Conflicts in the hip hop industry essays

Conflicts in the hip hop industry essays Are the waging wars in the hip hop world just a cunning way to receive more airplay, or is there an ongoing battle with hip hop stars strictly keeping it on vinyl? These and many more questions are posed as we face this ongoing dilemma. It seems as if hip hop stars are taking their eyes off the green and keeping their eyes on each other. Every time you turn around theres a new battle or beef two more rappers going at it to put each others lyrical content to the test. Since the late Notorious B.I.G. and Tupac, conflicts between lyricists have been popping up by the dozens. Although there hasnt been a greater tragedy than B.I.G. and Tupac, the lyrical content has definitely stepped it up a notch and has become more aggressive. Usually the battles will derive from one rapper, and will be quickly responded to, sometimes within a matter of hours. Input by the fans defiantly has a large impact when it comes to deciding who won that battle and walked out with the respect. This shows a side of hip hop that exposes, and leaves the profession vulnerable for harsh criticism. The most exciting part of the industry is when two well known artists decide to go head to head and put their lyrical content to the test. Marshall Bruce Mathers III, was born October 17, 1973, in Kansas City, Missouri, USA. This white rapper burst onto the US charts in 1999 with a controversial take on the horror core genre. Mathers endured an itinerant childhood, living with his mother in various states before eventually ending up in Detroit at the age of 12. He took up rapping in high school before dropping out in ninth grade, joining ad hoc groups Basement Productions, the New Jacks, and D12. The newly named Eminem released a raw debut album in 1997 through independent label FBT. Infinite was poorly received, however, with Eminem earning unfavorable comparisons to leading rappers such as Nas and AZ. His determination to succeed was given a boost by a pro...

Theres and There are

Theres and There are Theres and There are Theres and There are By Maeve Maddox An odd-looking contraction Ive noticed recently is therere for there are. Haiti Airport Baggage Handlers, Therere Just Too Many! Therere too many kids Therere Just A Few Days Left If Therere Seasons(song title) Contractions are supposed to be easy to say. For example, theyre for they are is easy to utter, but adding another re to there to create therere produces a word difficult to pronounce. I wonder if this nearly unpronounceable contraction may have something to do with the proliferation of theres to begin sentences in defiance of the rules of agreement between subject and verb: Theres ten members on the council. Perhaps the speaker knows better, but is in contraction mode and at the last minute decides that ungrammatical theres is a better choice than unpronounceable therere. Besides being difficult to pronounce, therere looks peculiar. In writing intended to be read by others, its probably best to avoid such ungainly contractions as therere and wherere. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Grammar category, check our popular posts, or choose a related post below:Writing Prompts 101Difference between "Pressing" and "Ironing"Honorary vs. Honourary

AMERICAN HISTORY SINCE 1900 Assignment Three Essay

AMERICAN HISTORY SINCE 1900 Assignment Three - Essay Example Detractors who said they could see the wisdom in some of the New Deal initially, but then feel that it went too far later pointed this out.    Perkins, Frances. The Roosevelt I Knew. New York: Viking, 1946. Print. Roosevelt showed numerous strengths as a crisis leader. He had the courage to break with the orthodoxy of the day, which is always a difficult thing to do. He took a look at the large picture and realized that letting business attempt to create some sort of Utopia was not going to end the Depression. His willingness to try something new shows good crisis leadership. He was decisive and did not waver from his basic ideals. Roosevelt did show that he could also over-react in a crisis. When the Supreme Court threatened some of his legislation and others declared unconstitutional, he showed poor judgment by trying to pack the Supreme Court with extra justices that were sympathetic to his policies. This type of rash maneuver showed that Roosevelt could create drama that actual ly made it harder to manage the crisis of the Great Depression. Leuchtenburg, William Edward. The Supreme Court Reborn: the Constitutional Revolution in the Age of Roosevelt. New York: Oxford UP, 1995. Print. The beginning of World War II changed American society in many ways. Economically, the spending on wartime manufacturing ended the Great Depression. Millions of jobs were created. But with many men called away to fight, different groups provided the labor. American teenagers dropped out of school in record numbers to work in factories. Women left the home and childcare responsibilities to work in manufacturing facilities. This greatly expanded economic opportunities for women. Minorities of all sorts were affected by the war as well. Opportunities to serve in the armed forcers were provided to African-Americans and Native Americans. American society changed forever. I am writing to recommend my very good friend Donald â€Å"The Donald† Trump as the ultimate businessman o f the 19th and 20th century. This is a fitting nomination for a gentleman that in many ways embodies the very essence of the hard-driving entrepreneurship that has helped to make America the great nation that it is. We are all aware that Donald Trump is a household name. But that isn’t why I feel he deserves this award. Plenty of business people have become household names, but none have done so with as much panache and bravado as The Donald. In order to most fully understand why Donald Trump is where he is today, we need to look at where he began. Donald grew-up in Queens and as a result has had a love of New York City his entire life. He followed in his father’s footsteps by working in the family real estate development business. It would be easy for some to say that Donald really didn’t have to work hard for his success. He was handed a business started by his father. Some might say that his story is simply a case of the rich getting richer. This might be tru e if it wasn’t for the fact that even before Donald joined the family business, he was showing the drive that would get him where he is today. His schooling was adequate at Fordham University but Donald wanted the best. He transferred to the Wharton School of Business at Penn University because he wanted to be in the very best school (Trump).

Entreprenenuship Essay Example | Topics and Well Written Essays - 4000 words

Entreprenenuship - Essay Example However, the success rate associated with such business models depends on the business scope and strategic effectiveness of an entrepreneur. Specifically mentioning, the UK’s domestic market has currently emerged out of an economic recession. In this regard, it can be predicted about the difficulties faced for the success of the small and medium scale entrepreneurial businesses. Justification to this statement can be provided depending on the fact that within a stabilized economy, the existence of government restrains will be comparatively less and the scope of carrying out the business processes in an appropriate manner will be high (Trading Economics, 2014). Taking consideration of the aforementioned aspects, the discussion focuses towards understanding the significance of growing entrepreneurial business within an economically stabilizing nation such as the UK. In this context, different theories are considered with the aim of having a better understanding about entrepreneurial activity in the UK. Based on the above graph, it can be analysed that the UK economy has drastically entered into a state of instability between the periods of 2012 and 2013. However, the nation appears to have shown appreciable amount of economic growth between the 3rd quarter of 2013 and the final quarter of 2014. Thus, the nation has made consistent efforts towards attracting the attention of the young entrepreneurs who intended to establish their own business and contribute to the economic wellbeing of the UK. With stability within the economic growth pace, the chances of opportunity for entrepreneurship will be much higher in comparison to that of the necessity of entrepreneurship. Moreover, after the economic recession state, the UK government structure has also projected appreciable amount of flexibility within new business licensing and registration procedures in order to create the overall business establishment for new entrepreneurs as

Whom do you admire more as a leader Essay Example for Free

Whom do you admire more as a leader Essay These two heroes have embarked from the same destination but on very different journeys. Whilst they are both Iliadic heroes at the start of their stories, they develop and adapt their manner towards the characteristics required of them to succeed. Before we judge them, it is necessary to determine our definition of a successful leader. A hero from the Iliad must be a speaker of words and one who is accomplished in action, according to the horseman Phoinix (Iliad. 9. 413). A leader must have these primary qualities then, as he must lead by example, but to create the ideal we must add to this. The leader should rely on no others but in turn listen to sound counsel. He should be fair in his justice, in control of his situation and surroundings, keep his men abreast of the plan of action and reasoning behind it, remain calm under pressure and have compassion and understanding for his people. Thus his primary concerns should be the welfare of his people, their security and maintaining peace at all costs. His men, a good indicator of his leadership to us, should therefore give him loyalty, trust, and obedience, if the leader has led them suitably. The performance of the men is also important, and what they achieve under his direction is representative of his strength of leadership, though this must be compared with how they act without his presence. These measures can be seen as the important assets of a competent leader, though extenuating and uncontrollable circumstances must be taken into account, as we make a sound judgement of our two heroes. Aeneas and Odysseus themselves are different, both in character and in their quest. Whilst Aeneas is born of the goddess Venus, Odysseus lineage has no close link to a deity. However, whilst Aeneas is of divine descent, he receives little or no help from his mother. When he lands at Carthage and Venus is kind enough to give him information about Didos people, she is disguised and departs immediately after having spoken, to the despair of Aeneas (you so often mock your own son you too are cruel A. 1. 406). The other help he receives is limited (thick mist A. 1. 411) and with no knowledge of its existence. Whilst his mother is vehement in defending her son and his people when she is on Olympus (it is unspeakable. We are betrayed A. 1. 252 take pity on them A. 10. 60), no action is taken to ease him in his distress or console him in person. Within the Aeneid, the gods are not the ever-present guardians that Athene is to Odysseus in the Odyssey, whether they agree or not (Hercules checked the great groan helpless tears streamed A. 10. 465). Athene on the other hand, not only helps Odysseus with her divine power but she gives him advice (go to the swineherd O. 13. 403), disguises him (change you beyond recognition O. 13. 396), and even cares for his family (instil more spirit into Odysseus son O. 1.89, prompted the wise Penelope O. 21. 1). She is very intimate with Odysseus, conversing at length and speaking very openly (you are so persuasive, so quick-witted, so self-possessed O. 13. 333). Whilst Venus never alights on the earth to console Aeneas in his grief (heart sick at the sadness of war A. 8. 29), Athene can not bear to leave her hero in distress (I cannot desert you in your misfortunes O. 13. 332). Aeneas is in fact quite a lonely character and doesnt even compete in the games of Book 5, which we can easily imagine Odysseus competing in (as in the Iliad). His lack of personal contact with the gods shows that he is just a pawn, merely a very important pawn. However, the actual tangible help that Aeneas receives is far greater than Athenes to Odysseus. The son of Venus receives divine weapons beyond all words and of shining splendour. Neptunes actions against the work of Juno allow his crew to survive the shipwreck (calming the swell A. 1. 145). Thus, whilst Aeneas is never given a piece of news from the Olympians that he actually wants to hear (dumb and senseless A. 4. 280), his physical aid from the gods is great. Odysseus receives emotional and strategic help from Athene (the two of them sat down to scheme O. 13. 371), as well as assistance from Hermes in person. However, his encounters with monsters and magic are largely left to him. He is given no divine armour, and Athene checks her aid in deference to Poseidon. But Venus just goes head to head with Juno, despite her lesser status, and aids Aeneas. Odysseus walks with the gods and they interact with him regularly but this counterbalances his character as a loner. Aeneas leadership begins in conjunction with his father Anchises who dies in Sicily, but his son Ascanius is on the voyage also. He also has no alienation from his men, such as Achates, and listens to their words (there is no danger A. 1. 584). Odysseus on the other hand has a difficulty with listening to people. Despite Agamemnons warning in Book 11 (make a secret approach O. 11. 456), it takes Athenes reminder (tell not a single person O. 13. 308) to prevent catastrophe (I would certainly have come to a miserable end if you, goddess, had not made all this clear to me O. 13. 383). He ignores Circes advice not to put on his armour when he goes past Scylla. He ignores his mens attempts to stop him saying his name to the Cyclops. This inability to accept criticism or advice hampers a good relationship with his men. Odysseus hardly ever refers to his men by name and the only man whom we hear in person is the treacherous Eurylochus and the drunken ghost of Elpenor. No direct speech from a living Ithacan on Odysseus crew is ever said to him in kind. Though Odysseus goes so far as to divide the men up and share command with Eurylochus, his pondering as to whether or not he should lop his head off counts against it. Odysseus acts very much on his own compared to Aeneas whom only ever parts company from his men when he is with Dido and when he first lands on Carthage. However, Odysseus is frequently dividing himself from his men. He receives the souls of the dead on his own, with no Sibyl to guide him. He forages on his own in Scherie, he lands his ship away from the others at Telepylus, he lets no one else control the rudder leaving Aeolia and he sleeps away from the others upon Thrinacie. Odysseus repetitive action of taking everything upon himself points to the different nature of his and Aeneas travels. Odysseus is going home to free his wife, his home, and his kingdom. His men just happen to be going to the same place. Aeneas though is going to found a new race with his people. It is essential, for his mission to be completed successfully, that he reaches Latium with a band of men to found Rome. Odysseus though has no commitment to his crew. Homer is very insistent on the fact that the Ithacans on the ship are not worth saving and could not have been saved from destruction, despite Odysseus attempts (in spite of all his efforts their own transgression that brought them to their doom O. 1. 6). The point that these are his fellow countrymen, whom he should have the utmost concern for , as their king, seems to be ignored. Aeneas has no legal duty to his crew as their king, unlike Odysseus. The Ithacan crew does have their shortcomings but compared to the Trojans, the Ithacans arduous trials on the seas are far worse. No rest is received from Troy until Aeaea. The Sirens, and Scylla and Charybdis also occur without a pit stop in between it is not surprising that Eurylochus expresses the wish of the men to land and take on supplies (you expect us, just as we are[to] go wandering off over the foggy sea O. 12. 285). The crew has lost 11 ships by the time they leave the Laestrygonians.

Newtons Method :: Newton-Raphson Method

Finding roots of a function is often a task which faces mathematicians. For simple functions, such as linear ones, the task is simple. When functions become more complex, such as with cubic and quadratic functions, mathematicians call upon more convoluted methods of finding roots. For many functions, there exist formulas which allow us to find roots. The most common such formula is, perhaps, the quadratic formula. When functions reach a degree of five and higher, a convenient, root-finding formula ceases to exist. Newton’s method is a tool used to find the roots of nearly any equation. Unlike the cubic and quadratic equations, Newton’s method – more accurately, the Newton-Raphson Method – can help to find roots of nearly any type of function, including all polynomial functions.   Ã‚  Ã‚  Ã‚  Ã‚  Newton’s method use derivative calculus to find the roots of a function or relation by first taking an approximation and then improving the accuracy of that approximation until the root is found. The idea behind the method is as follows. Given a point, P(Xn,Yn), on a curve, a line tangent to the curve at P crosses the X axis at a point whose X coordinate is closer to the root than Xn. This X coordinate, we will call Xn+1. Repeating this process using Xn+1 in place of Xn will return a new Xn+1 which will be closer to the root. Eventually, our Xn will equal our Xn+1. When this is the case, we have found a root of the equation. This method may be unnecessarily complex when we are solving a quadratic or cubic equation. However, the Newton-Raphson Method compensates for its complexity in its breadth. The following examples show the versatility of the Newton Raphson Method.   Ã‚  Ã‚  Ã‚  Ã‚  Example 1 is a simple quadratic function. The most practical approach to finding the roots of this equation would be to use the quadratic equation or to factor the polynomial. However, the Nowton-Raphson method still works and allows us to find the roots of the equation. The initial number, Xn, 3, is a relatively poor approximation. The choice of 3 illustrates that the initial guess can be any number. However, as the initial approximation worsens, the calculation becomes more laborious.   Ã‚  Ã‚  Ã‚  Ã‚  Example 2 demonstrates one of the advantages to Newton’s method. Function 2 is a Quintic function. Mathematician, Niels Henrik Abels proved that there exists no convenient equation, such as the cubic equation, which can help us find the function’s roots.

Money: Crime and Great Gatsby

Jonathan Marshall Ms. Herring English 11 – Great Gatsby Essay 3/27/13 Period 5 Dark Side of Money There's only one thing that truly rules our world that we live in today. It's what pretty much everybody strives for, and it's the only reason why people want to be successful. Some believe it brings happiness and joy. This â€Å"thing† is a necessity for life; it's money. Money is what makes the world go around. It is the one thing that each and every person on Earth wishes they had more of. However, what most of these people don't realize is that money is also the root to all evil.The book â€Å"The Great Gatsby† portrays this theme in a lot of different ways. This negative idea towards money consists of jealousy, unequal power, and murder; all caused by money. In the same ways and more, money is the root to all evil in our own society as well. Many crimes occur with some sort of direct relation to money. Although everybody strives for more money, not everybody spe nds it wisely or legally. Unfortunately, the book â€Å"The Great Gatsby† and these real life examples are true depictions of reality and everyday lfie.Robberies are often committed in our own communities because of individuals seeking money. There are many examples of this including the â€Å"Luger Bandit† in Los Angeles whos has robbed many banks recently. The latest case was on March 10, 2013. He simply walks into a Wells Fargo bank with a gun, makes the costumers lay on the floor, and forces the employees at gunpoint to put money in his bag. Soon, this man will be arrested and thrown into prison. This kind of action will affect many of his family and friends.These robberies can easily turn worse by the pulling of a trigger. Any unfortunate person that was at the wrong place at the wrong time could die. This would mean that that innocent individual died just because of a man's criminal pursuit for money. Another type of criminal activity caused by the pursuit for mo ney in our community is when someone steals from another. An example of this is when two women were robbed at gunpoint in their home in Indiana. Those two women are now scarred for life and will never be able to forget this horrific event.Once again, lives are damaged dramatically by criminals looking for money. It's evident that the power of money often drives people to commit evil crimes. This power of money is demonstrated in â€Å"The Great Gatsby†. Gatsby draws alot of attention to himself because of his wealth. Alot of people look up to him, and want to have the amount of wealth he has. In order to get this money, Gatsby got involved with the mob and organized crime. So Gatsby risked his life by making criminal decisions so he can become wealthy.Money influenced Gatsby to make these decisions with his life, which clearly shows that money is truly the root to all evil. There are multiple cases when people with wealth tend to be more selfish and stuck up. Tom and Daisy in â€Å"The Great Gatsby† can be examples to this idea. Nick explains to us towards the end of the book that Tom and Dasiy are careless, and that they leave messes behind and count on others to fix it for them. If they didn't have the amount of money that they have, they wouldn't be able to do this. Tom and Daisy would appreciate things more, instead of being selfish.The money is obviously the cause to their attitude towards others. A real life example of this is when a wealthy individual has a hired maid to clean up after them. The maid's job is to clean up any mess that this person or their family makes. This type of case shows that wealthy people tend to be more lazy and have less responsibilities because they have other people to do it for them. Without all that money, they wouldn't be able to do that. They'd have to clean up and have the same amount of responsibilities as the average person.These examples from â€Å"The Great Gatsby† and real life definitely repres ent society in general, because crimes are committed everywhere all the time in search for money. According to statistics, 20 banks are robbed every day and 45 houses are broken into every hour in the United States. With the percent of poverty and unemployed people in need for money increasing, I don't see these rates dropping anytime soon. If anything it could get worse. Our society is simply doomed, we have no hope. On the other side of the story, the people with money spoil themselves by spending it the wrong ways.Alot of wealthy people choose to go to bars, stripclubs, and prostitution houses. It may be legal, but they're still unwise decisions. Also, the amount of drug abuse continues to increase. In fact, the rate of illegal drug use rose last year to the highest level in nearly a decade. How do people recieve these drugs? They pay for it with money. Without all that money, they wouldn't be able to afford those illegal drugs. It is clear that we can't really do anything to avo id these problems in our society.It'll continue to happen no matter what. Money is very powerful, it rules our world. It tends to control people and take over their minds. This shows in stats of crimes and what those people, lucky enough to have money, do with the money. Impatient people who aren't satisfied with the amount of money that they already have attempt to take the easy way out by robbing banks, houses, cars etc. The wealthy individuals make unwise decisions and become lazy because of the money. There's no doubt, money is the root to all evil.

Dogfight over Europe: Ryanair (a)

For the exclusive use of J. SICINSKI Harvard Business School9-700-115 Rev. November 21, 2007 Dogfight over Europe: Ryanair (A) In April, 1986, the upstart Irish airline Ryanair announced that it would soon commence service between Dublin and London. For nearly a year, the new airline had operated a 14-seat turboprop between Waterford, in the southeast of Ireland, and Gatwick Airport on the outskirts of London. The founders of Ryanair, brothers Cathal and Declan Ryan, felt that service on that first route had developed well. They knew, however, that the Dublin-London route would pose new challenges.For the first time, they would face Aer Lingus, British Airways, and other established competitors on a major route. European Aviation The environment in which the Ryan brothers launched their fledgling carrier had long been shaped by Europe’s national governments. 1Privately owned, commercial airlines sprang up in Europe following World War I. Soon, however, the governments of Brita in, France, Germany, and other countries began to amalgamate the first, small airlines into national â€Å"flag carriers. † Each of these airlines literally carried the flag of its nation on the tails of its aircraft.Figuratively also, each airline carried the flag, serving as an international emissary. Predecessors of British Airways, Air France, Lufthansa, and others gradually became owned by, and subsidized by, their national governments. The route structures of British, French, Dutch, and Belgian flag carriers developed to serve the colonial aims of their respective governments. For instance, the aircraft of British Airways’ predecessor, the aptly named Imperial Airways, were familiar sights in India, South Africa, Australia, and other British outposts by the 1930s. Service focused on international routes from each nation’s capital to colonies, other areas of national influence, and the capitals of other European countries. Intra-country service was sparse, largely connecting provincial cities to the capital. Fares on domestic routes were often kept high to subsidize international service. World War II brought advances in aviation that made air travel widely economical for the first time. The aftermath of the war also brought the threat of American dominance in air travel.Had free competition been permitted on international routes, the efficient, privately owned carriers of the United States would likely have won the lion’s share of the market. 3A set of multilateral and bilateral agreements averted this outcome. The International Air Traffic Association (IATA), essentially a government-endorsed cartel of the major airlines, emerged to set international fares. Governments negotiated bilateral agreements that regulated all aspects of air travel between pairs of countries. In Europe, â€Å"pooling arrangements† became common.Under pooling, the routes between, say, France and Italy would be given strictly to Air France and A litalia. The two flag carriers would Professor Jan W. Rivkin prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright  © 2000, 2007 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www. hbsp. harvard. edu.No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. This document is authorized for use only by Jan Sicinski in Strategic Management IBP 10-11 taught by Dr. TOMASZ LUDWICKI from October 2010 to April 2011. 1 For the exclusive use of J. SICINSKI 700-115Dogfight over Europe: Ryanair (A) pool their capacity an d revenue, then divide the proceeds in an agreed-upon manner.Carriers were banned from flights that did not begin or terminate on their national soil; Air France, for instance, could not fly from Rome to Frankfurt or Milan. Intra-country service was also regulated strictly. To varying degrees, domestic fares were set by government authorities, and entry by new airlines was discouraged. The collapse of European empires and the advent of jets capable of crossing the Atlantic economically led virtually all European flag carriers to refocus their international efforts on routes across the North Atlantic in the late 1950s.Heavy and growing demand for transportation to and from North America made such routes highly profitable, at least initially. Europe’s system of regulation soon came under pressure. A late-1950s attempt to unify the flag carriers of France, West Germany, Belgium, and Italy collapsed under the weight of disparate national interests. By 1960, the Economist magazine bemoaned the state of the heavily regulated, fragmented airline industry. â€Å"The basic trouble,† it concluded, â€Å"remains that the world has too many airlines, most of them inefficient, undercapitalised and unprofitable. 4Though the IATA introduced some forms of restricted, discount fares in the 1950s, consumers grew dissatisfied with high prices. European regulations applied largely to regularly scheduled service between destinations. To bypass these regulations and to tap pent-up demand for leisure travel, charter airlines appeared and grew rapidly during the 1960s. These start-ups, funded in part by shipping companies, offered holiday makers cheap fares on non-scheduled flights and â€Å"inclusive tours† that bundled flights with lodging.Charter holidays proved especially popular among British and Irish vacationers, who used them to escape the North Sea for sunnier climes. By the mid-1980s, charter flights would transport 60% of all European passengers. 5Fla g carriers responded to the independent charter airlines both by establishing new discounts within the IATA structure and by starting charter subsidiaries themselves. The 1970s took airlines around the world into financial straits (Exhibit 1). The introduction of wide-bodied aircraft such as the Boeing 747 increased capacity on the North Atlantic route dramatically.The OPEC oil embargo raised the price of jet fuel, and the ensuing recession cut demand for air travel. These events hit Europe’s flag carriers, with their heavily unionized staffs and high fixed costs, especially hard. Exhibit 2 compares the staff productivity of European and U. S. airlines in 1978. In 1978, the U. S. Congress approved the thorough deregulation of the domestic U. S. airline industry. Pricing, route scheduling, entry, and exit were freed up dramatically. Prices plunged rapidly as airlines competed vigorously for marginal customers.Twenty-two new, low-cost carriers entered the market between 1978 an d 1980. 6Most of the new airlines soon failed, however. Established players such as American, United, and Delta used hub-and-spoke route structures and computerized reservation systems to spur a new wave of consolidation. Following consolidation, prices and profitability remained low and unstable. Strong U. S. airlines reached out for new routes into Europe. The U. S. experience brought calls for European deregulation from consumer advocates and supporters of competition.A 1984 memorandum from the European Commission proposed the abolition of pooling arrangements, price fixing, and government subsidies. Trade unions and flag carriers allied to defeat the proposal. In 1986, the Single European Act called for the creation of a unified European market by the end of 1992. The market was intended to â€Å"comprise an area without internal frontiers in which the free movement of goods, persons, services and capital is ensured†¦. †7 Industry observers expected new proposals for the liberalization of the European airline industry to follow.This document is authorized for use only by Jan Sicinski in Strategic Management IBP 10-11 taught by Dr. TOMASZ LUDWICKI from October 2010 to April 2011. 2 For the exclusive use of J. SICINSKI Dogfight over Europe: Ryanair (A)700-115 British Aviation and British Airways While Europe as a whole remained dominated by state-owned carriers with government- mandated monopolies or near-monopolies, individual countries moved to liberalize their domestic airline industries and to push for international deregulation on a bilateral basis with individual countries. The United Kingdom was among the most aggressive in doing so. As early as 1971, Britain’s airline regulator, the Civil Aviation Authority, encouraged the establishment of British Caledonian Airways (BCal) as a â€Å"second force† to compete with the dominant, state-owned British Airways (BA). Labor Party governments, however, subsequently protected BA from BCal’s incursions. Though independent airlines such as BCal and British Midland operated in the U. K. during this period, momentum for airline deregulation picked up only after the election of the Conservative, market-minded Prime Minister Margaret Thatcher in 1979.An early Thatcher bill required, for the first time, that regulators give the interests of consumers equal weight to the interests of operators when allocating licenses for new routes. A hallmark of Thatcher’s government was the privatization of state-owned enterprises, and a centerpiece of her privatization programme was a proposed flotation of BA on the stock market. The state of BA in 1979, however, precluded a rapid privatization. The cost structure of BA and its predecessors had been high at least since the end ofWorld War II, when the flag carrier was expected to â€Å"find a job for every demobilized member of the [Royal Air Force]. †9In 1977, the U. S. carrier Delta transported 30. 7 million p assengers with 31,000 employees while BA’s staff of 54,300 moved 14. 5 million passengers. 10After thin profits in the late 1970s, BA suffered a loss of UK? 102 million on revenue of UK? 1,760 million in 1981. A new chairman, John King—a self-made millionaire with experience in the ball-bearing industry—was brought in to revive BA and prepare it for privatization.With generous severance packages, King reduced BA’s staff to 38,000 by 1985. Loss-making routes were surrendered to competitors, and maintenance stations and training colleges were shuttered. King soon yielded the reins to Colin Marshall, a former executive of car rental agency Avis, who began to improve customer service. Marshall paid particular attention to satisfying full-fare business customers. By 1984, BA was earning record profits (Exhibit 3), and its privatization was being planned for 1987. Deregulation slowed during the period of BA’s turnaround.A Civil Aviation Authority proposa l to shift some of BA’s routes to BCal, for instance, was defeated in 1984, largely because the Treasury Ministry opposed the plan. In 1986, BA operated one of the world’s most extensive airline route networks, serving 145 destinations in 68 countries. 11No airline carried more international passengers. International journeys accounted for roughly two-thirds of the seats that BA sold and nine-tenths of its revenue. Nearly 80% of passengers passed through London’s main airport at Heathrow, one of the world’s busiest transportation hubs.Plying the network was a fleet of 163 aircraft, ranging from 44-seat turboprops to Boeing 747s with room for nearly 400. Since 1980, BA had invested roughly UK? 700 million to purchase 55 new aircraft, mostly for service within Europe. The company was beginning to upgrade its intercontinental fleet. In the United Kingdom and New York, BA provided its own passenger and ground services (e. g. , for passenger check-in, baggage handling, and aircraft cleaning). Elsewhere, it hired contractors to perform such services.BA catered its own flights from Heathrow, but contracted out all other catering. The company performed most of its own maintenance from a base at Heathrow and had engineering capabilities at three-quarters of the airports it served. BA sold tickets over the telephone and in 171 retail shops worldwide, where agents also sold package vacations. In addition, 49,000 independent travel agents had the ability to book tickets on BA via computerized reservation systems, including BA’s own system. Such agents accounted for 83% of the company’s scheduled passenger revenue.BA pitched its services to a wide range of This document is authorized for use only by Jan Sicinski in Strategic Management IBP 10-11 taught by Dr. TOMASZ LUDWICKI from October 2010 to April 2011. 3 For the exclusive use of J. SICINSKI 700-115Dogfight over Europe: Ryanair (A) business and leisure travelers. Accordingly, i t offered a spectrum of ticket prices with varying restrictions and the full range of classes of service—from first class to economy. Especially among business travelers, BA was known for its improving in-flight amenities. Exhibit 4 shows BA’s revenue and operating cost per scheduled passenger.The 6. 9% operating margin shown there reflects BA’s entire route network. In Europe alone, the carrier earned a 4. 4% margin. Irish Aviation and Aer Lingus As a country with a small population, limited land mass (roughly 250 kilometers across and 400 long), and no colonial possessions, Ireland did not lend itself naturally to commercial aviation. 12 Yet in 1936, a mere 15 years after Ireland’s initial political separation from Britain and 13 years before full independence, government and private interests in Ireland came together to form Aer Lingus, a flag carrier for the emerging state.Government support proved crucial in the airline’s early days. Annual lo sses in the 1930s and 1940s commonly ran between 20% and 100% of revenue. Not until the early 1950s did the airline earn a profit in consecutive years, and then only for a short period. Early on, passenger traffic focused on routes between Ireland and Britain, where a large population of Irish emigrants resided. To develop these routes, the Irish and British governments struck an unusual arrangement in 1946. Through BA’s predecessors, the British government took a 40% stake in Aer Lingus, leaving 60% in the hands of Ireland.Aer Lingus was granted monopoly rights to routes over the Irish Sea. BA’s predecessors gained the valuable right to land at Shannon Airport on Ireland’s west coast, refuel, and continue on across the Atlantic. (Aircraft ranges at the time required such a refueling stop. ) In exchange, Aer Lingus was allowed to land in Manchester, take on passengers, and continue to continental Europe. Such â€Å"onward rights† were rare in Europe and m arked the beginning of relatively liberal bilateral agreements between Britain and Ireland.The British partnership continued for a decade until Aer Lingus’ desire to develop its own trans-Atlantic routes, to reach the large ethnic Irish populations in New York and Boston, created a rift. Amicably, the British government reduced and eventually relinquished its stake in Aer Lingus. The predecessors of BA and independent carriers such as British Midland began to fly routes between Britain and Ireland. Problems on the North Atlantic corridor in the 1970s hit Aer Lingus especially hard. Compared to other carriers on the route, Aer Lingus drew its passengers especially heavily from the ranks of tourists.Tourist passengers actively sought promotional fares, created erratic peaks of seasonal demand, and largely stayed at home during the recession of the mid-1970s. The Irish government insisted that Aer Lingus continue to fly the North Atlantic corridor despite losses on the route. 13 Aer Lingus first published its objectives in 1971 and had, by 1986, reviewed and ratified the statement a number of times. The statement called on Aer Lingus to provide an air transport service that was â€Å"safe, efficient, reliable, and profitable. The airline touted the many benefits it brought to the Irish community: national development, promotion of tourism, employment, a contribution to the balance of payments, and educational, social, and cultural services. 14 Losses in the 1970s prompted Aer Lingus to seek new sources of revenue and profit. â€Å"We perceived that an airline with a limited home market, limited financial resources and a cyclical product would have to diversify,† reflected one of Aer Lingus’ chief executives. 15Aer Lingus began to offer maintenance service and engineer training to other airlines.Successful introduction of its computer reservation system led Aer Lingus to offer computer consulting and data processing services. The company also entered the hotel business in London, Paris, and New England. By 1986, This document is authorized for use only by Jan Sicinski in Strategic Management IBP 10-11 taught by Dr. TOMASZ LUDWICKI from October 2010 to April 2011. 4 For the exclusive use of J. SICINSKI Dogfight over Europe: Ryanair (A)700-115 so-called ancillary businesses include hospital management in Baghdad and an investment in robotics. In 1984-85, air transportation, irline-related services such as maintenance, and non-airline businesses provided Aer Lingus operating profits of 0. 5 million Irish pounds (I? ), I? 12. 7 million, and I? 17. 1 million, respectively. 16Within air transportation, Aer Lingus’ domestic and European routes earned a modest operating profit while its trans-Atlantic flights sustained operating losses for the sixth time in seven years. 17During the coming decade, Aer Lingus faced tens of millions of pounds of investment to replace aging jets in its fleet. Government officials were conte mplating the sale of part of the company to finance the capital expenditures.Ryanair Cathal and Declan Ryan had essentially grown up in the airline industry. 18Their father, Tony Ryan, had long worked for Aer Lingus. As the flag carrier’s aircraft leasing manager, the elder Ryan struck innovative deals to lease excess capacity to other airlines. From 1973 to 1975, for instance, he arranged for an Aer Lingus 747 and its Irish crew to ply Air Siam’s route between Bangkok and Los Angeles. 19In 1975, Tony Ryan co-founded Guinness Peat Aviation, which quickly became the largest aircraft leasing company in the world.Tony Ryan’s 10% stake in Guinness Peat Aviation gave him sufficient wealth to invest a million Irish pounds in his sons’ efforts to launch an airline. Both sons were in their 20s when Ryanair initiated service in 1985. At first, Ryanair used a 14-seat turboprop aircraft to run a scheduled service between Waterford in the southeast of Ireland and Gat wick Airport, one of London’s secondary airports. This initial service was intended to prove the company’s ability to operate a scheduled airline successfully. In 1986, Ryanair gained a license to operate between Dublin and Luton, another of London’s secondary airports.Aer Lingus and BA already operated on the Dublin-London route, which was reputed to be quite lucrative for both carriers. Indeed, Aer Lingus’ Chairman noted that â€Å"Dublin-London is the only route on the Aer Lingus network that has the volume of business to allow of itself a reasonable return on capital. †20Aer Lingus’ and BA’s least expensive, unrestricted round-trip fares on the route were priced at I? 208 (equivalent to UK? 189 at the time). Discount fares as low as I? 99 were available, though they had to be booked one month in advance.Observers felt that the figures shown in Exhibit 4 were typical of Aer Lingus’ and BA’s average revenues and costs for a Dublin-London round trip. Ryanair managers believed that the flights of Aer Lingus and BA were typically 60-70% full. According to airport authorities, half a million round-trip passengers flew the route each year. The total number of air passengers on the route had been stagnant for ten years. Roughly three-quarters of a million round-trip travelers opted to use rail and sea ferries rather than aircraft. The journey took nine hours by rail and ferry and one hour by air.Prices of round-trip rail-and-ferry tickets fell as low as I? 55. 21 On their new Dublin-London service, the Ryan brothers intended to run four round trips per day with a 44-seat turboprop. They did not have permission to fly larger jet aircraft on the route, but hoped to get permission soon. Ryanair would offer meals and amenities comparable to what Aer Lingus and British Airways provided. The company would distinguish itself from the flag carriers in two ways. First, its employees would focus intently on deli vering first-rate customer service.Second, the company would charge a simple, single fare for a ticket with no restrictions. In announcing its Dublin-London service, Ryanair publicized a fare of I? 98. This document is authorized for use only by Jan Sicinski in Strategic Management IBP 10-11 taught by Dr. TOMASZ LUDWICKI from October 2010 to April 2011. 5 700-115 Exhibit 1 For the exclusive use of J. SICINSKI Dogfight over Europe: Ryanair (A) Composite Profitability of All Major, Scheduled European Airlines 10 5 0 -5 Introduction of wide-body jets First oil crisis Second oil crisis -10 Introduction of jetsSource: Association of European Airlines, 1994 Yearbook, p. 19. Exhibit 2Staff Productivity of U. S. and European Airlines, 1978 Airline U. S. carriers: American Eastern Pan American TWA United European carriers: Air France Alitalia British Airways KLM Lufthansa Staff 40,134 35,899 26,964 36,549 52,065 32,173 17,040 54,645 17,812 29,400 Passengers per staff memberStaff per aircraft 762158 1,099156 358355 665156 657156 333314 374279 308264 231326 460320 Source: House of Lords Select Committee on European Air Fares, 1981, 185-7, European Air Fares, Air Transport Users Committee, Civil Aviation Authority, 1978.Cited in P. Lyth and H. Dienel, â€Å"Introduction† in H. Dienel and P. Lyth, eds. , Flying the Flag: European Commercial Air Transport Since 1945 (London: Macmillan, 1998), p. 8. This document is authorized for use only by Jan Sicinski in Strategic Management IBP 10-11 taught by Dr. TOMASZ LUDWICKI from October 2010 to April 2011. 6 Profit after interest as a percentage of total costs 1955 1960 1965 1970 1975 1980 1985 Dogfight over Europe: Ryanair (A) Exhibit 3British Airways Performance, 1977-85 For the exclusive use of J. SICINSKI 700-115 Revenue (mm UK? ) Operating profit before taxes and interest (mm UK? )Passengers (mm) Staff (thousands) Available ton-kilometers (mm) T on-kilometersused(mm) Load* (%) 197719791981 1,073. 91,403. 31,760 95. 876 . 0(102) 14. 515. 817. 0 54. 355. 953. 6 6,2337,1647,930 3,6074,4164,812 586261 19831985 2,0512,905 169292 16. 318. 4 45. 938. 1 7,2087,837 4,4615,267 6267 * Load = portion of available ton-kilometers used, a measure of capacity utilization. Source: British Airways Annual Reports. Cited in P. Lyth, â€Å"Chosen Instruments: The Evolution of British Airways† in H. Dienel and P. Lyth, eds. , Flying the Flag: European Commercial Air Transport Since 1945 (London: Macmillan, 1998), pp. 2, 74. Exhibit 4British Airways Average Revenue and Cost per Passenger, 1986 UK? Revenue 151. 3 Operating expenses Staff32. 4 Depreciation & amortization7. 8 Fuel & oil28. 9 Engineering and other aircraft costs8. 9 Selling16. 4 Aircraft operating leases3. 1 Landing fees and en route charges10. 6 Handling charges, catering, & other15. 1 Accommodation, ground equipment & other17. 7 Percent of I? Revenue 166. 5100. 0% 35. 721. 4% 8. 65. 1% 31. 819. 1% 9. 85. 9% 18. 010. 8% 3. 42. 0% 11. 77. 0% 16. 610. 0% 19. 511. 7% Subtotal 140. 9 Operating profit10. 411. 4Source: Case writer calculations, based on British Airways Prospectus, February 11, 1987. This document is authorized for use only by Jan Sicinski in Strategic Management IBP 10-11 taught by Dr. TOMASZ LUDWICKI from October 2010 to April 2011. 7 155. 193. 1% 6. 9% For the exclusive use of J. SICINSKI 700-115Dogfight over Europe: Ryanair (A) Notes 1 This section draws especially on P. Lyth and H. Dienel, â€Å"Introduction,† in H. Dienel and P. Lyth, eds. , Flying the Flag: European Commercial Air Transport Since 1945 (London: Macmillan, 1998), pp. 1-17. 2 P. Lyth, â€Å"Chosen Instruments: The Evolution of British Airways,† in H.Dienel and P. Lyth, eds. , Flying the Flag: European Commercial Air Transport Since 1945 (London: Macmillan, 1998), p. 50. 3 P. Lyth and H. Dienel, â€Å"Introduction,† in H. Dienel and P. Lyth, eds. , Flying the Flag: European Commercial Air Transport Since 1945 (London: Macmilla n, 1998), p. 3. 4 â€Å"Unfree as the Air,† The Economist, May 28, 1960. 5 P. Lyth and H. Dienel, â€Å"Introduction,† in H. Dienel and P. Lyth, eds. , Flying the Flag: European Commercial Air Transport Since 1945 (London: Macmillan, 1998), p. 7. 6 N. Donohue and P. Ghemawat, â€Å"The U. S. Airline Industry, 1978-1988 (A), HBS Case 390-025. A. P. Dobson, Flying in the Face of Competition (Hants: Avebury Aviation, 1995), p. 192. 8 This section draws especially on P. Lyth, â€Å"Chosen Instruments: The Evolution of British Airways† in H. Dienel and P. Lyth, eds. , Flying the Flag: European Commercial Air Transport Since 1945 (London: Macmillan, 1998), pp. 50- 86. 9 P. Lyth, â€Å"Chosen Instruments: The Evolution of British Airways† in H. Dienel and P. Lyth, eds. , Flying the Flag: European Commercial Air Transport Since 1945 (London: Macmillan, 1998), p. 65. 10 P. Lyth, â€Å"Chosen Instruments: The Evolution of British Airways† in H.Dienel and P. Lyth, eds. , Flying the Flag: European Commercial Air Transport Since 1945 (London: Macmillan, 1998), pp. 72-73. 11 The following description of British Airways in 1986 draws on the company’s February 11, 1987, prospectus. 12 This section draws especially on M. O’Riain, Aer Lingus, 1936-1986: A Business Monograph, 1987 and B. Share, The Flight of the Iolar: The Aer Lingus Experience, 1936-1986 (Dublin: Gill and Macmillan, 1986). 13 H. Carnegy, â€Å"Turbulent Times for Aer Lingus,† Financial Times, June 3, 1986. 14 Aer Lingus Annual Report, March 31, 1986. 15 Extract from M. J.Dargan’s address to the 50th Anniversary Banquet of Aer Lingus in the Royal Hospital, Kilmainham, 27 May 1986. Quoted in M. O’Riain, Aer Lingus, 1936-1986: A Business Monograph, 1987. 16 H. Carnegy, â€Å"Turbulent Times for Aer Lingus,† Financial Times, June 3, 1986. 17 Aer Lingus Annual Report, March 31, 1986. 18 This section draws especially on interviews conducted with Ryanair personnel between February 10 and February 17, 2000, including Michael O’Leary, CEO; Declan Ryan, founder; Charlie Clifton, Director of Ground Operations and Inflight; and Kevin Osborne, Director of Purchasing and Administration. 9 B. Share, The Flight of the Iolar: The Aer Lingus Experience, 1936-1986 (Dublin: Gill and Macmillan, 1986), pp. 203- 206. 20 Aer Lingus Annual Report, March 31, 1986. 21 J. Fagan, â€Å"Air Price War Hits Sea Route Traffic,† Financial Times, September 24, 1987. H. Carnegy, â€Å"UK-Irish Air Route Challenge,† Financial Times, April 24, 1986. This document is authorized for use only by Jan Sicinski in Strategic Management IBP 10-11 taught by Dr. TOMASZ LUDWICKI from October 2010 to April 2011. 8

Chiles Market Reforms essays

Chile's Market Reforms essays Without doubt, the reform to the market of capitals of Chile, has given a new impulse him to our economy. 15 are the measures, that they intend to give greater transparency, tributary flexibility, dynamism and incentives him to our market that as much needed it. They are: 1, Effects of Commerce Permite to emit on credit smaller bonds to companies than by size do not have access to emit bonds of long term, paying only by once the tax of timbres and stamps, which simplifies to the inscription and acquisition of titles by the AFP'S. 2. Reduction of the tax on the interests for foreign investors Iguala the tax treatment of the interests gained in instruments of debt bought by foreigners independently of if the debt is emitted outside or within the country, allowing to companies that not described by size and that participate outside accede to new source of financing. 3, Short sale of Actions and Bonds Exime of the tax of gains of capital to this type of operations (renting of actions with high presence and bonds compromised in stock market until by the term of a year and allows a greater liquidity in the market, being a key ingredient for the sprouting of the derived financial product market. 4. Taxes of capital gains Elimina the tax the gains of capital for the actions of high stock-exchange presence, acquired after the 7 of November, which increases the liquidity and depth of the market. 5, Emergent stock market and Exemption of the tax to the capital gains Crea a new segment of stock market for emergent companies, companies with a high potential of growth, different requirements of information and exempts of the tax to the gains of capital by purchase of actions in this stock market by of 3 years, allowing an alternative form of financing. 6, Market of private positionings and figure of the investor described Crea market as deprived positionings, for described investors, allowing an ...

Turning Spanish Adjectives Into Nouns

Turning Spanish Adjectives Into Nouns In Spanish, almost any descriptive adjective (and a few others) can be used to function as a noun by preceding it with a definite article such as el or las. Typically, adjectives made into nouns are the equivalent of the English ____ one or ____ person as in the following examples: azul (blue), el azul, la azul (the blue one)pobre (poor), los pobres (the poor people)nuevo (new), el nuevo, la nueva (the new one)mexicano (Mexican), el mexicano, la mexicana (the Mexican) The gender and number will depend on whats being referred to:  ¿Quà © casa prefieres? - La blanca. (Which house do you prefer? The white one.)Habà ­a muchas fresas. Comprà © las ms frescas. (There were many strawberries. I bought the freshest ones.)Habà ­a muchos pltanos. Comprà © los ms frescos. (There were many bananas. I bought the freshest ones.) Sometimes, nouns made from adjectives take on meanings of their own, at least in certain contexts. The definitions below arent the only ones possible: roto (torn), el roto (the tear)mal (bad), el mal (evil, wrongful act, sickness)perdido (lost), el perdido, la perdida (the reprobate, the lost soul)decolorante (causing something to lose its color), el decolorante (bleach)semejante (similar), los semejantes (fellow human beings) The adjective-turned-noun is in the neuter gender when the adjective is turned into an abstract noun or when the adjective-turned-noun is not referring to a specific person or thing. The singular neuter definite article is lo; in plural, the neuter is the same form as the masculine, with a definite article of los. Such neuter nouns are translated in a variety of ways, depending on the context: Fuera lo viejo, venga lo nuevo. (Out with the old, in with the new.)Lo importante es que tenemos la oportunidad. (The important thing is that we have the opportunity.)Los interesantes son los intangibles. (What are interesting are the intangibles. Here, the English seemed less awkward when the first phrase was translated as an adjective.)Te regalo lo tuyo. (I am giving you whats yours.) Sample Sentences Los ricos no piden permiso. (The rich dont ask for permission. The sentence is the name of a former Argentine television show.) Uno de los cnceres ms comunes en los hombres es el cncer de prà ³stata. Los agresivos pueden requerir cirugà ­as. (One of the most common cancers in men is prostate cancer. The aggressive ones can require surgery.) Dos tercios de los analfabetos del mundo son mujeres. (Two-thirds of the worlds illiterate are women.) Los baratos cuestan 6 euros. (The cheap ones cost 6 euros.) No todas las bellas pueden ser modelos. (Not all beautiful women can be models. Depending on the context, this also could refer to girls. If bellos had been used, it could have referred to men only or to both men and women.) Los sacerdotes catà ³licos romanos no son los à ºnicos que pueden hacer exorcismos. (Roman Catholic priests arent the only ones who can do exorcisms.) Los fritos fueron el artà ­culo comprado con mayor frecuencia. (The fried ones were the article most often purchased.) Los enfermos andaban por las calles. (The sick people walked through the streets.)

Conflict Identification and Resolution Research Paper

Conflict Identification and Resolution - Research Paper Example Conflict refers to a situation where two or more parties are in serious discrepancies. Failure to resolve existing discrepancies is an effect on the morale of employees as well as their performance. Neglecting individuals’ duties due to disagreements negatively affects the overall performance of the organization in that it makes employees fail to meet organizational targets. Hence, unmet targets decrease organizational finances, a factor that makes organizations to collapse. It is of importance to outline ways of dealing with conflicts within the organization to help improve relations of both employees and organizational heads. Individuals should aim at improving the economic conditions of the organizations. Conflict identification Identification of conflicts is a vital aspect for managers aspiring to enhance the workforce in the organization. Those are several ways denoting that there are conflicts in organizations. These ways are a reduction in employee performance in relati on to the level of output. There is the need to ensure an improvement in organizational performances by dealing with the desires of the employees. It is also good to address motivational rewards to establish to various employees in accordance with their performance. According to Ohlendorf,  it is managers’ mandate to lay down better ways of improving employee point of view in relation to how they (workers) perceive their managers. Disagreements in the organization are common and occur due to dissatisfaction in places of work.

History of Occupational and Health Safety Essay - 1

History of Occupational and Health Safety - Essay Example Steel industry workers demand for more comprehensive occupational health and safety laws. Accordingly, industries start introducing protective clothing, meals, rest breaks, improved conditions in mines and protection against asbestos Committee inquires on the impact of technological change in Australia such as screen-based equipments like computers, and associated hazards like repetitive movement injuries, fatigue and impact on eyesight (Johnstone & Tooma, 2012). Occupational health and safety (Commonwealth employees) Act 1991 is enacted in order to protect the employees of the commonwealth authority from risks arising from employment. The employer must identify risks, control the risks or reduce the potential risks. Industry Commission issues the Work health and Safety proposals that offers greater incentives for employers to introduce better safer work environments and allow for flexibility through use of few legislations The commonwealth, Sate and territory governments and Australian Council of Trade Unions abide to commit to the 2002-2012 National OHS strategy that aims at attaining an harmonised regulatory framework (Johnstone & Tooma, 2012). Amendments of the Occupational health and safety Act 1991 is amended by the Occupational Health and Safety (Commonwealth Employment) Amendment Act 2004 to alter the procedure of workplace investigations and improvement notices (Johnstone & Tooma, 2012). Federal workplace minister canvasses the possibility of harmonised national systems of employee compensation. Employee groups also make submissions on concerns and support for the possible harmonisation of OHS. The Work, health and safety Act 2011 covers incident identification, WHS consultations, workplace entry provisions, regulations and legal proceedings (Johnstone & Tooma,