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Possibility Of Economic Growth Without Environmental Degradation
Possibility Of Economic Growth Without Environmental Degradation
The delicate balance between environmental sustainability and economic growth continues to be a controversial issue as the world scales new heights in technological innovations and exploitation of natural resources. Economic growth is vital for governments to provide basic needs such as food and security to their citizens. However, an increasing demand for energy, which drives economic growth, has led to counterproductive effects on the natural environment such as pollution and global warming. Panayotou (2003) states that in Europe “greenhouse gas emissions grew by 4 per cent in the 1990s against GDP growth of 23 per cent” (p. 68). It is evident that meeting economies of scale requires optimizing production to levels that will eventually degrade the environment unless humankind adopts alternative eco-friendly solutions to demands of economic growth.
There is a relationship between rapid increase in incomes and environmental sustainability. Georgescu-Rogen (1971) states that rapid growth in production and consumption requires large inputs such as energy and materials, which generate larger quantities of waste and other by-products (p. 15). With increased exploitation of natural resources, buildup of wastes and by-products, and emission of pollutants, the carrying capacity of the planet’s biosphere will soon be overwhelmed unless a trade-off is reached between economic growth and environmental preservation. The balance can only be achieved through a transition from rapid and unchecked economic growth to a steady-state economy which relies on eco-friendly technology and innovations.
Environmental improvement can be achieved through economic growth. People with a higher income will always demand for goods and services that are eco-friendly and less material intensive than those of low income status. With affluence comes a lifestyle based on healthy living and improved environmental quality. These are lifestyle standards that emphasize on environmental protection measures and responsible attitudes. As Beckerman (1992) states, “The strong correlation between incomes, and the extent to which environmental protection measures are adopted, demonstrates that in the longer run, the surest way to improve your environment is to become rich” (p. 481). Deforestation and carbon emissions in most countries with low economic growth have been found to be higher than in developed countries.
The relationship between the quality of environment and economic growth changes when a country reaches an income level where people can afford efficient infrastructure and better living conditions. Environmental degradation is more prevalent at low levels of economic development through over-reliance on natural resources for subsistence economic activities. For example, rudimentary agricultural practices deplete resources and generate increasing amounts of waste. However, countries with high economic growth tend to adopt more efficient technologies that emphasize on environmental conservation. They have measures put in place to ensure that there is a balance between use of natural resources and conservation of the environment.
Environmental degradation should not be the price the world pays for economic growth if everyone adopts a ‘green’ eco-friendly lifestyle. For example, switching from an over-reliance on fossil fuels to the use renewable energy will ensure that the balance between environmental sustainability and economic growth remains stable. Developed nations, which have made great strides in economic growth, need to adopt green technology and eco-friendly technologies at the community and corporate levels. Eco-friendly ways of life such as a reduction in the use of carbon emitting appliances will bring about economic growth without adversely affecting the environment.
References
Beckerman, W. (1992). Economic growth and the environment: whose growth? Whoseenvironment? World Development, 20(1), 481-496.
Georgescu-Roegen, N. (1971). The entropy law and the economic process. Cambridge: HarvardUniversity Press.
Panayotou, T. (2003). Economic growth and the environment. Economic Survey of Europe, 1(2),45-72.
Possibility Of Avoiding Stereotyping
Possibility Of Avoiding Stereotyping
Contents
TOC o “1-3” h z u HYPERLINK l “_Toc377630750” Possibility of Avoiding Stereotyping PAGEREF _Toc377630750 h 1
HYPERLINK l “_Toc377630751” Relating Stereotyping with Prejudice and Discrimination PAGEREF _Toc377630751 h 1
HYPERLINK l “_Toc377630752” Mitigating Stereotyping PAGEREF _Toc377630752 h 2
Possibility of Avoiding StereotypingWhereas stereotyping and human nature are almost inseparable in many relationship settings, it is possible to keep it at minimum levels. Social environment factors determine how an individual embraces or dispels stereotypic notions. The possibility of reducing and avoiding stereotyping is enhanced by appropriate enlightenment and acquisition of social skills that facilitate accommodating others. In a socially diverse society, avoiding stereotypes not only determines coexistence but also favors development and social growth. Avoiding stereotypes entails elimination of the code words and generalizations that may appeal to an individual yet offend another individual in the society (Bernard, 2011).
Relating Stereotyping with Prejudice and DiscriminationSocial exclusion factors that target the accommodation variables of the society inherently cross lines with the social vice triad involving prejudice, discrimination, and stereotypic opinions. In view of the relationship that these three factors have with each other, the existence of one raises the possibility of the others to thrive in a socially segregated society. Stereotyping entails generalizing individuals on typical attributes of a group that they belong to whereas prejudice entails holding a specific attitude against members of a particular group. Discrimination binds the stereotypic attitudes with negative actions that raise social exclusion levels.
Mitigating StereotypingThe use of appropriate language in social places is important in avoiding the negative impact of stereotyping that is worsened by perceptions that targeted individuals make from its exhibition. Alternatively, cultivating intercultural cohesion and understanding with an aim of erasing negative attitudes facilitates elimination of stereotyping (Welsh, 2011).
Class Assignment #2 Stereotypes
Human behavior studies around addictive tendencies face a challenge of addicts’ preferences to addiction behaviors. Researchers have dedicated commendable efforts to understand addiction mechanisms but origins of initial attraction to addictive tendencies, for instance drug and substance abuse that results in addiction remain elusive. Predisposing factors such as genetic inheritance dominate studies to reveal possible explanation of addictive tendencies down the generational line.
A quasi-experimental design to reveal this phenomenon can be set using the following research question: “can a genetic analysis of an addict father explain addictive tendencies observed in the son’s behaviors?”
A true experimental design in answering the genetic link in addictive tendencies can also be formulated based on the following research question: “can addiction be traced from genetic links across three generations in ten random family samples?”
Despite the fact that the quasi-experimental approach has limitations in the independence scores of the results when compared to the true experimental approach that adopts randomization, quasi-experimental studies are important in establishing the foundations of a true research (Trochim. 2006). Setting up a quasi-experiment gives findings that assist building the case of the expansive true research with more samples obtained using randomized sampling.
Using survey as a technique to establish addiction only ventures in unverifiable results, which experimental designs facilitate. Quasi experiments deliver results that can be proved experimentally but with a lower score of independence. True experimental approach gives high scores of independence but is more expensive in terms of time and resources than surveys and quasi experiments (Gribbons and Herman, 1997).
References
Bernard, S. C. (2011). Documentary storytelling: Creative nonfiction on screen, Burlington, MA: Focal Press
Gribbons, B. & Herman, J. (1997). “True and Quasi-Experimental Designs,” Practical Assessment, Research & Evaluation, 5(14)
Trochim, W. M. (2006). “Quasi-Experimental Design,” Retrieved from: HYPERLINK “http://www.socialresearchmethods.net/kb/quasiexp.php” http://www.socialresearchmethods.net/kb/quasiexp.php
Welsh, A. (2011). “Avoiding Stereotyping and Enhance Intercultural Understanding,” Retrieved from: HYPERLINK “http://journal.teflin.org/index.php/teflin/article/viewFile/243/179” http://journal.teflin.org/index.php/teflin/article/viewFile/243/179
The evolution of the strategy paradigm
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Strategic Management
Contents
TOC o “1-3” h z u HYPERLINK l “_Toc393804787” Introduction PAGEREF _Toc393804787 h 3
HYPERLINK l “_Toc393804788” The evolution of the strategy paradigm PAGEREF _Toc393804788 h 3
HYPERLINK l “_Toc393804789” Phase 1 PAGEREF _Toc393804789 h 3
HYPERLINK l “_Toc393804790” Phase 2 PAGEREF _Toc393804790 h 4
HYPERLINK l “_Toc393804791” Phase 3 PAGEREF _Toc393804791 h 5
HYPERLINK l “_Toc393804792” PHASE 4 PAGEREF _Toc393804792 h 5
HYPERLINK l “_Toc393804793” PHASE 5 PAGEREF _Toc393804793 h 6
HYPERLINK l “_Toc393804794” References PAGEREF _Toc393804794 h 9
IntroductionStrategic managements is the most important corporation that has appeared to evolve all the sequential phases that are just according to the historical persons such as Gluck, Kaufman and Walleck. The most financial plans are also made at the same time such as it develops all the forecasting development plans that are into external planning zone that are finally moved into a completely established strategic management system. The entire evolution process helps the system to increase the complexity and the change in the corporation that acts in the external environment (Rajagopal, 1995).
The evolution of the strategy paradigmPhase 1The beginning phase of the strategic management helps in the evolution of the strategic statistics that acts as the basic planning process that was evolved right in 1950 and the other training and planning process that helps the organisation to prepare all the financial budgets along with a time horizon that hardly takes more time than 12 months. These are the organisations that have a strong strategic plan for the other strategies to be documented easily. The organisation’s success depends on entirely on the quality of the top management and their knowledge that they have regarding the product, market and also their rivals.
Phase 2The second phase is the forecast planning technique that was established in 1960 and hence results in the organisation to embrace a longer time period along with the environmental analysis that are also reflecting the multi year forecasts which have a great static allocation for the resources for the firm and at the same time responds to all the demands of the consumer. The most important contribution and the inventions that were made in respect to the strategic literature were Coulter (Coulter, 2002). These are the few writers that have addressed the current strategy for processing and content at the same time.
Phase 3In the 1970s there was a move to the third period of “remotely arranged arranging” in light of businesses and rivalry as key arranging appreciated the top of its fame. Arranging in this structure incorporated an intensive circumstance investigation and audit of rivalry, an assessment of option systems and element asset designation. Prescriptive systems for procedure were at their top at this point with the arranging school prevailing and various improved structures for vital investigation were advanced chiefly by industry specialists. These structures incorporated the Experience Curve, the Boston Consulting Group’s (BCG) portfolio framework and the Profit Impact of Marketing Strategies (PIMS) exact task.
PHASE 4In the 1980s company’s held onto what got to be known as the key administration stage and the fourth stage of the business model or the system as like being the synthesis of the association’s assets further bolstering attain good fortune. This stage included some specific points as like,
An arranging schema that cuts crosswise over authoritative limits and encourages key choice making about client gatherings and assets.
An arranging process that invigorates entrepreneurial considering.
A corporate qualities framework that strengthens directors’ dedication to the organization methodology.
PHASE 5By the mid-1980s it was obvious that the progressions in the advancement of key arranging into vital administration were not prompting critical upgrades in system usage. Furthermore, at this point there was evident a more prominent feeling of the significance of authoritative society and inward governmental issues in the key administration process. The ineffectualness of the key administration procedure headed numerous masters in the field to underline the requirement for vital intuition – the fifth stage in the development of the ideal model. In this connection Stacey is like “that despite the fact that the strategies and investigative methods of advanced vital administration may not be of much regulate viable utilization, they do make a system for key deduction and, it is accepted, directors who think deliberately are sure to act all the more viably in managing what’s to come.” That the key administration methodology gives a schema to key intuition is a vital establishment in endeavouring to conceptualize key considering.
Rabbino was the first of the heading administration authors to discuss key thinking in his content The Mind of the Strategist. Here Rabbino contends that fruitful business methodologies stream from a specific mental methodology, which is basically natural and imaginative as opposed to balanced. The advancement of the standard has set off another verbal confrontation on the benefits of adjusting instinctive, innovative, dissimilar thought with reasonable, systematic, focalized examination (Rabbino, 2001). A persuasion face off regarding has developed with scholars in the engaging and integrative writing, for example, Ohmae (1982), Peters and Waterman (1982), Mintzberg (1994) and others contending the case for procedure as symbolization, whilst authors, for example, Porter, Andrews (1965) and Ansoff (1965) from the prescriptive writing will be utilized to help the contention that method ought to be led as science. Interestingly, Mintzberg (1994) is especially solid in his backing for the utilization of instinct in inclination to investigation, scrutinizing the auspiciousness and accessibility of hard information however later improvements in data engineering bring this contention into inquiry. There is a further gathering of essayists who see the need to adjust the utilization of instinct and dissection in the procedure writing. Here (Hoerr, 1988) makes a serious perception as like “the writing draws a sharp dichotomy between the innovative and systematic parts of procedure making, when both are unmistakably required in any attentive method making process.” This civil argument is explained in a later living up to expectations paper. It is intriguing that Mintzberg et al (1998) upgrading Mintzberg’s (1990) commitment on arranging schools perceive another “diversity” in the standard in the light of late advancements as the method methodology develops in attempting to adapt to the requests of a dubious nature’s turf.
ReferencesChadwick, T. and Rajagopal, S. (1995). Strategic supply management. 1st ed. Oxford: Butterworth-Heinemann.
Christensen, R. (2006). Roadmap to strategic HR. 1st ed. New York: American Management Association.
Coulter, M. (2002). Strategic management in action. 1st ed. Upper Saddle River, N.J.: Prentice Hall.
Cross, R. and Israelit, S. (2000). Strategic learning in a knowledge economy. 1st ed. Boston, MA: Butterworth Heinemann.
Cross, R. and Israelit, S. (2000). Strategic learning in a knowledge economy. 1st ed. Boston, MA: Butterworth Heinemann.
Hoerr, J. (1988). And the wolf finally came. 1st ed. Pittsburgh, PA: University of Pittsburgh Press.
Ritchie-Dunham, J. and Rabbino, H. (2001). Managing from clarity. 1st ed. Chichester: J. Wiley.
Rumelt, R., Schendel, D. and Teece, D. (1994). Fundamental issues in strategy. 1st ed. Boston, Mass.: Harvard Business School Press.
Strumpfer, J. (1989). Managing around a crisis. 1st ed. Bellville: Institute for Futures Research, University of Stellenbosch.