CV: software professional Essay

To achieve excellence in working as a software professional offering solutions to business using the best available technology where my analytical abilities , programming quest are used to maximum for growth of the organisation and to grow with the organisation. Professional Qualification: Bachelor of Chemical Engineering from Regional Engg. College, Durgapur, India(1992-96). Post Graduate Diploma in Computer Applications from MCA APEL,India (1996-97). Professional Summary: A Web applications developer with over 5 years experience in software development, primarily using Java related technologies. Have been involved in requirement gathering, system analysis, design and development phases of software development life cycle. Technical strengths include distributed application architecture design, object-oriented analysis and coding (Java), database design and coding, and general dynamic web programming(EJB, Servlets, JSP, XML) I am a good team player possessing Excellent Communication and Inter-personal skills, and a quick learner. Developed an Order Entry System for providing our customers an online application to search and order more 22,000 products offered. Multi-tier architecture was implemented for developing this enterprise level application to guarantee reliable and secure service. WebLogic was used as the application server and Oracle as our database. EJB2. 0 was the middle tier between the front end and the backend Oracle database. 4. Project Title : eOrgMan Environment : JAVA, JSP, Oracle, JavaScript, HTML Role : Coding, design and testing. Description : Java based web-enabled Organizational Management software to facilitate easy day-to-day maintenance of any organization of any size. Some of its features include Time-Management of employees, Leave Management, Salary Calculator, Query based employee information, Sales Tracking system etc. Any specialized function of an organization can be customized for tracking, supports for Product/Project Management, and Bug Tracking system for Software organizations. 5. Project Title : Business Transaction Maintenance and & Report Mailing System Environment : JAVA, JSP, Oracle Role : Design and coding. Description : The project keeps track of all the business transactions of PolyCab Cables such as Introduction letter, Enquiry, Quotation, Orders, Bills and Payments. Daily each representative reports the status of the proposed projects,pending quotations, orders and payments to the branch office and the branch office in turn sends this consolidated weekly report to head office through mail. Reports are generated to estimate the total sales of a cable representative wise, dealer wise, cable wise and about the payments receivable. 6. Project Title : Time Reporting and Tracking System Environment : JAVA, JSP, Oracle Role : Coding. Description : The Time Report and Tracking System Project is WEB-based to allow flexible reporting and data extraction .

Huawei Technologies

Huawei Technologies How is Huawei’s internationalisation endeavour a good success story example for other companies wanting to pursue global growth? Introduction Huawei Technologies Co. , Ltd. provides telecommunications equipment and solutions to operators in China and internationally. The company’s products include wireless and networking equipment, applications and software, and terminals; smartphones for French users; and metro services platforms, which help operators to build broadband metro area networks. It also offers mobile network, broadband network, IP-based and optical network, and telecom value-added services. Huawei Technologies Co. , Ltd. has strategic partnerships with IBM, the Hay Group, PwC, FhG, Intel, Texas Instruments, Freescale Semiconductor, Qualcomm, Infineon, Agere Systems, Microsoft, Sun Microsystems, and HP. Huawei Technologies is a Chinese company. It was established in1988 by Ren Zhengfei, a former People’s Liberation Army officer and telecom engineer. Huawei’s headquarters site, of modern and impressive building fittings, is situated in Shenzhen, southern China (Guandong province). In 2006, Huawei Technologies was among the ranks of China’s â€Å"National Champions†, along Haier, Lenovo TCL, and the Wanxiang Group, poised to compete with global leaders in the international market place. Huawei has also been dubbed as the Cisco of China. It is thus a multinational corporation with branch offices in 100 countries which serves over one billion users worldwide. The question is then begged as to why Huawei is so competitive? What were and could be the challenges the Chinese-based company faces? What are the implications of Huawei’s strategy? In this paper I will attempt to analyse Huawei Technologies strategy to internalisation by taking in account the company’s starting point in China, and by setting the stage for the comparison of Huawei’s to that Cisco’s strategy. I will then proceed with some recommendations on what a Chinese company could have done to better prepare for competition in the US telecom industry. And conclude with some remarks on the progress made by Huawei since 2006, when the case study on which the analysis is based was compiled. Company Overview From its very beginnings, the company’s vision has been to become a lighthouse of innovation which would successfully enable it to compete first in its home market, and then proceed with international expansion. When the company was still operating only in China, Huawei’s methodology around its goals, to not be set up in joint ventures with foreign companies, to pursue global cutting-edge technologies, persist on self-development, and expand internationally, largely consisted in extensive investment in research and development (R&D) capabilities, and hiring a highly-qualified workforce from China. Huawei was created almost single-handedly under the strong vision and leadership of Zhingfei. He fostered a unique and rigorous management culture, by building a â€Å"pack-of-wolves enterprise†. He instilled a management philosophy within the company which meant to view competition and market opportunities with a keen smell, react to with an aggressive push and always confront both in unified groups. Under Zhengfei’s lead, who had been successful to create and manage a large relationship network, few other competitors could match, the company had relied on big contract orders from the military to secure a foothold in the telecom network market in its early years. Moreover, extended army and government ties had provided the company with relatively easy access to financing. Huawei was undoubtedly the largest Chinese telecom equipment manufacturer, with annual revenue of US$6. 7 billion in 2005. Market capitalisation was estimated to be up to US$10 billion. In China, Huawei’s major customers included all the big names such as China Telecom, China Mobile, China Netcom and China Unicom. Huawei’s networks in China served over 400 million people communicating across the country, occupied 25% market share in the mobile networks, and supplied 80% of all short messaging services from China mobile. Therefore, Huawei’s strategy to focus on R&D to lead technological advancement, its attention to choose high-calibre and yet inexpensive labour from China, as well as foster a consolidated sense of corporate culture none but confirmed Huawei’s stable, long-term oriented organic growth strategy. The company’s competitive advantage in its home turf had built up to be low-cost engineering, enabling Huawei to compete with large indigenous and foreign competitors. Cisco, Huawei, and the International Market of Telecom Equipment and Services Cisco, which global presence spurred with the enlarging footprint of the internet across the globe in 1991, decided to focus its growth strategy in China by the end of the 1990s. Cisco’s strategy in China consisted in recruiting and training employees to service high-end markets of telecom service providers and enterprise markets. Instead of forming joint ventures with local partners (like most of its international competitors did in China), Cisco opened its own subsidiary in China, Cisco Networking Technology Co. Ltd. to promote education, demonstration and development of network technology. Educational initiatives presented Cisco with an opportunity to develop favourable relations with Chinese authorities and to cultivate new areas of business within China. Moreover, recognising the large, low-cost and skilled labour force in China, Cisco continued its commitment in the country by investing in an R &D centre in Shanghai. Cisco’s CEO plans for the facility were to allow Cisco access to technology and local talent so as to leverage Cisco’s newness to the corporate culture of China and be able for it to buy into the local Chinese local market. Cisco’s goal was by all means to maintain its leadership position in cutting edge technology. While at the same time, Chinese competitors were using their aggressive pricing strategies to expand into the international markets, and were rapidly using their low-cost advantages to move up the value chain. And Huawei was among the Chinese companies that were expected to make further inroads into international markets in the next few years, competing head-to-head with established Western players for the same global accounts. Internationalisation: Phase 1 Having secured a strong foothold in its home market in China, Huawei started to look for diverse sources of growth internationally, in the first half of the 1990s. However, it was able to conclude its first significant international contract only in 2000, in Russia. In order to avoid outright competitive confrontations with well-established Western telecommunication multinationals, Huawei went global by first entering growing markets in developing countries. Considerable contracts extended later on beyond Eastern Europe, in South America (Brazil’s fixed line carrier) and Asia (Thailand’s largest mobile service provider). Huawei’s path toward the matured Western European markets, the company’s next challenge, would not come without tradeoffs. In the early 2000s, Huawei was a new company competing for market share with established global communications technology suppliers. Chinese products were then suffering from a common perception of being cheap and unreliable, forcing Huawei to thus pursue aggressive tactics to win contracts. With 30% lower pricing points than established competitors, a commitment to offer trial periods for its products and hiring local personnel to tailor technologies and services to customers' needs, led the company to win contracts in tough-to-please markets such as France (Neuf Telecom, 2001). The biggest success, however, and the one that signified Huawei’s breakthrough in Europe, was in 2004 when the company was selected by a Dutch mobile operator to build its 3G mobile phone network, by then Huawei’s hallmark capability. Internationalisation: Phase 2 In order to highlight the key points of Huawei’s internationalisation strategy, the case of the company’s entrance in the U. S. calls for an analytical stop. The challenges Huawei faced in the North American market revolve around several axes, but overall the endeavour highlights the general lack of preparation and some strategic blunders which made the company’s top management decide to update Huawei’s strategy and draft one that caters to long term sustainable development. When it opened its first office in Plano, Texas, the company made every effort to blend into the local culture. It shared the building with law offices, realtors and the regional office of the lingerie company Victoria’s Secret. A Texas state flag and an American receptionist welcomed visitors on the ground-floor lobby. Shortly after the US-launch, however, the defect of not having carefully planned for cultural differences eventually surfaced. Chinese employees had a difficult time adapting to the Texas accent and other aspects of the local culture. Huawei executives also realised that Americans had difficulty pronouncing the company’s name. They came up with a working name, Futurei, which although facilitated to a better pronunciation, only confused targeted customers even more, and Huawei’s infant brand came under great shock. In the US telecommunications industry, a mature market where lower prices often are not enough to land a deal, winning customers and contracts would demand for a lot more effort. Phone companies and equipment suppliers had long term ties with their equipment suppliers, customers looked for exceptionally leading-edge technology and a compelling reason to switch. Moreover, trying to switch to a virtually unrecognised brand in the US market meant that telecom service providers – Huawei’s classical customers – would request exhaustive testing of equipment quality and reliability, lasting several months, before committing to buying it; a common procedure for sourcing from an unknown company. Another hurdle Huawei encountered was a lawsuit Cisco launched, only six months after Huawei had set up its subsidiary in the US. Analysts observed that Huawei’s steep discounting of low-end routers [Cisco’s] products in its home turf, the US market, had prompted the lawsuit [of alleged infringement of Cisco’s patents and copyrights]. This was Cisco’s first intellectual property lawsuit despite its huge intellectual portfolio. Huawei ended up by agreeing to withdraw from the market place Quidway routers and other related products. Three years after its US launch, the company was able to land its first contract with a US wireless carrier in 2004, and subsequently securing other contracts with small wireless carriers. Huawei had serious intentions for the U. S. market. Yet cultural risk and Cisco’s buying power in its home turf, led to a substantial delay of results, and thus loss of revenue and opportunity for Huawei. Despite having a powerful and well recognised brand name, when Cisco started its venture into China (in 1998), it began by first building on local labour-skill capabilities and government network to leverage on its inexperience in the Chinese market and thus buy into market sales power among corporate customers. Huawei, on the other hand was literally unknown in the US market. And it was naive enough to assume that American corporate customers would be sufficed with high-quality low-cost equipments from an unknown Chinese company. Or that its organisation was rightly prepared to face global competition as aggressively and in the right way as it had done in China. Cisco’s entry strategy into China was aggressive not because it offered low-cost high quality products, but expensive and exclusive technology, reinforced further via R centres spread across the country. Enterprises in China knew about and trusted Cisco’s product quality nd reliability. The same cannot be said about Huawei’s products. In spite of success in winning deals in developing countries, Huawei could not reach US corporate customers if they would not pass that easily the wall of perception that Chinese products were cheap and merely copied versions of other recognised telecom equipment and software. Recommendation Recommendations, or lessons to be drawn from Huaweiâ₠¬â„¢s experience, would capture the overall need for Chinese companies to acclimate to new surroundings first – just as the foreign companies that entered China did . Acclimatisation, for Huawei could have proceeded by: 1. Improving assessment of risk – economic, political, regulatory, cultural, organisational to avoid cultural and regulatory (the lawsuit) blunders. Huawei could have also better prepared to build a network before out rightly starting to target enterprise and corporate customers. 2. Preparing better for the entry strategy in the US– be it Greenfield, acquisition, merger or alliance. Cisco, to show its commitment for China, announced a US$100 million investment, stirring curiosity and interest among corporate customers and Chinese authorities. Huawei went into the US â€Å"quietly† opening a branch office! 3. Developing global talent – R investment and international top managers with a global experience and extended local market knowledge, in order to enhance buying power into the local market. 4. Creating a global brand – to be accepted in the market place by using local industrial public relations companies can facilitate brand recognition in the initial stages. 5. Assessing and redesigning organisation and management style to one that caters four dimensions: †¢co-orientation, the temporal dimension – being able to balance between short-term results for survival and long-term performance for sustainable profit growth; †¢co-competence, the relationship dimension – persist on the dual possession of both transactional and relational competence; †¢co-opetition – the capability to win market share through simultaneous competition and cooperation for reasons that range from brand name strengthening and market share growth; o be agile and flexible to re-adjust to shocks efficiently, and flexible enough to re-balance short-term results with long-term performance, and †¢co-evolution – the pursuit of organisational adaptation to and proactive influence on the external environment facing a firm [Huawei] Concluding Analysis and Discussion The future of business is in its course to re-establishing itself in a [somewhat] changed order. The recent financial crisis has certainly tested the best and the worst of yesteryear strategies and management styles. Thanks also to a revived wave of globalisation companies are in the quest for profit, at a time when there are possibilities – probabilities – and uncertainty. The US market continues indeed to be a litmus test of endurance for non-American companies . Luckily, Huawei had sufficient financial cushion and top management agility to learn quickly and be able to modify its corporate business model strategy to fit the demands of its targeted customers – corporate clients. â€Å"Huawei Technologies Co. , Ltd. announced it will unveil a new mobile broadband solution †¦ at Mobile World Congress 2010. This solution will accommodate the tremendous increase in mobile broadband traffic, reduce the per-bit cost by over 95%, and make mobile broadband services more profitable for operators worldwide. Today, mobile broadband services are growing exponentially, but operators have not yet been able to convert this into significant revenue streams. Huawei estimates that global data traffic on mobile broadband networks will grow 1,000 times over the next decade, from the current 85 million Giga-bytes per month in 2009. As the number of mobile broadband users continues to climb, subscribers will increasingly look for low tariffs with unlimited, high-speed access and abundant mobile broadband service, while operators will need network capabilities that allow them to accommodate the expansion pressures of mobile broadband network and profitable operation mode. Huawei would seem to be â€Å"swimming† in a blue ocean now because it has been able to grow in scale and revenue while keeping a low cost structure. The R investment and ability to simultaneously fill a gap in telecom infrastructure by putting forward a unique value proposition to telecom end user customers and telecom serv ices suppliers. Mobile broadband users, growing exponentionally in numbers, are now being offered the possibility of low tariffs for unlimited, high-speed access and abundant broadband services. In turn, operators will need network capabilities that allow them to accommodate these expansion pressures on the mobile broadband network and retain profit margins. The case of Huawei Technologies certainly reflects a good example of success story in dealing with all the above issues. Chinese-based companies planning to become global may well benchmark Huawei’s management structure and organisation in turning around the focus from high-tech products to customer-centric high-tech products and services, under an internationally accepted brand label. Huawei’s top management certainly took a step back after the initial limping performance in the U. S. It now â€Å"believes that cooperating with customers, suppliers and leading players in the industry to face challenges together through a win-win strategy is essential in today's business world† . Huawei has formed numerous partnerships [†¦ ] with leading multinationals such as ADI, Agere, Altera, HP, IBM, Intel, Microsoft, Motorola, Oracle, SUN, TI and Xilinx to improve the time to market of [†¦ ] products, and to incorporate the latest technologies and best management practices into [the] company. [Such] will enhance [its] position [and brand image] in key international markets, [†¦ ] and improve [its] response speed and service advantages in [the] supply chain† . As of 2010, Huawei has 87,502 employees, of whom 43% are dedicated to R&D. Huawei’s most recently reported sales counted at US$18. 33 billion, a 75% increase from the 2006 sales, and with US$1. 15 in net profit. In 2009, it was named the world's top patent seeker, it was the first Chinese company to head the United Nations World Intellectual Property Organization (WIPO) list, its contract orders rose 46% to US$23. 3 billion (75% of which came from overseas), overtook Alcatel-Lucent to become world's No. 3 mobile network gear maker, and during the third quarter of 2009, Huawei passed Nokia Siemens Networks for the No. 2 position in the global mobile infrastructure equipment (according to research firm Dell'Oro)—a sign of the changing fortunes of the two vendors . Huawei’s change in the strategy style is noticeable right at its formulation of the new vision – it is now â€Å"to enrich life through communication†. The company continues to maintain a leading competitive position in the international industry of telecom technology and services, and only these days was elected 5th most innovative company in the World â€Å"behind only Facebook, Amazon, Apple, and Google† ! ________________________________________ Bibliography: Business Week, retrieved 2 March 2010 from (http://investing. businessweek. com/research/stocks/private/snapshot. asp? privcapId=1259829) Zeng, M. and Williamson, P. (2003)  « The Hidden Dragons  », Haward Business Review, October. Quoted in The Asia Case Centre, The University of Hong Kong, Ref 06/300C Huawei Technologies Corporate Website – http://www. huawei. com/corporate_information/global_operations. do Huawei Technologies Annual Report 2009 Farhoomand, A. , The Asia Case Centre, The University of Hong Kong, â€Å"Huawei: Cisco’s Chinese challenger â€Å", 2006 Chen, J. Giant Rises in the East  », National Post, June 10th 2005, Quoted in T he Asia Case Centre, The University of Hong Kong, Ref 06/300C The McKinsey Quarterly, Strategy,  « How Chinese companies can succeed abroad†, May 2008. Lou, Y. and Rui, H. â€Å"An ambidexterity Perspective Toward Multinational Enterprises from Emerging Economies†, Academy of Management, November 2009. http://investing. businessweek. com/research/stocks/private/snapshot. asp? privcapId=1259829, Retrieved 2 March 2010. http://www. huawei. com/corporate_information/partnerships. do, Retrieved 2 March 2010. http://en. wikipedia. org/wiki/Huawei http://eon. businesswire. com/portal/site/eon/permalink/? ndmViewId=news_view

Comparison between C++ and Java Research Paper Example | Topics and Well Written Essays - 1000 words

Comparison between C++ and Java - Research Paper Example Later it was adapted as the basis for â€Å"HotJava† thin client that depends on a virtual machine that is very portable and secure. Java is provided with a wide-ranging library that supports total abstraction for the fundamental platform. Java is a statically typed OOP like C++ and both languages display a similar syntax though their syntaxes are not compatible with each other. Moreover, Java was designed from scratch and was aimed at portability. (Deitel & Deitel, 2009) Comparison of Features Java and C++ differ significantly when it comes to certain features and implementation in each language. These are discussed below with examples to clarify the differences. Java does not possess multiple inheritances, instead it relies on interfaces. Interfaces in Java are comparable and largely similar to classes in C++ that have nothing except for virtual functions. Java allows inheritance from one base class only even if the other base classes are composed of little else than abstrac t methods (which are pure virtual functions). However Java allows the implementation of multiple interfaces which is similar to C++ and is nearly similar. (Horstmann & Cornell, 2008) An interface in Java for a Stack would be: public interface Stack { public void Push(Object o); public Object Pop(); }; The structure for C++ is similar and is shown below: class Stack { public: virtual void Push(Object&) = 0; virtual Object& Pop() = 0; }; It must be borne in mind that an interface in Java is not a class and any functions declared in a Java interface are not implementable in the same interface. A Java interface is not allowed any member variables either. This helps Java to eliminate the multiple virtual inheritance problems seen in C++ as it is not possible to inherit identical member variables from more paths than one. Virtual inheritance creates difficulties for the programmers of all kinds. Java solves this by eliminating multiple inheritances of classes by permitting multiple interf ace implementations. This has simplified Java appreciably in comparison to C++. However there is a drawback too. Java does not allow inheriting implementation from multiple classes in cases where there are no identical member variables too. Most coding situations require that variables have multiple inheritances from base classes that possess data and functions. While C++ can help implement these through careful variable naming, Java disallows it altogether. Another aspect of major difference is garbage collection. Garbage collection is a way to manage memory by freeing memory blocks that are not being referred to anymore. For example if the Java code presented below is considered: Clock a = new Clock(); // a is a new clock // ... a is used for a while a = null; // a is set to null and the system will remove it afterwards The code above creates a new Clock object by using the keyword new. The variable a is used to refer to this new object. a has a similar structure to reference vari ables used in C++ but Java allows the reassignment of references unlike C++. The variable a is used for some time after which it is reset to null. The Java runtime system keeps a in watch and when it detects that there are no more references to a, it brands a as garbage and clears it up. This aids in returning memory to the heap. In comparison C++ does not offer such an extensive garbage collection system. Although third party freeware and

Memo 3 Article Example | Topics and Well Written Essays - 500 words

Memo 3 - Article Example This is supposed to have an ending that leans on either a positive, negative or neutral side of the issues being addressed. This defines the scope and focus of the piece of publication. In the article as written, a look at the language used brings a collection of language misfits in its presentation. Though most of the errors appear in relatively less defined areas of the piece of writing, they are well defined as per the English laws of language. For instance, the author states that ‘Her husband, who was an alcoholic, verbally and emotionally abused her’. In this sentence, there is a missing subject. The proposition for this correction is as simple as a consideration to remove the verb â€Å"was† or simply inserting a subject. Secondly on the issue of language, there are so many contractions that have been used. In an academic writing, and for the sake of the public that is to enjoy reading the article, contractions are supposed to be highly minimized. For instance, ‘†¦and she’s been threatened with death.’ These contractions have been used a lot and they fall short of the seriousness the article is supposed to express. The theme has been chosen right and expressed efficiently. However, there are some changes that need to be done especially on the balance of the addressed issues. The theme is purely domestic violence. It has also expressed violence against women and in particular, Byars is the greatest subject. The blame for all her misfortunes has been put on the men in her lives. Notwithstanding, the psychological analysis of the issue would practically have some blame put on her as well. If we look at her earlier life, she is seen to get married at the tender age of just 18 years. This is an age too tender to even think about having deep commitments in relationships leave alone marriage. Secondly, she is seen to get married to men who are purely alcoholic. This would perhaps be used to define her social setting where she would be taken to

At the Core of Jewish Belief Essay Example | Topics and Well Written Essays - 2500 words

At the Core of Jewish Belief - Essay Example Just as the other cultures themselves have faced, the Jewish population through history has too faced strife and sacrifice that has greatly impacted the past, present, as well as future for them. As for the development of Judaism, the, "Hebrew religion began to give rise to Judaism after the destruction of the temple and the exile of Judah in 586 BC," ("Judaism" p.1). As many would come to know after the end of World War II, Jewish citizens were often referred to in derogatory means as being 'a Jew'. While the person in fact would have been of Jewish decent, the casual throwing out of the label of them being Jewish by extent served as a way to demean and diminish the societal value of a culture and precious belief system. Further elaborating, "The term 'Jew', in its biblical use, is almost exclusively postexilic. The Jewish religion of the biblical period evolved through such historical stages as the intertestamental, rabbinic, and medieval to the modern period of the nineteenth century with Orthodox, Conservative, and Reform Judaism," ("Judaism" p.1). Like Christians and Muslims, Jewish people as well have a tenant system of faith. According to the Elwell Evangelical Dictionary of M R Wilson, found at the bottom of the previously used source, modern Jewish faith believers are shaped by the following tenants; (1) Man is pivotal in the universe. He sees himself as a partner with God in the unending process of creation. In rabbinic thought, "God needs man as much as man needs God." (2) Man is a responsible moral agent, fully accountable for his acts. He is free to shape his own destiny. (3) Human progress is possible as man realizes the great potential within him. The nature of man is basically good, or neutral, free from the encumbrance of original sin. Thus man may be optimistic and hopeful about his future. (4) "This-worldliness" is a distinguishing mark of Judaism. The Hebrew Scriptures focus more on earth and man than upon heaven and God. Hence, lengthy speculation about the afterlife and otherworldly realities has never occupied a major position in Jewish thought. (5) All of life must be regarded as sacred. Man is to seek to imitate God in sanctifying his every action. Time must be imbued with the seeds of eternity.(6) Man is to pursue peace, justice, and righteousness. Salvation is dependent upon the betterment of society through good deeds. Historically, Jews have seen the Messiah as God's anointed human representative (not a God-man) who would usher in a golden age of societal and spiritual redemption. Today, however, Reform Judaism teaches that the Messianic Age will appear when humankind collectively, by its acts, reaches a level of true enlightenment, peace and justice. (Wilson Evangelical). One of the founding premises for belief is what most has come to know as the Ten Commandments. It is these ten 'rules' that act as a way to show people what they should and should not do.

Managing Ethichs and Social responsibility Research Paper

Managing Ethichs and Social responsibility - Research Paper Example In relation to the conception of business ethics along with social responsibility, Business Ethic Management (BEM) is viewed to be a process of analysing as well as minimising ethical issues or problems with the application of certain specific programs and effectual practices. There are varied important elements that are applied by different organisations for minimising ethical problems or issues that include formulating effectual mission statements and establishing standard code of ethics. It has been apparently observed that the people involved with an organisation are provided with business ethics related education as well as training in order to effectively operate their respective business activities in accordance with organisational objectives. Moreover, business operations of an organisation are required to be audited as well as reported in an appropriate manner in order to effectively analyze business performances by a significant level (University of Bahrain, n.d.). News Int ernational or NI Group Ltd (NI) is regarded as one of the renowned as well as the biggest publishers of famous British newspapers. The well-known newspapers published by NI are The Sunday Times and The Times. These newspapers which publish by the organisation are considered to be the best in consideration to quality. Furthermore, another well-known newspaper of the organisation named The Sun is regarded to be one of the most read newspapers in the UK that accounts to seven million readers per day (NI Group Limited, 2012). This discussion will emphasize upon analysing ethical as well as social issues that faced by NI. Moreover, the discussion will further focus upon the techniques as well as the standards that adopted by the organisation in minimising all these identified issues that are pertaining within the organisation. Ethical and Social Issues of NI NI is one the famous newspaper publisher in the UK that faced several issues or problems which have been identified to hamper the p erformances as well as the business ethics of the organisation at large. The organisation has faced the problems due to corrupt practices that were performed for investigating certain crime related activities or news reports. The major ethical problem that faced by the organisation is the phone-hacking investigation procedure. Moreover, the staff members of the organisation were also alleged that they were involved in accessing messages of general public along with comprising the celebrities as well as the politicians (Davies, 2009). Furthermore, one of the staff members named Clive Goodman as well as two other members of NI was identified to be involved in tapping the phone calls of Prince William, a member of royal family (Day, 2006). There was another event that hampered the ethical standards of the organisation considering the case of Milly Dowler who was murdered. In regard to this case, the members of NI were alleged that they erased messages from Milly Dowler’s mobile phone with the intention of acquiring future messages (Muller, 2012). Furthermore, the organisation is also charged with the crime of providing bribery to public officials for acquiring important information

In what way did the use of nuclear weapons against Japan change Essay

In what way did the use of nuclear weapons against Japan change international relations - Essay Example The first use of atomic bomb symbolized the ever widening gap between mans dynamic progress in the attainment of destructive capacity through science and technology and his corresponding lack of progress in area of peace and security. In his message to congress President Truman on October in 3 1943 stated that; ‘International relations as in domestic affairs, release of atomic energy constitutes a new force to revolutionary to consider in framework of old ideas. (Viner, 1946 p 53). The use of nuclear weapons meant that that nations were the only genuine international actors as well as the only foundation for national defence since states in the nuclear power had ability to annihilate one another, none of the states would be willing to pick up a nuclear risk for another one, since its every survival would be at stake. Secondly no state could fully trust one another. Nuclear bipolarity forced all states that were non –nuclear to line up in their respective blocks, and prev ented legitimate emergence of other nuclear actors. Nuclear weapons and threat had an influence on how states and statement acts. For these reasons the use of nuclear weapons would not, could not and will not be ignored. (Lewis, 1999. p225) International relation as a system of interaction between nations underwent major changes. From the end of the Second World War up to the end of cold war in 1991 several issues gained prominence in the international relations. These are; strengthened existence of non state actors as vital players in international relations, energy, environment, terrorism, globalization, communication and revolution. Although the world become unipolar as the United States remained the only super power. The present international relations became more interdependent due to spread of globalization and international trade, information technology evolution, terrorism and environmental degradation. States started to seek cooperation from other states and compete with ea ch other as they became largely dependent with each other. (aneek chaterjee, 2010 p7) After the bombing of Japan, they surrendered and this led to the end of the Second World War. This was seen by many in Britain as blessing in disguise as it provided a unique rapture in the international relations and provided an opportunity for its reconstruction into a peaceful and lasting form. He focus shifted in united nation organisations and allied agencies. (The Journal American History published, 2011) Use of nuclear weapons haunted every international conference and treaties.First and vital cause of use of nuclear weapons against the Japan led to the cold war. â€Å"Cold war was a product of clash between Soviet Union and American Ideologies and stuggle for advantage between the two and the personality of John Stalin†( Colin S Gray 2007). In addition it caused a split to the second world wars allies especially between the United States and the Soviet Union. There two issues that st rained the relationship of the United States and Soviet Union: the secrecy of manufacturing the atomic bomb and the sequential dropping of the bomb in Japan. Soviet Union viewed this as betrayal of trust between the two super powers. This became the beginning of mutual suspicion and mistrust that led to mutual distrust between the two nations. United States continued to enjoy the monopoly of