. Chosen are for Vincent.† â€Å"No. I told you before. They take out your organs and sell them to be put inside of other people.† Malink scoffed. â€Å"You can no put one man kidney in other man.† â€Å"It was in People magazine. Didn't you see it? Demi Moore, Melanie Griffith, Mariel Hemingway, all of them? You didn't read about it?† Recognition lit up Malink's face. â€Å"Boob job!† â€Å"Yes,† Tuck said. â€Å"Where do you think they get those boobs?† â€Å"Oh, no.† â€Å"Yes.† â€Å"He speaks the truth,† Malink said to the islanders. â€Å"It was in People. Put the food in the boat.† He took Tuck aside. â€Å"You will come back?† â€Å"I'll try.† â€Å"And bring our navigator.† â€Å"I'll try, Malink. I really will.† â€Å"You try.† â€Å"Tide,† Kimi called. â€Å"We go now.† The center of the canoe was filled with coconuts, fruit, and bundles of dried shark meat wrapped in banana leaves. Kimi directed the men to get on either side of the canoe and push it over the mat of palm fronds to the water. When it was afloat, Tuck lifted Sepie in, then climbed in himself. Kimi, standing on the outrigger platform, started to hoist the sail. It was the shape of a tortilla chip stood on end with a bite taken out at the top. Tuck recognized the pieces of his pack sewn into the nylon patchwork. â€Å"Where is Sarapul?† Kimi said. â€Å"Here!† The old cannibal was running out of the jungle, seeming stronger now than Tuck had ever seen him. He had gone back for his spear, a long shaft of mahogany with a wickedly barbed metal tip. Tuck caught the old man by the forearm and pulled him out of the surf and into the canoe. The canoe was already fifty yards from the shore. Sarapul took the long oar at the rear and steered it toward the channel as Kimi stood on the outrigger platform and manipulated the sail. The Shark People stood on the beach looking stunned. A few waved. Malink looked forlorn, Abo heartbroken. â€Å"Thanks,† Tuck shouted over the wave. â€Å"Thank you, Malink.† â€Å"You will come back.† Malink said. It was not a question. Tuck turned to look out to sea, then looked back to see the Shark People wading into the water after them. Behind them he saw a dark figure come out of the jungle. There was no warning shot or demand to halt. Stripe came out onto the beach and opened up with the Uzi. Tuck pushed Sepie's head down under the edge of the gunwale just as a line of bullets stitched and splintered the wood. Kimi screamed and Tuck looked up to see a row of red geysers open in his back. He clung to one of the lines for a second, then fell into the sea. Another scream, this one from Sarapul, the hideous screech of a raging lynx, and the old man went over the side. The gunfire stopped and Tuck risked popping his head up to look back to the beach. Stripe was slamming a new clip into the Uzi as he waded after the canoe. The Shark People had fled from the water and disappeared into the jungle or were cowering on the beach, unable to move. With the sail loose, the canoe had swung around and was being carried by the tide toward the reef. They would miss the channel by only a few feet, but they would miss it and run aground on the reef. Tuck reached up to grab the steering oar just as Stripe let off another burst from the Uzi. At a hundred yards he was spraying a wide pattern, but Tuck heard a couple of bullets thunk into the side of the canoe. The normally crystal water near the shore was clouded with the sand and silt thrown up by the Shark People's retreat, so Stripe did not see the dark shape moving through the water toward him. He wanted a shot. He set the Uzi to semiautomatic and unfolded the stock to take careful aim. Tuck was standing now, leaning hard on the steering oar to bring the canoe around and through the channel. The outrigger scraped over the reef as the canoe approached broadside. Stripe lined up the sights between Tuck's shoulder blades, held his breath, let it out, then squeezed the trigger. Sarapul came out of the water like an angry marlin, spear-first. The metal point entered just under Stripe's chin and exited his skull at the crown, dragging brain and bone on its evil barb. As Stripe fell back, he emptied the clip into the sky. The canoe slipped through the channel into the open ocean. Out on the horizon, a small cloud appeared and dropped a mercurial lightning bolt into the sea, followed a few seconds later by Kimi's thunder. 57 West with the Bat The Sorcerer stood on the beach over the supine body of Yamata. The spear was still sticking out of the guard's skull like a gruesome note spindle waiting for a canceled receipt from the Reaper. â€Å"How did this happen?† the Sorcerer asked. Malink looked at his feet. The Sorcerer seemed more surprised than angry. A day had passed since Sarapul had killed Stripe, and Malink had waited in fear for the time when the Sorcerer would come looking for him. The other guards had torn the village apart looking for Tuck, and Malink had confessed that the pilot had left the island in an old canoe, but he had claimed ignorance of the whereabouts of the guard. Sarapul had been right. They should have pushed the body out to the edge of the reef for the sharks to eat. Actually, that had been Sarapul's second suggestion for the disposal of the body. â€Å"It look like accident,† Malink said. â€Å"Maybe he running and fall on his spear.† â€Å"I want the man who did this, Malink,† the Sorcerer said. â€Å"He is dead.† â€Å"The Filipino did this?† Malink nodded. The other guards had found Kimi's body in the village, where the Shark People had been preparing it for burial. â€Å"I don't think so. The Filipino took four bullets in the back. Whoever did this was very strong. Now you must tell me the truth or Vincent will be angry.† Malink was not afraid of Vincent's wrath. He only now realized that all the wrath his people had ever felt from Vincent had come by way of the Sorcerer and the Sky Priestess. He was afraid of the Sky Priestess. â€Å"The American do this before he leave in the canoe. The guard shoot the girl-man and the American kill the guard.† â€Å"Why didn't you tell me about this before?† â€Å"I am afraid Vincent will be angry.† â€Å"Where did they get a canoe? None of the Shark People know how to build a canoe.† â€Å"It was the girl-man. He know how. He build with Sarapul.† The Sorcerer balled his fists. â€Å"And Sarapul is gone too.† Malink nodded. â€Å"He sail away.† â€Å"Do you know where they were going?† Malink shook his head. â€Å"No. Sarapul is banished. We no talk with him.† â€Å"Where's the guard's weapon?† Malink shrugged. The Sorcerer turned his back and began walking up the beach. â€Å"Have your people bury this man, Malink. Don't let the other guards see him. And be ready. The Sky Priestess will visit you soon.† Sarapul crawled out from some nearby ferns and stood at Malink's side, watching the Sorcerer walk away. â€Å"We should have eaten this guy,† he said, kicking Yamata's body. â€Å"This is very bad,† Malink said. â€Å"He killed my friend.† Sarapul kicked the body again. â€Å"The Sky Priestess will be very angry.† Malink was, once again, feeling the weight of his position. The old cannibal shrugged. â€Å"Can I have my spear back?† Tuck knew that there was a way to use the hands of a watch in conjunction with the movement of the sun to determine direction, but since he wore a digital watch, it wouldn't have done him any good even if he knew the method, which he didn't. He guessed that Guam lay to the west, so he steered for the setting sun, spent the night guessing, and corrected his course to put the sun behind them at sunrise. He did know how to sail. It was required knowledge for a kid growing up in a wealthy family near San Diego, but celestial navigation was a complete mystery. Sepie was no help at all. Even if she knew anything, she hadn't said a word since Kimi had been shot. Tuck forced her to drink the water from a couple of green coconuts, but other than that, she had lain in the bow motionless for twenty-four hours. He was now looking at his second sunset at sea. He corrected his course and realized that they must have been traveling north most of the day. How far, he couldn't guess. He steered southwest until the sun lay on the water like a glowing platter, hoping to correct some of the damage. He really wished that Sepie would come around. He needed some sleep, and he needed some relief from his own thoughts. Thoughts of the Sky Priestess, of the Sorcerer, and of his dead friend Kimi. Despite the navigat-or's surly manner, he had been a good kid. Tuck, who had been brought up in relative luxury, couldn't imagine having endured the life that Kimi had lived. And the navigator had never given up. He had lived and died with courage. And he would still be alive if he hadn't met Tucker Case. â€Å"Fuck!† Tuck said to no one. He wiped his eyes on his sleeve and squinted at the gunmetal waves. There was a flapping noise up by the mast and Tuck adjusted the steering oar to catch the wind. The sail filled again, but the flapping continued for a second before it stopped. Roberto caught the shroud line that was secured to the outrigger and did an upside-down swinging landing that left him looking to the back of the canoe. Tuck couldn't have been happier if it had been an angel hanging from his shroud line. â€Å"Roberto?† â€Å"Yes,† the bat said. He was speaking in his own voice, not Vincent's. The accent Filipino, not Manhattan. Tuck almost burst out laughing. His mood swings were so rapid and wide now that he was afraid his sanity might be falling through the chasm. â€Å"I didn't recognize you without your glasses.† â€Å"I no like the light,† Roberto said. Tuck looked to Sepie, still lying in the bow. â€Å"Look, Sepie, it's Roberto.† The girl did not stir. â€Å"You are very sad about Kimi,† Roberto said. â€Å"Yes,† Tuck said, â€Å"I am sad.† â€Å"He tell you he was great navigator and you no believe him.† Tuck looked away. Something about bats increases shame by a factor of ten. â€Å"You are going the wrong way,† the bat said. â€Å"Go that way.† He pointed with a wing claw. The wind caught his wing and nearly spun him off the shroud line. He braced himself with the other wing claw and pointed again. â€Å"I mean that way.† â€Å"You're shitting me,† Tuck said. â€Å"That way.† â€Å"That's north. I'm going to Guam. West.† â€Å"That's west. I am born on Guam.† â€Å"You're a bat.† â€Å"You ever see a lost bat?† â€Å"No, but I've never seen a talking bat either.† â€Å"See?† Roberto said, as if he had made his point. â€Å"That way.† After all the evidence is in – after you've run all the facts by everything you know – and you're still lost, you have to do some things on faith. Tuck steered in the direction Roberto was pointing. A few minutes later he looked up to see Vincent sitting on the pile of coconuts in the center of the canoe. â€Å"Good call, listening to the bat,† Vincent said. â€Å"I just wanted you to know that the Shark People are going to build some ladders.† â€Å"Well, that's a useful bit of information,† Tuck said. â€Å"It will be,† Vincent said. Then he disappeared.

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The Turnaround at Ford - Term Paper Example From this paper it is clear that in the case of Ford, it was tougher because it was faced with two pronged issue, first is the harsh macroeconomic environment wrought by the financial crisis, second is the aggravation of competition that compelled auto companies to streamline their operations to remain competitive. In Ford’s case, their market share declined from 26% in the 1990s to a mere 14.8% in 2007. During the crisis, demand for high ticket items declined of which auto industry were among the worst hit and this resulted to the large-scale labor surplus at Ford because the demand significantly declined. During the precipitous decline of demand, Ford has to cut its production to avoid waste with the same manpower it had when it was operating in full capacity. Also, the decline in demand resulted in decline in sales that could no longer sustain its overheads in manpower.  Ford has decided to pursue employee buyouts and attrition in an attempt to shrink its workforce to mat ch its productivity demands. Why do you think Ford is using these two tactics? Do you think these are the best options for Ford to achieve its goals? Ford has to use this tactics because the demand declined. This is evident with their shrinking market share of a mere 14.8% from a 26% in the 1990s. They just cannot maintain the same overhead cost in terms of manpower when sales is declining. This is evident with their losses of $12.6 billion in 2006 and $2.7 billion in 2007. If they will not cut down their manpower according to the manpower requirement of the demand, loses will continue and it will not be long before Ford will get bankrupt. If that happens, Ford will instead have to let go all of its employees.

The strategic partnership for the delivery of Excellent Waste services Essay

The strategic partnership for the delivery of Excellent Waste services for the Somerset County Council (SCC) - Essay Example Wyvem needs to adhere to correct business procedures and procedures as failure to do so may lead to cancellation of the contract. Of much importance is the nature of the contract as it touches on a key service delivery area of the Somerset County Council. In the event Wyvem fails to observe the set standard in executing its duties in cycling of waste, environmental degradation in the form of pollution will occur. This can be a barrier to the success of the partnership. Customer focus is important in this contract because the customer is the final consumer. Wyvem cannot realise profits with out maximizing on sales from its products. The Household waste recycling centres will need proper and professional management, which will ensure customer satisfaction. Customer satisfaction largely depends on how customers are treated when they visit the centres, how their views and concerns are responded and acted upon and whether they perceive the management of the centres to value them. For the partnership to succeed Wyvem will need to restrict its operations and practice within the standard limits set in the contract. For instance, it can only obtain waste with in the rules set by Somerset County Council. The incentives offered by Wyvem must fall within the agreement just as the penalties Wyvem introduces to defaulters in the process of execution of its tasks must be within acceptable limits. The payment mechanism between the parties will hold as stipulated for in the contract / agreement and no matter the amount of profit Wyvem realises from recycling business, Somerset County Council is not entitled to claim extra benefits from Wyvem. Therefore adherence to the rules and regulations entered in the contract is necessary for the success of the partnership contract. The future of the contract largely depends on how keenly senior compliance officer plays his/ her role. As a senior compliance

The benefits of open source software within the government and Essay

The benefits of open source software within the government and business sector - Essay Example The open-source software is developing rapidly and their functionalities are highly competitive and in fact much better than closed-source software. Above all, all of the above advantages come at a very minimal price, not even a fraction of what is spent on the closed-source software. But, having said that, there are several disadvantages that could pose a threat to the future of open-source software. So, when considering all the pros and cons of open-source technology, the Information System (IS) managers have a very hard task in their hands on deciding whether to go for this kind of software. There are several issues that a manager has to look forward, the primary criteria, of course, to be in contention as the leader in a competitive industry. So, this decision aids a lot in deciding the future of an organization. An IS manager has to take into account, the cost involved, security, efficiency, throughput, servicing, innovation and several other issues that lead to take this crucial decision. An analysis of the benefits attained by several government organizations and private organizations and the predicted growth of these org anizations is discussed here. This includes a detailed discussion of the features of open-source software, the role of a manager with regard to open-source software, the current trends and the future of organizations implementing open-source software. The analysis concludes with the best practices for managers in organizations implementing this technology.(Fanini, 2005) Open source, in general terms, is a method followed to allow global accessibility to the source of a product. It allows people from different regions, to access the code, innovate it and improve the functionality of the software. Open source became popular only after the spread of internet, with many people from several regions getting a common point of access. It is a distributed process when compared to the centralized closed-source development. The open source

Organizational Structure and Culture Essay Example for Free

Organizational Structure and Culture Essay Authority structure within organizations is important for the oversight of delegated processes and expected outcomes. Without structure, chaos would impede support, communications, and vision development. Organizational designs vary according to the need of the organization to operate efficiently, to achieve goals, and to support the associates within the organization. The organizational structure style design helps lead the organization in successful endeavors (Sullivan Decker, 2009). Organizational History The history of an organization contributes to the design of the formal organizational structure.  The medical center has a tumultuous history. A new modern building was constructed in 2000 to replace an older structure. The local physicians had no input into the decision or design of the new facility. The organizational structure during that time was a strict parallel design. The physicians reported to the chief medical officer and the Board of Trustees. The physicians jointly decided not to support the new local hospital; the organization began to collapse. The medical center eventually fell into bankruptcy because of the lack of physician support, poor financial management, and unscrupulous use of organizational monies. The court system retained a reconstruction organization in an attempt to rebuild the local hospital. During the time of bankruptcy the parallel organizational structure remained in place, but with less authority of the medical governance branch. The main focus of the organizational structure was financial survival of the organization. An immediate change was needed for the improvement of the dangerously low morale of the health care associates The once country owned, bankrupted not-for-profit-hospital was bought and sold twice before stabilization began to be a possibility. A corporation purchased the hospital and changed it to a for-profit organization. There was very little resistance to the change because the organization had been surviving in chaos. According to Kurt Lewin’s three stage theory of change, the first phase, the unfreezing phase, is an important phase of change. Change is getting ready to happen during this phase. The health care associates of the medical center had been getting ready for change for a few years. The unfreezing phase requires the development of motivation. Motivation was the chance to prosper in a successful business venture while delivering quality care to the community (Kurt Lewin, 2012). Generational Culture The generational culture of the organization had a positive effect on the change. There was a common goal developed, the success of the organization. The generational similarities outnumber the generational differences. According Anick (2008), â€Å"The top reason for happiness in the workplace is the sense of feeling valued† (Table 2. Elements on which members of each generation are mostly similar). The traditional, baby boomers, generation X, and generation Y became involved in the decision making as the new organization structure formed. They shared ideas and offered suggestions for patient care improvement. Informal leaders began to emerge. During the refreezing phase, the stabilization became the norm. The differences in the generational culture became more apparent. More processes, greater accountability, and new required use of technology caused a feeling of less worth for the older generation of health care providers. The younger nurses seemed to adapt more quickly to new systems and techniques. Older nurses began to believe they were less important to the process. The informal leader roles changed. A new information system was installed and education was initiated. This led to more attention on the differences of the generational cultures. Much of the required education was completed on the computer. E-mail is essential for communication within the organization. Some of the traditional generation began to feel left behind. At the end of the first year, many of the health care providers who had survived the previous chaos succumbed to the new advancements and left the organization. Current Organizational Design The current organizational structure of the medical center is a matrix design. The upper administration consists of a chief nursing officer, chief financial officer, and an assistant administrator. This group reports directly to the chief executive officer. The chief executive officer reports to the Board of Trustees. The medical center consists of two distinct campuses, four on-site clinics, and one clinic located off campus. The upper administration is responsible for the organization. The matrix esign is complex and requires good interpersonal skills for dual managers. Each nursing unit has a nurse manager. The nurse managers report to the chief nursing officer regarding any patient care issues. The nurse managers of the behavioral health campus also report to the behavioral health program director for organizational issues. The physicians are under the organizational umbrella for operational regulations but report to the chief medical officer regarding medical patient care. The resource manager has a dual reporting line to the chief nursing officer and the chief financial officer. The matrix requires frequent communication between the dual authorities. Non-management views the frequent meetings as meetings about meetings (Sullivan Decker, 2009) Formal lines of reporting are evident within the organization. The nurse managers report to the chief nursing officer. Managers of departments involving financial business of the hospital report to the chief financial officer. Ancillary and support services report to the assistant administrator. The compliance officer, the pharmacy director and the behavioral health program director report directly to the chief executive officer. The formal lines of reporting are used for recognition of associates, disciplinary offenses, and arbitration of challenges between departments. Patient-Centered Care Environment The organization is creating an environment for client-centered care by the development of a nursing leadership council consisting of direct care providers. The council membership includes seven registered nurses from nursing units with day and night shift representation. The nursing council interviews associates and patients, observes processes, and reports findings to the council. Changes in nursing processes are approved through the nursing council with final approval by the chief nursing officer. The council members were selected using predetermined criteria. The informal leaders of individual departments were chosen for their job performances and their proven leadership skills. The shared governance gives ownership of patient care to the frontline caregivers (Hess, 2004). Organizational Communication Various communication methods are used within the organization. Formal, time sensitive communications are delivered face-to-face or by technology. E-mail and web conferencing are the most frequent used methods for upper administration. Both methods allow quick responses between the communicators. Upper-level management processes the information and decides the best delivery method to the next lower-level management, depending on the subject matter and the expected time frames. Middle management associates attend leadership meetings every two weeks. Management communicates organizational status through these meetings. Plans for future projects are discussed during the leadership meetings. Middle management has e-mail accounts and receives electronic communications on changes. Middle management holds departmental meetings at least monthly to distribute information to the direct care providers. Upper-level management holds open meetings for the direct care providers each quarter. The meetings focus on current organizational trends and plans. Direct care providers ask questions and make suggestions for improvement during the open meetings. Communication boards are placed in strategic areas through the work areas. Information is placed on the communication boards and updated weekly. Questions frequently come from the information from the boards. Conclusion The organizational structure can be descriptive of the culture of the organization. A ridged authoritarian organizational structure defines an organization that does not allow the frontline workers to participate in decisions that affect the organization. The matrix organizational design requires open communication between the leaders of the organization. Added shared governance from the frontline creates more awareness is put on the quality and delivery of the product. Organizational structures vary and are representative of the leadership within.

Characters In Jekyll And Hyde English Literature Essay

Characters In Jekyll And Hyde English Literature Essay This essay will examine the role of the minor characters in the novel Dr.Jekyll and Mr.Hyde. It will mainly focus on Lanyon, Enfield, Carew, and Poole and how does Uttersons connection to each of these men serve to advance the plot. Hastie Lanyon was a healthy doctor, who then became a letter writer. Richard Enfield was Uttersons cousin and a companion for strolling. Sir Danvers Carew was a member of parliament and client of Mr.Utterson. Poole was a butler at Jekylls house and he kept an eye on the activities done at Jekylls house. Each of these characters help to unpack the case of Mr.Hyde. The novel began with Richard Enfield and Utterson. They both went for a walk and Enfield tells about Hyde. He says that he saw a little man trampling a young girl. Her family was also there and soon the crowd surrounded her. Due to the crowd, the little man got frightened so he asked the family to follow him. He took them to his house and he gave them a cheque of 100 pound. After telling the story, Utterson asked the name of the man but Enfield hesitated to tell but later on, he declared that it was Mr.Hyde. Utterson had always thought that Mr.Hyde was with Jekyll for benefit but the story which Enfield recited, made him stressed about Hydes crime. Utterson became curious about Hyde. He started to look for him and he spotted him near his house. After Utterson saw Hyde, he went to Jekylls house but Jekyll was not there. Instead Utterson talked to Poole and he questions him about Hyde and Poole said O dear no,sir. He never dines here, Indeed,we saw very little of him on this side of th e house; he mostly comes and goes by the laboratory  [1]  . He also said that Hyde has the key to the lab and Jekyll has given the order to his servants to follow Hydes instructions. This made Utterson think that Jekyll was blackmailed by Hyde. At this point , Hydes case was a unsolved mystery and solving it became Uttersons aim. After one year, the news of murder was spread all over London. Sir Danvers Carew was killed by Hyde with a walking cane. The police found a letter near Carew. The letter had the name and address of Utterson. Police informed Utterson and he arrived. He recognized the body and later Utterson came to know that Hyde killed Carew. He took the police to Hydes house but Hyde was not there but still they entered and start searching for evidence. They noticed a half-burned checkbook and the other half of the walking stick. Uttersson recalled that it was the same walking cane,which he gave to Jekyll. The suspicion starts to grow even more as they do not find any picture of him and even the servants said that they saw him twice. Utterson assumed that Jekyll was hiding Hyde. After some time, Lanyon and Utterson met. Utterson wanted to discuss about Jekyll but Lanyon refused. Due to the gaps growing between Lanyon and Jekyll , Utterson wrote a letter to Jekyll to complain about what is happening between him and Lanyon. Week after that, Lanyon died but he left an envelope. Utterson opened the envelope but inside it, he gets another envelope stating not to be opened till the death or disappearance of Dr. Henry Jekyll  [2]  . The two deaths had been a shock for Utterson but he also started connecting Hyde with Jekyll. Whenever Hyde did anything wrong, he talked to Jekyll. At this stage, he had found an envelope that soon revealed the reality. Some time later, Poole came up to Uttersons house and said that he felt that there had been a disgusting game played at his home. Utterson got surprised. Then Poole asked Utterson to follow him and they went to Jekylls house. Poole took Utterson near Jekylls laboratory door and requested Jekyll to open the door for Utterson for but he refused. Poole told Utterson: I have been sent flying to all the wholesale chemists in town. Every time I brought the stuff back, there would be another paper telling me in return, because it was not pure, and another order to a different firm .This drug is wanted bitter bad,sir,whatever for.  [3]   Poole showed the notes that he has been receiving from Jekyll. The notes had addressed the needs of Jekyll. Then he kept disclosing his experiences with the noises in the laboratory. Poole told that he heard someone weeping. Utterson demanded Jekyll to open the door but he heard a voice saying Utterson for Gods sake,have some mercy  [4]  . Utterson identified the voice and insisted Poole to breakdown the door. After breaking down the door, they entered and found out dead body of Hyde. Utterson thought that Jekyll might have fled. He looked around the lab and he saw a religious book, a glass, the drug (that Poole used to bring) and papers with a brief note mentioning to read the papers after reading Lanyons letter. His letter revealed the fact of Jekyll. Lanyon wrote that Jekyll asked him to bring vials and powders to his house and to let the visitor to come along with him. Lanyon mixed powders in the vials and it turned into a portion, which the visitor drank. Soon after drinking the portion, the visitor turned into Jekyll. Lanyons letter let us to know about Jekyll being Hyde. Then, Jekylls letter is read. He says that trampling the girl and the murder, was done by his evil side, Hyde. Carew had a high position in the society so when Hyde killed him, he felt powerful. Jekyll also mentioned that he needed help with the portions because slowly he was turning into Mr.Hyde permanently. He took Lanyons help to get the portion and he confessed front of Lanyon that he was Mr.Hyde. Soon Lanyon died so he had to take Pooles help. However, the experiment was not a big success because it led to his death. This essay has demonstrated how each minor character advanced the plot and it has examined the role of them. First Enfield told the story about the girl that was trampled, and that made Utterson to carry on the investigation of Hyde. Then Sir Danvers Carew and Lanyon died. When Carew died, Utterson went to Hydes house and found materials that make him believe that Jekyll was hiding Hyde. When Lanyon died, he left a letter. At the end, Poole took Utterson to the laboratory and there he discovered the papers. When the papers and letter were revealed , truth came out. Whatever the wrong things he did, were done by his evil side. The mystery of his dark side was exposed by Utterson, the minor characters and at the end by his papers, in which he wrote about his motives and experiences.

Effect of Age Stereotypes on Balance Performance

Effect of Age Stereotypes on Balance Performance Question 1: An important aspect of physical functioning is the ability to stay balanced. How may expectations generated by age stereotypes influence older adults’ balance performance? Critically review psychological theory and research relevant to this issue, and discuss broader implications for interventions that may support healthy physical functioning of older persons. Loh Qiu Yan Melissa Abstract Older adults face wide range of age stereotypes as they age into their golden years. Such life cycles made people question their cognitive ability and physical functions. The effect of age stereotypes led to one facing both positive and negative aspect of life. These constant stereotyping had negative impacts on health and physical function. But with the help of social interactions, it helped older folks have a choice in leading a more balanced life. The use of social networks helped maintain their physical and cognitive functioning, giving them the room to have independence as well as learning more about their bodily functions. Importance and interventions in maintaining balance performance in physical functioning of older adults. Aging is an inevitable process in living beings where the condition of the body deteriorates resulting in decline of functioning. This challenges the physical abilities and cognitive functioning of older people (Wulf, Chiviacowsky Lewthwaite, 2012) in instances of performing daily activities such as being mobile enough to bath and dress on their own (Clark, Hayes, Jones, Lievesley, 2009). In order to maintain the ability to be mobile and independent in bodily functions at an older age, this is usually accompanied with the decline in physical, mental and sensory abilities. These declines in functions can affect performance in areas that require cognition involving fluid intelligence for example memory and abilities to reason and explain, along with task that require executive control involving vocabulary and word knowledge. Moreover, with the decline in physical functioning, particularly muscle strength and joint flexibility mostly involves motor tasks and balance; such as walking a nd running results in more dependence on cognitive resources at an older age due to the decline in eyesight and auditory range (Schaefer, Schumacher, 2010). These physical and cognitive challenges faced by older individuals can become issues; potentially leading to age stereotypes caused by expectations and assumptions in limited abilities of older adults (Wulf, Chiviacowsky Lewthwaite, 2012). By understanding how aging and age stereotypes take place plays an important role for individuals in realising the anxiety and uncertainty that can further affect cognitive capacity, assuming of own abilities for example intellectual and reasoning abilities (Schaefer, Schumacher, 2010), and regulation of positive and negative feedback given (Wulf, Chiviacowsky Lewthwaite, 2012). The cognitive aspect of a person can be affected positively and negatively in one’s mind set for example towards a challenging motor task which tests an older person’s ability (Wulf, Chiviacowsky Lewthwaite, 2012). This further challenges the balance performance of an older person who might require more cognitive resources later in life (Schaefer, Schumacher, 2010). Hence, the importance of understanding aging, age stereotypes, cognitive and physical functions in influencing balance performance can help develop a more positive aspect in maintaining healthy physical functioning. To better perform the interventions required for physical functioning of older folks, it is necessary to understand the reason behind age stereotypes which can have a negative impact on older folks. One probable reason that can lead to a rise in age stereotypes is by labelling and categorising people into old age groups. As a result, it usually occurs where less favourable attitudes are placed on older adults, viewing them as less productive members of society (Phillips, 2014). This in turn makes individuals come to a conclusion that these deep rooted thoughts and beliefs, mind-set and perceptual behaviour actually support age stereotyping (Blaine, 2013). Furthermore reinforcing and heightening their levels of fear and dependency on others throughout their aging process (Clark, Hayes, Jones, Lievesley, 2009). These thoughts and fears are further embedded in their mind, altering their mind set thus creates a self-conscious state (Wulf, Chiviacowsky Lewthwaite, 2012), which results i n self-stereotyping (Levy, 2003), and affecting balance performance which reduces the ability to perform (Wulf, Chiviacowsky Lewthwaite, 2012). An example of old age stereotype expressed with the use of cartoons characters in portraying older individuals such as Abe Simpson who is the father of Homer Simpson in â€Å"The Simpsons† cartoon. He was portrayed as a senile and dependent person who appears to be quite difficult to handle at times, also seen as being a burden to his son. This portrayed older adults in a negative stereotypical manner with limited abilities to be independent which is not the case for everyone (Blaine, 2013). However, switching to a different perspective of age stereotyping happening in a workplace environment in the context of Singapore, it proved that there were certain generational differences in the negative stereotypes towards older employees. For example, employees at a younger age felt they had more efficiency towards the aspect of multitasking and creativity compared to older employees whom felt that they have stronger work ethics but think that younger employees have stronger demand to wards recognition (Blauth, McDaniel, Perrin, Perrin, 2011). These generational differences were similar in the aspect of comparing the cognitive functioning which is related to balance performance of both groups of people. With better understanding of the cause and reasons for age stereotypes guides older individuals foster a better relationship with their cognitive and body functioning. As much as ageism being a concern, with the constant stereotypical opinions and perception on older people, emotional reactions of these elderly folks are affected in both positive and negative ways (Blaine, 2013). Positive influences and implications can be through social means by interacting with family members, friends and various people from all walks of life. Not only does social interaction help regulate the emotional reactions of older folks; it also encourages individuals in integrating with society through social means (Charles Carstensen, 2010). Social networks and interactions also have an effect on cognitive functioning where it is a motivational factor behind a better quality of life and the ability in maintaining independence despite increase in age; Furthermore, resulting one to developing more self- efficacy in leading a better functional health. This is due to the body reacting in a positive manner where social interaction has a direct relationship with neuroendocri ne and cardiovascular reactivity. Thus, with positive and supportive interactive reactions in the body help to reduce the physiological reactivity that has been linked to endocrine and cardiovascular activity resulting in cognitive decline (Seeman, Lusignolo, Albert Berkman, 2001). In the event of cognitive functioning of an older adult decreasing, there are higher chances of cognitive disorders or impairments such as signs of vascular dementia or Alzheimer to appear (Price, Corwin, Friedman, Laditka, Colabianchi Montgomery, 2011). Hence in order to maintain or increase cognitive functioning, having strong social networks and support in maintaining connectedness can improve one’s mental and physical health, resulting in prevention of cognitive decline. Voluntary activities are one of the social network and integrating activities that encourages bonding sessions with different individuals, demands social and mental skills (Charles Carstensen, 2010) provides a sense of purpose and prevents isolation for those who face difficulties at any point in their life (Grimm, Spring Dietz, 2007). The effect of social interaction has a potential and positive influence on cognitive functioning where both fluid intelligence and executive control involve extensive int rinsic cognitive components required during social interaction for example striking conversations with people during bonding sessions and activities. Social integrating activities such as volunteering can help one have a better sense of control over life and physical health by providing support to other older adults and gaining a sense of accomplishment. With the use of these cognitive components can further promote older individuals having better cognitive engagement and functioning (Seeman, Lusignolo, Albert Berkman, 2001) which are linked to balance performance. Maintaining of balance may seem as a simple and indispensable part in many people, however it is a task that is physical and demands independence in the aspect of an elderly person (Onambele, 2006). Through the study done by Wulf, Chiviacowsky, Lewthwaite (2012) showed that balance is influenced by social cognitive, affect and assuming of own abilities etc. Thus older adult’s balance performance can be further strengthened by increasing their perceived abilities in performing and completing tasks. In addition, based on a study done by Levy Leifheit-Limson (2009) similar to Wulf, Chiviacowsky, Lewthwaite (2012) where instilling of positive age stereotypes on physical or balance performance help mould a certain level of expectation towards the stereotype led to one conforming to it. As a result this causes one to self- stereotype (Levy, 2003), which affect the performance of the individuals in performing better due to the positive influence. Likewise if it was a negative ster eotype, the outcomes are negative. Further implications on how stereotypes can affect balance and physical functioning are neatness of handwriting and speed of walking. This was seen in a study done by Levy (2003) where older adults exposed to negative stereotypes are likely to appear older and frail. The body conditions as observed through handwritings produced seemed to have a little towards illegible due to shaking and unstable movements of the hands which explains that balance performance is affected. In another experiment of exposure to positive stereotyping, the speed of an older adult showed connection between the former and the latter. By exposing them to positive views, makes them self- stereotype themselves towards a more positive and satisfying aspect. The idea of measuring the speed of walking is by how much time is needed for foot to be lifted off the ground and this is measured as swing time which indicated balance. Therefore, results show that older individuals who we re exposed to positive stereotypes had greater swing time in particular to having better balance in their physical movements and their cognitive functioning. In conclusion, age stereotypes, cognitive abilities and physical functions share significantly close relationships in maintaining balance performance for older adults. Positive and negative age stereotypes can give significant effects to an older adult which can be misled and neglected at times. This can cause further effects in time and worst if the stereotypes are negative. The use and help of social interaction and network can boost a person’s physiological reactivity making one have a sense of accomplishment which promotes social integration. Most importantly it leads older individuals to keep their mind and body in working conditions which allow them practice and maintain independence. References Blaine, B. (2013). Understanding Age Stereotypes and Ageism. InUnderstanding the psychology of diversity(2nd ed., pp. 175-186). SAGE Publications. Blauth, C., McDaniel, J., Perrin, C., Perrin, P. (2011). Age-Based Stereotypes: Silent Killer of Collaboration and Productivity.  AchieveGlobal,1(2), 1-15. Charles, S., Carstensen, L., (2010). Social and emotional aging. Annual Reviews of Psychology, 61, 383-409. Clark, A., Hayes, R., Jones, K. Lievesley, N., (2009). Ageism and age discrimination in social care in the United Kingdom. Centre for Policy on Aging. Grimm, R., Spring, K., Dietz, N. (2007). Volunteering, Life Satisfaction, and Mental Health. In  The health benefits of volunteering: A review of recent research.Corporation for National Community Service, Office of Research and Policy Development. Levy, B. (2003). Mind Matters: Cognitive and Physical Effects of Aging Self-Stereotypes.  The Journals of Gerontology Series B: Psychological Sciences and Social Sciences,58(4), P203-P211. Levy, B., Leifheit-Limson, E. (2009). The stereotype-matching effect: Greater influence on functioning when age stereotypes correspond to outcomes.  Psychology and Aging,24(1), 230-233. Onambele, G. (2006). Calf muscle-tendon properties and postural balance in old age.  Journal of Applied Physiology,100(6), 2048-2056. Phillips, L. (2014). Efforts to Promote Physical Activity Must Battle Ageist Stereotypes. Research in Gerontological Nursing,7(1), 4-5. Price, A., Corwin, S., Friedman, D., Laditka, S., Colabianchi, N., Montgomery, K. (2011). Older Adults Perceptions of Physical Activity and Cognitive Health: Implications for Health Communication. Health Education Behavior, 38 (1), 15-24. Schaefer, S., Schumacher, V. (2010). The Interplay between Cognitive and Motor Functioning in Healthy Older Adults: Findings from Dual-Task Studies and Suggestions for Intervention.  Gerontology,57, 239-246. Seeman, T., Lusignolo, T., Albert, M., Berkman, L. (2001). Social relationships, social support, and patterns of cognitive aging in healthy, high-functioning older adults: MacArthur Studies of Successful Aging.  Health Psychology,20 (4), 243-255. Wulf, G., Chiviacowsky, S., Lewthwaite, R. (2012). Altering mindset can enhance motor learning in older adults. Psychology and Aging, 27, 14-21. DOI: 10.1037/a0025718