Technology Is Changing Education :: essays research papers fc

applied science is Changing Education     The best method for improving bringing upal standards is to engage everytool available, including state-of-the-art engine room. Computers and theInternet have expand the behavior in which education lowlife be delivered to thestudents of today. Todays networking technologies provide a of importopportunity to the practice of erudition techniques. Educators ar discoveringthat computers and multi-based educational tools atomic number 18 facilitating learning andenhancing social interaction. Computer based telecommunications can offerenormous instructional opportunities, but educators will requisite to adapt legitimatelesson plan to incorporate this new medium into all the classrooms. The onlyproblem is that some of todays schools are hindered by an under-poweredtechnology based curriculum and, in order to stomach competitive, the Americaneducational system moldiness do a go job of integrating.   &nb sp Computers have made a fundamental change in most industries, providing acompetitive advantage that has come to be intrinsic to stay in business.Therefore, education must to a fault use technology to improve the educational processinstead of simply applying it to existing structures. rail systems oftenconsider acquiring an enterprise computer network, but beg off its purchase byapplying it to routine administrative tasks, or take finish by period attendance.Although these tasks are important, they only represent a miserable part of whattechnology can do for an educational institution. Technology must go beyondjust keeping attendance, it must focus on keeping students interested andproductive. "Curriculum improvement is the best strategy to stay fresh dropoutstechnology is especially useful in this regard" (Kinnaman 78). Technology canprovide a unique and compelling curriculum resource, that challenges everystudent.The Clinton judicial system has taken steps towa rds improving educationalstandards via its "Goals 2000 Educate America title of 1994" (Thornburg 23).However, several interpretations of the Act never mention the use of technology.Advocates of the Act need to realize that Internet linked computers can providemore current info than what is found in todays "exciting" textbooks.For example, science textbooks and history textbooks are notoriously out of date.In contrast, the Internet offers students a vast pond of current scientificdata. Most of the time the Internet makes learning fun, distant the plainfashion of the "almighty" textbook. Computers and other technology can alsoheighten the learning process by actively engaging students in the task ofexploring data. Some students may be tempted to simply download informationfrom the Internet that does not have anything to do with a particular positthat they were asked to research. This shows that the Internet may have agreater impact to education than to lea rn that information from a typicaltextbook. Since computers and the Internet have expanded the way with which

Indus Valley Civilization.

Indus vale Civilization. The earliest traces of civilization in the Indian subcontinent ar to be found in proposes along, or close, to the Indus river. Excavations archetypal conducted in 1921-22, in the ancient cities of Harappa and Mohenjodaro, both now in Pakistan, pointed to a highly interlinking civilization that first developed some 4,500-5,000 years ago, and subsequent archaeological and historical research has now furnished us with a much detailed picture of the Indus vale Civilization and its inhabitants.The Indus vale volume were just about credibly Dravidians, who may have been pushed down into south India when the Aryans, with their more advance(a) military technology, commenced their migrations to India around 2,000 BCE. Though the Indus valley script remains undeciphered down to the present day, the numerous seals observed during the excavations, as well as statuary and pottery, non to mention the ruins of numerous Indus Valley cities, have enabled scholars to occasion a reasonably plausible account of the Indus Valley Civilization.Some kind of centralized state, and certainly fairly extensive town planning, is suggested by the layout of the great cities of Harappa and Mohenjodaro. The selfsame(prenominal) kind of burnt brick appears to have been used in the construction of buildings in cities that were as much as several hundred miles apart. The weights and measures show a very considerable regularity. The Indus Valley people domesticated animals, and harvested various crops, such(prenominal) as cotton, sesame, peas, barley, and cotton. They may also have been a sea-faring people, and it is rather enkindle that Indus Valley seals have been dug up in such holdings as Sumer.In most respects, the Indus Valley Civilization appears to have been urban, defying both the predominant mood of India as an eternally and essentially agricultural civilization, as well as the notion that the change from rural to urban represents something of a logical progression. The Indus Valley people had a merchant class that, evidence suggests, engaged in extensive trading. Neither Harappa nor Mohenjodaro show any evidence of stop altars, and therefore one can reasonably conjecture that the various rituals around the fire which argon so critical in Hinduism were introduced later by the Aryans.The Indus Valley people do not appear to have been in self-discipline of the horse there is no osteological evidence of horse remains in the Indian sub-continent before 2,000 BCE, when the Aryans first came to India, and on Harappan seals and terracotta figures, horses do not appear. some former(a) than the archaeological ruins of Harappa and Mohenjodaro, these seals provide the most detailed clues about the character of the Indus Valley people. Bulls and elephants do appear on these seals, but the horned bull, most scholars are agreed, should not be taken to be congruent with Nandi, or shibahs bull.The horned bull appears in numerous Cent ral Asian figures as well it is also important to note that Shiva is not one of the gods invoked in the Rig Veda. The revered cow of the Hindus also does not appear on the seals. The women portrayed on the seals are shown with elaborate coiffures, sporty heavy jewelry, suggesting that the Indus Valley people were an urbane people with cultivated tastes and a refined aesthetic sensibility. A a few(prenominal) thousand seals have been discovered in Indus Valley cities, showing some 400 pictographs too few in number for the address to have been ideographic, and too many for the language to have been phonetic.The Indus Valley civilization raises a great many, largely unresolved, questions. wherefore did this civilization, considering its sophistication, not spread beyond the Indus Valley? In general, the area where the Indus valley cities developed is arid, and one can surmise that urban development took place along a river that flew through a virtual desert. The Indus Valley peopl e did not develop agriculture on any large scale, and wherefore did not have to clear away a heavy crop of forest. Nor did they have the technology for that, since they were confined to using bronze or gem implements.They did not practice canal irrigation and did not have the heavy plough. most(prenominal) significantly, under what circumstances did the Indus Valley cities undergo a decline? The first attacks on outlying villages by Aryans appear to have taken place around 2,000 BCE near Baluchistan, and of the major cities, at least Harappa was quite likely over-run by the Aryans. In the Rig Veda there is mention of a Vedic war god, Indra, destroying some forts and citadels, which could have included Harappa and some other Indus Valley cities.The conventional historical narrative speaks of a cataclysmic blow that strike the Indus Valley Civilization around 1,600 BCE, but that would not explain why settlements at a distance of several hundred miles from each other were all erad icated. The most compelling historical narrative still suggests that the transfer and eventual disappearance of the Indus Valley Civilization, which owed something to internal decline, nonetheless was facilitated by the comer in India of the Aryans.

Chemistry Diploma Paper Essay

1. Attempt any ten-spot of the following a) Why is an atom electrically neutral ? b) Differentiate among isotopes and isobars. c) narrow conductor and nonconductor. d) State Faradays second law of electrolysis. e) Define cell. Give its classification. f) excuse the equipment casualty mineral and ore. g) Define alloys with suitable example. h) What is nickel note silver ? bring through its composition. i) Give composition of glass-wool. j) Name the types of plastics with examples of each. k) Define gull of sewage. l) Define Air-pollution. Give its magnitude.2. Attempt any quadruplet of the following 16 a) Give the comparison of electron, proton and neutron w.r.to their symbol, change, mass and location within an atom. b) Give tetrad points of distinction between orbit and orbital. c) keep open orbital electronic soma of the following elements 24 39 20 N14 , Mg 12 , K 19 , Ne10 7d) Describe the formation of NaCl molecule with diagram and cause the type of bonding. e) Expla in electrovalency and covalency with example. f) State and explain Faradays prime(prenominal) law of electrolysis. P.T.O.12002*12002* MARKS 3. Attempt any four of the following 16 a) Draw diagram and explain the construction working of lead-acid storage cell. b) A given quantity of electricity is passed through two cells containing copper sulfate and silver nitrate respectively. If 0.99 gms of silver and 0.29 gms of copper are deposited, find analogous weight of silver when that of copper is 31.6. c) Explain the mechanism of electrolysis of fused sodium-chloride by using carbon electrodes. d) Why copper is electro-refined ? Describe the process of electro-refining of copper. e) Explain construction working and application of dry-cell. f) Define metallurgy. Outline the general belief of metallurgy.4. Attempt any four of the following 16 a) Define the terms flux, slag, malleability and toughness. b) spell composition, properties and applications of Alnico and Woods metal. c) Exp lain with diagram the gravity insularism used for concentration of iron-ore. d) Differentiate calcination and roasting. e) Write any four purposes of qualification alloys. f) Explain the fusion method for manufacture of alloys. 5. Attempt any four of the following 16 a) State four properties of plastics and write the uses based on each of given properties. b) What is thermocole ? Give its properties and applications. c) What is rubber ? What is the difference between rude(a) and synthetic rubber ?d) What is green-house-effect ? State the measure to control it. e) Explain the causes of pee pollution. f) What is bio-medical-waste ? Give two techniques for its disposal. 6. Attempt any four of the following a) Write properties and application of glass-wool. b) Explain any four major sources causing air-pollution. c) Write any four methods to control water pollution. d) What is preventive environmental management ? Give one example. e) Distinguish between air-pollution due to veh icle and industries. f) Write short note on effect of E-waste. 16

Impact of the Affordable Care Act Essay

The Affordable C atomic number 18 Act (ACA) was signed into truth by President Barack Obama early in 2010. The ACA was introduced into law to help let access to reachable and part wellness insurance to ofttimes Americans than ever before. The goal was to go down wellness forethought cost for individuals and goernment. It has in allowed more adults to be in line for Medicaid by increase income eligibility to 138 percent of the Federal Poverty take aim (FPL). (Milstead, 2013) However, by ruling of the Supreme Court in June of 2012, renders had the option to carry out the expansion of Medicaid eligibility to cover more low-income adults. As of January 2014, northernmost Carolina (NC) was one of the states that chose not to implement the expansion of Medicaid making the eligibility for Medicaid for low-income adults very circumscribed. How does this affect the community, economy, cost, and character of wellness maintenance? northerly Carolinas Right to Refuse fit i n to Knickman and Kovner (2011, p. 110), the tenth Amendment to the U.S. Constitution gives states the primary responsibility for public health. Medicaid is administered and overseen by each state but governed by various federal guidelines with the federal government contribute 50%-78% of its costs. (2011) After long debate and review of advantages and disadvantages to implementing the new laws, the North Carolinas government elected not to play the new legislation.Caroll (2013) indicated the finding was based on NCs sure Medicaid musical arrangement, indicating that is was broken and needing to be revised. on that point was fix the ACA would cause an append in tax patch upers contribution receivable to the long term costs. As of September 2014, there are 21 states that are following North Carolinas decision not to adopt the new health premeditation reform. This would leave millions of Americans that would be entitled for Medicaid under the ACA without access to health sympathize with. ( realmReforum, 2014)Impact on the PopulationOne of the initiatives of the ACA was to give up more than 32 million uninsured Americans with insurance coverage. This was to be through with(p) by increasing the FPL to 138 percent and lifting or altering certain limitations for eligibility to Medicaid. This meant that all Americans whose income was at or below the FPL would be eligible for Medicaid. For example, an unemployed, single, 26-year-old male without any other income would be eligible for Medicaid. Medicaid would no longer be limited to specific categories such as the disabled, children and their parents, or pregnant women whose income was below the FPL.North Carolinas watercourse Medicaid program eligibility for non-disabled adults is limited to parents with incomes below 43% of poverty, or about $10,000 a year for a family of four-spot, and adults without dependent children remain ineligible regardless of their income (How Will the Uninsured, 2014). Currently, there are over 319,000 uninsured adults in NC that are not eligible for Medicaid, by the current NC guidelines, which would be eligible under the Affordable sympathize with Act. This can lead to increased health care costs and weighs heavily on the economy. Who is to take up the moderate?Economic Effects of Doing NothingDorgan (2009), Chairman of the Democratic form _or_ system of government Committee, indicates that the current health care system in NC has led to higher(prenominal) health care costs, reduced access to care, and inconsistent quality of care. The rank Domestic Product in 2013 for North Carolina, based on millions of dollars spent, was $471,365 million, an increase of over $50,000 million since 2010. (Department of Labor and Workforce, 2013) In 2013, North Carolinas State Auditor Beth Wood indicated that the states Medicaid program had gone over budget for the past three years, costing taxpayers about $1.2 billion. (Hoban, 2013) This leaves businesses and the working population to cover health care costs by paying higher taxes.With unemployment soaring over the last decade, and North Carolina having one of the highest unemployment rates in the United States (Hoban, 2013), less is paid into taxes. This leads to less to cover health care costs. The Affordable Care Act was implemented to light the costs of health care for all Americans. According to the White House website (2014) the Congressional compute Office found that health insurance reform get out reduce the deficit by $210 billion in this decade and by more than $1 trillion over the following 10 years. A family of four would save as more than as $2,300 on their premiums in 2014 compared to what they would deport paid without reform. Will the decreased costs affect the quality of care being pass ond?Quality of CareThe implementation of the ACA entrust supplicate a higher standard for quality of care. The ACA promotes the use of accountable care organizations (ACO) , which is a type of managed care that includes at least primary physicians, specialists, and hospitals that would be held accountable for the quality of care hand overd. (Kovener and Knickman, 2011, p. 196) The ACA works to move away from a fee-for-service approach to an accountable care organization (ACO) model that would incorporate a ordaind approach to set up high quality of care. This type of system rewards physicians and health care facilities through how they are paid for the quality of care they provide.The ACA reforms the way health care is delivered to the population by creating high-performing organizations of physicians and hospitals that use systems of care and information technology to prevent illness, change access to care, improve safety, and coordinate services (What is an Accountable Care, 2011) making them more accountable for the care they provide. Incentives are provided to physicians and healthcare organizations that have shown they can provide quality car e and improve patient satisfaction.Ethical ImplicationsHow can the government provide quality health care to so many without sacrificing the rights of a few? The ACA was enacted to help provide health care to more adults between the ages of 19-64 years of age that other than would not have access to or afford health care. According to Sorrell (2012), Americans want a health care system that will provide quality care, have freedom of choice, be affordable, and allow the costs to be shared among all. There is worry the ACO will lead to cost-shifting. Medicare and Medicaid pay much less for reimbursement for health care treatment. To re-coop their costs, hospitals and health care providers participate in the unethical practice of shifting these losses to patients with insurance by charging more for the same services. Insurance companies then shift these costs to members by increasing their premiums and out-of-pocket costs.With such an increase in the number of people eligible for M edicaid, providers will be receiving much less for the services they provide. Another concern is for the Americans that do not qualify for Medicaid. Income levels can qualify some for decrease in premiums for health insurance from private companies. However, there will be those that do not qualify in either category and do not have access to health insurance through their employer and cannot afford the high premiums of private insurance. The new health reform requires those that do not have some type of health insurance to have to pay penalties for not having insurance.ConclusionThe Affordable Care Act was developed to provide health care to an make upitional 32 million Americans with the goal of lessen health care costs. Even though there are millions that will straightway have access to health care, there will be millions that do not qualify for the programs and will remain uninsured. There is much concern and debate the ACA with hurt the economy, increase health care costs, an d add to the United States deficit. North Carolina, along with 21 other states, have chosen not to adopt the new law and either continue with current guidelines or choose to restructure their current health care policies. Concerns to a fault arise about causing a decrease in quality of health care provided. The development of ACOs through the ACA implies that quality of health care will be improved. However, there is question that ACOs will lead to cost-shifting to re-coop lost costs from the influx of Americans now eligible for Medicaid and Medicare.ReferencesCaroll, B. (2013). North Carolina Thumbs its Nose at Obamacare. Retrieved from http//watchdogwire.com/northcarolina/2013/02/12/north-carolina-thumbs-its-nose-at-obamacare/ Dorgan, B. (2009). Health Care Reform The Cost of Doing Nothing in North Carolina. Democratic Policy Committee. Retrieved from http//www.dpc.senate.gov/docs/states-fs-111-1-87/nc.pdf Hoban, R. (April, 2013). Cost of Care How Broken is NC Medicaid?. North Ca rolina Health News. Retrieved from http//www.northcarolinahealthnews.org/2013/04/15/how-broken-is-nc-medicaid/

Logical and Physical Network Design

Introduction This paper presents a brief overview of what goes into a attend to direct musical arrangement (SLA) take on. It also presents an spokesperson of unmatchable. Contents This publication contains the avocation topics Topic wherefore Have assist train Agreements? melt off Areas to hit the books weight-lift Comp championnts showcase Of A serve well take aim Agreement bosom See Page 2 3 6 8 -1- Why Have servicing Level Agreements? Rationale SLAs are critical towards formalizing expectations or so helpings with end users and guests. Without these, customer expectations impart assume that everything will be delivered and available at a 100% take aim all(a) the cadence.Very piffling can be done about poor wait on when in that location is no definition what good servicing is. Objectives should be set that outline items such as rejoinder clock, avail capability, turnaround and accuracy. Customers and IT should commit to a reciprocally acceptable me ans of verifying compliance with gain objectives and agree on actions that moldiness(prenominal) take place when exceptions come up. bring up Goals Key goals of downstairstaking adjudge supporter arrangements are as follows Allow for IT to understand customer good hirements. correspond customer expectations for directs of dish out to be delivered. Allow for clear intellectual of priorities when handling function problems. -2- Contract Areas to Consider Overview The pastime section presents a number of break areas to consider when building SLA Contract documents. Level of formalization table service levels whitethorn range from a formalized contract that is sign(a) off by phonation customer departments to informal known levels inbred to IT functions. IT should be aware which level of formalization is appropriate. Ability to Meet inspection and repair Targets IT should ensure that documented levels of service can indeed be met.Targets should entrust for a la titude contingency to cover occasional problems or slowdowns to occur without jeopardizing cans. Within ITIL, availability Management should review planned targets and turn in guidance as to what levels may be appropriate given current IT capabilities. Requirements for immature capabilities should be highlighted to management to checker whether to invest in them or not. train of Customer Expectations Targets should be communicated to customers in terms that make them clearly mum from their scene. This promotes a good level of understanding and cooperation when service problems do occur.Handling SLA Contract lurchs Processes should be in place to handle transposes in service requirements. Customers may wish to carry on better service levels, add new functions that require new levels of service or periodically renew current levels. These should be negotiated through a answer Level Manager and processed via flip Management. Number of SLA Contracts Less is better, more gr eatly increases management overhead to cut through and manage. It may be watch outd to take over a single contract for all departments versus quintuple service contracts for different departments. few other structure may be to ware a base conformity that covers everyone as a oversight with a limited set of overriding contracts for unique needs. proceed on next paginate -3- Contract Areas to Consider, continue Types of dish up Targets to Be acknowledge The types of service targets to be provided should be identify in the service level contract. Examples of types of service targets acknowledge items such as Response Times Availability Windows Equipment Service And Repair Times Technical Support Response and Level Report Or Other Media Delivery Security Access information store and Backup RequirementsDetermining Customer Services It will be requirement to delineate what critical customer workloads are. From this a specific service level can be derived. Workloads can be square offd as one or more customer functions that require service from IT. Examples of these strength include items such as Processing patient accounts in a hospital. entranceway orders from customers on a phone. Accessing E-Mail. Retrieving and creating memos. Each of the above apply an associated level of service that allows that function to be accomplished successfully.This level big businessman include availability of service to that function. (i. E-Mail will be available from 8AM to 9PM on week sidereal days). It magnate also include a level of response. (i. e Order doorway transactions on a terminal must provide a response time less than 5 seconds 85% of the time). Most organizations have found it helpful to implement an ITIL Service compose to better define what these service are. With this, the SLA contract would only need to reference those service expositions. The Catalog can also serve to centralize all of these definitions in one place. Multiple Tar gets For Services It may in demand(p) to provide or negotiate multiple service levels for a single customer service.An example of this might be negotiating a lower response time for peak hours of the day and a higher response time at other hours. Another example might be provision of high availability all the time but specific functions or files may be unavailable at certain times of the day. go on on next scalawag -4- Contract Areas to Consider, Continued cloture of Service Disputes It may be desired to put a process in place that fairly identifies resolutions to problems or misunderstandings in service expectations. This may be a committee of representative Customer and IT personnel without a direct interest in the problems under discussion.Operational Level Agreements and Underpinning Contracts In an environment where the service to be delivered is provided by multiple departments, organizations or outside vendors, service boundaries must be clearly defined. This identifies w here responsibilities fabrication and what kinds of services have to be delivered by apiece service speech communication entity. An example of this might include a client/server architected cover where end user response time service consists of both chief(prenominal)frame computer processing and server/front-end processing. If these two components are managed by ifferent organizations, then each organization should set up an operational level agreement.As an example of the above, mainframe response time targets will be under 5 seconds 85% of the time, server processing will be under 3 seconds 80% of the time. This would result in the actual service level to the customer of a response time less than 8 seconds 80% of the time. Service Targets essential Be Reportable either service level that is set must be able to be adequately reported on. It would be inconstant to establish a service level for which monitoring data cannot be collected.The operational efforts and costs invo lved with monitoring and reporting on each given service level should be taken into account when that level is set. -5- Contract Components Overview A Service Level Contract is a key component of a formalized service level agreement process. Key components of this document are stringd in this section. Contract Dates Starting and close dates that the contract is to be in force. If ending dates are specified, new service level agreements may have to be created for projects or departments that function beyond the end dates. Contract NumbersThese may be necessary if negotiating multiple contracts. They precisely identify specific contracts. Customer Identification Identifying information that describes the group of users who are included within the scope of the contract. Demand Periods It is helpful to identify periods of time in which types of use are likely to make the greatest service demands on processing resources. Some targets may differ depending on demand periods. For exampl e, an E-Mail service may have a lesser target for response time during the start of work when most employees retrieve their messages.There may be a higher target for slower periods later in the day. Project or Departmental Description A brief description of the department or project to be serviced. This may include its main purpose or business function and how processing supports the goals of that entity. Expected Service Requirements A description in clear concise terms of the service level targets to be delivered by IT to support the department(s) or project(s) covered by the service contract. These should be in business terms and from the customer perspective as much as possible. Continued on next paginate -6-Contract Components, Continued Service Assumptions If needed, this section can be included to describe any service assumptions used to support the service levels being delivered. Examples might include A set number of customer users not to be exceeded Specific IT capaciti es that might incur additional costs if exceeded Allowances for special times of the day, week, month or year Target Calculations Methodologies or calculations used to determine service expectations should be documented. The purpose is to clearly state how service levels may be calculated, measured and reported on.IT Charging Costs Any assumptions or pass judgment costs of delivering the service should also be documented. Determination of costs is help by the Capacity Planning and Financial Management processes. In some cases, it may be necessary to include a sample charging bill. Contract Maintenance This section should describe the conditions under which the contract should be changed. It should identify who is obligated for reporting on the quality of service delivered and how service disputes may be resolved. Contract ResponsibilitiesThis section should identify organizations or personnel responsible for support activities related to Contract Maintenance, Service Level Repor ting, Service Level Dispute Resolution and Renegotiation of Service Levels. Signature Block This section provides situation for Customer and IT sign-off to the terms in the contract. -7- Example Of A Service Level Agreement Contract Introduction The following pages present one example of a comprehensive Service Level Agreement contract. This example is belike much more formalized than necessary but illustrates some of the concepts discussed in this paper. Continued on next page 8- Example Of A Service Level Agreement Contract, Continued returns LEVEL AGREEMENTContract Date Agreement Number Division Location Project Peak Times press release Date This document with attachments specifies the agreement between the above named business building block and the Data Processing Center (DPC) for shared computing services. This agreement consists of the following sections segmentation I portion II Section III Section IV Section V Section VI Services To Be Provided Expected Service Requi rements Service Assumptions Costs Contract Maintenance DPC Responsibilities Section VI Section sevenerCustomer Responsibilities Service Change Control Procedure Section 7I Signatures -9- Continued on next page 10 Example Of A Service Level Agreement Contract, Continued plane section I SERVICES TO BE PROVIDED concern Unit Description, Business Unit Scope And Desired Services to be provided. May provide references to ITIL Service Catalog here. SECTION II EXPECTED SERVICE REQUIREMENTS Examples (May list for each service to be provided or reference ITIL Service Catalog) Response Time Requirements Availability Requirements Report/Media Delivery Requirements Data Retention and Back-Up RequirementsTechnical Support Requirements Job/Report Turnaround Requirements Security Requirements Continued on next page 11 Example Of A Service Level Agreement Contract, Continued SECTION III SERVICE ASSUMPTIONS The services and costs within this agreement are based on the assumptions below. Any a ssumption found invalid could have an effect on ability to meet service targets and/or costs charged for services. Changes to assumptions will be handled in accordance with the Service Change Control Procedure exposit in this agreement. The service assumptions included with this agreement are SECTION IV COSTSCOST FACTOR RULE AND CHARGES APPLIED &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212- Anticipated Costs Per Period &8212&8212&8212&8212&8212&8212&8212&8212&8212-Period 1 Period 2 Period 3 Period 4 Continued on next page 12 Example Of A Service Level Agreement Contract, Continued SECTION V CONTRACT nourishment Terms for Renegotiation Penalties/Rewards Service Level Reporting Responsibilities Service Problem Resolution Responsibilities Continued on next page 13 Example Of A Service Level Agreement Contract, Continued SECTION VI DPC RESPONSIBILITIES DPC will provide IT Service Management to control the services described in this agreement.DPC will appoint a Service Manager who will have responsibility for Coordinating DPC activities and responsibilities to address any service issues that may arise. Interfacing with the customer Service Contact for service issues and requests for service changes. With the customer Service Contact, distribute the Service Change Control Procedure described in this agreement. Delivering service reports to the customer Service Contact. Maintain service communications and reviewing any service improvement actions and progress with the customer Service Contact during execution of this agreement on a regular basis.Continued on next page 14 Example Of A Service Level Agreement Contract, Continued SECTION VI CUSTOMER RESPONSIBILITIES This section identifies the customer responsibilities associated with this agreement. DPCs performance is predicated upon the responsibilities identified below. Prior to the start of this agreement, customer will designate a person, called the Service Contact to whom all DPC communications will be addressed and who has the post to act for customer in all aspects of this agreement.The responsibilities of the Customer Contact include Serve as the interface between DPC and all customer departments act included in the scope of this contract. With the DPC Service Manager, administer the Service Change Control Procedure as described in Section VII of this agreement. Attend service status meetings. Obtain and provide information, data, decisions and approvals, within 3 working days of DPCs request unless DPC and the customer agree to an extended response time. Resolve deviations from service assumptions which may be caused by customer.Help resolve service issues and escalate issues within customers organization, as necessary. The following responsibilities by appropriate customer personnel involved in this project are as follows Continued on next page 15 Example Of A Service Level Agreement Contract, Continued SECTION VII SERVICE CHANGE CONTROL PROCEDURE The following provide s a detailed process to follow if a change to this agreement is required A Request For Change (RFC) will be the vehicle for communicating change.The RFC must describe the change, the rationale for the change and the effect the change will have on the services. The designated contact of the requesting party will review the proposed change and determine whether to submit the request to the other party. The receiving contact will review the proposed change and approve it for further investigation or reject it within third (3) working days. The investigation will determine the effect that the implementation of the RFC will have on service targets, service charges and service assumptions related to this agreement.

Case Study: Lean Implementation at Siemens’ Kalwa Plant Essay

1.0 EXECUTIVE SUMMARY & COMPANY contextBriefly, in this case we glimpse on Kalwa Planet- s appearh in India which modify itself from a traditional organization to fly the coop anxiety structure. The jump second invent snoop started on May 1st, 1955 in a sm solely(a)-scale roam on Mumbai with 10 employees and with very simple equipments. Their chief(prenominal) business is fastness damaged switch boards and an new(prenominal)(prenominal) fabrication jobs which most of their components were imported and sm both number of them produced inside workinghop. In 2009 Siemens connection in India unify its placerather than before this factory equipped with the most advanced machinery and testing facilities and 40 percent of the India Siemens worked in Kalwa factory, not just they miscellanea their role during these years from a simple assembly come in to the medium voltage switchboards (M1) producer ,medium voltage indoor and give awaydoor nothingness circuit breakers (MC) producer , gas insulated switcher (M2-GIS)producer in backup man of the main comp any(prenominal) , but alike they improved their position in the market , now the troupe has 5 factories in Mumbai , Nasik , Calcutta ,Aurangabad and Goa , 4000 employees and 11 gross revenue powerfulnesss, 300 dealers . Further more than their company is second Siemens factories outside of Germany by and by Brazil branch. Siemens improve its products in 4 sections 1-industry 2-energy 3-healthc atomic number 18 4-consumer products in India and all of the world and our case company counterbalanced low variety and juicy variety products which belong to power distribution segment, energy division. Siemens society in India competed with ABB, Areva, Schneider electrics on the other hand Kalwa products exported to Bangladesh, Sri Lanka, Nepal, Bhutan, Maldives, Oman, Qatar and etc.In 2009, 60 to 65 percent of The Switchboard Factory (WSWB) bea allocated to manufacturing panels (M1) and IVCBs (MC ) and remain distance remains for manufacturing OVCB (MC) and M2 products. This company had 400 push back-out (blue and white collar) and employees worked in 2 working shifts and one additional shift (if aimed). Manufacture cycle array planning and logisticInitially , SOE ( gross sales request engineering) was the commencement segment in M1 which had nearly duties the like design manufacturing , growth planning ,testing and quality package and collide with commercial , incoming inspection and stores. Local customers ordered to the regional sales team and market team foc utilize on export orders. all(prenominal) order that transferred to the SOE marked and entered to the factory. All the orders must(prenominal)iness passed 2 pegs 1- formula and engineering stage , 2-order planning and execution stage. After an order trustworthy by marketing section, indeed SEO prep bed an engineering drawing with cooperation with sales colleagues and customer (to ski binding cus tomer selects), these drawing prepaid in 2 stage A and B , in stage A they have all entropy except wiring diagram which completed in section B .after passing these two take aims they displace their drawing to the customer to approve and thence send it to the manufacturing. During these wreakes SEO consulted them to avoid any non criterion customer requirement if all the level passed correctly the documents were passed to the manufacturing de sort outment.Technical Order Processing department (TOP) received orders and recorded it in to the work planning database according to their periods then tryy committee tried to estimated the delivery date to the customer. Every order need two type of raw corporals (equipments) 1-electrical , 2- mechanical ,the top leave wrote the necessary equipments in a list that called (BOM) bill of materials list . The BOM sent by enterprise resource planning software (ERP) to the material planning department, mechanical equipments were existe d inside of the company and electrical postulate to order to the supplier. indeed procurement cycle started following(a) equipments release to the shop according to the requirement. The exits manufacturing corpse had many error, glom and inefficiencies in shop floor and logistic (they boney long time and valuable raw materials and roughlytimes the manufactured panels counterbalanced because of weak layout design) , on the other hand on 2006 customer pauperizations increase around 75 percent and managers need to enhance their manufacturing performance efficiency to reduce their personifys and respond sooner to the customer demand .in October 2006 Siemens AG sent a letter regarding the performance of flowerpott worry in Kalwa company and mentioned they eagerness to improve Kalwa factory like the other branches during the world . They expected this utensilation testament enhance companys capacity to triple during tail fin or six years. carry watchfulness follow upat ion measuring sticksThe break away instruction team vi graded Siemens site in Turkey which managed in bunk oversight methods then advisor added to the team fragments , one of the most cardinal duties for managers and team member is to finish off how much this death penalty is vital for the company to hold its market donation and all the personnel had a critical role to achieve this final stage , thus managers started the Lean management process with brain storming among all the company sections , they asked which points make waste during productionprocess ? They wanted to cut and wrap up any waste of time and raw material during production demarcation. However, changing the working methods which many person work with it for many years has around resentment among different roots.the inclining team refractory to divide their changes to 1-layout 2-support corpse 3-vendor management 4-cultural changes , which these changes caused to improve the Kalwa company effic iency. Lean team had confrontation with personnel of sections that had more errors after pass instruction execution, team members tried to find out enigmas and seek to solve the snub.2.0 headway 1Has Siemens Kalwa botany been potent in achieving campaign carry throughation? In our opinion, Siemens Kalwa Plant has been affectional in achieving lean implementation. The main alter factors for an effective lean implementation for Siemens Kalwa Plant are as follows 1. Top Management provide a very good support and clear direction a. excrete by Global Head, Mr Gewaldb. Siemens Kalwa Plant General Manager, Mr Khandekarc. Mr Khandekar, demonstrating walk the lambaste by showing his commitment by closely twisting in the implementation activeness to hold back the proletarians understood the objectives2. Proper planning in run intoing the as is process and to be process d. 6 months of invasion assessment and feasibility study on Vacuum Circuit ledgeman (VCB) existing produ ct limit processes3. Lean objectives and target was snuff itd clearly to the upstanding team in Kalwa embed e. Introduction of Gewald to the shop floor workers and office employees to clearly communicate the initiatory and the lean implementation objectives f. Clearly communicate that lean implementation to be introduced to nevertheless manufacture of panels and VCB. g. Provide clear reason on why the two (manufacture of panels and VCB) waschosen4. Formation of execution of instrument team to operationalize and monitor h. Siemens Kalwa Plant General Manager, Mr Khandekar as the interrogation for both the panels and VCB implementation team i. Supported by Mr Vedak for VCBj. Working group from cross give wayal team managers and executives5. Site visit to learn from a real life lean implementation k. 2-3 team members and Mr Vedak visited lean plant Maruti l. Kandekar and Vedak visited Siemens Switchboard in Turkey6. Appointment of consultant to cooperate on the lean implement ation m. The consultant provide tangible potentiality benefitsi. Increased productivity of restrictionsii. Reduction in Inventory Leveliii. remedy space utilizationn. Knowledge sharing and best practice base on real life lean implementation from other industries7. musical arrangement are highly committed and motivated in implementing lean o. company leaders support the workers maintaining the pace of the situation p. Khandekar and his management team get out at unravel the dashboard meeting to resolve issues q. By the bodily engages of 7.a and 7.b, the employee realizes the importance of the initiative and start to commit themselves in making it a success r. With fit procreation, the employee feels engage and motivated to check into the initiatives is a success The 7 contributing factors above enable Siemens Kalwa plant to effectively implement the changes needful below 1. Layout changesa. Assembly line introducedb. Work station found on orderc. Fixed takt time2. S upport System changesd. Introducing Dashboard for issue escalatione. A fix time to discuss the escalated issue. The and mandatory for the f. Training to watch the employee has the right skill-sets 3. seller Managementg. Able to adopted Just In Time (JIT) supplies delivery h. Able to embrace Pull Philosophy4. pagan changesi. Team belongingnessj. Uniform dress-codeAfter 12 months of implementing lean, Siemens Kalwa Plant achieved its 3 main objectives for implementing Lean processes bases on the followings business outcome 1. Panel throughput time on the shop floor had reduced by approximately by 30 per cent 2. First Pass Yield (FPY) had increase by approximately by 40 per cent 3. Worker productivity had increased approximately by 30 per cent Siemens Kalwa plant should get ahead refine and improve the improved processes/functions or to include other processes/functions which not part of the original scope to be part of the lean implementation. Siemens Kalwa plant should look into implementing lean to the remaining processes/functions as shown below 1. Design department processes/functions2. Engineering department processes/functions3. Vendor and supplier manufacturing processes/functionsThe approach above combine with the adherence to lean principles and lean steps should ensure lean implementation is sustainable.3.0QUESTION 2How was the organizations change process managed? very this company had different sections which needed to change during lean management possibleness for example shop floor , design and engineering departments, vendor and suppliers all of these sections work in traditional methods .on the other these company use two different kinds of resources 1- mechanical , 2-electical which mechanical components exist in the company warehouse. alone electrical components needs to order and buy from suppliers, this company manufacture in mass customization method. As a matter of fact changes had started with cooperation among Mr.Kulkarni with corporal strategy department to find out feasible switchboard part for implementation lean management in process , on the other hand management replacement occurred Mr. Kulkarni was promoted to director of Medium voltage function and Mr. Khandekar raised to general manager for WSWB factory . Following, Mr. Gewald worldwide person in charge of lean project in the Siemens Switch Boards arrived at the Kalwa factory , and manager introduced him to the shop floor workers and office employees and they decided to implement lean management in the VCB company too .In the prototypal step Vedak and some members of the team had a trip to the lean plant of Maruti and they could understood benefits of lean management at the same time some American consultants arrived to the Kalwa factory to cooperate with them in lean management process implementation. Initially consultants had a meeting with manager and explained for him benefits of lean management like increase productivity, reduction in schedule levels and improve space utilization. In 2008 khandekar and Vedak visited Siemens site in Turkey and surprised of implement lean management results in company efficiency. Managers needed to restructure layout and process to implement lean management .obviously errors, inefficiencies and wastes were not clear before implementation, during this process managers asked each department idea to achieve expeditious ways and reduce next pertain between personnel. Kalwa Company needs this process because total demands enhance for their panels. Company must changed exist traditional layout in operating sections that needed unity among workers and supervisors.They decided to cultivate workers with rewards if they leave alone catch the enough production monthly. They decided to prepare six work stations along their five assembly lines and they made this process flexible to use leader worker team to help the other assembly line (if necessary). As a Mather of fact, its necessary to c hange support establishment for new layout, managers used a board at the beginning of both assembly line which describe who are person in charges? Production features and their standard? And necessary raw materials this board called dashboard and help to the company to find out the faulting or weakness points during the process. Seriously, suppliers were one of the most vital part for their JIT and lean management. Lean companies need the correct part in a correct time because they do not have pedigree any more. In the beginning  on that point were many inconsistency between companys operational section and suppliers which cause to direct meeting between lean team members with them and team members describe that it is possible this methods make supererogatory cost for you but in long time this method will improve company production quantity and improve your selling. Mr. khandekar decided to self-possessed every line member (engineers , workers , etc ) as a team to improv e their organization culture , for feeling team belonging he decided to take 30 min for their pray and sport activity day-by-day.3.0 QUESTION 3What resistance did Khandekar face in implementing the change and why?Lean is consider one of the most important success factor in an organization strategy as one of its main focus is to disparage impediments to the production line in order to ensure smooth process advert by eliminating waste. As noted in the article, time waste was evident throughout the department in the value chain and this requires major(ip) changes to the process point. Since this would request adjustment to the process flow and directly impact the way employees had been performing their task for years, it has created resentment from various groups of employees. Eventually, most of the departments involved are becoming defensive of their own approach and the way they do their work.At the beginning of every line there were dashboards installed throughout the shop fl oor, SOE and right to the dispatch section. The shop engineers and workers will post all issues that occurred on the line including the names of the pack involved. The errors uncovered from various departments thru lean remains which are overlooked previously has create strong resentment among the workers peculiarly for those who werent at ease in admitting their mistakes. This has leads to workers blaming each other which finish out with heated arguments among the departments. Furthermore, the structure change within the team, high human race intervention in team activities and lack of synchronization between departments has contributed to high come of errors. One of the main reasons that contributed to this resistance isbecause the workers view the lean remains as just another initiative from the management.Furthermore, the workers bonuses were solely dependent on the lines productivity. In the event where throughput of the line is hampered due to issues, workers productiv ity as well as their salary will be touch on as they need to wait until the issue is resolve and might need to extend their working mins. on that pointfore, the disruption was unacceptable and was compounded by the labour union.Vendor management is considered one of the toughest issues and it posed major challenges for Kalwa plant. All this while, vendors were so used to supplementing in batches the take materials and goods for a large numbers of orders by a certain date. Thus majority of the vendors could maximize the cost advantages due to supplying materials in bulk. However, with lean implementation, the material is only requisite once the individual panel came on the production line since there is no longer needs for materials to be delivered by batch or by customers order. The change had a vast impact to suppliers where vendors were required to be constantly reminded of the new arrangement and to deliver the goods the following day which barricade their profits since th ey could no longer exploit the economies of scale.Additionally, the new set up has as well leave an impact to the material planning group as they need to arrange order for individual panels constantly instead of fiat in bulk and require to be in constant rival with the suppliers to ensure the material is delivered on time.5.0QUESTION 4How did Khandekar handle the resistant to change?The company faces some(prenominal) challenges despite the benefits of successful implementation were attractive. The challenges among others include restructuring the organization, acquire the staff to accept the lean implementation and handling the resistance from intrinsic and external stakeholders. One of the way Khandekar handle the resistance to change is byorganizing meeting to explain to the employees the importance of adopting lean to cater the growing demand for panels. This lean was use at the shop floor which in like manner requires the support department to adopt the lean implementati on which includes layout changes, changes in the support dust, changes in vendor management and cultural challenges. As for the layout change, the group leader plays a role to support the workers in maintaining the pace of the line. The workers will press an and on informal which would then light up another add on lamp in the manufacturing departments office in the event there is an issue with regards to the material or drawings. The TOP material planning or the equipment group would meet the worker to discuss the issue and subsequently the light would be switch off upon the issue is settled. Khandekar also attend meeting with a a couple of(prenominal) other head of departments to discuss on the issues involve as well as those individual staff names which is listed on the dashboard.The meeting which is conducted every afternoon 2 pm for an half an hour provides the basis for managers to identify number of panels manufactured for the day, how the line is progressing and identify t he issues that hampered the lines progress. During the meeting, the issues are gradually addressed the individual staffs involved were required to solve the issue by performing 6hkooa root cause analysis. Khandekar also face challenges to implement the lean as the vendors face problem to supply materials as and when required when the respective panel come on line as previously the materials were supplied in batches as per the agreed timeline. Hence, to overcome this issue, the lean team visits the vendors and presents the benefit of lean program. For miserable term, it was decided that vendors will manufacture the material in bulk but delivery of the materials as required by the line. Khandekar also introduce joint prayer and manage academic session at each assembly line at the beginning of every shift. This creation was also introduced to the personnel in office. All the members involved in the lean project were given a T-shirt with lean logo which represents the team effort w hich was later introduced to the workers besides to the office staff and management. Khandekar also introduce key performance indicators and the workers performance bonuses are determine based on the agreed panel produced, i.e. six panels per day per line. The abovementioned solutions were identified and implemented by Khandekar to handle the resistance to change tosuccessfully implement the lean at Siemens Kalwa Plant.6.0QUESTION 5How was the lean implementation institutionalized in the new set-up? When Siemens AG (headquarters) decided to implement lean manufacturing in the Kalwa factory, few initial steps were taken to ensure a seemly fundament in foothold of association and understanding of lean manufacturing is first build in the Kalwa factory. Mr.Gewald, global head for spearheading lean project was brought in to the Kalwa factory to educate the top management level on what lean manufacturing is all about and how it can improve and benefit the factory. One of first few ac tions that Mr.Gewald took was to form a lean implementation team with Mr. Khandekar as the project leader and Mr.Vedak as the lean manager. Mr.Gewald with the help of consultants from United States held few meetings with the management to explain the potential benefits of the implementation. Through brainstorming and awareness sessions, the consultant team also gave presentation on the successful lean implementation in other companies especially at Toyota. isolated from that, Mr. Khandekar and Mr.Vedak also had a series of factory visits to companies which have completed the implementation of lean manufacturing. The main purpose of all this meetings, presentation and visits were to create the managements arrogance and prove how the implementation will be beneficial. Creating the belief and confidence of the management is essential in ensuring the success of the implementation. at a time the lean team has been organise and the essence of lean manufacturing has been incorporated in them, the team starts the implementation process. put down 1 show the implementation process.Observations & Analysis of Current process flow Identify Waste Area Identify Changes and Implementation supervise Performancessamara Activities* Process Mapping to understand how the current process works* Current process flow chart is derived from the process mapping activity.Key Activities* From the derived process flow chart, waste or non value added works are identified.* Through brain storming, the ways and means to make this process efficient are discussed. Key Activities* From the analysis, changes are identified and the implementation process begins. The changes will cover- a) Layout changesb) Changes in support systemc) Changers in vendor managementd) Cultural changes.Key Activities* The monitoring KPIs were defined.* A monitoring team was formed to document, analyses and report on these KPIs.Figure 1 Implementation process of lean manufacturing.As mentioned in question one, l ean manufacturing by principle is the emptying of waste or non-value added works. As such, Mr.Khandekar and the lean team realized that they need to restructure both the layout and the process itself to eliminate non-value added works. Rather than blindly doing the implementation process, the team first did process mapping for the existing process to understand how it works. In the process mapping stage, the lean team held discussion with the finished department in the value chain regarding their process flow. The outcome of this activity was process flow chart. Next, the lean team conk outd the process flow chart to identify all non-value added in the flow. A brainstorming session was through with all the related personal to decide the changes that need to be made to make the process more efficient. At this stage the lean team also held meetings with all the employees to explain what lean manufacturing is all about and why it is important for them to adopt lean in their work place. This was an important action by the lean team as there were signs of resentment and mental rejection among the employees. From the first two stages of the implementation process, changes that are required to eliminate waste were identified. The changes are as below-Layout ChangesThe lean team realized that physical structure of the layout needed to be changed, as there were wastage in terms of workers movement and the flow of the product or material. For the layout changes, the assembly line invention was adopted. Assembly lines with workstations were formed. The time per workstation was fixed and their work content was adjusted. An efficient flow of the products and worker movement were also considered in the new layout. Apart from that a communication system between worker level and the executive level was also created to improve response time. Changes in support systemApart from layout changes, lean team also made changes in support system for the production line. The m ain idea here is to introduce ownership concept to the production line whereby the owner has to be answerable to all problem that arise under his ownership. Dashboards were introduced at the beginning of each assembly line. each issues in the production line will be highlight in the board with name of the related personal. Meetings will be held on cursory bases to oversee all the issues. The dashboard also will display daily out of each assembly line to show progress in each line. Apart from that skill assessment of the employees and top management were also done continuously to identify skill gaps and appropriate training are arranged. Change in Vendor Management.Implementing lean manufacturing in the Kalwa factory alone would not be sufficient to eliminate waste. With vendors continuously supplying material or part in bulk orders, wastage of storage or inventory space occurs in the factory. With the availability of extra material or parts, manufacturing mistake will go unnoticed . As such, vendor management was also needed to be changed. The main idea here is to have the right quantity of parts available at the right time with the right quality. Vendor will have to supply each order quantity then rather that supplying in batch. Because of some difficult faced with the vendors, succinct term and long term plans were made. Long term plans are to implement lean principle at the vendors end. As for short term plans are the implementation of pull philosophy of the lean system whereby vendors will manufacture material in bulk but deliver it to factory as needed by the line. This is to reduce storage and inventory space in the factory. Occurs of manufacturing mistake or defects will come to the knowledge of the line managers or supervisors.Cultural ChangesActivities such as joint prayers and exercise session were introduced to instil a sense of team belongingness among employees. Apart for that unvaried dress code are also introduced for the lean implementa tion member to send the message of team effort to all workers and management staff.Once all the changes have been implemented according to the plan, the next important step that was taken is to monitor the effectiveness of the changes. With the help of Mr.Gewald, the monitoring KPIs were defined to analyze the effectiveness of lean system on the overall performance of the factory. A monitoring team was formed to continuously document, analyze and report on these KPIs to the Siemens AG (headquarters) on monthly bases. To summary, we can say several key actions have been taken to institutionalize the lean implementation in the new set-up of the Kalwa Factory. i) Before implementation process was started, a proper foundation was built in the company by educating the top management on the lean principles. ii) A sound implementation plan was made by the lean team by first, analyzing the existing process to identify inefficiencies. and so determine ways and means to improve them. iii) Th e lean team proceed to educate all employees from staff level to worker level to ensure all of them understood the lean principles. iv) Proper monitoring was done to know the effectiveness of all the changes made. v) Mr.Khandekar and his team also continuously come up with creative solutions for problem such as resentment and worker issues.What more does Khandekar need to do so that the changes are not cabbaged? There are several actions that Mr.Khandekar can take to make sure that the changes are not reversed.i) regular training on lean principles.People tend to fear things they dont understand and in the case of Kalwa plant, it is proved to be true. When lean implementation was first announced to all Kalwas employees, there were signs of resentment and scepticism among the employees. This happened because employees didnt understand what is lean, why the management wanted to implemented it and what benefit do they and the company get. Proper training must be provided to all the employees to ensure their understanding of lean principles. The implemented changes can only last if the employees willing to work according to the changes and this can only be achieved through understanding. The lean principles must also be integrated in to the companys training programs for new employees. uninterrupted assessment must also be done to measure the level of understanding of the employees especially workers as it is always difficult to reach them because of their teaching background. An establishment of lean culture among all the employees in the company is important to ensure the sustainability of all the implemented changes.ii) Proper documentation.Proper documentation must be made regarding all the implemented changes. This is important because there is a possibility that a future improvement can unintentionally reverse the change made now. Believe me this tends to happen more often than not in the manufacturing line. As such proper documentation can function as reference to future employees especially engineers when they are making some improvement. Changes made in the method of working must also be documented as work standard as it can function as training tool for workers.iii) Regular Auditing.Regular auditing is important to ensure that all the changes in terms of process flow and work standard are followed accordingly. Regular audit must also be done to all related supplier and vendors to ensure their compliancewith the lean principles.iv) Continuous Monitoring & Improvement.Lean manufacturing is designed in such a way that it will not leave any room for problems and mistakes to hatch if it is implemented correctly. As such implementation of lean manufacturing will force all wastage, problem and mistakes to surface. The monitoring team must be mete out to continuously monitor for such case and appropriate action must be taken to solve or improve. Continuous sustainability can only be achieved if improvements are carried out conti nuously by capable people truly understand the way of lean.

Negotiation Analysis

May 2, 2010 UPS/truck drivers dialogue in 1997 Introduction In 1997 united parcel service and the Teamsters were on table a ready later on 1993s snub dialog. It was common since 1980s that alliance sent signals to way roughly large concessions before e truly negotiation. compass north make it shed light on before the 1997 negotiations started that These negotiations are approximately moreover one thing and that is devising values that im spark give our members the security, opportunities, safety, and standard of living that they deserve (Witt, Wilson, 1999). In 1996 UPS report $22. 4 one million million of sales. 0 percent of the intellect package obstetrical deli rattling(prenominal) business was under(a) control of united parcel service. UPS had 185,000 Teamsters employees. Majority of these employees were bugger off periodrs and separate overflo coaxg convictionrs. While reported beingness a gainful company UPS precaution said that to stay arrive ata ble and beat its competitors they deal to negotiate the contract wisely and its employees need to cooperate with them. The emphasis on external business and expedited air shipments was driving the growth of the company. The air array of UPS operates virtually separately than the ground operations.This is where people worked odd mos and had to meet starchy operational deadlines. The ground portion withal consisted of majority of the pause age workers (Budd, 1997). The Teamsters was part of the AFL-CIO. AFL-CIO was a federation consisted of 78 different national and international heart and souls. Overall it had most than 13 million members. Teamster was a bigger in it as advantageously. It was presenting 1. 4 million members including about 400,000 grant commotions any(prenominal)(prenominal)(prenominal) in unify States and Canada. total leadership told its members to be withdrawensive in the negotiation to stay in power.Teamster had some(prenominal) part horologe s in their rank and these part beatrs made 57% of the go aroundow UPS employees. These part timers had big adventure in this negotiation and were looking forward to get heard in the negotiation. The subcontracting was a big issue for these part timers which as well as made a big part of the total Teamster labor social status (Bacon, 1997) &038 (Witt, Wilson, 1999). depth psychology At the time of 1997-contract negotiation, democrats were in power. Mr. Clinton was on the president seat. As democrats are seen historically in favor of the trades unions, teamster could expect government promote for sure.The 1997 economy was doing spectacular. It had the great combination of blotto growth in domesticated product, individual income and very low inflation rate. There was as well very low unemployment rate at this time. Economy was exaggerateing in course 1997 since 1991 (USDA, 1997). altogether this was favoring teamster, which was all ready for the negotiation with UPS. Sol id economy meant that UPS was doing great in the business. UPS reported a great sale in year 1996, which was, bet improver in 1997. heed had no reasons to lay back on employee demands. They were in a wide-cut position to be to a greater extent bighearted and giving to their employees if they treasured.Low unemployment rates besides put UPS in a difficult position. If Teamster cherished to go on look at UPS could befuddle hard time filling all the vacancies. The situation was in great favor of the union side if they cherished to pommel (Lecture nones). Initial demands twain sides came with their own objects and claimed their broadcasts to be beneficial to the employees. Both UPS and teamsters saw advantage of autocratic the pension funds. Management cherished withdrawal of its contribution to the pension funds. By pulling out of this figure company could be better off financially.It could cost UPS around $700 million in withdraw liability charges. To get out of 31 multiemployer figures. Instead UPS was impulsive to contribute $1 billion a year to a single-employer platform. UPS wanted the blanket(a) control of the pension funds. UPS offered to nominate a single improvement pension plan to two in effect(p) and part time employees. An different offer that focal point made on the table was to create a new company administered wellness care program. The union administered the current plan and circumspection wanted full control of the program and promised to provide same existing arrive ats (Bradford, 1997).Union subject with demands that it claimed to be essential for its members. These demand included fair affiances and respectable pensions plan. At the time full time UPS employees fixed $19. 50 per hour and also 410 to $11 per hour in fringes. According to the union management their members deserved to be able to live a aright life. contiguous union concern was about its part time employees. As more than half of the employee working at UPS was part timers, their voice was also strong in the negotiation demands. Union demanded to make these part timers full timers and provide them same rent rate and full timers.Job security was also an issue that union wanted to be addressed in the negotiation (Bradford, 1997). UPS believed in subcontracted to make company more profitable and union was well sure of this situation. In the previous negotiations UPS had won subcontracting provisions and management wanted to take for this benefit in their plate in this negotiation as well. But, union did not analogous the way things went in the last negotiation, and this time they wanted to make sure that they do not let management take advantage of subcontracting.Union was very strong on the persuasion that its members deserved the job security which is only possible by get rid of the subcontracting. Job safety and health improvements were also great concerns to the union in this negotiation. Union believed that UPS employee get injured more often safety was a big concern. Union believed that present safety programs were not enough. An improvement was definitely needed in this area as well (Schulz, 1997). UPS strategies To restore for the 1997 negotiation, Teamster started analyzing management previous and up to date negotiation tactics.Management strategies included shift of more workload to lower wage part timers and also expand subcontracting. Even though company was making profit at the moment, company wanted to save money to increase its total profit (Witt, Wilson, 1999). Management proposed little wage increase than in the erstwhile(prenominal) negotiations. Starting with lower wage increase could benefit the company in counterbalancing any workers proposal during the negotiations. Division among part timers and full timers could also benefit management as twain sides would have different priorities and will benefit management on the negotiations table (Witt, Wilson, 1999).In 1994, whe n UPS raise the package w octad, umpteen reformers wanted to walk out but many old-guard local leaders urged them not to work out. Management believed that same will happen if the members wanted to start in this negotiation. Management was under impression that if the top union leadership will want to have a give away the old-guard locals will not support it (Witt, Wilson, 1999) &038 (Bradford, 1997). Union strategies Union was well aware of the fact that membership unity was the refer for the success of the negotiation.To name membership unity union wanted to make sure they everyone is on the same page. Union started a yearlong campaign to well prepare for the negotiation table. out front the contract was expired, union took a subject of all its members. The survey wanted everyone of rank his or her priorities of the demands. The very key thing in this survey was that members were also asked about the activities member were willing to participate to help win this negotiati on (Witt, Wilson, 1999). At the end of the surveys completion union had a good idea of what its membership wanted and how the things shall be proceed.This step helped union gain its members confidence and its members also felt being part of the process. The surveys helped Teamster to clack to their members and encourage them to get multiform into contract campaign. Teamsters briny mission was to find a common ground for all its membership (TDU, 2007). Union leaders attempt emphasizing on the common interests of both part timers and full timers. Union tried convincing its members that no payoff whether they are full timers or part timers, the issues they will be struggle for on the negotiation table will be beneficial to both sides.A better pension plan will benefit full timers as well the part timers as better pension plan will encourage full timers to retire proterozoic. Finding this common ground was crucial for the union, so that it can make managements system of division among full timers and part timers would fail (Witt, Wilson, 1999) &038 (TDU, 2007). To make its campaign no-hit teamster focused on building a stronger network among its members. Union tried making as many members possible to get involved in the campaign. Teamsters built a member-to-member network to spread the word about the campaign and to get as many UPS Teamsters involved as possible. talks Table By spoting exactly what its members wanted, teamster started negotiation by being very aggressive about its demands. On the start of the bargaining, UPS opened by asking for huge concessions. It was nothing new for the Union. It was a very commonly used tactic by the management to stat with low crack so teamsters lower their expectations. Management wanted to make sure that it does not end up giving up too much and by making initial offers very low it can change Teamsters minds to fight for big concessions (TDU, 2007). There were two big issues where both sides fell apart.First issu e was the pension plan. As we mentioned ahead both sides was benefits in controlling the pension funds. UPS offered one plan on the negotiation table. under(a) which the future retirees will get monthly benefits equal to $ blow apiece month for each of the years they have worked for the company. Under this plan a full time employee who would retire after working for 35 years for the company would earn $35,000 each month as their pension. Under this plan part time employees were also eligible for the pension plan. The plan offered part timers half of what was offered the full timers.The previous plan was a multiemployer plan that UPS wanted to get rid of. According to management this new plan would pay employee more than what is being offered under the multiemployer plan. Teamster on the other hand was not willing to change the pension plan. It wanted to keep the multiemployer plan but wanted to improve the multiemployer plan and raise the benefits offered under the plan (Bradford , 1997). Under multiemployer plan UPS was paying for other retirees of Teamster who never worked for UPS. Under multiemployer plan, UPS was subsidizing other companies benefits. UPS did not want to do that any longer.As their mission was to increase company profit and stay in the competition, the best alternative for them was to get out of multiemployer plan and take control of the pension funds. In a statement UPS said that it wanted its money to go to only its employees. Another point UPS made was that company will earn a greater investment return on contributions made to a pension plan controlled by company compare to the multiemployer plans (Bradford, 1997)&038 15 &038 (Krause, 1997). present moment big issue that made both sides apart was about part time workers. UPS wanted to keep part timers to stay flexible.Part time workers have been part of the company since expedited service has started. Company made an assembly line that not only part timers let company work be flexibl e but also short length shifts are little(prenominal) tiring than the full-length shifts. Arguments were being made that it is hard for a somebody to unload or load a trailer for continuously eight hours. When part timers were very beneficial for the company, Teamster was very well aware of that fact that part timers get paid less and receive less benefits compare to the full timers. UPS wanted to continue its expansion of its part timer work force.Teamsters knew that they had to stop this expansion for its members well being (Krause, 1997) &038 (Bradford, 1997). Union surveyed many part timers before negotiation started and they found that these part timers did not whole tone like being important in the company. Many of them were looking for other jobs, as their part time jobs at UPS were not paying enough. Teamsters argued that incarnate managers are holding on to the workers wages as corporate profits are increasing and executive salaries are also increasing with it. All this is affecting part timer who are go about insecure jobs and a low pay (Grant, 1997).A final offer on July 30th by UPS did not include what teamster was willing to settle for. UPS offered to start providing 200 new full time jobs per year expansion of subcontracting for the feeder work and it did not include a fit wage increase for the workers. UPS also stood still on its decision of winning full control of the pension funds. On August teamsters decide to go on strike, the strike which changed the history of labor force forever. Teamster resuscitate From the very beginning, the unions contract campaign was designed to build a broad public support.This support could help teamsters win a good contract or win in a strike if needed. The campaign held a message that Teamsters fight is not only about fighting for wages per hour but about the future of good jobs. Teamsters spread its word not only inside the US but also many European countries where UPS was planning to expand its busines s to (Witt, Wilson, 1999). Union kept its position strong on the issues of hideaway funds and workers health insurance. UPS in its previous negotiations also offered the same pension plan but this time teamsters were not willing to play this game.UPS use to take this offer off the table at the very last minute in return to get union accept other concessions. In the end management asked union for the cite of the agreement but union denied. On August 1997, teamsters went on strike (Witt, Wilson, 1999). Success of Teamsters strike had many reasons behind it. Around the time of the strike UPS owned about 80% of the ground delivery business. Clearly a strike would affect companys stability and put some scotch pressure. UPS was not conglomerate with any company, which could help it get by means of the strike. UPS workers use to go to each city so it became known very quickly.Another specific incident that helped this strike was that it happened in August when congress was not in sess ion. During this period it was easy for the Teamsters to get all the media vigilance they needed (Cabell, 1997). UPS strike also got great support from the international unions of UPS in other countries. This involvement raised the public awareness not only in Unites Stated but also all around the world. When employees in U. S. went on strike employees in many other courtiers participated in activities like sick-out or temporary disrupted package deliveries (Budd, 2008 pg 450).At the end of 16-day strike union had a solid victory. Where originally company offered only honey oil full time jobs for the part timers ended up creating 10,000 full time jobs. UPS also agreed on keeping the existing multiemployer pension plan. It was a big victory for Teamsters. Besides winning on the two biggest issues Teamsters also won on others concerning issues. There was $3. 10 an hour wage increase over the course of 5 years contract period for the full timers. UPS originally offered only $1. 50 an hour increase. Part timers also got wage increase more than what company originally has offered.They got $4. 10 per hour wage increase where company originally has offered only $2 an hour. There were also limits on subcontracting on the final contract (Cabell, 1997) &038 (Schulz, 1997). Summation As we mentioned earlier political, economic environments were in favor of the union. Both sides referred to the previous negotiations and based on that built their tactics for 1997 negotiation. It was a distributive bargaining where both sides wanted to gain as much possible. One could say that union was being selfish on many aspects where it wanted more and more for its members.As it is a case in any distributive bargaining, both sides wanted more in their favor. There was no effort for mutual fellow feeling and finding a common ground. Beside one or two issues well-nigh every other issue could be resolved with little decent effort made by both sides. Both sides had strategies and both s ides tried knowing what was going to be on the negotiation table. Based on our above analysis we can say that union was more productive in knowing management strategies and planning ahead for any of the managements tricks. Union strength was not clear to UPS until it showed it power by pulling out a successful strike.Strike cost UPS millions in lost sales during the strike. Everybody seemed to be having won but UPS. More losses were alarming UPS as many shippers threatened to permanently shift to non-union competitors. Questions resurrect like what went wrong in this negotiation which leads to strike and whether teamsters were being fair selfish in what they wanted. UPS employees were enjoying relative job security at the time. Also, the carriage rate at UPS was low compare to the industry-wide rate. In many spare jobs task managers like first-line managers were being paid the highest wages in the industry.The executives at UPS were not getting paid outrageously (USDA, 1997). Management might not have thought union will be that aggressive as it came out to be. There was a wall, which stopped each side from judgement one another. A good alliance of 82 years was embarrassed with this strike. UPS and Teamsters needed to understand each others priorities and strengths. Trying regularity of interrogative bargaining could help both sides reach to an agreement without strikes and economic losses. In order to accomplish this, both sides must realistically sell as much information as they can to understand each others interest.A key for the Teamsters strike was its successful attempt to mobilize high ranks. Involvement of the key individuals in favor for the strike was very important part of the successful strike. Next key for the Teamster success was to be able to know the issue that resonates with the general public. It was very important for UPS to know what Teamsters strength was. Underestimating labor power was a key mistake that the management seemed to have made. Only an open and honest relationship among the management and Teamsters can help avoid strikes in future. References 1. Witt, Wilson, Matt, Rand. The Teamsters UPS Strike of 1997 structure a New Labor Movement. Labor Studies Journal. 24. 1 (1999) 58-72. Web. 22 Apr 2010. http//www. accessmylibrary. com/article-1G1-54517324/teamsters-ups-strike-1997 .html (Pro-union) 2. TDU, 1997 ups contract year-long contract campaign key to win, Teamsters for a Democratic Union. 03-06-2007, Web. 29 Apr 2010. http//www. tdu. org/node/5252 (Pro-union) 3. Cabell, Brian. (1997, August 20). Its official teamsters end ups strike. Retrieved from http//www. cnn. com/US/9708/20/ups. update. early/ (Neutral) 4. Bacon, David. (1997, August 24).The Ups strike unions win when they take the offensive. Retrieved from http//dbacon. igc. org/Strikes/07ups. htm (Pro-union) 5. Michael Bradford. (1997,August). UPS, Teamsters boxing on benefits. line of credit Insurance,31(32),1,25. Retrieved April 2 9, 2010, Business Insurance v31 p1, august 11, 1997. (Neutral) 6. JOHN D. SCHULZ. (1997, August), Digging In. transaction world. V251 p10-13 august 1897. http//vnweb. hwwilsonweb. com. ezproxy. lib. uwm. edu/hww/results/results_single_fulltext. jhtmlhwwilsonid=KSIR1EBXDQ24PQA3DILSFGOADUNGIIV0 (Neutral) 7. Kristin S. Krause. Part-Time and Pensions. Traffic World v251 p11-12 August 11 97. (Neutral) 8. legerdemain D. Schulz. Keeping the dream Live, Traffic World v249 p33 March 17, 1997. (Neutral) 9. John F. Budd. What the Teamsters Knew. Budd Jr. , John F, Initials. (1997, Nov-Dec). What the Teamsters knew. Across the Board, 34(10). (Neutral) 10. GRANT, L. (1997). How UPS Blew It. Fortune, 136(6), 29. Retrieved from Master FILE Premier Database. (Pro-management) 11. atomic number 1 R Hoke. (1997,September). The UPS strikes winners and losers. Direct Marketing,60(5),80. Retrieved April 29, 2010, from ABI/INFORM Global. (Document ID15113521). (Neutral) 12. John J. Schulz. August,199 7), Many Winners, One overlarge Loser. Traffic World v251 p11-12+ August 25 97. (Pro-union) 13. USDA. The 1997 Economy An Overview. (1997), Economic question service. Web http//www. ers. usda. gov/publications/aer780/aer780b. pdf (Neutral) 14. Robert J. Grossman. Trying to heal the wounds human resources management at United Parcel Service of America Inc after a labor strike. HR Magazine. Apr, 2010. http//findarticles. com/p/articles/mi_m3495/is_n10_v43/ai_21136884/ (Pro-management) 15. Budd, John W. Labor Relations Striking a Balance, second Edition, McGraw-Hill Irwin Publishing Chicago, 2008. (Neutral)

Issues of Foreign Workers Policy in Malaysia Manufacturing Industry

Introduction On March 7, 2011 The Star, we agnize that our Malaysia government had decided to recruit more than overseas role players from India which around 45,000 people from India. This is to meet the deal by around 13 sectors which currently in shortage of workforce. So, this resulted in many people and The Malayan covers heart Congress (MTUC) had strongly unconnected the decisions made by government. The Malayan Trade Union Congress (MTUC) is said as the most spokesperson workers organization in Malaysia.Three main objectives emphasized by MTUC first is to get along the engross of its affiliate couplers in order to emend the workers economic and hearty conditions. Second is to ensure the policies be developed and action been interpreted towards father sure that full employment and setting a minimum wage, a legal maximum working period per week which is 44 hours and served as a training centres for workers. Thirdly, build a Social Security measures that subm it retirements benefits, as well as protection against sickness, unemployment, injury, and old age.Overall, MTUC was served to protecting the workers interest or fight for them. harmonize to Nagiah Ramasamy (2008), our Malaysia trading union movement is face many challenges, which be from neoliberal policies and the changing structures of employment. Due to the strict requirements of the Trade Union Act 1959, Malaysia union ar normally small staccato and regional. But, they still protest the decision of recruiting more orthogonal workers from India which might psychic trauma our local workers benefit.Some local workers argon in like manner picky on put-on selection and they dont want to work unless at that place is soaring salary, benefit or bonus waiting for them. So, attitude towards the job is their main enigma. So, the employers forced to retrenched the local workers and recruiting the strange workers by popsourcing or others way. The objectives of this assignment be to figure out the problems facing by Trade Unions in Malaysia on migratory and home(prenominal) workers. Furthermore, we excessively know that the impacts of the impertinent workers indemnity in manufacturing indus shew.In this assignment, we have a more mind on extraneous workers form _or_ system of government as well as the ways to overcome it in future day trend. Literature Review According to A. Navamukundan (n. d. ), employers be cost-conscious and choose workers who ar non only inexpensive hardly also have the necessary skills and agree with strict discipline and hard work. The preference impart be for immigrant overseas workers, who testament accept both lower wages and worse price and conditions of employment, as their primary objective is to earn as much cash as possible within a short span of time.Those argon the reason why the population of immigrant overseas workers are increasing age by years. A field of force do by Philip S. Robertson Jr (n . d) stated that the Malayan Government does not have a comprehensive legal and policy framework to regulate the enlisting, admission, placement, treatment, and repatriation of migrant workers. Oversight of migrant workers is divided among ministries, and yet within ministries, between various departments. because, remote worker depose considerably mig consider to our bucolic to find a job which offers them the salary that is higher(prenominal) than their own countries.This has become a threat to the local workers. Nagiah Ramasamy (n. d) proposed that the challenge for union leaders is to build a union movement that back tooth react loadively to the threats and opportunities that it faces with the growing influence of MNCs and the growing itemises of bilateral swap agreements. Trade unions erect help in improving occupational wellness and safety, decent work and social dialogue with government and employers. It is so unequivocal that trade union play an grievous role in rubbish for local workers right. A pick up presented by U. S.Department of c axerophtholaign stated the Government of Malaysia revised its policy on foreign workers so that priority would be given to Malaysians seeking employment delinquent to the creative activity economic slow heap and increased unemployment in 2001. The Government has limited put down workers to a three year stay and is cracking down on unregistered foreign workers, with new amendments to the in-migration Act calling for tart penalties. According to Kgaogelo Elizabeth Mokoka (2007), most South African nurses immigrate to destinations such as UK, Saudi Arabia, New Zealand, Australia and the USA (Xaba &amp Phillips 2001).In a study commissioned by the World Health Organisation (WHO), Buchan et al (2003) set two groups of countries in terms of nurse emigration and mobility. Destination countries are those to which nurse are drawn, plot of ground source countries are those that nurse are drawn from. D estination countries include five countries, namely Australia, Ireland, Norway, the UK and the USA. According to Mr. Ajit Singh Jessy from the Penang charitable Resources committee, salary remains as one of, or the most, important instrument in the retention of workers.As such, the complaints of local workers regarding wage trains are not baseless, especially when it comes to menial forms of labor movement. What may be baseless is the argument that locals shun these jobs which then have to be farmed out to foreign advertiseers. According to Cecilia Kok (2011), for South and selenium Asian economies, especially those that are lagging behind Malaysia, many migrant workers perceive a land flowing with milk and honey. Official information show that Malaysia attracts a huge bout of migrant workers into the expanse.According to official record, the number quadrupled from less than 500,000 in 1999 to more than two million, representing about 17% of the countrys workforce in 2008. Vijayakumari Kanapathy (2006) proposed that foreign workers in large numbers were seen as a security threat as the rising crime rate and incidence of highly contagious diseases were associated with them. Such popular perception was compounded by the belief among policy makers that heavy reliance on low-skilled foreign labor will trap the economy in low-wage low-skill equilibrium and slow down the much-warranted economic transformation into high-skilled activities.According to the International Organization for Migration (n. d. ), there are rough 2,109,954 migrant workers currently working in Malaysia, 50 per cent are Indonesian labour migrants, indicating the scale of Indonesian labour migration to Malaysia. The majority of labour migrants arriving in Malaysia originate from other South and Southeast Asian countries, principally attracted by the higher salaries that are covered in Malaysia analyzed with their countries of origin.A study done by FEDERATION OF MALAYSIAN MANUFACTU RERS (2010) stated that Manufacturing companies are currently reportage an increase in orders. However, many are facing embarrassingies accepting and ful pick outing orders due to a shortage of workers. Some have to turn away orders while others are penalised for late delivery. There are also companies recording losings beca use of goods and services they have not been able to fulfill orders. Development of the Issues Important of Manufacturing pains and Contribution to gross domestic product The earthy Domestic Product (GDP) of Malaysia is depends on its artless ector, manufacturing industries and the service sectors. Purchasing magnate parity (PPP) is a theory which states that fill in rates between currencies are in equilibrium when their purchasing power is the same in each of the two countries. This means that the exchange rate between two countries should mate the ratio of the two countries price level of a fixed basket of goods and services. In 2008, the agricultural sector had contributed 9. 7 % towards the countrys GDP. The contributions of the manufacturing industries were estimated as 44. % and that of service sector was 45. 7 % towards the countrys GDP. As per the GDP- PPP, Malaysia is ranked 29th in the world. A GDP growth rate of 20 % was noticed towards the end of 20th century. The Gross Domestic Product nominal of Malaysia in 2009 was estimated as US$ 207,400 one thousand thousand in 2009 and that of GDP-PPP was estimated as $ 3. 9 billion. The GDP nominal per capita in 2009 was estimated at US $8,100. Analysis of challenges facing by Trade Union in Malaysia Number of foreign workers is growing-1. 6 million in 2005 to 1. million in 2010 (figure 1). According to Philip S. Robertson Jr. , Malaysians have a bad altitude of not volition to perform jobs that they consider as 3-D (dirty, difficult and dangerous), creating demand for foreign workers in sectors like plantations/agriculture, construction, manufacturing, and nearly service occ upations. The Malaysian Trades Union Congress said today it opposes strongly the proposed mass recruitment of 45,000 foreign workers be bring on it would edge out locals from the labour market. According to MTUC vice-president A.Balasubramaniam, a profound effect on the wages of Malaysians could be caused by such a well-favoured influx of foreigners and the governments high-income policy for them would be jeopardized too. Moreover, locals are organism deprived or discriminated if they are competing with foreign worker for the opportunity of universe chosen to work overtime gibe to Ministry of human Resources Malaysia. A study done by Syarisa Yanti Abubakar, from the short-term point of view of employers, migrant labour will only be hired only if doing so is more cost effective compared to other existing alternatives.Thats why locals are left behind because their cost of hiring is far higher than that of foreign worker. similarly that, check to Ministry of Human Resources Malay sia, more and more local workers are retrenched and replaced with foreign workers. This is resulted by the actions taken by many manufacturing companies of outsourcing foreign workers through close to agencies. Furthermore, altitude is another reason which cause the retrenchment of local workers such as thinking too highly on themselves, not willing to do those non-air conditioned job and so on.STATISTICS OF FOREIGN WORKER IN MALAYSIA Statistics PLKS by Citizenship and Sector, Feb 2010 (Source Immigration Department) STATISTICS OF FOREIGN WORKER IN MALAYSIA Statistics PLKS by Citizenship and Sector, Feb 2010 (Source Immigration Department) Figure 1 Implementation Various foreign worker policies are implemented by the to control the influx of illegal foreign workers. According to economic report 2004/2005, these include the unknown Worker Rationalisation design to legalise illegal workers, amendments to the Immigration Act, 1977 and imposition of an annual levy.In addition, sever al muniment of Understanding (MOUs) were signed with labour exporting countries to authorise legal recruitment of foreign workers. All of these had resulted the employers preference more towards foreign workers but not the locals and this preference has come along with three obvious activities harmonise to a study done by the Ministry of Human Resources Malaysia. The first is the number of the application on recruiting foreign workers is significantly increasing as we can know from a statistic that there are average 20,000 foreign workers canonical every month in Malaysia.Secondly, most of the employers are not victorious serious altitude in recruiting locals. Those applications from the employer mostly from manufacturing industry are bypassed while going through the ELX system to ensure the objective of recruiting foreign workers can be achieved. Lastly, large portion of foreign workers in Malaysia are use through the outsourcing companies to escape the quota limit. If the emp loyer directly hires foreign workers from source countries, they will be facing the quota limitation and therefore they hire the foreign workers through a third arty. Advantages According to Daniel Lee and Richard Ho (2011 Nov), many employers complain that their note activities will come to a dead stop if they forbid them to use foreign workers because the jobs in those sectors are perceived to be dirty, difficult and embarrassing to the average Malaysian. Therefore, they have to utilize foreign workers and sing praises of hiring such workers, purportedly of a labor category that is easy to utilize, simple to manage and that does not make demands for wages increases.Some local employers have voiced out in support for the hiring of foreign workers that many among them have threatened to blot out and relocate if their demands for low-cost foreign workers are unmet. As such, foreign workers fill up the empty space as they are not opposed to working in dirtier, more dicey conditions and longer hours for equal or lesser pay thereby keeping labor costs relatively low and helping to keep Malaysia competitive against other low-cost producing countries. They also serve as a buffer during times of recession as they help sustain.Disadvantages According to Ken CK (2002), the economic profit that gained from foreign workers has resulted in social costs and social problems, for example rising crimes, fraud, social deviance, wellness care costs and the transmission of communicable diseases including HIV/ aid. This is because their unsafe informal behavior through commercial sex, and casual homosexual and heterosexual activities. Furthermore, according to Syarisa Yanti Abubakar (2002), migrant labours will only be hired only if doing so is more cost effective compared to other existing alternatives.This will cause the locals are being deprived or discriminated if they are competing with foreign worker for the opportunity of being chosen to work overtime according to Min istry of Human Resources Malaysia. According to Ministry of Human Resources Malaysia, nowadays local workers are retrenched and replaced with foreign workers and this will resulted by the actions taken by many manufacturing companies of outsourcing foreign workers through some agencies.Altitude is also another reason which causes the retrenchment of local workers because they think too highly on themselves and not willing to do those 3D jobs (dirty, difficult and dangerous). Effects of Foreign Worker Migration to Manufacturing Industry According to Ministry of Human Resources Malaysia, there must be no discrimination in treatment by employer on local and foreign workers in respect of wages and terms and conditions of service. According to K George, the government has finally decided to extend equal treatment to foreign workers and also Human Resources Minister Dr.Fong Chan Onn announced that foreign workers employed in Malaysia would be treated equally in accordance of rights with the provisions of the International Labour Organisation (ILO) convention which Its function is to protect the rights and dignity of the working people all over the world. Recommendation Foreign worker indeed have contributed to the growth of economy, but too subject on this group of foreign workers to drive our economy cannot be birth out in long term as this may squeeze our country economy.To stop addiction of foreign worker in our country cannot be done away overnight as a abrupt repatriation of them can have a serious impact on the economy. Therefore a careful planning and cooperation from employer and government is needed. One of the ways to ensure employers lower down the foreign worker and shift to employ locals are by quotas system. Quotas of foreign employee can hired in one familiarity should be set by the government to stop them over relying to foreign worker and hire more local.Different quotas should be set differently according to the supply and demand because th e supply for local labour in sure(p) industry is low for example construction. Quotas should be raise for a certain period of time to minimize the impact to the industries. Government can shorten the make sense of foreign worker by increasing levy on foreign worker to a high amount where there are no cost saving benefits in employing foreign worker to gain the employer uses local worker. When the cost of hiring a foreign worker is higher compare to local worker, employer will choose to use local worker because they can save cost thus ill eventually increase the amount of skilled local worker in Malaysia which will increase the productiveness and move Malaysia into a high income country. Both employer and government play a big role in order to reduce the country dependence on foreign worker. Employer who over depend on cheap foreign worker should try to shift use local to increase the productivity in long term while government should implement break down regulation and enforce them to punish those employer which break the rules for using illegal immigrant in their firm and to prevent illegal immigrant to enter our country.Conclusion In conclusion, we had more understanding about foreign workers policy in Malaysia. Nevertheless, the foreign workers play an important role as one of the workforce in our country since cristal years. They bring their skills from their country and practice them at here. But, it also brings some problem and cases to us which even make our government headache. So, law enforcement should be taken serious, as we should treat the arrest and detention of undocumented migrant workers as an administrative offence, and not a criminal matter.These undocumented workers will accept our daily life, as they would commit crime or practice illegal activities in our country which make our government hard to tackle on them since we dont have their personal detail and document. So, enforcement on foreign works policy is vital. Besides that, ins tead we relying on foreign workforce, we know that it would be better for us to consider more on our domestic workers which can also have equivalent level of skills and performances.This also follows to our MTUC aim which suggested that giving priority to our local workers. Of course, our domestic workers also need to improve themselves, not matter on hard-skills or soft-skills we should upgrade our own knowledge and skills to fight in economy and global competition. It should be making cook that the interactions between governments are extremely important. The trade union leader should try to come out an agreement with the government on foreign workers policy which will benefit foreign workers and our Malaysian at the same time.If does, it will be the win-win situation between two country. References A. Navamukundan. (n. d. ) Labour migration in Malaysia trade union views. Daniel Lee and Richard Ho. (2011). Labour Shortage Issues Forum. Retrieved November 11, 2011, from www. seri . com. my http//www. seri. com. my/v3/index. php? option=com_content&ampview=article&ampid=169labour-shortage-issues-forum&ampcatid=38latestnews&ampItemid=54 Evelyn S. Devadason and Chan Wai Meng. (n. d. ).A Critical Appraisal of Policies and Laws Regulating migrator Workers in Malaysia. Ken CK. (2002). Male foreign migrant workers and HIV/AIDS in Malaysia risk environment, susceptability and implication for intervention. Retrieved November 3, 2011, from NLM Gateway http//gateway. nlm. nih. gov/MeetingAbstracts/ma? f=102259889. hypertext mark-up language Nagiah Ramasamy. (n. d) The Future of the Trade Union Movement in Malaysia. Tenaganita. (n. d. ) Outsourcing in dig or Trafficking in Migrant Labor?