Developing Corporate Entrepreneurship

Developing Corporate Entrepreneurship Introduction Todays economy is experiencing its ups and downs very quickly: rising competitiveness and fast changing technologies create pressure to the companies that want to stay at the top of their markets. This is not going to slow down, so the need for tools of success is arising. At the same time we are moving away from the Morris and Kuratko (2002) belief that entrepreneurs are born, not made. That is why the wanting, believing, hoping, planning must be followed by doing. As already Confucius said: When it is obvious that the goals cannot be reached, dont adjust the goals, adjust the action steps. It is time for action and one form of it that suits different businesses nowadays is Corporate Entrepreneurship (CE). As it was stated by Sharma and Chrisman (1999), corporate entrepreneurship is the process whereby an individual or group of individuals, in association with an existing organization, create a new organization or instigate renewal or innovation within that organization. There are lots of definitions for CE nowadays, but all of them do not change the fact that CE is a tool for differentiation and competitive advantage in todays economy. In order to make a go of this phenomenon, organizations have to develop their strategies how to implement the entrepreneurial spirit in the everyday practices. In this way corporate entrepreneurship spontaneous or induced by the company itself will be not rare and unexpected, but in contrary, become a tool of overcoming inside issues, as well as external pressures. Corporate Entrepreneurship and Human Resource Management A lot of researches, studies were conducted in order to discover the inevitable truth that CE positively affects the performance of a company: it creates competitive advantages, helps to differentiate, adapt to new or quickly changing markets, and deal with external and internal challenges. As CE is seen as a multifaceted tool, the intensity of CE in an organization can be described by five different dimensions identified in a meta-analysis by Saly (2001): innovativeness, risk propensity, proactiveness, corporate venturing and self-renewal. When creating an organizational structure, as well as inside culture, these dimensions should be a scale measuring the future success of a company. Dealing with the globalization and fast moving changes, a company must take risks, be proactive and strive for innovation. Nurturing these traits, adapting to the environment (self-renewal) and fostering creation of something valuable that generates returns are CE key success factors in the economy of today. Of course no CE can be fostered without Human Capital (HC). In order to become an innovative, entrepreneurial organization needs the knowledge, skills, experience the HC can provide. This is why HC should be one of the most important and valuable assets for every organization. Investing in HC should be a first step towards building and encouraging the entrepreneurial direction of the overall company. As from the employee-organization relations (EOR) literature (Rhoades and Eisenberger, 2002), the strongest influencers of employee affect are the organizations leaders. Their Human Recourse Management (HRM) practices can valuably contribute to effective enhancement of CE. Different HRM techniques can create a suitable inside culture for an organization to become innovative, flexible and more entrepreneurial. Each HRM practice can be addressed to different employee characteristics and in this way design the employee-organization relationships towards a collective entrepreneurial collaboration. Therefore EOR strengthened with HRM practice can become an efficient tool for creating a collective entrepreneurial atmosphere inside any organization. As organizations nowadays become living entities, diving into the trend of organizational learning, there is less fear that it will develop a strategy and become stagnant. That is why the HRM practices also evolve during the life of a company. Introducing new projects, renewal of the staff with different KSAOs (knowledge, skills, abilities and other characteristics) needed at the time, allocating resources needed for development and inside learning all this organizational support is now more a necessity than luxury. So, understanding that without a learning attitude and readiness to change according the situation, any HRM practices will not be able to influence the companys corporate entrepreneurship level, is vital. Following the idea of George Bernard Shaw: à ¢Ã¢â€š ¬Ã… ¾Progress is impossible without change, and those who cannot change their minds cannot change anything. HRM practices fostering CE inside the company HRM practices should be an important driver of CE because it involves organizational learning driven by collaboration, creativity, and individual commitment (Kaya, 2006). To foster CE in a company the first task is the set up of internal culture and environment (studies show there have to be available resources, management support and a reliable organizational structure right at the beginning in order for a company could start entrepreneurial activities). Following different studies conducted on the topic of CE and HRM practices, how to establish a suitable internal environment for intrapreneurship seems to be based on these organizational arrangements/managerial tools: Staff selection the objective of staff selection is to form an appropriate resource base of HC to foster entrepreneurial activity. As the HC of any company is one of the most important facilitators of CE, selective hiring can be a tool for influencing the CE level. The selection criteria should fit the organizations culture, be in line with the CE dimensions and reflect the needs of the company. During the process of selecting staff it is beneficial to think about the skills needed in the industry the company operates, how the employees could work together and create a brain trust. Emphasizing the team spirit is very important, because the prominence of collective entrepreneurship is growing. New members should have new ideas and complement the staff by being different and experts of their own sphere. New management staff should have relevant KSAOs, be creative, strive for action and be supportive. Finally, a possibility to grow in ones own career should also be seen during this process, because it will serve as a motivation tool and foster better environment in the company. Management support the positive attitude as well as encouragement of the higher hierarchy levels of the company for generating and developing new business ideas. Management support is important because it indicates the willingness of the managers to facilitate, promote and institutionalize the entrepreneurial spirit and activity within the organizations system and processes (Hornsby et al., 2002) which would encourage the intrapreneurs to engage in innovative projects. If the organization provides support and some autonomy it can then count on the commitment coming from employees. Still coordinating the use of resources, contributing to the fulfillment of the separate individual suggestions or efforts will end up with an increase of overall efficiency. Management support for problem solving and conflict resolution in the intrapreneurship process is required in the idea generation, development, and particularly implementation (execution) stages of the ideas (Damanpour, 1991). This will positively influence a corporations entrepreneurial behavior and enhance potential intrapreneurs perceived trustworthiness to their corporations in terms of detecting opportunities and willingness to develop novel or useful ideas, and/ or projects, and to take risks to actualize them (Stevenson and Jarillo, 1990). Internal supportive environment, tolerance for risk taking to their intrapreneurs, and a high quality HC will contribute to the innovative performance. Companys 3M approach could be taken as an illustration of the management support importance. This firm understood and experienced that capable and motivated employees can turn the company into a profitable, innovative and successful organization. That is why the management was trying to create an environment that supports individual entrepreneurship: a climate that stimulates ordinary people to produce extraordinary performances. Allocation of free time provision of sufficient time to work on developing novelties without any burden of routine workload. Delivery of free time inevitably encourages employees to take risks for putting their novel ideas into practice. When given time for convincing the management level about your project success, employees are not so distracted from their main duties and usually show more commitment towards the company. But this creates a necessity for additional control that the allocated free time would be used for purposes that benefit both sides. Here it comes out that before any significant changes there is a need of HRM practices that boost mutual understanding, better ties between employees and the organization, and make sure their values and visions are on the same path. Organizational structure should be convenient concerning decentralization level or decision-making autonomy. Employees should have the opportunity to express and suggest their ideas easily. The suitable decentralization level differs among every company, but it is a tool to become more flexible, innovative, and active suit the dimensions of CE. If organization provides autonomy for employees who actually carry out the work, this will stimulate their commitment to act in the best way for the company. Having a balanced relationship between autonomy and discipline creates an environment where employees can act, take weighted risks and innovate towards successful outcomes of the company. Companies that are becoming rigid really slow down all the innovative processes as well as cannot implement all of the possible improvements. When thinking about new ventures, projects in order to boost the competitive advantage and profitability of the company it is important they fit the organization in terms of context and organizational structure. There is a possibility to foster integrated or separate CE. For better understanding of the importance of these practices some companies can be taken as an example. Analyzing the case of the company Polaroid, one can see that the impact of bureaucracy, biases and downsizing was a big obstacle for nurturing inside entrepreneurship. The company was big-sized and stagnant, becoming a market follower. The entrepreneur in this company (Joline Godfrey) experienced difficulties to introduce her project because of the hard-to-reach attention of the managers, not flexible organization culture. The inside culture was also not women-friendly and did not show enough interest in projects that were not fully in the area the company operated. In such cases, when an organization becomes rigid, does not answer market needs mostly because of the compilation, slow processes CE must be fostered and implemented. One of the first steps should be an entrepreneurial-oriented structure that allocates the power of decision making not to the higher level employers, but takes into account the employees who know the most about the projects being undertaken. In the case of Lucent (a telecommunication equipment manufacturer), their New Venture Group formed a separate organizational entity. This entity was operating as a base of research for new opportunities, products, and businesses. Being separate has its advantages, because in this way the formed CE device does not suffer from the bureaucratic rules of the parent company, still can use the support needed, creates its own inside environment and culture that can foster CE more easily. That is why, when forming new entrepreneurial project each company has to evaluate its fit in the organization. Usually small projects are of better use inside the company: they can be accessible for all employees, motivate them to work on their projects too, but at the same time not to be too distracted from the mainstream of the company. An example of such an approach would be the case of the company Ohio Bell. The program ENTER-PRIZE (Excellence Through Employee Innovation) was designed in order to support, reward the employees who had ideas how to cut operating costs or generate revenues. This program was an implemented cultural change of the Ohio Bell company. Being nurtured inside the company and connected with all employees, this project had the best place inside the company, fitting the mainstream operations and concept. Fostering innovative ideas, this program was also a good example of the power of rewards towards CE growth. Incentives and rewards availability of a performance based reward system encouraging innovativeness is a way to foster entrepreneurship among employees. If the management tries to convince the employees to act like intrapreneurs, it must also be willing to pay them as entrepreneurs (Thornberry, 2003). Having trust in the rewarding system boosts the employee commitment, willingness to take risks and reveal the projects that could benefit both sides. A reward system that is based on achievements in innovation projects, may lead the brightest and most ambitious players to avoid innovation projects with uncertain outcomes. Building a reward system shows a positive attitude towards the employees and can significantly increase their motivation to benefit the organization. It is important to see the reward practices as a long-term thing, make resources available and not punish the employees straight after the first failure of an entrepreneurial project. Failure or errors tolerance in case of creative undertakings or risky project implementations. Such showed tolerance together with managerial support is a strong tool creating positive environment for CE. A conservative managerial attitude will block the willingness to innovate and cause lack of confidence of the employees. In order to overcome the possible frustration, organization should support the HC even during failures and continue investing in the projects that have high potential. Taking failures as an inevitable step towards success will help to maintain the level of confidence for further innovations and profitable ideas. Of course, in order not to lose control and take healthy risks, companys should build an organizational mechanism to decide which innovation projects are likely to bear fruits and which should be cast aside without having trial-errors. For example, a well known company 3M implemented a more disciplined approach to defining, selecting and funding projects. Instead of running 100 of them as earlier, the process shifted to 12 projects from which 10 are expected to be successful. In this way companies are more oriented, quickly reacting and can create true competitive advantages through expedient CE. Training and development appropriate abilities can be acquired through training and development strongest results towards boosting CE. Training can overcome the factors that decrease employees job performance and satisfaction. Staff development seen as activities that increase employees qualifications and performance at all hierarchical levels through education, career management, and work structure. All these practices can promote entrepreneurial behavior and improve the environment in the company. Training programs should be oriented towards building useful CE skills, fostering the dimensions of it inside the company: change acceptance, willingness to take risks, assume responsibility, and the value of teamwork and shared achievements. Training activities that enforce interpersonal skills should be fostered. Also training that supports creativity will strengthen innovativeness and potentially strengthen self-renewal and new business development. Finally, training on how to transf er new ideas into business will lead to higher intensity for risk propensity and proactiveness. For effective training, programs should fit the companys strategy and work process. To unfold their full effect on CE, expert knowledge, social competence, creativity, and methodical expertise are especially important to be considered. Specialist assignment specialists can anticipate and estimate specific problems earlier and thus identify needs for modifications more quickly. As CE is more often seen as a collective process, instead of putting the emphasis on one individual, firms must encourage cooperation among specialists to increase successful innovation processes. This is stressed because as environment impacts on organizational behaviors it is also seen in change of relationships between employees and employer or managers inside the organization. In order to become competitive and innovative, firms have to adopt new strategies, as well as different employee-organization relationship (EOR) patterns. The importance of this is significantly growing, because corporate entrepreneurship involves not only product innovation, risk taking or proactive responses to environmental forces, but also organizational learning, driven by collaboration and commitment. Here the collaboration of specialists could be seen as a link between employees, managers and their potential to foster corporate entrepreneurship together. As it can be observed in the Siemens Nixdorf Informationssysteme AG (SNI), a company that confronted financial and inside environment problems with a program called Change Agent Program, managerial support, concentrated staff selection and employee training and development are the tools that foster corporate entrepreneurship spirit and help to overcome the downturn a company can experience. The Change Agent program looked to replace Siemens Nixdorfs rigid corporate hierarchy with a more flexible and entrepreneurial attitude that would be more responsive to market demands. The company operated in a very competitive European market, was undermanaged and over consulted. As the employees at SNI experienced restructuring at the company during the early 1990s and four years of losses, the inside culture was far away from a company one could call innovative and lead thinking (as the ones operating in IT industry in US). The program though was focused on employees, emphasizing the importance of the people at the company and expanding the opportunities open to them. The goal of the 13 week program was to build an understanding of business fundamentals and business change along three dimensions: customer, competitiveness and culture. It combined presentations, discussions, workshops, case studies, best practice site visits, internships, and coach research. An important goal was to provide participants with new perspectives about their projects and give them the know-how to implement them upon return to the company. The programs aimed to have the sponsors (each member had two of them) provide leadership, guidance and support in order to help them achieve their project goals. This is also an example that specialists assistance is a tool fostering corporate entrepreneurship and improving the employees input. It was also aiming to help find innovative ways to approach and implement their projects. Each participant of the program had a project drawn from the area that concludes the most important challenges the company faces which were fostered by the program and implemented upon the employees return to SNI. Although the 21 Change Agents had varying degrees of success, it was clear that they played a role in driving SNI to profitability in the 1994 1995 fiscal year (for the first time in the companys history). That was reflected in the decision by the SNI Executive Board to perpetuate the Program on an annual basis. Such training and development programs foster collective and individual entrepreneurship inside the company. This example shows how important it is that such tools would fit the aim and strategy of the whole company. By addressing the right problems, training the right people (at SNI they were thoroughly selected) this training program helped the company to enhance the communication within the company, improve its international operations, flexibility and determine new possible directions. The employees felt the more entrepreneurial spirit of the companys culture and were able to channel their enthusiasm for changes and revitalization, feel more responsibility, and support what opened the ways for their projects. Conclusions Having the goal of being visible, active in todays global economy requires established companies to become more and more entrepreneurial in order to handle uncertainty and environmental dynamism. As the importance of CE is growing, more scholars are interested to define the specific tools that help to create and benefit from the CE inside the company. Different studies provide positive relationships between HRM practices and CE. As knowing the importance of qualified HC, so the management practices become a source of sustained competitive advantage for organizations. CE-related HR practices are unique to the extent that competitors cannot imitate them. Nevertheless the support from HR practices must be in line with that particular organizational culture and consistent with what is needed from employees. Considering the combined effects of all the OS factors, managerial support and tolerance for risk taking have still exerted significant effects on innovativeness. That is why firms should invest to build such an organizational environment where first, support and tolerance exist to a large extent. On the other side, organizations should spend more time on recruiting and training managers to be supportive and hold a philosophy that failure is a stepping-stone to success. As seen, HRM practices play a significant role in fostering and maintaining high levels of CE. Having a CE-friendly environment, companies should focus on the HRM practices of staff selection, staff development and training, and staff rewards that align employee motivation and entrepreneurial firm development. These practices show the highest correlation with innovative outcomes and positive CE results. Learning from the previously discussed real life examples it is obvious that CE is a complex phenomena to handle for different organizations. But the conclusion, that corporate entrepreneurship is a success factor in todays dense economy, stays the same. In order to foster the entrepreneurial culture inside the company it is important to maintain the focus on all possible sources and adapt the HRM practices to use them beneficially. LITERATURE: Employee-organization relationship in collective entrepreneurship: an overview. Domingo Ribeiro-Soriano,   David Urbano.   Journal of Organizational Change Management.  Bradford:2010.   Vol. 23,   Iss. 4,   p. 349-359 Boosting corporate entrepreneurship through HRM practices: Evidence from German SMEs. Ralf Schmelter,   RenÈ Mauer,   Christiane Bˆ rsch,   Malte Brettel.   Human Resource Management.  Hoboken:Jul/Aug 2010.   Vol. 49,   Iss. 4,   p. Organizational support for intrapreneurship and its interaction with HC to enhance innovative performance. Lutfihak Alpkan,   Cagri Bulut,   Gurhan Gunday,   Gunduz Ulusoy,   Kemal Kilic.   Management Decision.   London:2010.   Vol. 48,   Iss. 5,   p. 732-755 L.A. Hill, N.A. Kamprath and M.B. Conrad (1992), Joline Godfrey and the Polaroid Corporation (A), Harvard Business School Case, 9à ¢Ã¢â€š ¬Ã‚ 492à ¢Ã¢â€š ¬Ã‚ 037. Chesbrough, H.W. and Massaro, A. (2001) Lucent Technologies: The Future of the New entures Group, Harvard Business School Case, 9à ¢Ã¢â€š ¬Ã‚ 601à ¢Ã¢â€š ¬Ã‚ 102 : 1à ¢Ã¢â€š ¬Ã‚ 19. Bartlett, C.A. and Mohammed, A. (1995) 3M: Profile of an innovating company, Harvard Business School Case, 9à ¢Ã¢â€š ¬Ã‚ 395à ¢Ã¢â€š ¬Ã‚ 016 : 1à ¢Ã¢â€š ¬Ã‚ 20. Kanter, R.M., McGuire, J.F. and Mohammed, A. (1997) The Change Agent Program at Siemens Nixdorf, Harvard Business School Case, 9à ¢Ã¢â€š ¬Ã‚ 396à ¢Ã¢â€š ¬Ã‚ 203 : 1à ¢Ã¢â€š ¬Ã‚ 17.

Possible application of the transferable development right mechanism

Possible application of the movable development right mechanism: The construct of movable development rights had originated in the USA, where it has been used for private land acquisition by the State for assorted non-commercial intents such as protecting environmentally sensitive countries. In its present signifier in India, movable development rights have been used as a tool for private land acquisition to build societal comfortss. During the last 10 old ages, the Indian Government had applied this policy to get land for public usage for non-commercial purposes28. The Government of India had had a policy to O.K. development programs for all large metropoliss, while land countries for building of public comfortss such as roads, schools, infirmaries, unfastened infinites, etc. have in private ownership. The pecuniary compensation has excessively expensive and impractical. This state of affairs in India has similar to drawn-out urban route undertakings in Vietnam where the compensation cost has reached 80 % of the entire cost of the undertaking. Apart from the fiscal facets, these undertakings ever have faced resistance from the population. In some large metropoliss of India, another mechanism for compensation, the Transferable Development Right had granted on lands have reserved for unfastened infinite, roads, comfortss and public Peoples with movable development rights have had the right to build houses on their remaining land after a portion had been acquired by the city’s authorization, or in other land which has had higher value, or to reassign the movable development rights to other people. In the Mumbai in India, people whose lands have been converted to public usage could take to have pecuniary compensation or movable development rights. The movable development rights had been granted in the signifier of the Development Rights Certificates. The Transferable development rights have a monetary value, depending on the â€Å"supply-demand† in the building market. It may be transferred to people, but it may non be mortgaged at the Bankss. The issue of Development Rights Certificates has to make a movable development rights market, which has had certain impacts on existent estate market, the land market, urban development market and the procedure of land transition for urban development. Puting up the movable development rights market has a appropriate manner to assist implement the planned aims of development with low compensation costs. It has besides created an easy manner to develop public substructure and has helped people capable to lands reserve for public usage to do perchance more money from the movable development rights market. In Vietnam, a mechanism to publish movable development rights’s demands to be carefully studied before a possible pilot strategy has been implemented in a selected metropolis. Application of the theoretical account could be decided after successful pilot surveies. In Vietnam, the construction of the value of land has different from that in other states. In some states, there has no difference between planned and unplanned land, but at that place has a difference between land with development rights and land without them. For illustration, the value of a movable development rights in India has the difference in the value of land between agricultural land and non-agricultural land in Vietnam. This has showed the practical troubles in application of the movable development rights in Vietnam. However, an in deepness survey of movable development rights should to be undertaken together with a survey of why agricultural land monetary values have increased aggressively after an administrative determination has been made to change over the land to non-agricultural land. movable development rights can hold another signifier of application in Vietnam. The Chinese theoretical account of land transition has similar to the execution of industrial zone building in Vietnam. In the first phase, land for non-agricultural development has been designated on the footing of sanctioned land usage programs prepared for land recovery from current land-users and for allotment to investors. In the 2nd phase, requisition of the land from agricultural collectives has been undertaken through administrative powers with payment of compensation in hard currency or sort. In the 3rd phase, substructure investors have received the land and have prepared substructure such as roads, grading, power, sewag e, H2O, environmental and webs, treating systems. The sites have so leased or transferred to industrial or service investors via direct dialogue, a command procedure, or land auctions. The difference between the theoretical accounts of the two states has in the 2nd phase. The land in China has been recovered from agricultural collectives and in Vietnam the land has been recovered from families or persons. In Vietnam, the State allocates or rentals land non merely for large undertakings utilizing common substructure, but besides straight for undertakings of service nature or an industrial after direct choice of the investors or by land auction or undertaking command together with land usage. The lessons have learned from the Chinese experiences have to happen a suited bound for application of mandatory land acquisition. This system may be applied to large undertakings which require a primary investor for readying of the common substructure have been followed by the primary investor leasing or reassigning the sites to industrial or service investors via direct dialogue, offering procedure or land auctions. The Korean theoretical account of land transition has had some points that can be considered for application in Vietnam. In Korea, the Government has established land districting programs for industrial and residential countries which have been so developed through land readjustment strategies. The undertaking costs and net incomes have been shared among some secret plans and the landholders have been given back to landholders. The Korea Land Cooperation has been allowed to implement urban development plans ; this organisation has similar to the Land development organisation in Vietnam. This mechanism has allowed people to recapture most of the undertaking benefits and to supply inexpensive service sites to building companies. Under the Urban Development Law ( 1999 ) , private developers have been permitted to suggest urban development undertakings every bit long as they have obtained blessing from two tierces of the landholders. In Vietnam, betterment of the Land development organisations could be considered to reform the compulsory land transition system. Some facets of the land monetary value assessment process piloted in Ho Chi Minh City The People’s Committee of Ho Chi Minh City have decided to use the process of land monetary value appraisal to specify the market-based monetary value of land to find land value and compensation. The land monetary value appraisal service has been supplied largely by the Southern Centre for Consulting and Price Assessment Services ( Ministry of Finance ) and the Centre for Price Assessment of the Ho Chi Minh City ( Department of Finance, Ho Chi Minh City ) . In an interview with the first Centre, the manager noted: †¢ The land monetary value rating procedure has an nonsubjective agencies to help in making consensus between State organic structures and has affected people. †¢ The legal method for agricultural land rating has based on income from agricultural production has non been aligned with the market monetary value of agricultural land. †¢ Application of the legal method for non-agriculture land rating for undertaking investing have based on the comparing of the land with other similar land brushs troubles in happening similar land with a similar investing potency. †¢ There have no market based land monetary value databases for application of the comparing method to non-agriculture land monetary value appraisal. †¢ Affected people are utilizing the public services of land rating but there have no ordinances on the declaration of land monetary value differences. The land monetary value appraisal process for land compensation and relocation should be developed for application in all states. To explicate a suited legal model, several surveies and pilot activities have been needed. Apart from the legal facets, the building of a land monetary value database should be undertaken as shortly as possible. The Land Law 1987, the 2nd session of National Assembly VII has adopted this Law on December 29, 1987 and it came into consequence on January 1st, 1988. This jurisprudence has consisted of 6 chapters and 57 articles have constructed on the footing of the State-subsidized theoretical account on land. The chief contents item land allotment by the State for the usage of organisations, families and persons ; the land direction system ; the system of land usage for wood land, agricultural production land, land for particular utilizations and fresh land, residential land ; the rights and duties of the land-users ; and the system of land usage for foreign organisations and persons. This jurisprudence had had merely three articles modulating the land transition system with the undermentioned content: ( I ) The State recovers land when the land would be used for the intent of the State or public involvement ; ( two ) Those who has used agricultural and forestry land have been allocated by the State who has wished to change over this land to industrial and service intents may pay land compensation to the State and so this compensation would be used to develop the resources of the land ; ( three ) If the current land user has non continued to necessitate usage of the land, the State woull recover the land to apportion to others and the current the land user would be compensated for belongings on the land ; ( four ) If the land in current usage has been recovered by the State to utilize for the intents of the State or public involvement, the current land-user will be compensated for losingss and allocated with other land. Harmonizing to these ordinances, the land users have received land allocated by the State to utilize, but had no had belongings rights on that land every bit good as no land dealing rights. The land-user merely has had ownership of the belongings on the land in which they has already invested. Land transition has been carried out under the compulsory mechanisms decided by the State. The Government’s Decreessteering execution of the Land Law 1993, the Law of 1998 on amendment and supplementation of the Land Law, the 2001 Law on amendment and supplementation of the Land Law and the two regulations on rights and duties of organisations utilizing land. During the cogency of the Land Law 1993 ( 15th October, 1993 – 1st July, 2004 ) , the Vietnam Government had issued 30 edicts including 3 edicts on general land direction ; on revenue enhancement on land usage are 4 and transferred of land usage rights ; on land enrollment are 3 ; on land monetary values are 7, land usage fees, land rental and cadastral charges ; on land compensation on land recovery by the State are 2 ; and on land rental and system of land usage for all land classs and land allotment by the State and, rights and duties of land-users are 13 edicts. Among the edicts steering execution of the Land Law, there have 3 groups of edicts that dealt with land transition mechanisms. These have the group of edicts on compensation on the State’s recovery of land ( associating to mandatory land transition ) . The group of edicts on the land leased and allocated by the State, government of land usage for all land classs, rights and duties of land-users ( associating to voluntary land transition ) ; and the group of edicts on land monetary values, land usage fees, land lease ( associating to both land transition systems ) . These edicts specifically include: †¢ Decree No. 90-CPof 17th August, 1994 stipulates compensation for losingss caused by the State’s recovery of land for usage in intents of national defence, security and national and public involvements. The compensation rule is that compensation for losingss in land would be made through the allotment of new land in the same class as the land had been recovered. If the State could non happen other land for allotment or the individual whose land has been recovered does non bespeak compensation in land, a payment would be made with the value calculated on the footing of the land monetary value has announced by the provincial people’s commission in conformity with the model of land monetary values have stipulated by the Government in Decree No. 87-CP dated 17th August, 1994. All belongings have associated with the land would be compensated for by a sum equivalent to the bing value of the belongings at the standard monetary value has set by the State. This edict has non stipulated support for residential remotion, work break and new occupation preparation, etc ; neither does it qualify the relocation mechanism, but chiefly compensation in hard currency to help with the building of a new abode. †¢ Decree No. 22/1998/ND-CPof 24th April, 1998 on compensation for losingss when the State recovers land to utilize for the intents of national defence, security and national and public involvement. This Decree replaced Decree No. 90-CP of 17th August, 1994. The land monetary value has used to cipher compensation in this Decree has been decided by the metropolis people’s commission multiplied by a coefficient in order to guarantee compatibility with the monetary value of land usage rights on the market. The individual capable to recovery of residential land had been compensated for the land country at the degree determined by the provincial people’s commission. Properties associated with the cured land had been compensated by a sum equivalent to the bing value of these belongingss plus a amount stand foring a per centum of the bing value of the belongingss. However, the sum of the belongings compensation may non be higher than 100 % and non lower than 60 % of the original value of the belongings. This Decree have besides stipulated the support for people whose land has been recovered, such as support for disrupted productiveness and stableness, remotion and new occupation preparation. The edict particularly has stipulated the building of relocation locations and delegating residential land to families in the relocation location. †¢ Decree No. 11-CPof 24th January, 1995 on have detailed commissariats for execution of the regulation on duties of foreign organisations, the rights and persons utilizing land had leased by the State. This edict have stipulated the elaborate commissariats for the ways in which the State may rent land to foreign organisations and persons and the rights of foreign land-users as in the Regulation on the rights and duties of foreign organisations and persons utilizing land leased by the State in Vietnam. †¢ Decree No. 18-CPof 13th February, 1995 on has detailed commissariats for execution of the Regulation on the rights and duties of domestic organisations utilizing land leased and allocated by the State. This Decree has stipulated the elaborate commissariats for the State’s allotment of land without a land usage fee and the State’s leasing of land and rights applicable to domestic land-users as mentioned in the Ordinance on rights and duties of domestic organisations utilizing land leased and allocated by the State. The Decree particularly focuses on the right to mortgage land usage rights and land usage rights as a part as capital. †¢ Decree No. 85-CPof 17th December, 1996 on commissariats for execution of the Regulation on the rights and duties of domestic organisations utilizing land leased and allocated by the State. This Decree is rather similar to Decree No. 18-CP of 13th February, 1995. It has stipulated the elaborate commissariats for the State’s allotment of land with a land usage fee as mentioned in the Regulation on amendment and supplementation of on rights and duties of domestic organisations utilizing land have been leased and the Ordinance on rights and have been allocated by the State. †¢ Decree No. 04/2000/ND-CPof 11th February, 2000 on implementing the Law on amendment and supplementation of the Land Law in 1998. This Decree has guided the execution of the Law which clarifies the State’s allotment of land with and without a land usage fee, the State’s leasing of land with a individual payment or one-year payment and land usage right transportation, rental and part as capital between domestic economic organisations, families, persons. The Decree has besides stipulated elaborate ordinances on the rights of land dealing made by land users. †¢ Decree No. 87-CPof 17th August, 1994 on the model of land monetary values for all classs of land. This Decree has stipulated the model of land monetary values ( lowest to highest monetary values ) for all classs of land. On this footing the provincial people’s commission has issued a land monetary value tabular array for every land location. The model of land monetary values in this Decree has much lower than the monetary value of land usage rights transportation on the market ( 10 % to 30 % ) . The Decree has besides allowed the usage of a coefficient runing from 0.8 to 1.2, by which the land monetary value would be multiplied to guarantee compatibility with the specific substructure conditions of urban land. After lupus erythematosus than a twelvemonth of execution, the Prime Minister had issued Decision No. 302 – TTg of 13th May, 1996 to set the coefficient from 0.5 to 1.8. †¢ Decree No. 17/1998/ND-CPof 21st March, 1998 on amendment and supplementation of Item 2 Article 4 of Decree No. 87-CP of 17th August, 1994 on the model of land monetary values for all classs of land. After 3 old ages of implementing Decree No. 87-CP of 17th of August, 1994, the Government had adjusted the model of land monetary values so that the lowest monetary value may be reduced by 50 % and the highest monetary value may be increased by 50 % .

Social Work and Empowerment Assignment

The purpose of this essay is to explore social work theory and practice. The essay is based on a scenario of a father (Mathew), who after many years of caring for his disabled son (David), and having suffered a stroke attack an year ago, finds he is struggling to care for himself or the son. In relation to working with the elderly, the essay will discuss the roles of a social worker, the practice of empowerment, possible ethical dilemmas and an anti-oppressive practice. The type of agency chosen for this essay is Learning Disability Partnership (LPD) in Cambridgeshire. LPD is an organisation, which includes multi-disciplinary teams of Social Care Services and Health professionals. LPD dedicates services which help learning disabled people lead normal lives and life in abundance. Fully aware of the strain and stress brought on by caring, LPD tries to provide services which help people with learning disabilities, and their carers, to cope with these pressures. The diversity of social work roles in this organisation includes advocacy, direct change agent and executive. These roles can be used singly, or as a combination of two roles. The role of advocacy is about people speaking up for themselves directly or indirectly (Beckett, 2006: 9). Despite having communication problems, and assumning a positive mental capacity rationale on David, a social worker may advocate for David by providing specialist communication equipment that enable him to directly communicate without undue influence by his father. Similarly, in the best interests of David and Matthew advocacy is met through negotiations for services and resources within the agency or through multi-disiplinary teams, this is a mixed role of a negotiator and a co-ordinator. The social worker is obliged to assess the needs of Matthew and David for community care services and implement services accordingly, role of a care manager. Simultaneously, eligibility criteria are checked (role of a researcher) after which costs and services availability are checked before commissioning resources. For effectiveness, a social worker must have sufficient knowledge, skills and values to conduct good professional practice. Empowerment means â€Å"working in a way aimed at increasing people's sense of power and control over their lives† (Beckett, 2006:126). The British Association of Social Workers (BASW) includes in their definition of social work the promotion of â€Å"†¦ social change†¦ and the empowerment and liberation of people to enhance well-being. † (Thompson 2001) cites empowerment as an ongoing â€Å"process† and a â€Å"goal† that takes a long time. Cooper (2000:15) cites the four major principles of empowerment as â€Å"entitlement which include legislation, rights and policies; social model which looks at social, economic and culture; needs-led assessment which looks at wants in life; and promotion of choice and control which moves institutionalisation to independent living†¦ In view of this topic's diversity I shall address each principle briefly. In terms of entitlement law, rights and policies offer guidance and support, good example been the 1990 Community Care Act and the Chronically Sick and Disabled Persons Act 1970 which places a duty and requirement on local authority to provide services, resources and funding for services and resources for the needy people in the community (Brammer, 2003:304). To empower David and Matthew rights to live in own home entitlement services like home carer provide personal care and help with shopping. David may also be entitled to practical home assistance to improve on safety and mobility. However, despite been eligible for service, due to limited resources services may not be easily implemented by local authority. The main objective of need's led assessment is to concentrate more on individual needs and preferences rather than the services available. Needs determine the level of assessment required based mainly on empowerment and choice (Parker, Bradley, 2007). Contrary, defining the meaning of ‘need' inevitably leads to procedural bias and restriction of services due to financial constraints. If the service user satisfies the local authorities eligibility criteria then they have a legal duty to provide the necessary assistance. For example needs for both Matthew and David vary and might change over time. Matthew's perspective might be need of rehabilitation and home help to enhance his physical well being whilst David's needs might be gradual introduction to socialisation and communication needs. Choices for independence targets services for persons at risk for institutionalisation. The Kantanian approach of individualisation (rights and respect for David and Matthew to be treated with personal differences) and user-self-determination (liberty to make informed choices or decisions) promote choice and independence (Banks, 2003:31). Direct Payments, supports self-directed care. This enables David and Matthew to recruit, organise and pay for their own services, enabling them to exercise choice and control over their lives. The campaign for real choice by guardian newspaper quotes that â€Å"the growth of direct payments is causing for celebration, alongside pilot schemes for individual budgets which give disabled people more independence† (www. guardian. co. uk). Social model is concerned with experiences of vulnerable people at a risk of oppression and social devaluation, seeking to reserve vulnerability. Medical terms have been used to normalise people, for examples labelling David as severe learning disabled and Matthew as suffering from stroke is disabling in itself, and leads to total loss of rights. However these terms are used to check threshold criteria for assessment of their needs enabling empowerment. Consequently, on meeting the criteria, local authority must facilities for services, which at this point must be pointed out that they may not necessarily be needs led as intended, but resource led due to limited resources. Simultaneously, this leads to David and Matthew depending on the state welfare instead of encouraging independence and active participation (Oliver, 1996:25). Similarly, choices encourage empowerment. David expressing his wish to stay at home proves that his mental capacity is able to receive, retain and make decisions. (Adams, Dominelli and Payne 2002:196) states capacity and ability to act on decisions brings about equality, however, this supports choice making more than services that best suits David. Possible ethical dilemmas encountered include: Choice and capacity: Because of communication problems with Matthew his dad may have to translate his thoughts expressed. Dilemma occurs as dad's interpretations may not be accurate with the Matthew's needs; this may lead to a social worker implementing wrong services. Similarly wrong services may also be offered if in the past Matthew has had little or no experience of choosing. Care and control imposed due to limited resources, social workers are obligated to evaluate David and Matthew against other service users who are in need. Following the utilitarian approach, the dilemma here is whose needs outweigh the other? On what orders would these needs be prioritised? If David and Matthew's priority are of low, then resources will be allocated to those in most significant risk. Consequently lead to two immoral issues: (a) Societal distrust in social work profession as most people fear being selected for sacrifice despite their needs, (b) David's and Matthew's health might get worse as they have to wait a long time for care packages to be implemented. Empowerment process shifts power away from social workers and given to service users. This reliance to create the conditions for empowerment and identify eligible for empowerment would appear to contradict this intended shift of power. Conflict of interest arises on who the primary client is. Once a referral has been made, a social worker will purposely be going in to assess whoever is in need. However it soon comes to light that both the service user and the carer are in need, torn between two people in need a social worker therefore has to work with the whole family creating conflict of interest. The Mental Capacity Act 2005 states that: â€Å"a person must be assumed to have capacity unless it is established that he lacks capacity†. In line with this, dilemma occurs on how to assess capacity and to what extend would capacity be measurable? A social worker is obliged to make a value judgmental call, and if the wrong move is made then the consequences lie with the social worker. To overcome these dilemmas awareness training and anti discriminatory practice would give a balance. From learnt theories it is evident that some social workers might have limited resources and lack of awareness. If a social worker is not aware or informed of these factors, then they will not be able to achieve empowering practice and that they will find their practice may revolve more around issues of empowerment and control are evidently forgetting service users and carers self-determination. Conclusively, Social workers are employed in varied social settings necessitating diversity of social work roles. Empowerment enriches and enhances human suffering, therefore should always be linked with anti-discrimination. The topic of empowerment is very broad, it not only requires technical competence but also qualities of integrity, genuiness and self-awareness.

The Gulf War Civil Relations - Free Essay Example

Sample details Pages: 2 Words: 643 Downloads: 5 Date added: 2019/10/31 Category History Essay Level High school Tags: Gulf War Essay Did you like this example? HOW WELL DID THE US BALANCE MILITARY AND POLITICAL FACTORS DURING THE GULF WAR   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The framers of the US Constitution had the forethought to create balance and ensure that the Military is subordinate to its Civilian leadership.   Forethought balanced with experience, the former colonists sought to avoid the European model where the King controlled the Military.   The relationship between Civilian leaders and the Military is critical, this case study takes a look at how harmonious the relationship was during the Gulf War of 1991.   Taking into account the timing of the war and the personalities involved is important.   Don’t waste time! Our writers will create an original "The Gulf War Civil Relations" essay for you Create order Balance was lopsided but did not become an issue until the final days of the war.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   National politics were overridden by World politics.   President Bush and his advisors concentrated heavily on achieving buy in by UN partners.   President did not seem to place as much emphasisdid this lead to the difficulties seen today?   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Building the Coalition was named the center of gravity by ..end note.   Proven by the effort put in by President Bush and his administration in securing buy in and ensuring votes to use all means as outlined in  Ã‚   .#  Ã‚  Ã‚  Ã‚   The Secretary of State, Baker was relentless in his pursuit of building the coalition with the top five and other members.   He used diplomacy exceptionally as an instrument of power to ensure that the Arab nations were on board and willing to play a huge role   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Buying consensus from Congress p229 How Wars end Domestic values.   Another element of the civilian   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Building the plan with the Military was not quite as critical.   The two personalities, both former Vietnam veterans, understood the role of the Military in US.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Where the harmoniuos relationship between Civilians and the Military fell apart was following completion of what GENs Powell and Schwartzkopf understood to be the end state.   Both sides failed to plan through the end, to plan through the final phase.   The end of the war saw finger pointing and blame.   Assumptions were made . During and after the war finger pointing?   Civilian masters or not?   End of the war.what then?   Failure The Gulf War extract   DoS demands of the military..any follow through?   What is their charter .ill defined ending.   How wars end abstract assumptions made.ball dropped.   p 231   Another missed opportunity p228 How Wars end failed to topple Saddam .putting our lens of seeing the world on how the Iraqi population would react .fulfilled promises on the surface.met the intent of the UN. tricked the Kurds and Shia into believing that they would get support in an overthrow but then allowed Iraqis to use gunships to quell.   Buyers remorse?   Now what? How Wars End Hurry the unpleasantness.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Was the building and maintenance of the coalition, buy in by congress and the US populace and shaping of the new world order following the cold war effective in shaking loose the memories of Vietnam.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Personalities and timing played a huge role in the positive relationship between the Civilian leadership and the Military.   President Bush, as a veteran of World War two, had a lot of empathy for what the troops in the field would be facing.  Ã‚  Ã‚   Generals Powell and Schwartzkopf, as veterans of the Vietnam War had something to prove/overcome.   Both of these perspectives played a part in the decision to end the war at 100 days.   Pres Bush lamented in memories that there was no true end.did this play a factor in his sons decision?   Some have critiqued that he was aiming to finish his fathers war. Complicating matters further was a general failure to recognize and address the challenge of making force serve policy. lip service ..tunnel vision? Coordination fell apart Were the ghosts of Vietnam truly exorcised following the Gulf war of 1991?   Did they play a factor in decision making from the Civilian and Military minds.both mindfully and perhaps subliminally.