Japanese Dining Etiquette

Japanese Dining Etiquette Remembering your correct manners is very important in Japan, especially concerning the area of dining etiquettes. This applies especially to foreigners, who should try to remember at least the most basic rules†¦ In Japanese meals, it is customary to say ‘itadakimasu’ (‘I gratefully receive’) before your meal, and ‘gochisama deshita’ (‘thank you for the meal’) after you have finished. These traditional phrases are to show your appreciation for the meal, especially when someone cooks for you.The best way to start your meal is with a sip of soup. Then you should eat a little bit of each dish, in a ‘rotation’, until you finish all the dishes at about the same time. Do NOT complete one dish of food before moving onto the next. Remember that if you are eating from communal dishes, it is considered an important etiquette to pick up the food using the opposite end of your chopsticks, or serving ch opsticks if any are provided. Do not start drinking until everyone at the table is served, and do not pour any drinks for yourself.This should only be done by others, and naturally, it is also your responsibility to periodically check your friends’ cups and fill them up if they are empty, too. NEVER stick chopsticks into rice standing up, as this is how rice is offered to the dead. If you haven’t already heard, it is perfectly acceptable to slurp your noodles in Japan, as people say it tastes better, and it also shows you are enjoying your meal. Remember that it is considered very rude to burp, blow your nose at the table, and talk about unappetizing topics.Lastly, remember to finish every little grain of rice in your bowl or plate, as rice is considered very precious. Also this shows the chef you appreciate his/her food very much. It is also considered polite to return all plates and dishes back to their original positions, and to place chopsticks back in their paper slips or holders. Bibliography http://www. japan-guide. com/e/e2005. html http://www. suite101. com/content/eating-japanese-dos-and-donts-a31496 http://www. japanesefood101. com/index. php/category/dining-etiquette/

Huawei Technologies

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

Situational analysis Research Paper Example | Topics and Well Written Essays - 500 words

Situational analysis - Research Paper Example The restrictions on the market hamper the stimulation for economic activities, which create employment for the nationals of Indonesia. The political impact of the political class of Indonesia is that it fails to reduce the ever-growing rate of unemployment through the supporting of restrictive measures in the development of the nation. The economic state of the country is also a substantial determinant of the employment rate of the nationals of West Papua. The economic growth and development is the government’s obligation. The development creates adequate employment through the jobs the process creates. The economy of Indonesia is also pegged on the international economic status (David, 2012, 65). In this regard, many aspect of the economy contribute to the scourge of unemployment in West Papua. Currency fluctuation of India contributed in the reduction in the economic activities, which provide employment opportunities. According To Eben (2010, 34), the social cultural aspect of Indonesia contributes in the unemployment challenge in the country. The culture of the people of West Papua entails the overreliance on wind energy, which leads to less employment opportunities. In this regard, the youth on the region should invest in other renewable energy sources in order to create entrepreneurial opportunities. The people of west Papua have little time for social gratification. The habit leads to low networking of the populace. Consequently, there is no sharing of knowledge on employment opportunities and entrepreneurial ideas. The rate of unemployment increases because of limitation of innovative ideas on business. Technological stagnation is a challenge for the region. The problem is the proximate cause for the unemployment problem in the region. The stagnation limits the investment opportunities available to the youthful population. Richard (2009, 71) asserts that lack of technological application in industries results in inefficiency and

Measures of Central Tendency Essay Example | Topics and Well Written Essays - 1250 words

Measures of Central Tendency - Essay Example Some books define measures of central tendency as measures of the central position. When applying the use of these measures of central tendency, some measures prove to be more effective and appropriate than others (Sharpe, 10). When applying the measures of central tendency one has to know the appropriate measure to use and under what condition is it suitable to work. There are three measures of central tendency, which includes the mean, mode, and median. Mean is the arithmetic average of a given set of data. Mean is the division of the sum of all available data by the number of all observations that contribute to the total sum of the data. Mean is summarizes the ratio or interval data in situations where the given set of data is symmetrical. The total frequency within each class interval concentrates at the midpoint of a given class interval (Davies, 21). To calculate the mean of a set of variables, one needs to divide the sum of all observations by the total number of the given obs ervations. The reasons for this procedure are that the total value is dependent on two factors that are values of individual observations and the total number of observation. When determining the mean of a given set of data, one has to standardize the simple sum by evenly distributing it across all observations. The formula for calculating mean is; Mean= Total sum/total observations. Mean has several advantages as a measure of central tendency since it takes all values of the observation into account. Also, mean is unique since each set of data has its own unique mean. However, mean is susceptible to influence from other outliners. Unusual values that are numerically large or small in a given set of data can affect the outcome of mean (Davies, 22). Additionally, the mean method is not appropriate when measuring the central position of skewed data. In case of skewed data, the mean losses the ability to show the central position of the data because of the skewness  always drags it f rom the typical value.

Macca and Madina Revelation Essay Example | Topics and Well Written Essays - 1250 words

Macca and Madina Revelation - Essay Example Discussion The Mecca sanctuary lies in the SW region of the Modern day Saudi Arabia, close to the Red Sea. Many years prior the emergence of Islamic Religion, the city served as the fundamental, trade, socio-cultural and evangelistic House for all communities in Arabic world. Mecca City gave rise to the most prominent antichrist ever to exist in the last over two thousand years) and to the Islamic religion. It became the epitome of Islamic territory and the main dwelling palace of Allah. Therefore, and hence then, Mecca sanctuary attained its title â€Å"almadina almukarrama† (a sacred and bountiful city). All Muslims should direct their players to the sanctuary and Ka’ba, Mecca’s shrine. Similarly, it is Muslims obligation and a fundamental five aspects of Islamic doctrine to go to the prayer center once in the course of their living age. Additionally non-believers are restricted to touch the sacred Mecca soil, and if one touches it, the law states that he shoul d be sentenced to death, (Nomachi and Seyyed 85). Mecca is a popularly known sacred center and Islamic religious universe. Mecca is a sanctified preservation recommended for believers and is humanity guidance. Mecca is an indisputable memorial (of the guidance of God), a holy place where Abraham prayed, and every person who enters Mecca is safe. Humanity has a Hajji or excursion obligation unto the creator to the center. The Islamic holy book, Koran states that every person who enters the sacred Mecca is safe and believers should not harm or interfere with people going to the city for pilgrimage, (Shahrukh 25). According to Islamic traditions, even criminals are safe from the penalty and imprisonment inside the sanctuary. The safeguarded reputation of the sanctuary and the inviolability of the city are further reinforced historically in that all over the period of drastic warfare amid Medina Muslims, and Meccan pagans, the sanctuary of Mecca was exempted from struggles and bloodshed within its quarters. Similarly, when Mecca was lastly captured, about 8 years after the departure of Muhammad and his believers, the city was a nearly bloodless conquest. Significance of the city to Muslims The significance of the city for Muslims believers is irrefutable, and all Muslims around the world must pray at least five times daily facing Mecca’s shrine, Ka’ba. Additionally, a pilgrimage to the city is a requirement for all believers who can afford a tour to the city as a crucial aspect of the five faith pillars. Every year more than 3m people gather for main Hajj (pilgrimage) during the Dhu’l-Hijja Muslim month, and others perform Umrah (a minor pilgrimage) at diverse periods in the year, (Locate 36). Some non-Muslims have witnessed Hajji Rituals and rites, as they are mainly restricted from entering sacred Medina and Mecca cities. Several roadblocks are designed along the pathways and roads heading to Mecca to prevent non-Muslim entry. The popular no n-Muslim case entering the sanctuary was that of Richard Burton, a traveler from Britain, exploration in 1853. Sir Richard camouflaged himself as an Islamic believer from Afghanistan to enter and draft unique excursion story to both Mecca sanctuary and Medina. Muslim believes that the primary center of Mecca

CMG401 MOD 3 CA Essay Example | Topics and Well Written Essays - 500 words

CMG401 MOD 3 CA - Essay Example As well, the solicitation date remains fixed as stated earlier. Together with that, the numbers of gallons for soliciting purposes also remain fixed. The first amendment to solicitation SP0600-10-R-0208 was in January 20, 2010 at 10:30 am. As well, amendment 3 with the same solicitation number (Solicitation SP0600-10-R-0208) in November 30, 2010 at 10:30 am. In the latter amendment or amendment 3 includes the following changes to the proposal program; The delivery location changes from Baghad International Airport to ORER/Erbil Intl, Iraq for Jet A-1, w/o FSII for 244,800 USG and location ORSU/Sulaymaniyah Intl, Iraq for Jet A-1, w/o FSII for 61,200 USG. The solicitation base reference shall be in October 1 2010, at 1:00 pm local Fort Belvoir, VA time, and not in January 20, 2010, as stated in Amendment 1. The format applied in presenting this information follows the layout in FAR Subpart 12.6. This solicitation is also available in Defense Energy Support Internet Web Site. Solicitation SP0600-10-R-0208 is issued as a Request for delivery, includes terms, and conditions pursuant to the Federal Acquisition Circular. The submission of proposals from interested individuals is before the closing date. Screening program provide all information that is pertinent to purchasing procedures. It also indicates the amendments made for previous mistakes committed in soliciting the item. In addition, screening program must include the summary of the project name, the soliciting number, and the deadline for proposal submittals. For soliciting documents to be termed as enforceable by law, it must fulfill the following: In other words, the screening program in reflecting the soliciting documents must precisely provide the scope of work expected by the bidders. In addition, it must indicate the location of the project, and the nature of the goods for supply. Other

Environmental and Global Awareness Research Paper - 1

Environmental and Global Awareness - Research Paper Example nship of human beings with the earth is not very healthy and this makes it important for us to increase our environmental and global awareness, unless we want some serious consequences, which can affect our well being. The need for global awareness in the contemporary international community can be best understood by looking at the relationship of human beings and Mother Nature. We should try to find an answer to questions like, what are our actions towards our environment, what is the earth doing for us and what are the consequences of our actions, which makes the elevation of global and environmental awareness amongst the people essential. After understanding the consequences, we should try to bring modifications in our action to have a better future. Human beings are dependent on the earth and its ecosystem for goods and services. The goods and services are important and essential for the personal well-being of human beings. The earth is the source of all wealth — dams, ports, highways, buildings, etc. It is giving us the goods and services without taking anything in return.(Chiras 20). Earth can fulfill our needs but it cannot fulfill our greed. Its resources can fulfill our requirements but cannot last in front of our exploitation. Human beings are exploiting the biodiversity of the ocean. The development of industrial fishing and sophistication of the fishing technology is putting pressure on this â€Å"supposed- Inexhaustive aquatic resources† (Adeleye 230). Fishes and other aquatic products have declined due to the ruthless exploitation, loss of habitat by sand filling operations and pollution of wetland from oil exploration and industries. The uncontrolled trawling for fishes throughout the year has led to the extinction of some species (Adeleye 231) The harm caused by man to the ecosystem is enormous. The world’s ecosystems have deteriorated by 33% in between 1970 to 2000 and exploitation of natural resources have increased by the same amount