Jacksonian America Essay - 1150 Words

Throughout the period of 1820-1830, Jacksonian Democrats created a vastly popular political party. They were, of course, led by Andrew Jackson, a war hero and a man of the people. Jacksons followers who created the party were also for the people. Such ideals were shown throughout various times within the period. The democrats were essentially guardians of the United States Constitution and, similarly, were protectors of individual liberties. In addition to this, the Jacksonian Democrats promoted political democracy, and also the equality of economic opportunity. Thus, the Jacksonian Democrats clearly served as protectors of the people, their individual liberties, their Constitution, their economic opportunities and their political†¦show more content†¦They set out to form a system which would rotate different people in and out of these jobs. However, the Jacksonians wound up using the spoils system to elect members of their party. By doing this, they had a larger influence i n government and could more easily pass laws to help the people. Jackson and his followers were always interested in the rights of the people of the United States. Therefore, when the United States found itself within the Nullification Crisis, Jackson responded immediately and with a just cause. While a threat of rebellion rose in South Carolina, Jackson threatened to send down an army to quash it, before further harm was done. This proves how dangerous nullification could be and how Jackson, a man of the people, would be against it. The threats of South Carolina to secede over such a law threatened the Union. The Union, effectively, was the collaboration of states and the peoples within them made the Union possible. Thus, when a state threatened to leave the Union, and damage it, Jackson was against it. Jacksonians saw this as a threat to the political democracy within the United States. By breaking up the Union it would make it more vulnerable to a take over from Europe or another foreign country. In addition to this, by destroying the Union, the economic opportunities of citizens would also be hindered. Jackson believed in the voice of the people, but only when itShow MoreRelatedAnalysis Of The War Hero After The Battle Of New Orleans934 Words   |  4 PagesVamika Sharma Mrs. Zierer Period 6- APUSH 11 November 2015 APUSH DBQ: Jacksonian Democrats Andrew Jackson became known as the war hero after the Battle of New Orleans. His victory over the Indians in the battle helped his public recognition and increased his popularity in society. In the election of 1820, Andrew Jackson ran for presidency and won with flying colors. Jackson’s humble background gave him an edge over other candidates - he was the voice for the â€Å"common man† and endorsed the idea ofRead MoreJacksonian Democracy1151 Words   |  5 PagesTopic: Jacksonian Democrats viewed themselves as the guardians of the United States Constitution, political democracy, individual liberty, and equality of economic opportunity. In light of the following documents and your knowledge of the 1820s and 1830s, to what extent do you agree with the Jacksonians view of themselves? Andrew Jackson began a whole new era in American history. Amongst his greatest accomplishments were evoking the common man to be interested in government and tailoringRead MoreJacksonian Democracy Dbq Essay1060 Words   |  5 PagesJacksonian Democrats help create a more democratic America and because of this, believed themselves to be many things, real and fictional. In most cases they perceived themselves as defenders of equal economic opportunity, even though they sometimes put their own interests before those of the people. They also thought of themselves as guardians of political democracy, while at the same time using class differences to their advantage and emotionalized speeches, lacking real intellectual merit, toRead MoreJeffersonian Republicanism vs. Jacksonian Democracy1441 Words   |  6 Pagesand independent farmer, who by no stretch of the imagine had the capabilities to serve in government. The Jacksonian Democracies image of the common man expanded from farmers to include laborers, planters, and mechanics. Jackson saw these people as the true representatives of the Government, and thus its true servers. The image of the common man for each the Jeffersonians and the Jacksonians differed in the fundamental principle of the true chosen class, and its real role in Government. AlthoughRead More AP HISTORY-Jacksonian Democracy Essay676 Words   |  3 PagesDBQ: Jacksonian Democracy Jacksonian democracy was created during the antebellum America. The Jackson democrats made an attempt to grant power to the lower classes while decreasing the influence of the rich and potent. The Jacksonian democrats viewed themselves as saviors of the common people and ruled by the means of a powerful executive branch who attempted to destroy aristocracy in America. In reality, they were typically very wealthy, they disregarded the capability of the federal governmentRead MoreThe Jacksonian Er The Era Of The United States1930 Words   |  8 PagesThe Jacksonian Era The Jacksonian Era (1824-1841) has been known as the era of the â€Å"common man† primarily because of the acquaintance of democratic government in America with the help of Andrew Jackson. Democrats who favored Jackson believed that their role as a Jacksonian was to protect the individual liberty, the equality of economic opportunity, political democracy, and upholding the rights of the Constitution of the United States. Jackson was initially a general that helped the war effort toRead MoreEssay on Jeffersonian Vs. Jacksonian Democracy in the US1927 Words   |  8 Pagesdistinguish ‘Jacksonian democracy’ from ‘Jeffersonian democracy’? A period of nearly 30 years are associated with the Presidency of Jefferson, his successors and his ‘democracy’ from 1801 until Andrew Jackson’s election in 1828. A vision of a united, equal America, limited government and natural aristocracy ruled the Jeffersonian style of democracy. However, with the election of Andrew Jackson in 1828, a new form of democracy, differentiating in multiply ways to the Jeffersonian America, engulfed theRead MoreAccelerated US History911 Words   |  4 Pagesdemocracy. Jackson’s supporters, the Jacksonians, were as diverse as they were numerous; northern farmers, southern and western yeomen, and even urban immigrants all joined the ranks of the Champion of the Common Man (OI). During Andrew Jackson’s two terms, the state of Jacksonian Democracy that took form upheld the principles of equality and majority rule that bound the United States together politically, economically and socially. During the 1820s and 1830s, Ja cksonians served as guardians of the ConstitutionRead MoreThe Evolution Of Democracy In The Early Republic. The Evolution1206 Words   |  5 Pagesin the face of ever increasing pressure. The seventh President of the United States, Andrew Jackson was a general in the War of 1812 who defeated the British at New Orleans. As president, he increased the presidential powers, opposed the Bank of America, objected to the right of states to nullify federal laws but favored keeping the majority of legislative power in the hands of the states. Jeffersonian Democracy places great emphasis on republicanism, the idea that citizens should cultivate civicRead MoreBook Review of Liberty and Power Essay959 Words   |  4 Pagesï » ¿Harry L. Watson, Liberty and Power; The Politics of Jacksonian America Hill and Wang, N.Y. Review written by Richard Foust Book Review Harry L. Watson’s book, â€Å"Liberty and Power, The Politics of Jacksonian America†, takes an analytical look at America and her politics during the Age of Jackson. Watson uses the economy and the ideological mindset of the people, to support a powerful argument about the beginning of American political parties

Essay on Critique Of ASEAN - 1773 Words

Following the failure at mitigating the 1997 economic crisis and other political turmoils within Asia, ASEAN’s credibility was challenged by political scholars. As non-state centric threats such as the economic crisis are becoming recurring issues within the region, it has come ever more important to assess how well the institution is at consolidating issues and strengthening Southeast Asia. Purpose In the article â€Å"Does ASEAN Matter? International Relations Theories, Institutional Realism and ASEAN† the author, Kai He asserts that mainstream international relations theories that have assessed ASEAN overlook the value of the institution. He concludes that institutional realism best explains why ASEAN is still an important†¦show more content†¦Neorealism is an international relations theory that posits that the international system is anarchic; hence cooperation among states is rare as they are concerned with absolute gains. He criticises neorealist scholars for presupposing that ASEAN plays a minor role in regional security because it is not a state, and claims for this reason that neorealism â€Å"cannot explain policy orientations of ASEAN states after the Cold War†. Neoliberalism challenges realist theories by arguing that institutions are in fact valuable actors within the international arena. Neoliberals claim that in an anarchic international arena states that have power will choose to cooperate with each other through the use of norms and institutions. However, the author argues that there have been instances when ASEAN states have rallied against each other rather than pursuing absolute gains. As a result, neoliberal institutionalism is unable to fully explain the actions and importance of ASEAN. In contrast, Constructivism is a theory that â€Å"emphasizes the role of ideas, norms, knowledge and identity in constituting state behaviour†. The way a state chooses to act in the international arena is characterized by the way they view the world. Constructivists maintain that the notion of a common identity within ASEAN has resulted in the institution overcoming security dilemmas. Nevertheless, following the Asian economic crisis of 1997 and the East Timor conflict, constructivism was unableShow MoreRelatedAnnotated Bibliography On Hierarchical Order Within South East Asia Essay1407 Words   |  6 Pagesmanifested itself in regional multilateral institutions, free trade agreements and security arrangements. Goh names two key institutional constructs which illustrate this concept: ASEAN plus three and the ASEAN regional forum (ARF) . ASEAN plus three is a financial framework which aims to align financial co-operation across all ASEAN states as well as China, Japan and So uth Korea. The ARF is a security-focussed initiative, which aims to bring in all of the major players in the region (including China, RussiaRead MoreFree Trade Agreements Are Becoming More Vital For Countries?3445 Words   |  14 PagesRegional free trade agreements are in between multilateral and bilateral FTAs and negotiate trade area between a group of countries in their region. Regional FTA’s came into play in the 90s with the ASEAN (Association Southeast Asian Nations) free trade area (AFTA) and NAFTA agreement in 1994. The ASEAN AFTA is a major trading bloc in the Asia Pacific region and Australia exports more to AFTA countries that to either the U.S. or the EU. Some of the member countries are Burma, Brunei Darussalam, CambodiaRead MoreInternational Trade And Globalisation Debates2405 Words   |  10 Pagesmultilateral trade, different countries may lobby for RTA’s and the like. This is also supported in (Bhagwati, 1993a, 30-31; 1995, 22) and (Panagariya, 1995 ), who highlight the sometimes-skewed benefits gained for bigger contra small countries. The critique in (Timothy A, 2001) supports this further, suggesting that increasing RTAs/FTAs allow the US, EU and other powerful nations to demand concessions from weaker trading partners that they would never get at the WTO. Therefore, it is reasonable to predictRead MoreThe World s Largest Democracy3377 Words   |  14 Pageswith America in defeating the Vietnamese occupation of Cambodia, Chinese policy makers were aware of the strategic potential of ASEAN. They believe that as China rises, it needs to manage the relationship with other states in the region to avoid negative outcomes. Thus, while America gradually dropping ASEAN, China has continued to develop and strength its relation with ASEAN and actively participated in regional international regimes (Mahbubani, 2007). In addition, because of the relatively assertiveRead MoreA Collection Of Experiences, Skills And Knowledge Gained During The Jesuit Refugee Service4992 Words   |  20 PagesSiam Reap, Battambang, and Ratanakiri provinces. This portfolio documents the work undertaken and knowledge gained while conducting legal research at the Jesuit Refugee Service. It includes reflections of significant events and experiences, and a critique of law and society in Cambodia. Sabrina Caldalano Table of Contents PART 1: Organisation History and Overview Pages The International Jesuit Refugee Service†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 - 2 Cambodian Refugees and JRS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.3 - 4 JRS Cambodia†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreAir Asia Introduction2566 Words   |  11 Pagesand serving the 3 billion people who are currently underserved with poor connectivity and high fares. Their missions are ï‚ · To be the best company to work for whereby employees are treated as part of a big family ï‚ · ï‚ · ï‚ · Create a globally recognized ASEAN brand To attain the lowest cost so that everyone can fly with AirAsia Maintain the highest quality product, embracing technology to reduce cost and enhance service levels They managed to make the low fare model possible through the implementationRead MoreUnauthorized Trading Activities And Risk Management Practices2673 Words   |  11 Pages, Jimà ©nez-Martin, J. and Perez Amaral, T. (n.d.). What Happened to Risk Management During the 2008-09 Financial Crisis?. SSRN Journal. Min, B. (1999). South Korea’s Financial Crisis in 1997: What Have We Learned?. Asean Economic Bulletin, 16(2), pp.175-189. Moosa, I. (2008). A critique of the advanced measurement approach to regulatory capital against operational risk. Journal of Banking Regulation, 9(3), pp.151-164. Nobes, C. (2009). The importance of being fair: An analysis of IFRS regulation andRead MoreMartin Textile6254 Words   |  26 Pageseconomic integration comes close to the EU in terms of potential economic and political significance, various other attempts are being made in the world. The most notable include NAFTA in North America, the Andean Pact and MERCOSUR in Latin America, ASEAN in Southeast Asia, and (perhaps) APEC. 9. The creation of single markets in the EU and North America means that many markets that were formerly protected from foreign competition are now more open. This creates major investment and export opportunitiesRead MoreMartin Textile6243 Words   |  25 Pageseconomic integration comes close to the EU in terms of potential economic and political significance, various other attempts are being made in the world. The most notable include NAFTA in North America, the Andean Pact and MERCOSUR in Latin America, ASEAN in Southeast Asia, and (perhaps) APEC. 9. The creation of single markets in the EU and North America means that many markets that were formerly protected from foreign competition are now more open. This creates major investment and export opportunitiesRead MoreResearch and Practice in Human Resource Management8935 Words   |  36 PagesPurcell, J. (2004). Exploring organizationally directed citizenship behaviour: Reciprocity or ‘It’s my job’? Journal of Management Studies, 41(1), 85–106. Edwards, J.R. (1991). Person–job fit: A conceptual integration, literature, and methodological critique. In C.L. Cooper I.T. Robertson (Eds.), International Review of Industrial and Organisational Psychology (Vol. 6, 283–357). New York: Wiley. Feldman, D.C. (2003). The antecedents and consequences of early career indecision among young adults

Chevrolet Corvette Free Essays

Third generation-C3 (1968–1982) Main article:  Chevrolet Corvette (C3) [pic] [pic] 1971 Corvette Stingray Convertible The third generation Corvette, patterned after the  Mako Shark II  concept car, was introduced for the 1968 model year and was in production until 1982. C3 coupes featured the first use ofT-top  removable roof panels. It introduced monikers that were later revived, such as LT-1, ZR-1, and Collector Edition. We will write a custom essay sample on Chevrolet Corvette or any similar topic only for you Order Now In 1978, the Corvette’s 25th anniversary was celebrated with a two-tone Silver Anniversary Edition and an Indy Pace Car replica edition of the C3. This was also the first time that a Corvette was used as a Pace Car for the  Indianapolis 500. [26] Engines and chassis components were mostly carried over from the C2, but the body and interior were new. The 350  cu  in (5. 7  L) engine replaced the old 327  cu  in (5. 36  L) as the base engine in 1969, but power remained at 300  bhp (224  kW). 1969 was the only year for a C3 to optionally offer either a factory installed side exhaust or normal rear exit with chrome tips. The all-aluminum ZL1 engine was also new for 1969; the special big-block engine was listed at 430-hp (320  kW), but was reported to produce 560  hp (420  kW) and propelled a ZL1 through the 1/4 mile in 10. 89 seconds. [27] There was an extended production run for the 1969  model year  due a lengthy labor strike, which meant sales were down on the 1970 models, to 17,316. [28]  1970 small-block power peaked with the optional high compression, high-revving LT-1 that produced 370  bhp (276  kW). The 427 big-block was enlarged to 454  cu  in (7. 44  L) with a 390  bhp (291  kW) rating. The ZR-1 special package was an option available on the 1970 through 1972 model years, and included the LT-1 engine combined with special racing equipment. Only 53 ZR-1’s were built. [29] [pic] [pic] 1973 Corvette Stingray Coupe In 1971, to accommodate regular low-lead fuel with lower anti-knock properties, the engine compression ratios were lowered which resulted in reduced power ratings. The power rating for the 350  cu  in (5. 7  L) L48 base engine decreased from 300 to 270 horsepower and the optional special high performance LT1 engine decreased from 370 to 330 horsepower. The big-block  LS6 454  was reduced from 450 to 425  bhp (317  kW), though it was not used in Corvettes for 1970; it was used in the  Chevelle SS. For the 1972 model year, GM moved to the  SAE Net  measurement which resulted in further reduced, but more realistic, power ratings than the previous SAE Gross standard. [12]  Although the 1972 model’s 350  cu  in (5. 7  L) horsepower was actually the same as that for the 1971 model year, the lower net horsepower numbers were used instead of gross horsepower. The L48 base engine was now rated at 200  bhp (150  kW) and the optional LT1 engine was now rated at 270  bhp (200  kW). [12]  1974 models had the last true dual exhaust system that was dropped on the 1975 models with the introduction ofcatalytic converters  requiring the use of no-lead fuel. Engine power decreased with the base ZQ3 engine producing 165  bhp (123  kW), the optional L82’s output 205  bhp (153  kW), while the 454 big-block engine was discontinued. Gradual power increases after 1975 peaked with the 1980 model’s optional L82 producing 230  bhp (172  kW). [9] Styling changed subtly throughout the generation until 1978 for the car’s 25th anniversary. The Sting Ray nameplate was not used on the 1968 model, but Chevrolet still referred to the Corvette as a Sting Ray; however, the 1969 (through 1976) models used the â€Å"Stingray† name as one word, without the space. [30]  In 1970, the body design was updated including fender flares, and interiors were refined, which included redesigned seats. Due to government regulation,[citation needed]  the 1973 Corvette’s chrome front  bumper  was changed to a 5-mile-per-hour (8  km/h)system with a  urethane  bumper cover. 973 Corvettes are unique in that sense, as they are the only year where the front bumper was polyurethane and the rear retained the chrome two-piece bumper set. 1973 was also the last year chrome bumpers were used. The optional wire-spoked wheel covers (left) were offered for the last time in 1973. From 1974 onwards both the front and rear bumpers we re polyurethane. [pic] [pic] 1974 Corvette Stingray Coupe In 1974, a 5-mile-per-hour (8  km/h) rear bumper system with a two-piece, tapering urethane bumper cover replaced the  Kamm-tail  and chrome bumper blades, and matched the new front design from the previous year. 975 was the last year for the convertible, (which did not return for 11 years) and  Dave McLellan  succeeded  Zora Arkus-Duntov  as the Corvette’s Chief Engineer. [31]  For the 1976 models the fiberglass floor was replaced with steel panels to provide protection from the  catalytic converter’s high  operating temperature. Stingray 15 model years where the names Corvette, Sting Ray, and Stingray were synonymous. 1977 was last year the tunneled roof treatment with vertical back window was used, in addition leather seats were available at no additional cost for the first time. The black exterior color returned after a six-year absence. [32] The 1978 25th Anniversary model introduced the  fastback  glass rear window and featured a new interior and dashboard. Corvette’s 25th anniversary was celebrated with the Indy 500 Pace Car limited edition and a Silver Anniversary model featuring silver over gray lower body paint. All 1979 models featured the previous year’s pace car seats and offered the front and rear  spoilers  as optional equipment. [13]  In 1980, the Corvette received an integratedaerodynamic  redesign that resulted in a significant reduction in  drag. After several years of weight increases, 1980 Corvettes were lighter as engineers trimmed both body and chassis weight. [8]  In mid-1981, production shifted from  St. Louis, Missouri  to  Bowling Green, Kentucky, and several two-tone paint options were offered. The 1981 models were the last available with a manual transmission until well into the 1984 production run. In 1982, a fuel-injected engine returned, and a final C3 tribute Collectors Edition featured an exclusive, opening rear window hatch. [8] 1980–1982 [pic] [pic] 1980 Corvette Coupe In 1980, both front and rear bumper covers were restyled with integrated  aerodynamicspoilers that resulted in a significant reduction in drag and increased radiator air flow. The hood was also restyled. The crossed-flag emblems disappeared from the front fenders and were revised to a more elongated style on the nose and fuel door. L-82 emblems moved from the hood to the front fenders on cars ordered with the optional high performance engine. This was the finale for the L-82, now producing 230  hp (172  kW) but it could not be mated to a 4-speed, as the manual gearbox was offered only with the base engine. The speedometer in all cars read to a maximum of 85  mph (137  km/h), mandated by a new and controversial federal law. Air conditioning became standard, as did the tilt-telescopic steering column, power windows, exterior sport mirrors, and the convenience group. New was an optional roof panel carrier that would mount to the rear  fastback  deck. [31]  Many weight-saving components were introduced including thinner body panels and an aluminum Dana 44 IRS (Independent Rear Suspension) differential and crossmember. The new lighter unit replaced the arguably stronger cast iron GM 10 bolt IRS differential. [30]In line with further weight savings, the aluminum intake manifold associated with L-82 engines since 1978 was now installed in all cars. For the first time, due to California emission considerations, a unique engine application was installed in cars delivered to that state and was mandatory. This motor was a 305  cu  in (5. 0  L)  V8 engine  rated at 180  hp (134  kW), fitted with new tubular stainless steel exhaust manifolds, and mated to an automatic transmission, also mandatory. The carburetor and ignition timing were controlled by Chevrolet’s new Computer Command Control system. The smaller displacement engine was not available in any other state. California buyers were credited $50 as consolation but had to pay for the California emissions certification which was $250. For comparison, the L-48 350  cu  in (5. 7  L) engine, standard in the other 49 states, was rated at 190  hp (142  kW). The base price increased four times during the model year raising the cost of the car by more than $1,200 to $14,345,24. [3] In 1981, there was only one powerplant available, a 350  cu  in (5. 7  L) engine that, like the L-48 base engine the previous year, produced 190  hp (142  kW), but was now designated the L81. The motor was certified in all states and available with manual or automatic transmissions. Chrome air cleaner lids and cast magnesium valve covers dressed up all engines. The stainless steel exhaust manifolds and computer control system introduced on the 305  cu  in (5. 0  L) California engines the previous year were now standard, as was an auxiliary electric engine cooling fan. This, the last C3 available with a manual transmission, so equipped, had a published 0-60  mph in 8. 1  seconds. This model year was the first to use a plastic rear spring, now a Corvette trademark. The spring saved thirty-six pounds, but was limited to base suspensions with automatic transmission. When equipped with Delco’s new optional ETR (Electronically Tuned Receiver) radio with digital clock, the quartz analog instrument panel clock was replaced with an oil temperature gauge. The cast aluminum wheels, optional since ’76, were now ordered on 90 percent of the cars at a cost of $428. 3]  New options included a power adjustable driver’s seat and power remote outside mirrors. In mid-1981 production shifted from  St. Louis, Missouri  to  Bowling Green, Kentucky, and several two-tone paint options were offered. [pic] [pic] 1982 Corvette Coupe 1982 saw the debut of the â€Å"Cross-Fire Injection† fuel delivery system. This TBI (Throttle Body Fue l Injection) was not the type of  fuel injection  installed previously in some C1 and C2 Corvettes. It utilized two throttle bodies combined with Chevrolet’s computer control system. 3]  The engine produced 200  hp (149  kW) and was mated to a new four-speed automatic transmission with torque converters bypass in the top three gears. Compared to the previous  Turbo-Hydramatic  3-speed, the new 700-R4 transmission had a lower first and second gear for improved low-end acceleration, and a fourth gear  overdrive  that would reduce engine RPM by 30 percent at highway cruising speeds, resulting in better fuel economy. On the downside, the new transmission was not considered a strong unit and proved problematic. [32]  The final model C3 Corvette’s published performance numbers were 0-60 in 7.   seconds-the quarter-mile in 16. 1 @ 85  mph (137  km/h). This was the last year for 8-track tape availability and new â€Å"cross-fire injection† embl ems appeared on front fenders. Nose and fuel door crossed-flags emblems changed to a more squared design. Chevrolet knew this would be the last year of an entire generation of Corvettes and so commemorated the occasion by offering a Collector Edition with separate serial number sequencing, silver-beige paint, unique wheels patterned after the 1967 model’s bolt-on alloys, and an operable rear hatch window. [33] [edit]Special models How to cite Chevrolet Corvette, Essay examples

Risk Management in Sanofi-Aventis-Free-Samples -Myassignmenthelp

Question: Illustrate Concepts of Risk and Risk Management of your Choosen Organisation and analyse Risk Perception and how this affects Risk Management. Answer: Company and Nature of Business Sanofi-Aventis Singapore Pte Ltd is a consumer healthcare company which was established in the year 1997 in Singapore. The organization serves residents and patients of Singapore by manufacturing generics, animal and consumer health products. The organization focuses on Research and Development and provides therapeutic solutions to customers in multiple arenas which include central nervous system, thrombosis diseases, oncology, and rheumatoid arthritis, internal medicine which treats prostatic hyperplasia, cardiovascular diseases and vaccines for viral and bacterial diseases. The manufacturing units of Sanofi-Aventis Singapore Pte Ltd are located in Japan, Continental Europe, United Kingdom and the United States. The organization is affiliated to global healthcare organization Sanofi. The vision of Sanofi-Aventis Singapore Pte Ltd is to be a diversified service provider in the healthcare industry by focusing on the needs of patients. The organization also improves the knowledge, skil ls and professionalism of employees by organization training and development programs for them. Sanofi-Aventis Singapore Pte Ltd stays focused to boost profit and sales by improving value for shareholders. The organization also serves the noble purpose of providing medical education to patients and healthcare workers of Singapore (sanofi.com.sg 2017). Description of Companys Risk Management Framework The risk management framework can be divided into a master plan of risk management. The corporate team of risk management of Sanofi-Aventis Singapore Pte Ltd develops the master plan of risk management for the organization. The Risk management Project Plan is also an important part of the risk management framework of Sanofi-Aventis Singapore Pte Ltd The management of Sanofi-Aventis Singapore Pte Ltd ensures to manage risks in an effective way. The pharmaceutical projects of the organization are guided by a model of decision making under risky situations. Sanofi-Aventis Singapore Pte Ltd adopts an analytical approach to manage risk and the risk management framework of the organization is structured well. The members of project team of Sanofi-Aventis Singapore Pte Ltd are involved in the process of risk planning. The tools of the risk management process of the organization should be adaptable and flexible (Sadgrove 2016).Sanofi-Aventis Singapore Pte Ltd adopts similar approach (sanofi. com.sg 2017). Description of Work Process and Activity Selected The R D division of Sanofi-Aventis Singapore Pte Ltd is committed to conduct biomedical research and the innovation of research and development projects of the organization focused on controlling infectious diseases. These pharmaceutical projects of Sanofi-Aventis Singapore Pte Ltd are uncertain and highly complex and a substantial amount of organizational resources are involved in these projects. Thus the risk management process for these complex projects have been quite challenging to implement for Sanofi-Aventis Singapore Pte Ltd. The projects for development of drugs have specific needs and challenges and the risk management process of an organization should address the risk (Kerzner 2013). The organization also adopts a risk management framework across all primary activities of its value chain activities which include Supply Chain Management, Operations, Marketing and RD. The work process of Sanofi-Aventis Singapore Pte Ltd adopts a strong culture for risk management. The organi zation adopts a transparent work process for managing risks. Sanofi-Aventis Singapore Pte Ltd adopts backward-looking view to analyze the types of risks. A forward looking view is adopted by the organization towards risks which are emerging and existing. The work-process adopted by Sanofi-Aventis Singapore Pte Ltd has developed a risk management framework which is in alignment with the corporate and business level strategies of the organization. The information of risk is integrated with the work process and business process of the organization which helps in effective decision making under critical situation. The risk governance and organization process of Sanofi-Aventis Singapore Pte Ltd has a well-defined structure. The responsibilities of the risk team of Sanofi-Aventis Singapore Pte Ltd are clear and the risk teams of the organization works under guidance of members of Board of the organization (sanofi.com.sg, 2017). Review of Past Incidents The Sanofi-Aventis Singapore Pte Ltd has developed relationships that are mutually beneficial among its stakeholders to communicate risks properly. The involvement of community and transparency among stakeholders enabled the organization to manage its reputational risks. The strategic roadmap of the organization adopted an integrated approach to link expectations of stakeholders and activities of the business process. The organization maintained a high standard of ethical conduct while dealing with healthcare professionals. The talented pool of healthcare professionals of Sanofi-Aventis Singapore Pte Ltd helped in the risk management process of the organization by providing insights and feedbacks about the products of the organization and conducted training programs of healthcare education for the employees of the organization. The organization has collaborated among partners, healthcare professionals and healthcare organizations to ensure greater transparency in its business process . The future of research and development of new medicines is highly dependent on a transparent business process. Sanofi is a member of The European Federation of Pharmaceutical Industries and Associations and discloses information related to the value creation of healthcare industry like educational grants provided to healthcare organizations. The organization has renewed its partnership with the World Health organization and has partnered with International Diabetes Federation and Drugs for Neglected Diseases Initiative (DNDi) to ensure innovation of medicines. The approach of the organization was aligned with the United Nations Global Compact and the Save the Children concept of UNICEF which developed the Childrens Rights and Business Principles (sanofi.com.sg 2017).Sanofi-Aventis Singapore Pte Ltd ensured to manage risk effectively by making data of clinical trial available to the research community. This sharing of information has helped the research community of the organizatio n to improve public health, to conduct innovative research in medicine and science and to increase the level of knowledge and enhance trust among community members for the development of pharmaceutical drugs. The organization focused on five commitments which included sharing of data with researchers, enhancing access to Clinical Study Information among public, sharing of results with patients who participated in clinical trials, strengthening commitments to publish results of clinical trial and certifying the procedure of sharing the Information of Clinical Trial. The organization adopted an effective risk management framework to manage potential risks. Hazard-risk Identification The manufacturing divisions of Sanofi-Aventis Singapore Pte Ltd use a large amount of chemicals especially organic chemicals to manufacture medicines at bulk for customers. Thus the risk of accidents in the manufacturing units is a potential hazard identified by the organization. The employees of the organization are also exposed to health hazards in the manufacturing units. The drug manufacturing process of Sanofi-Aventis Singapore Pte Ltd has a complex framework and involves hazards related to off-site and on-site environmental overheads. The emission of green house gases and generation of wastes are environmental hazards that are involved in the manufacturing and packaging of medicines. The medicines developed by the organization can pose hazards related to health of patients if the medicines are not clinically tested before launch. For a consumer healthcare company like of Sanofi-Aventis Singapore Pte Ltd the identification of hazard-risk is of paramount importance because the or ganization is responsible for developing life-saving medicines for patients. The implementation of safety procedures, proper monitoring, control and surveillance and abiding by healthcare standards can minimize the hazard-risks of Sanofi-Aventis Singapore Pte Ltd (Glendon, Clarke and McKenna 2016). Risk Analysis and Evaluation The risk analysis is the process of identification of and management of potential problems that can affect the business process and projects of an organization (Lin, Wen and Yu 2012). In the process of risk analysis the identification of potential threats and the likelihood of occurrence of these threats are required to be analyzed (Lam 2014). For proper risk analysis of Sanofi-Aventis Singapore Pte gathers information about financial data, forecasts of the market, project plans and security protocols that are functional across various divisions and departments of the organization. The risks of Sanofi-Aventis Singapore Pte Ltd can be categorized into operational risks like disruption of supplies or failures in the process of distribution. The procedural risks of the organization include failures of internal systems and failure of accountability. The financial risks of Sanofi-Aventis Singapore Pte Ltd include inadequate supply of funds and stock market fluctuation(sanofi.com.sg 2017). The risks related to Research and Development (RD) projects of the organization are issues with quality, improper allocation of resources, inadequate funding and failure to complete the projects on time. The risks related to human resource management are inability to maintain a talented pool of human resource and crisis related to diversity, communication gap, discrimination, biases and stereotypes. The market-related risks of Sanofi-Aventis Singapore Pte Ltd include risks associated with inaccurate prediction of market demands and consumer needs and risk related to loss of reputation in the marketplace. The organization is also susceptible to risks of macro environment like changes of public opinion, tax barriers and government policies and risk associated with natural disasters. The risks of the organization can be estimated by determining the risk value which is multiplication of cost of event and probability of event (Hoyt and Liebenberg 2011). A consumer health company has the responsibility to provide life-saving drugs to patients. Delay in supply of the drugs can lead to adverse consequence like loss of life of patients which is a potential risk that can be identified. There are risks associated with the Research and Development projects of Aventis Singapore Pte. Ltd like risk related to prioritization of projects, allocation of resources in the projects, budget related risks and risks associated with the technology which support the projects. Research and innovation is the core competency of Aventis Singapore Pte Ltd. Thus partnering with a talented pool of research partner is essential to ensure new product development and improvement of existing products. The process of clinical trials and testing of medicines involve risks and hazards and the medicines cant be commercialized unless they undergo a robust clinical testing procedure (Lawrence et al. 2014). The commercialization of medicines of Aventis Singapore Pte Ltd are subjected to risk of the mark etplace like laws and regulations of the country of operation, competitive pricing of medicines so that patients can avail medicines at affordable price , the risk related to prediction of demands of the marketplace and risks associated with development of new marketplace. The supporting activities of the value chain of Aventis Singapore Pte Ltd like the Human Resource management, Infrastructure and Information Systems are also subjected to risks. The organization can face risks related to unfair accounting practices. Ineffective corporate governance can lead to risk of fraudulent accounting practices which can tarnish the reputation of the organization (Mikes and Kaplan 2013).Aventis Singapore Pte Ltd is a global organization and thus is vulnerable to risks associated to ineffective management a cross-cultural global team. The management of diversity in a cross-cultural team which includes both surface level and deep level diversity is essential to mitigate the risk of biases, ster eotypes and discrimination which are potential risks faced by cross-cultural teams(Garavan 2012.) The management of such risks is essential with adoption of an open communication model and development of a organizational wide culture in favor of diversity. The organization should manage risks associated with its supply chain by ensuring to partner with reputed suppliers, using multimodal transport system and centralizing its supply chain (Tang and Musa 2011). It is essential to manage the risks of the organization. The risks of the organization can be managed adequately by avoiding risks, sharing risks and accepting risks (McNeil, Frey and Embrechts 2015). The risks should be evaluated by ranking the risks according to the probability and consequences of the risks (Hopkin 2017). Review of Good Practices and Safety Technologies Sanofi-Aventis Singapore Pte Ltd focuses on adopting safety practices across all its manufacturing division. There are many environmental risks involved in the process of manufacturing, packaging and distribution of medicines. Sanofi-Aventis Singapore Pte Ltd aims to minimize environmental risks like emission of green house gases and generation of wastes which are associated with its manufacturing divisions across the globe. The employees of the organization are robustly trained about the local laws of the countries. Sanofi- Aventis Singapore Pte Ltd is a global organization and operates in several countries across the globe. Thus, the familiarity of its employees with local laws and regulations enables employees of the organization to adapt to different consumer market related risks. Sanofi-Aventis Singapore Pte Ltd priced its medicines fairly and competitively to minimize risks from competitors (sanofi.com.sg 2017).The Research and Development team of the organization focuses on de veloping medicines after studying the needs and requirements of customers based in Singapore and across the globe. The quality and safety team of the organization is focused on surveillance of its products (Mollah, Baseman and Long 2013).Sanofi Aventis Singapore Pte Ltd is dedicated to comply with standards of occupational health and safety across all activities of its value chain. The organization conducts clinical trials to ensure that medicines are properly tested before they are commercialized in the marketplace. The supply chain process of Sanofi- Aventis Singapore Pte Ltd ensures that medicines are available to the customers at the right time and right place. To avoid risks in the Supply Chain Management process, the entire process of supply chain activities should be centralized and modern technologies like Supply Chain Management software should be implemented to ensure smooth flow of supply chain activities (Ho et al. 2015). Sanofi-Aventis Singapore Pte Ltd has suppliers an d distributors across the globe and the intermodal transport system of the organization helps to handle risks associated with the logistics management. The centralization of the supply chain management process also enables to predict the demand and supply factors of the marketplace accurately so that the Bull-Whip effect of the supply chain is reduced (Sodhi, Son and Tang 2012). Sanofi-Aventis Singapore Pte Ltd also practice fair accounting practices and the sustainable accounting practices of the organization ensures to create profit for shareholders as well as creates long-term value for stakeholders (sanofi.com.sg 2017) Conclusion It can be concluded that identification of risks are of paramount importance for an organization. The risks of Sanofi-Aventis Singapore Pte Ltd are of several types like risks related to R D projects, risks associated with Supply Chain Management and operational activities, risks related to finance, accounting, human resource and marketplace. The risks of an organization should be quantified by determining the value of a risk. After evaluation of risks, proper strategies should be adopted to manage risks. The risks of Sanofi-Aventis Singapore Pte Ltd should be accepted, avoided or shared. The impact of a risk can be reduced by taking preventive action. The activities which involve high risks should be experimented on a small-scale under a controlled environment. The preventive actions that are undertaken by Sanofi-Aventis Singapore Pte Ltd are training workers of manufacturing units about material handling, health and safety to handle hazards related to manufacturing and packaging of medicines. Sanofi-Aventis Singapore Pte Ltd adopts a robust and structured framework for risk management. Recommendations of Risk Treatment The risks of Sanofi-Aventis Singapore Pte Ltd can be treated in three ways. The first method that can be suggested is to avoid the risk; the organization can do so by avoiding highly risky business ventures. A What If Analysis will be essential for the organization to analyze the advantages and disadvantages of a risky venture. The risks of Sanofi-Aventis Singapore Pte Ltd can also be shared with third parties and teams and people of partnering organizations. The organization should accept risks when there is no option available to prevent the risks or mitigate the risks. Sometimes the cost of insuring against a risk is more than the loss associated with a risk. An impact analysis should be conducted to understand the consequences of the risks. A contingency plan should be developed by the organization for coping with the consequences of risks. In a global organization like Of Sanofi-Aventis Singapore Pte Ltd there should be several partners for procurement of raw materials and distribution of medicines, the supply chain management process should be centralized and upgraded by installation of modern software and a multimodal transportation system should be adopted to mitigate the risk of not supplying life-saving drugs to patients in proper time. It can be recommended that Sanofi-Aventis Singapore Pte Ltd should adopt detective measures like installation of sensors to identify defects of products, double-checking of financial reports and preventive action like fire-wall protection on corporate servers. It is recommended that the organization should adopt an innovative human resource policy to ensure there is availability of a talented pool of resources for Research and Innovation, and transparency, flexible structure, open communication and support from organizational leaders can help in managing risks related to cross-cultural diverse teams. Reference Lists Garavan, T.N., 2012. Global talent management in science-based firms: an exploratory investigation of the pharmaceutical industry during the global downturn.The International Journal of Human Resource Management,23(12), pp.2428-2449. Glendon, A.I., Clarke, S. and McKenna, E., 2016.Human safety and risk management. Crc Press. 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