Greenpeace and Politics Essay Example for Free

Greenpeace and Politics Essay Greenpeace is an organization which often collides with governments in countries all over the world in its attempt to stop things like global warming, deforestation, overfishing and more. Greenpeace tries to reach their goals by direct action and lobbying. This is the part where they often collide with the governments. My questions about this topic are: -What conflicts does Greenpeace have (or did they have) with the government and corporations in the Netherlands and governments and corporations of other countries in the world? -How exactly does Greenpeace influence governments and corporations? -What influence does Greenpeace have on governments and corporations? I want to answer these questions by first telling a bit more about Greenpeace. Then I will tell about some conflicts which Greenpeace have had and still have with Dutch government and corporations. I am also going to tell how Greenpeace acted in those conflicts and if they reached their goal(s). by telling this, I will have answered the second and third question. I will also tell about some conflicts Greenpeace has with other governments and corporations and how Greenpeace acted there. Greenpeace Greenpeace is a non-governmental environmental organization. It has offices in more than forty countries all over the world. Its international coordinating body is in Amsterdam, the Netherlands. Greenpeace states its goal is to ensure the ability of the Earth to nurture life in all its diversity.’’ It focuses on worldwide issues such as global warming, deforestation, overfishing, commercial whaling and anti-nuclear issues. Greenpeace is known for its direct actions and lobbying to stop or delay things but also uses research and innovation to achieve its goals. Greenpeace does not accept money from governments, political parties, or companies. It relies on more than 2.9 million individual supporters and foundation grants. Greenpeace is a founding member of the INGO Accountability Charter; an international non-governmental organization that intends to promote accountability and transparency of non-governmental organizations. Greenpeace has been described as the most visible environmental organization in the world. It has raised environmental issues to public knowledge, and influenced both the private and the public sector. Greenpeace has also been a source of controversy; its motives and methods have received criticism and the organizations direct actions have led to legal actions against Greenpeace activists. Greenpeace and conflicts with the Dutch government and Dutch corporations In August 2008, Greenpeace threatens the negotiations of the Dutch government and civil society organizations concerning the designation of protected nature reserves in the North Sea. Greenpeace threw large rocks in the Sylter Buitenrif, near the German-Denmark border. Each of the rocks are about two to three tons. Because of the rocks, fishing is impossible in that area because the fishing nets might get hooked on the rocks, which will be dangerous for the boats. The reason why Greenpeace did this was because the Dutch government was too slow with the designation of protected nature reserves. In 1995, all EU countries promised they would take protective measures known as ‘Natura 2000’, but all North Sea countries, including the Netherlands, took too long to do this and were behind schedule. The Dutch minister of agriculture, minister Verburg, agreed to designate four protected nature areas. Minister Verhagen declared he wanted a second nuclear power plant (NNP) to be built in the Netherlands, one much bigger than the NNP we already have in Borssele. He had already found a solution for the nuclear waste: put it under the ground. According to minister Verhagen, two soil types are suitable for storing nuclear waste, salt domes in the northern Netherlands and the Boom clay layer which extends over the Netherlands and a part of Belgium. And since a few months, Dutch Greenpeace activists have been protesting against nuclear energy in the Netherlands. They have been trying to persuade the cities to say ‘no’ to nuclear waste storages underneath their city. They did this in several ways, they for example placed warning signs under more than 64 signposts of cities in middle and south Netherlands. Greenpeace activists also visited cities and spoke to councilors and they dumped ‘nuclear waste’ in several places. By now, more than 75 cities said ‘no’ to nuclear waste and the energy company Delta declared in January to have put the plans for a second NPP on hold. They declared it was not feasible anymore to built a second NPP. However, minister Verhagen still wants a second NPP, though he does not seen to get much support anymore†¦ In December 2011, Greenpeace campaigned in the harbor of IJmuiden against harmful giant ships which was about to set sail to the waters West-Africa. Because of overfishing in the European seas, ships like these now have to go to other seas because they cannot catch enough fish in European seas anymore. The ships against which Greenpeace was campaigning was part of the Pelagic Freezer-Trawler Association (PFA). This is a company which is established in the Netherlands and is a partnership of several Dutch fisheries. PFA got more than 142 million euro subsidy from 2006 to 2011 on. the last five years more than 142 million Euros in European subsidies. Subsidies which are paid from tax money paid by European inhabitants. Greenpeace wrote the amount of money which one of the largest fishing ships in the world got on the ship itself. Also, on the 31st of January 2012, Greenpeace anchored one of Europe’s largest ships to the dock with steel cables to prevent it from setting sail to fishing waters. The Second Chamber will debate about overcapacity on the 15th of February in the Algemeen Overleg. Greenpeace and conflicts with other governments and corporations all over the world Finland, 1995 In June 1955, Greenpeace took a trunk from a tree and put it on display at exhibitions in Austria and Germany. They declared that the trunk was from a tree from a ancient forest in a national park which was supposed to be protected. Metsà ¤hallitus is a state-owned enterprise in Finland has the tasks of managing most of the protected areas of Finland and to supply wood to the countrys forest industry. They accused Greenpeace of theft and said the trunk was from a normal tree that had been destroyed during a storm. Greenpeace replied that the tree had fallen down because the forest around it had been clear-cut. With this action, Greenpeace wanted to highlight the fate of old forests, and they did, because the incident received publicity in some large Finish newspapers. Great Britain, 2008 On the 11th of September, 2008, six Greenpeace activists were acquitted in a case started by energy company E.ON. The activists were protesting against the emission of COâ‚‚ and the construction of a new coal plant in Kent. They climbed the chimney of an existing plant and wanted to write the text ‘Gordon, bin it’ on the chimney. However, they were stopped after they had written ‘Gordon.’ E.ON wanted the activists to pay the damage costs of  £ 35,000 but the judge decided that the damage to the environment done by the coal plant was many times bigger than the activists’ graffiti. France, 1985 The first ship of Greenpeace was the Rainbow Warrior, a 40 meter long former fishing trawler. From 1978 to 1985 on, it was used as a ship to prevent whale hunting, ocean-dumping of toxic and radioactive waste, seal hunting and nuclear testing. In 1985, the Rainbow Warrior was to lead a fleet of protest vessels into the waters surrounding a French nuclear testing site. The French government secretly bombed the ship in the Auckland harbor, New Zealand. The bombings killed a Dutch freelance photographer. At first, the French government denied they had bombed the ship, but in the end they were exposed by the New Zealand police. They agreed to pay New Zealand a compensation of 13 million New Zealand Dollar. They also paid 2.3 million French francs to the family of the photographer. Liberia, Greece, 2002 In 2002, Greek, German and Swiss activists boarded the vessel MV Zini in the port of Kalamaki. The vessel was there to unload logs which it had picked up at the Liberian port of Buchanan. That port is largely controlled by the logging company Oriental Timber Company (OTC). OTC is run by a close business associate of the President of Liberia, who has granted the logging rights to at least one third of Liberia ´s remaining 4.8 million hectares of ancient forest to the company. Liberias forests contain enormous biodiversity, but its timber industry is fuelling both environmental destruction and human rights abuses. The Greenpeace activists dressed like animals, the same animals that are being wiped out around the world through the destruction of ancient forests. In reaction to the Greenpeace action, the Greek ministry of environment joined other European nations in committing itself to keep a very clear and strong position for the protection and sustainable management of the last ancient forests of the world and they made promises to take action against forest destruction. Japan, 2008 In June 2008, the Japanese police arrested two Greenpeace activists for stealing a box which was supposed to be full of cardboard, but which was in fact filled with whale meat. The two activists presented this box as evidence to the Public Prosecutor in Tokyo of wide-scale corruption at the heart of the government-sponsored whaling operation in the Southern Ocean Whale Sanctuary. There has been an investigation, but according to the Tokyo District Prosecutor Office, it has been unable to find evidence of the embezzlement. The investigation into crew and whaling officials has stopped. After their arrest, the two Greenpeace activists, known as ‘the Tokyo Two’, have been held without charge for some time. In that time, more than 170.000 people have done a cyber action, and a quarter million people sent a mail to the Japanese government to demand their release. The Tokyo Two have been handed a one year suspended prison sentence last year September, despite of the world wide protests against the unjust sentence. Although they are now in prison, they did manage to put whaling successfully on trial, both in court, and in Japans national media. Switzerland, 2010, Other European countries In 2010, the Swiss Parliament extended its ban on the cultivation of genetically engineered (GE) plants for three more years. Switzerland will now stay free of GE plants until at least 2013. The original moratorium was backed by Swiss voters in a referendum 5 years ago. Supporters of the ban included farmers, who were concerned about the impacts of GE crops on organic produce as GE crops pose unpredictable risks to human and animal health. The Swiss Greenpeace office has been supporting these farmers and Swiss consumers to ensure the country remains GE-free. The EU Commission President Barroso is trying to force GE crops into the EU and to bypass standard authorisation procedures. However, this approval has met many criticism and opposition. The governments of Greece, Austria, Luxembourg, Italy, Hungary and France have all publicly announced that they will not allow GE potato crops grown in their countries. Six other EU countries, Austria, France, Germany, Greece, Hungary and Luxembourg have bans on GE maize cultivation. I hoped I was able to give an idea of the conflicts Greenpeace gets into with governments and corporations all over the world. Of course, what I told is only a fraction of the actions Greenpeace does and the conflicts and problems they walk into when campaigning but had I told about them all, or even half of them, I could have continued for a very long time. And of course, Greenpeace does not always get into conflict with governments or big corporations, sometimes they only get into conflict with small companies or a small group of people.

Basics of Quantum Computing Essay -- Physics Computers Science

Fundamental Differences of Quantum Computers In the standard architecture of computer storage, values are arranged as a series of bits, each of which is either true or false(0 or 1). This fundamental restriction of two states is the most basic difference when working with quantum states. Rather than allowing just the two singles states, a superposition of the two states is also possible, forming a state that is neither 0 nor 1, but something in between with a probability of either state. Further, in the standard organization, it is possible to attach various bits together to force correlations between their values. This is also possible within the superposition of the states represented in a quantum bit. (Qubit) The correlation between these superpositions in the two qubits is referred to as Entanglement. With proper tying it is possible to evaluate the qubit as both one and zero at the same time, and do so across the entirety of the set of qubits at the same time, allowing for massively parallel evaluations of all possible sequences at the same time. Of course in the end there can only be a single full set for the stable state, but information can be gathered from each of the possibilities by its influence upon the whole system during each step of the evaluation. History of Quantum Computers Initially the famous physicist Robert Feynman breached the subject of using quantum effects for computation in 1982, though his primary interest was in using the effects of one quantum effect to simulate another. Three years later in 1985 David Deutsch of the University of Oxford published a paper detailing the workings of a universal quantum computer, detailing the functionality of the theoretical process, but not... ...e technological barrier has not progressed so far as to allow convenient usage. At every stage of production the quantum computer has a great deal of work that needs to be done, and each step must be painstakingly analyzed and protected from the harsh environment that surrounds the extremely delicate system. Even once such systems can be produced for small experiments to confirm the effects we seek, it will be quite some time before the production techniques and applications are so well refined as to allow for mass production or even a working prototype. More importantly, there does not seem to be any choice but to move to these systems. As our computers become more and more compact, the effects of quantum events are going to make themselves first known and then become overwhelming. The solutions appear to be evolution or stagnation.

Remodeling HR at Home Depot Essay

Abstract Home Depot went through many changes as a result of new CEO Frank Blake and Vice President of Human Resources, Tim Crow. The culture inherited by both Executives from their predecessors went through a transformation process for the business to thrive once again. Blake and Crow justified laying off 1,200 workers as a result of their vision to enhance Home Depot’s position in the market and to go back to the organizations foundations embedded by founders Arthur Blank and Bernard Marcus. Specifically, a closer look at the Human Resources function in the organization was focused on in order to align an HR strategy with the business model. This paper will discuss the strategic initiatives taken by Blake and Crow and how they created a sustainable competitive advantage at Home Depot by focusing on strategic HR. Further, this paper will examine John Kotter’s Eight-step Change Model, the Organization and People Strategy, the â€Å"outside-in† HR approach, and Lepak and S nell’s HR Model. Organizational change became a necessity at Home Depot when the business failed to increase shareholder value and rivals were outperforming the company. Change at Home Depot started at the top with new CEO Frank Blake and Vice President of Human Resources, Tim Crow. Specifically, Blake and Crow transformed the way Human Resources contributed to the organizations success. Blake and Crow’s approach is comparable to a change model put forth by John Kotter—the Eight-steps Change Model. This model focuses on driving organizational changes through analysis, management, and communication. The first step in Kotter’s model is to establish a sense of urgency (Esther & Green, 2009). That is, looking at conditions within the organization to see where adjustments are needed. In Home Depot’s case, HR and its strategic role needed some attention; hence it was analyzed and modified to meet business needs. In the second step, Kotter’s suggestion is to find groups of people who can work together (Esther & Green, 2009). At Home Depot, the Store manager and HR manager were not working â€Å"together†. There seemed to be a barrier as one HR manager, overwhelmed with tasks, could not produce at the highest level. The third step in the Eight-step Change Model elaborates on creating a vision (Esther & Green, 2009). Both Blake and Crow had a vision when they took office. What is more, both Executives wanted to go  back to Home Depot’s core principles to see what changes should be made for the business to out-perform its rivals. Moving forward, the fourth and fifth steps in Kotter’s model talk about the importance of communication (fourth step) and empowering the vision onto others (fifth step) (Esther & Green, 2009). This step at Home Depot was critical—Tim Crow communicated his vision to Frank Blake and others in the company and drove them to change the way HR performed in the organization by eliminating positions that were not efficient. Step six in Kotter’s model recommends creating short-term goals (Esther & Green, 2009). Blake and Crow set realistic short-term goals and shared why taking away an HR manager from each store would be a beneficial move. That is, the Store managers gained 3 HR Generalist instead of one HR manager (Mello, 2010). Step seven in Kotter’s model rewards employees for promoting the chang e and step eight defends the organization’s position on how the new change leads to corporate success (Esther & Green, 2009). Home Depot has taken initiatives discussed later in this paper to carry out steps seven and eight. By using John Kotter’s Change Model, Home Depot went from not having an effective Human Resources presence to employing an operational HR strategy. Right now, Home Depot’s current state of HR is embedded with the company’s overall corporate strategy. The organization has HR professionals who are true business partners, something Tim Crow planned and worked towards during the Human Resources Planning (HRP) stage. Moreover, Crow has taken a strategic approach, one that compares to the Organization and People Strategy. The strategy focuses on three key areas: Reward and Recognition, Talent Management, and Organizational Effectiveness (Armstrong, 2011). Reward and Recognition programs at HD consist of the following: Success Sharing for stores that achieve sales targets (paid out $63 million in 2007), Homer Badges for employees who exemplify company values, and the Product Knowledge Recognition program to reward learning initiatives (Crow, 2008). As far as the Talent Management aspect of the strategy, Home Depot has a Master Trade Specialist program in place that hired 3,000 trade specialists who are licensed electricians and plumbers (Crow, 2008). What is more, the company has HR managers who are more involved than their predecessors with Store managers and the company has its own insourced call center to address employee concerns. To accomplish the third component of the Organization and People Strategy—Organizational Effectiveness, Home  Depot has the Aprons on the Floor program, action based training modules, and an Aware Line telephone service for individuals to call and comment on particular situations (Crow, 2008). Before Blake and Crow took over Home Depot, it was led by former CEO Robert Nardelli and his regime. Nardelli and his choice of Executives turned the Home Depot culture upside down. That is, company officers were at the top, employees in the middle, and customers on the bottom of the pyramid. It took Crow’s strategic mindset to turn the pyramid back to its original position. Further, Blake played a significant role by making employee morale and career development a strategic priority (Crow, 2008). Blake and Crow did not turn the corporation around overnight. Instead, it was an ongoing process that needed commitment from everyone in the company. The reduction in force was the first step. The layoffs assisted Home Depot to take an â€Å"outside-in† approach to focus on strategic HR. This type of approach starts with analyzing the customer, competitor, and other challenges faced by the business (Armstrong, 2011). Further, the â€Å"outside-in† approach tackles ineff ective HR practices that should be revisited and aligned with corporate strategies. To integrate corporate and HR strategies, Home Depot replaced Human Resources managers from each store with additional Sales Associates (Mello, 2010). As Home Depot moves forward with strategic HR in the organization, the focus is on both the technical and managerial strategies. Technical strategies deal with the mathematical and behavioral methods of forecasting HR needs while managerial strategies consist of ways decision-makers tackle human resource issues (Reilly & Williams, 2006). Examples of technical strategies at Home Depot are the reduction of 1,200 human resource positions and establishing fresh roles for new HR teams. From a managerial standpoint, instead of having one Human Resource manager inundated with tasks, the three new Human Resources Generalist each are responsible for one function only—staffing and development, associate relations, and performance management (Mello, 2010). Both technical and managerial HR strategies are helping create a sustainable competitive advantage at Home Depot. When Crow decided to eliminate positio ns, resistance was inevitable. However, the cuts were an advantage to HR at Home Depot because organizational resources were not being allocated in the most efficient way. The trade-off of having a Human Resources manager in each store was the lack of manpower on the floor and that meant shifting  away from selling merchandise. By eliminating the HR manager position and creating regional HR teams, the organization went back to focusing on its core competence of providing customer service and increasing sales. Revenue growth at Home Depot suggests HR regional teams are better than one Human Resource manager in each store. Further, Home Depot’s reasoning behind changing the function of Human Resources can be examined closely by using the Lepak and Snell Model. Lepak and Snell have four quadrants in their model which classify Human Resources configurations. Right now, Home Depot appears to fall under the second quadrant. That is, the focus is on Job-based Employment and the company has Productivity Based HR (Mello, 2010). However, Home Depot is striving to reach Quadrant I: Knowledge-based Employment and Commitment-Based HR by having programs such as the Master Trade Specialist and a robust HR system in place. Overtime, Home Depot can drive their HR strategy to reach Quadrant I to get the most out of th eir business objectives. Conclusion: Home Depot is an example of how strategic HR can influence growth, productivity, and success in an organization. It starts with the willingness of the organization’s leaders to drive change. When Black and Crow eliminated 1,200 employees, the move was alarming to current workers and others in the industry. However, to revamp the HR strategy, layoffs were a necessity. By using theories similar to Kotter’s Eight-step Change Model, the People and Organization strategy, the HR â€Å"outside-in† approach, and Lepak and Snell’s HR Model, Blake and Crow turned around Home Depot’s culture to focus on customer service—its core business competence. Further, the company now has HR business partners who act as liaisons to Store managers to have an effective HR presence in stores. Home Depot is headed in the right direction as a result of its strategic HR focus. References Armstrong, M. (2011). Armstrong’s handbook of strategic human resource management. London: Kogan Page. Retrieved from http://search.ebscohost.com.proxy.library.georgetown.edu/login.aspx? direct=true&db=nlebk&AN=390442&site=ehost-live&scope=site Crow, T. (2008). Home REMODEL. Workforce Management, 87(12), 1-1,24,26,28. Retrieved from http://search.proquest.com.proxy.library.georgetown.edu/docview/219795604?accountid=11091 Esther, C., & Green, M. (2009). Making Sense of change Management. Philadelphia, PA: Kogan Page. Mello, J.A. (2010). Strategic Human Resource Management, Third Edition. Mason, OH: South-Western Cengage Learning. Reilly, P. A., & Williams, T. (2006). Strategic HR : Building the capability to deliver. Aldershot: Gower. Retrieved from http://search.ebscohost.com.proxy.library.georgetown.edu/login.aspx?direct=true&db=nlebk&AN=269752&site=ehost-live&scope=site

Essay about Placing English Language Learners in Special...

When do English language learners need to be placed in special education? In the United States, there has been an increase in in the number of children from Spanish speaking backgrounds. The English Language Learners, commonly known as ELL’s, are being placed in Special Education without being properly tested for a learning disability. However there are a large number of ELL’s with learning disabilities in elementary grades that truly have a learning disability and are over looked. Many school districts have problems placing ELL’s. As a result these students end up in special education whether they have a learning disability or language impairment. Teachers are also indecisive when dealing with ELL’s. Most teachers recommend that ELL’s†¦show more content†¦This is a good starting point to help teachers distinguish between a true learning disability and learning English as a second language. If an ELL has a real learning disability then early detection is essential. However, if an ELL does have a learning disorde r and does not receive special education for many years, because teachers were waiting for he or she to learn the language, serious consequences could happen (Haung, Clarke, Milczarski, Raby, 2011). Students could be grade levels behind their peers and could suffer emotionally and socially in and out of school. Some ELLs may be able to speak in their native language, but they may not be able to read and write in it. Finally, teachers also have to pay very close attention to ELLs. Each ELL has had a different set of experiences and ranges of educational exposure (Haung, Clarke, Milczarski, Raby, 2011). Teachers must push for appropriate professional development for teachers working with ELLs. Teachers are more prepared to deliver appropriate assessment and instructional modifications to ELLs with disabilities when they have been given appropriate professional development (Haung, Clarke, Milczarski, Raby, 2011). 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