Tariffs and Non-Tariffs Barriers Research Paper

Tariffs and Non-Tariffs Barriers - Research Paper Example Control of imports is done through tariffs and non-tariffs barriers, which are part of global financing and exchange rates. A tariff is a form of trade barrier imposed on goods imported in that particular country by the government of the same nation in from of a tax (Saranovic, 2006). The tariff imposed, adds to the cost of the imported goods and can be adjusted at any given time. Such adjustments are meant to protect locally manufactured products from unhealthy competition from cheap imports. Tariffs come in two types; ad valorem and specific (Hill, 2004). For the case of specific tax, it is meant to enforce a set barrier in form of tax to a specific imported product without considering the variation in the value. For instance, if a specific tax of 75 cents was imposed on mobile phones in the United Kingdom, then it means that the government will be gaining 75 cents on every mobile phone disregarding the price of the phone. For the case of ad valorem tax, it is imposed inform of fix ed percentage on the value of the imported goods. ... The first form is quotas. Quotas refer to the limitations imposed on the quantity of imports by the government. This means that the government puts a limit to the quantity of particular goods that can enter a country in a given time; they are normally enforced together with the import tax where by if the limit is exceed, then the government will impose higher tax on the same. The second type on non-tariff barrier is voluntary export restriction; this refers to a situation where by the government restrict the quantity of goods being exported to another country. Thirdly, there is anti-dumping barrier. This type is imposed on the commodities that have a harmful effect on the environment and might incur some dumping cost on the consumer. In this case, the goods are sold at slightly higher prices than they would have been sold in the home market (WTO, 2006). Lastly, there is subsidy. It refers to financial aid by the government to the local industries to make it possible for them to compe te favorably with the international companies. In this case, the domestic companies are in a better position to manufacturer their products cheaply with aid of latest technology such that the imported products are out-competed. Due to the analysis of tariffs and non-tariff barriers, it is evident that they have a great bearing in relation to the global financing operations. For instance, in the case of manufacturing operations, the company involved may chose to manufacture from the home country and then export the manufactured goods or manufacture its commodities from the country endowed with raw materials duce to high tax of importation of raw materials. In addition, the company may opt to manufacture the products from the country with the ready market then sell within

How to Become a Successful Political Leader

How to Become a Successful Political Leader What is the strategy for becoming a successful political leader? Heba Ziad Before becoming a political leader, ask yourself why do you want to be a politician, set your goals and projects, and study the aspects of yours energy to achieve these goals and projects. A politician’s duties outweigh the rights as a citizen, so have your thought about your duties? A politician is responsible for their party, homeland and themself, responsible to raise the level of  their county and to address its issues. Responsible for the selection of parliamentary assemblies and to exercise their natural rights in their way. Political actions are a subject to man to exercise it. So did you study your facilities to ensure your success? It’s not enough for people to consider you a politician, you have to ensure your answer to people that wonder; what concerns you as a politician? What are your hopes? Where are your efforts? Where is your opinion and your voice? Where is your approach to serve your country and your nation? What is your curriculum? If you wish to be a successful politician, there is no success without ambitions. Aspiration not selfishness, to preach for motivation, adopt a vast of hopes and look into the future with determination, confidence and reassurance is not enough to spend your life as a member of a party or a minister, why don’t you become the party leader or the head of the ministry? A successful politician should not be tempted or condoles the situation your country is at, you must have the ambition to work on expanding the fellowship of your country, to increase its resources, upgrade it, and accept the ultimate position between countries in the world. Ambition is the key factor in the life of every successful politician, self ambitious, general ambition for the good of the country, the good of the world and the good of humanity. The life of politics is all about sacrifices, and a successful politician is satisfied with sacrificing everything for the sake of a principle, a party or a home. The life of politics and governance deprive politicians from corporate memberships, free businesses from the fields of the economy, from life comfort, convenience and peace of mind. Deprived of security, tranquility and safety, from taking care of their wife, children and siblings, from practicing their right to take care of their health and temper, from feeding their spirit with streams of science and literature. A successful politician is willing to sacrifies all these luxuries for the sake of their success as a respectable politician. The notion that politics is all about lying, flattery and hypocrisy is a weak sentiment, not one of the characteristics of a successful politician. Politics is frankness and sincerity, and not vice versa. A successful politician is an honest politician who can speak boldly of their opinion even if it cost him carrying the colors of harm, injustice and suffering. Political positivity is successful positivity. A politician by the name â€Å"Nuri Said† says: â€Å"Political negativity is easy, it is in the capacity of every man to practice, however, political positivity is the touchstone of every successful politician† It’s not enough to say no. A successful politician ought to say after what they want. It’s not enough to carry the pick of demolition, they should work on the building and construction, it is not enough to repeal, oppose and criticize, but they should take the initiative to lay the foundations to build something else in exchange. There is no place in the ship of successful policy for what we can call ship mice; if it sinks, they flee. A successful captain is one who is responsible for the ship and delivers it to safety, overcoming what intercepted it from waves, winds and hurricanes. They ensure the safety of the passengers, steers the ship towards safety and does everything they can in order to ensure its path with all their voltage, experience and intelligence. Therefore, if the ship sinks, they are the last one to leave it, and they might drown with it. The sense of responsibility and bearing it is necessary and a great thin in the life of both the ship, and the nations and empires, hence in order to succeed you must learn to carry responsibility. If a politician has espoused a principle, they ought to speak boldly of it,  are  they an oppositionist or a supporter? Which parties do they oppose and which do they support? They should not favor where there is struggle, nor deceive where there is combat, they should not evade or run away, nor bury their head in the sand. Ergo, a successful politician is a brave politician. A politician must read a lot. They should be enlightened in everything in literature, theirtory, philosophy, nature, poetry, the biographies of the great and the theirtory of art and music. Culture is like vitamins for the politician, it is their spine; it is a qualification in their conversations and speeches, and a reference in their researches. An ignorant politician, no matter how smart, brilliant, popular or patriotic they are, are not up to success as long as their sleeve is lacking the main element of success, that is culture. Do you want to be a successful political leader? Here’s what you have to do: Have a positive mindset, and direct yourself to solutions, actions and people; enthusiasm brings success. Embrace change; it is impossible for change not to occur. Followers tend to resist change, a successful leader must embrace change and seize the opportunity offered by it. Courage; â€Å"A true leader has the confidence to stand alone, the courage to make tough decisions† Douglas MacArthur â€Å"Courage is fear holding on a minute longer† George S. Patton Take risks; the greatest venture is to never take risks. Successful leaders resolve to win or try again. Listening; successful leaders listen and learn. Your potential followers know what they, so just listen to them. Communicate; successful leaders lean towards open communications, they use their minds, say what they feel and speak from the heart. Delegation and empowerment; leaders involve other people with their responsibility. They do not tell people what to do, but set and example for others to follow them. A successful leader encourages other people to develop, challenges them to take over new responsibilities, encourages them to succeed and supports them if they fail. A good leader understands that mistakes are only lessons on the path towards success that is beneficial. Understand others, yourself and your situation. Good leaders understand the importance of an open-loving mind for knowledge; the permanent pursuit of knowledge brings more understanding. Commitment; commitment is the catalyst that makes qualities of a good leadership a reality. To rededicate yourself to commit every day to commit is the foundation of becoming a successful leader. Start small, and then lead a group or a committee. Do everything necessary for the success of ttheir group or committee. Repeat such acts again until they become normal. Respect the attributes of leadership and the influence of those who wish to reach leadership.

Democracy in Platos the Republic Essay examples -- essays research pa

Democracy in the Republic In Plato's Republic democracy made a controversial issue in a critique by Socrates. The theory of the soul accounts for the controversy as it states that the soul is divided into three parts: the rational, the spirited, and the appetite which are ranked respectively. The idea of the soul's three parts and the soul being ruled by a dominant part is used as the basis for identifying justice and virtue. However, the theory of the soul is not only used to identify justice and virtue, but also used to show that the virtue within a city reflects that of its inhabitants. Socrates evaluates four city constitutions that evolve from aristocracy: timocracy, oligarchy, democracy and tyranny. As a result that these four types of cities exist, four additional types of individuals who inhabit them also exist. Although these city constitutions evolve from aristocracy, Socrates deems aristocracy to be the most efficient, therefore the most just, of the constitutions because the individuals within it are ruled by the rational part of the soul. Timocracy and oligarchy are valued more than democracy by Socrates. Individuals within a timocracy are ruled by the spirited part of the soul and as a result are constantly in search of honor. The spirited part of the soul aides the rational and therefore is valued as the second best part of the soul. The principle of specialization is still apparent among the individuals within the timocratic city but it is not governed as well as an aristocracy. Oligarchy is valued above a democracy although they are both ruled by the appetite of the soul. Those within an oligarchy pursue necessary appetites whereas democratic individuals pursue unnecessary appetites. Rulers are present... ...should either live the life of those that they rule, as an equal, or as a superior allow the necessary input of those whom they rule, to decide the best course of action, as is done in a democracy. Truth be told there is no real justice in Socrates? ?just city?. Servitude of those within his city is crucial to its function. His citizens are, in every aspect, slaves to the functionality of a city that is not truly their own. True justice can not be achieved through slavery and servitude, that which appears to be justice (and all for the sake of appearances) is all that is achieved. Within Socrates? city there is no room for identity, individuality, equality, or freedom, which are the foundations justice was built upon. These foundations are upheld within a proper democracy. In fact, the closest one can experience justice, on a political level, is through democracy.

The Working Girls

Women are entering the labor market in greater numbers and are staying in it longer and for a larger proportion of their work lives (Looking 1996). When asked what they want, women respond in survey after survey† â€Å"pay equity,† â€Å"better wages,† or â€Å"more money† (Looking 1996). In other words, women believe they are not being paid what they are worth (Looking 1996). This is a common response up-and down the income spectrum, â€Å"women from the executive suite to the factory floor, from the office to the washroom,† all feel that they are underpaid (Looking 1996). During the 1970's, women earned 59 percent of what men earned, and today they generally earn approximately 72 percent of what men earn (Looking 1996). However, although women's earnings have risen, about 3/5 of the narrowing of the gap is due to the fall in men's real earnings (Looking 1996). Moreover, the wage gap grows as women and men age, the gap is relatively small for young women and men, but thereafter men's wages increase sharply while women's do not (Looking 1996). In fact, the average woman in her working prime, in her early forties, makes only about the same as a man in his late twenties (Looking 1996). About fifteen years ago, it all seemed possible, to â€Å"bring home the bacon, fry it up in a pan, split the second shift with some sensitive New Age man,† however slowly the upbeat work-life rhythm has changed for professional women (Wallis 2004). Although many countries have given women the right to maternity leave and, sometimes, generous subsidies for child care, and some have even initiated a 35-hour workweek, however, the norm for most executives is still 50 hours a week for women (Wallis 2004). According to Catalyst, a U. S. esearch and consulting group, the average number for executives in the U. S. is roughly 70 hours a week (Wallis 2004). And for dual-career couples with children, the combined work hours have grown from 81 hours a week in 1977 to 91 hours per week in 2002, according to the Families and Work Institute (Wallis 2004). The U. S. Census data reveal an increase in stay-at-home moms who hold graduate or professional degrees, these are the very women who seemed destined to blast through the glass ceiling, yet 22 percent of them are home with their children (Wallis 2004). A study by Catalyst found that one in three women with M. B. A. s are not working full-time, compared to one in twenty of their male peers (Wallis 2004). Sylvia Ann Hewlett, economist and author at Columbia University in New York City, who sees a brain drain throughout the top 10 percent of America's labor force, says â€Å"What we have discovered in looking at this group over the last five years is that many women who have any kind of choice are opting out† (Wallis 2004). According to a new study released in March 2006 by Accenture, a global management consulting company, women executives around the world still face an uphill battle in workplace equality, despite significant gains during the past ten years (Most 2006). The study, entitled â€Å"The Anatomy of the Glass Ceiling: Barriers to Women's Professional Advancement,† is based on a survey of 1,200 male and female executives in eight countries (Most 2006). The respondents were asked to score factors they believed influenced their career success across three dimension: individual (career planning, competence, assertiveness, etc. , company (supportive supervisors, transparent promotion processes, etc. ), and society (equal rights, government support of parental leave, etc. ) (Most 2006). The differences between male and female respondents' answers were sued to calculate the current â€Å"thickness† of the glass ceiling, a term used to describe an unacknowledged barrier that prevents women and other minorities from achieving positions of power or responsibility in their professions (Most 2006). According to the study, 30 percent of women executives and 43 percent of male executives believe that women have the same opportunities as men do in the workplace, thus supporting the existence of a glass ceiling (Most 2006). Although there has been some progress in shattering the glass ceiling over the past twenty years, organizations and societies need to understand how important it is to capitalize and build upon the skills of women (Most 2006). In the Bem Sex Role Inventory, researcher Pamela Butler focused questions on real problems women face in changing stereotypical perceptions (Merrick 2000). According to Butler, there is intense pressure for professional women to conform to stereotypical roles such as â€Å"cheerfulness,† â€Å"tenderness,† and even â€Å"gullibility† (Merrick 2000). As women move into management in increasing numbers, it has become more apparent that these stereotypical beliefs ten to limit their advancement (Merrick 2000). The ‘Catch 22' is that when women try strategies of gender-reversal and adopt the so-called male characteristics, they often find that they face another set of problems, that of alienation and hostility, because as Butler points out, becoming one of the boys is harder than it looks (Merrick 2000). According to Butler, it takes cooperation from peers on the job to make strategies work, because research shows that attitudes held by those around a woman, even herself, hinder working relationships between women and men, and these attitudes ultimately are realized in losses of productivity and of real dollars to organizations (Merrick 2000). The purpose of Butler's research was to explore the ethics of perpetuating gender stereotypes in management, and to investigate how the woman manager operates under the system with feminine traits that are perpetuated by socialization and, vice versa, as well as how she operates under the system when she adopts masculine traits that break gender roles (Merrick 2000). The choices of leadership styles pose ethical dilemmas for women, because to get along, the new-age woman manager often finds that she has to act one way on the outside while being driven by a very much different psyche on the inside (Merrick 2000). Moreover, she may discover that in the same way, her male colleagues act toward her one way on the outside yet feel very much differently about her on the job (Merrick 2000). The new-age woman manager also might find herself playing a cruel double game in which she is utilized to show the organization has non-discriminatory hiring practices, â€Å"and at the same time she find she has to handle covert hostility from her colleagues in the workplace, who feel they have been forced to work with her to avoid trouble with the powers that be† (Merrick 2000). Data collected by L. K. Brown reveals that 5 percent of the total worldwide managers in 1947 were women, while only 6 percent of all managers in 1978 were women (Merrick 2000). In the United States, the figures were 14 percent in 1947, compared to 22 percent thirty years later (Merrick 2000). However, most of the managerial positions held by women are in the fields of health administration, building supervision and restaurant management, meaning there are more women managers in fields that have traditionally been perceived women's work (Merrick 2000). A survey carried out by Fortune, found that only ten of 6,400 people who worked at managerial positions in 1,300 of the nation's largest companies were women (Merrick 2000). Moreover, according to Brown, only 3 percent of women managers in the United States earn more than $25,000 annually (Merrick 2000). Brown concludes that larger companies are not promoting women on a large scale, and that women seeking top management posts may prefer smaller companies instead of large male-dominated companies (Merrick 2000). According to a Canadian survey, 55 percent believe that it is easier for men to advance in the workplace than women, and 42 percent of female executives who were surveyed believe that gender-based discrimination will never completely disappear from the workplace (Pollara 2000).

Collaborative Practice in Health Care Essay

Collaborative practice in health care occurs when a member of the health care team consults with another member to provide patient care. Collaboration most often occurs between doctors and nurses. â€Å"Collaboration is defined as a relationship of interdependence; the ability to work together involves trust and respect not only of each other but of the work and perspectives each contributes to the care of the patient† (Phipps and Schaag, 1995, p. 19). Effective collaborative practice amongst all health care team members leads to continuity of care, professional interdependence, quality care and patient satisfaction and decreased costs. Ongoing collaboration between health care members results in mutual respect, trust and an appreciation of what each individual brings to the overall goal in rendering care to the client. The following vignette will provide the foundation for the discussion of collaborative care, differentiating between nursing diagnosis and collaborative proble ms, and potential barriers to successful collaboration. JG is a 74 year old married Hispanic male diagnosed with colon cancer. He had a history of prosthesis placement of his left lower leg; he is ambulatory. He is a diabetic on oral medications. He worked as a farm laborer. He lives with his wife she does not speak English she is a homemaker. He has a son who lives nearby and a nephew who periodically visits him. JG can understand some English. He does have some difficulty expressing his health concerns to the staff because of his limited vocabulary. His son or nephew brings JG to his clinic appointments. He receives weekly chemotherapy at the outpatient oncology clinic. The day I cared for JG he arrived at the clinic accompanied by his nephew. This was week seven of his treatment. His clothing was dirty, he smelled of stool, his fingernails were dirty, hair uncombed, he appeared to be dehydrated. He reported bowel movements of eight stools per day with complaints of occasional abdominal cramping. He denied nausea or loss of appetite. He stated that he was very tired and was not able to do much at home. His main concern was the frequency of his bowel movements. He reports having to go to the bathroom two to three times during the night and has episodes of soiling the bed. He reports that sometimes he does not feel the  urge to go. JG was wearing adult diapers. He expressed concern that it was getting expensive for him to purchase. The nephew confirmed that JG toileting has created a problem in the home. His nephew verbalized that JG had medication for diarrhea but ran out of it and he did not have the money to purchase the medication. When questioned why he was using a wheelchair he stated that his foot hurt to walk the distance from the lobby to the treatment room. He mentioned that it was probably due to an ingrown toe nail. He also asked how he could obtain a wheel chair for his personal use at home. Physical assessment revealed that he had a necrotic area on the ball of his left foot with surrounding redness, lost 12 pounds in six weeks, poor skin turgor, hyperactive bowel sou nds, and his blood pressure was slightly lower than baseline. In the ambulatory chemotherapy setting, the clients do not always see their physician every time they receive treatment. The nurse must ascertain when to collaborate with the physician on issues regarding the patients status, response to treatment, or toxicities that may be life threatening. It is essential that the nurse is capable to communicate effectively her-(Be careful with gender bias, nurses come in both genders.) observations to the physician. Collaborative problems are detected from the nurse’s assessment of the patient. The nurse’s monitoring of the patient status is to evaluate physiological complications that may threaten the patient’s integrity. Management of collaborative problems will include implementing physician prescribed and nurse prescribed actions to curtail escalation of the problem and preventing patient harm. From the nurse’s assessment, she also formulates a nursing diagnosis. The nursing diagnoses are stated in the form of the problem, the etiology and the symptoms that the nurse observes. Nursing diagnosis can include a current or potential problem, an at risk problem, or a wellness diagnosis. Nursing diagnosis provides the framework from which the nurse begins to devise a plan of care and nursing interventions. In the case of JG, there were two collaborative problems identified. Two  problems I collaborated with physician, these were: 1. JG is experiencing toxicity from the chemotherapy. There is potential for electrolyte imbalance, circulatory collapse. 2. The necrotic area on his foot was a new development in his condition. There is potential complication for infection The collaborative problems discussed with JG physician and nurse quickly resolved. JG did not receive his chemotherapy. He was given an injection of sandostatin LR to help minimize his diarrhea; a stat basic metabolic panel was obtained; and he was given intravenous hydration with potassium. The doctor made a referral to JG podiatrist for the next day to assess the integrity of his left foot. Listed are four, but not all, possible nursing diagnosis obtained from my assessment. 1. Diarrhea related to chemotherapy manifested by hyperactive bowel sounds and eight loose stools. 2. Bowel incontinence related to loss of rectal sphincter control and chemotherapy manifested by fecal odor, fecal staining of clothing, urgency. 3. Altered Nutrition related to colon cancer manifested by diarrhea, abdominal cramping. 4.Ineffective management of therapeutic regimen related to JG lack of knowledge of his disease manifested by his inability and unwillingness to manage his symptoms. Considering JG comments regarding his finances, his overall physical appearance and the comments from his nephew, I decided to consult with the social worker. I felt that a home visit or a thorough investigation of JG home situation was warranted. The social worker was able to arrange for in home support, and helping the patient with insurance issues so he could obtain the needed supplies. I did not think to enlist the participation of the dietician. In retrospect, the dietician would have been a valuable resource to assess JG caloric intake and recommendations for optimal nutrition. I felt that the above incident demonstrated collaboration amongst health care providers. The physician in this case was receptive to the nurse’s observations with respect to her capabilities of accurate assessment of the patient’s condition and potential complications. This is not always the case, barriers to collaboration are also inherent in the health care industry. Barriers occur in patient situations where the physician is not sympathetic or does not trust the nurse’s evaluation of patient condition. The nurse may have feelings of inferiority, lack of confidence and does not appropriately collaborate with the physician correct information. Conflicts in the goals desired for the patient is often cited as a barrier to collaboration. I recall an incident of a male patient diagnosed with metastatic breast cancer. His appearance was that of an individual who had been in a Nazi concentration camp. The nurse wondered why the physician was treating this man aggressively. In her mind, this patient was not an appropriate candidate to receive the particular treatment that was ordered. She feared the patient would not tolerate such an aggressive schedule and that it was pointless to put this poor man through treatment. The patient was diagnosed two years ago. He is still receiving treatments, he has gained weight and in October of last year he hiked to the summit of Mt. Whitney. Role conflict is another major barrier to collaboration. To deliver cost effective care, many institutions utilize nurse practitioners and physician assistants. Role conflict arises when practitioners have opposing views or expectations (Blais, Hayes, Kozier, & Erb, 2002). Role conflict and can lead to litigation. According to Resnick, physicians hesitate to collaborate informally with Nurse Practitioners for fear of being held liable for the actions of the Nurse Practitioner (Resnick, 2004). Clear definition of roles  for practitioners is essential to prevent misunderstanding. In conclusion, collaborative practice is the gold standard that health care practioners should strive towards. The nurse is central in determining the patient issues that warrant collaboration and she must be able to effectively communicate her observations. Collaborative practice minimizes complications that could lead to tragic outcomes. The ultimate goal of collaborative practice is to provide the quality service that each patient under our care deserves. References Blais, K.K., Hayes, J. S., Kozier, B. & Erb, G. (2002). Professional nursing practice: Concepts and perspectives (4th ed.). New Jersey: Prentice Hall. Phillps, W.J., & Schaag, H.A. (1995). Persepctives for health and illness. In Phipps, W.J, Cassmeyer, V.L., Sands, J. E., Lehman, M.K(Eds.), Medical surgical nursing concepts and clinical practice, p. 19. St. Luis, MO: Mosby. Resnick, B. (2004). Limiting litigation risk through collaborative practice. Geriatric Times, 5(4), 33. Retrieved March 21, 2004 from EBSCOhost database.