Managing Change in the Workplace

Managing Change in the Workplace Managing Change in the Workplace â€Å"Managing and changing organisations appears to be getting more rather than less difficult and more rather than less important† Burnes [1996] Critically evaluate and debate this statement, highlighting the potential challenges organisations face in managing change effectively Over the last 20 years new products, processes and services have appeared at an increasing rate. Local markets have become global markets due to the advance of technology (the internet) and protected or semi- protected markets have been opened to competition. Monopolies have been transferred to the private sector (e.g. British rail, BT, utility companies) or they have adopted more market-orientated practices. To keep abreast of competition organisations are restructuring, introducing new products and services, changing information systems and introducing new work practices. Organisations that fail to change cannot survive in the competition and will fail to make a profit. (Burnes, 2004) The aim of managing change in organisations is to guide the people in the change process so they can adapt, change behaviour and cope with the new change that is happening in the organisation. Sometimes people in the organisation find it difficult to cope with change as the old responsibilities, roles and behaviour and attitudes are not easily forgotten. In organisations people are the most important asset in the business if people cannot change, processes and systems cannot change. Careful strategic planning must take place involving the people so they can understand what is needed to change as the behaviours, personality, values and all work for and against organisational change (Blake Bush, 2009) According to (Blake Bush, 2009 p3) â€Å"Change management is the process, tools and techniques to manage the people side of business change to achieve the most successful business outcome† Organisations are constantly assessing their efficiency and performance therefore managing change is important. Persuading stakeholders to change can be difficult yet if it is successful organisations can survive and thrive to gain a competitive advantage. According to (Blake and Bush, 2009) organisations have to meet four conditions to convince their employees, these are:- 1. Give an insight to why their organisation wants to change and how it will benefit them and make then agree 2. Make sure structure, processes and reward systems must be put in place to support change 3. Employees obtain the right skills for the new change 4. Ensure employees update their roles and responsibility and model them to the new change. The need for change can be difficult, costly and sometimes disappointing. Expensive new information systems, policies and organisational structure attract most attention but organisations forget their talent workforce and how they are affected by change. Sometimes it is a difficult process depending on how old or new, large or small the organisation is. (Buchanan Huczynski, 2004) The need for change is initiated by two categories, internal factors and external factors within the macro and micro environment. External triggers for change can include: * Economic fluctuations This may develop or hinder the development of new products or processes. For example, in times of recession customers may not have money to spend on ‘luxury items and will concentrate on basic everyday essential items. New products will not come into the market due to lack of funds. * Social For example, the size, age and sex distribution of the population can affect the demand for a product. An ageing population will make organisations target products / services to suit them to increase sales and market share. * The development of new technology has made it possible to develop a whole range of new products. * Changes in customer requirements and tastes require organisations to cater for their needs. * Competitors are continually developing new products * The EU has opened new markets in new countries * Global trading via the internet increases pressure for organisations to change its design and become globalised but in order for the organisation to do so it must transform their processes, systems and cultures to become internationally known. * Changes in social and cultural values Internal triggers for change can include: * High absenteeism and staff turnover * Inadequate skill or training * New design of product /service (Buchanan Huczynski, 2004) Generally, a high proportion of change efforts end in failure (Beer and Nohria,2000; Burnes, 2003; Huczynski and Buchanan, 2001). Change projects fail because not enough planning or thought has taken place to achieve the desired objectives. Sometimes change takes place not for the interest of the organisation but for personal or sectional interests. (Burnes, 2004) The value of the HR function is very important when an organisation is going through the process of change. A lot of companies are giving more responsibility to senior and line managers. Senior managers and the HR function can work together to ensure that the business can change to meet the needs of customers, build good relationships with its stakeholders and ensure employee talent is retained and developed in changing situations. (Hennessy McCartney, 2008) HR can also help ensure that organisational culture is open to change by ensuring change agents handle sensitive emotions and the correct management policies are in place. For example the right people are recruited, trained or developed and the appropriate pay and reward policies are in place to keep staff motivated. HR also ensures that change is gradual across the whole of the organisation. HR change agents should find out whether part of the change is supported or resisted. It also gives people a chance to discuss and sort out their concerns with the â€Å"change agents† and to feel satisfied with the change. Communication is important such as face to face and team briefings are beneficial in the change process (Armstrong, 2006) However, there will always be some resistance to change. â€Å"People resist change because it is seen as a threat to familiar patterns of behaviour as well as to status and financial rewards.† (Armstrong. 2006, p345). The main reasons of resisting change are as follows: * Change to established routines, methods of working or conditions of employment will be seen as a threat to job security and loss of potential earnings such as overtime etc. * The workforce may view management as having ulterior motives to introduce change making the organisation ready for merger or takeover. * Change can be worrying for the workforce as there is a lot of uncertainty about the impact of the change. * In some organisations change can cause inconvenience to the workforce. For example any changes in starting and finishing work shifts may require new arrangements for child minding etc. * Loss of a parking space or office may be viewed as a loss of status or importance in the organisation and therefore cause resistance to change * Disruption to customary social relationships and standards of the group will be resisted as this will be seen as a threat to interpersonal relationships. * Learning new skills and coping with new demands may raise concern for some of the workforce as they will not be certain if they can cope with the new change. (Armstrong, 2006) Process of change According to Jain, 2005 the following steps are considered in the change process and these are: * Develop new goals or objectives to replace goals or objectives having a negative impact. * A manager must be appointed to overlook the change and control the resistance * Diagnose the problem gather issues surrounding the problem where the change is needed. * Methodology Use a methodology for change so that everyone can agree too and to try and avoid any resistance. All members emotions should be considered when drawing up the methodology * Develop plan/strategies on what changes need to be done * Strategy for implementing the plan correct timing and communication channels need to be done. Members should be briefed up on the changes using one to one meetings as often as possible. * Allow for natural resistance problems to be sorted during the change process. (Jain, 2005) For change to take place successfully the main objective is to change peoples behaviour and attitudes and improve the ability for the organisation to cope with changes to the environment. Nadler and Tushman (1980) cited in (Armstrong, 2006) suggested some guidelines on how change should be implemented. Motivate individuals to achieve change by: * Communicating a clear image of the future * All concerned to support the change rather than block it * Stable structures and processes will help change and reduce uncertainty and instability. Another model of change was invented by Kurt Lewin which was an effective process for achieving behavioural changes in groups. Lewins model involves a three stage process:- 1. Unfreezing the status quo -looking at old processes and what change needs to be done 2. Changing- Bring about the change by reorganising the resources 3. Refreezing Embedding the new changes of working (Mullins, 2002) According to Burnes, 1996 cited in the (Langer, J et al, 2005) claims that the problem with Lewins assumption is that the stability of the external environment is always changing therefore the three stage changing process is not quite straightforward and is only gradual and continuous not revolutionary. (Langer, J et al, 2005) Beers â€Å"6 steps model† looks at the complexity of change and how an organisation deals with responses to the effectiveness of change. Beers model concentrates on â€Å"task alignment† (employees roles, responsibility and relationships) as the key to alter new ways of thinking, attitudes and behaviour. Beers uses this model as a way of changing peoples behaviour and attitudes with their roles and responsibility in order to adapt to change. The 6 steps are:- Stage 1- Act and commit to change through diagnoses Stage 2- Develop the organisations shared vision Stage 3- learn the roles and responsibilities to the shared vision Stage 4- Spread the word about change Stage 5- Make the change institutionalised through policies. Stage 6 Monitor and adjust as needed (Blake Bush, 2009) There are many models of change but different organisations will need to choose a model that best suits their culture and values. A simple model would be to investigate changes that are needed and look at individual responses to change. * Plan the change * Implement the change * Manage the people side of change * Manage the organisational side of change The world is changing rapidly to keep up with global competition, technological innovation; de- regulation, privatisation of public sector organisations and much more managers face complex and challenging pressures and opportunities. Changing organisations is a complex process with more opportunity for failure than success. Good managers and leaders are important to an organisation as they can create the conditions for growth and prosperity. Managers should gather and be more open to a wide variety of information. Any decision to implement change should be to the benefit for all concerned and not just for themselves. Organisations must ensure the efficient use of resources and offer the right products and services, to use the appropriate technologies as well as recruit and retain people with the best skills. (Carnal, 2009) The organisation also needs to have strategies, accountabilities, information systems and resources to improve or sustain performance against the organisations objectives. The efficient organisation focuses on internal efficiency and control. Maintaining internal systems includes activities such as performance appraisal, training, development and reward system. The ability to attract and retain high quality staff at all level is a useful indicator of effectiveness. The effective organisation adapts to the external environment and includes marketing, public and community relations. For change to be successful an organisation need to be customer focused. More interfacing skills, negotiation skill and networking skills will also be needed when a change is needed (Carnal, 2009) References Armstrong M., (2006) A handbook of Human Resource Management practice. 10th ed., Kogen Page: Philadelpia. Blake, I Bush, C (2009). Project Managing Change: Practical Tools and Techniques to Make Change Happen. Harlow: Prentice Hall. Buchanan, D. Huczynski, A. (2004) Organisational Behaviour: An introductory text, 5th ed. Harlow: Prentice Hall Financial Times. Carnal, C (2007) Managing change in Organizations. 5th ed., Harlow: Financial Times Prentice Hall Hennessy, J., McCartney, C. (2008). The value of HR in times of change. Strategic HR Review. 7 (6), 16-22. Langer, J., Alfirevic, N., Pavicic, J. (2005). Organizational change in transition societies. Hampshire: Ashgate publishing limited. N.K Jain (2005). Organisational Behaviour. Dehli: Atlantic. Mullins, L.J. (2002) Management and organisational behaviour. 6th ed., Harlow: Financial Times Prentice Hall. Bibliography Ashton, C., Morton, L. (2005). Managing talent for a competitive advantage. Strategic HR Review. 4 (5), 28-31. Burnes, B., Coram, R. (2001). Managing organisational change in the public sector.. The International Journal of Public Sector Management . 14 (2), 94-110. Butel, L., Curtis, T., Mclntyre, J., Pearce, J., Rainbow, S., Smith, D., Swales, C,. (1998) Business Functions An Active Learning Approach. Oxford: Blackwell Publishing Gill, A. (2009). Employee engagement in a change environment. Strategic HR Review. 8 (2), 19-24. Hall, D., Jones, R. Raffo, C. (1995) Business Studies. Lancashire: Causeway Press ltd. Johnson, G., Scholes, K. Whittington, R. (2005) Exploring corporate strategy. 7th ed., Harlow: Financial Times/Prentice Hall. Leahy, L., Chamberlain, N. (2008). Surviving change. Strategic HR Review. 7 (6), 23-29. Lynch, R. (2000) Corporate strategy. 2nd ed., Harlow: Financial Times/Prentice Hall pp452 Tansley, C., Turner, P., Foster, C., Harris, L., Sempik, A., Stewart, J., Williams, H (2007). Talent: Strategy, Management, Measurement Research into practice. London: Charted Institute of Personnel and Development . Trompenaars, F., Woolliams, P. (2003). A new framework for managing change across cultures. Journal of Change Management . 3 (4), 361-375.

Rainforest Cafe, Inc: Outline To Rainforest Cafe Research Report :: essays research papers fc

Rainforest Cafe, Inc: Outline to Rainforest Cafe Research Report CORPORATE BACKGROUND History Formation Rainforest Cafe, Inc. was incorporated in Minnesota on February 3, 1994 to own and operate restaurant and retail facilities under the name of "Rainforest Cafe - A Wild Place to Shop and Eat." Chairman of the Board and Chief Executive Officer Election. Lyle Berman was elected Chairman and CEO of Rainforest Cafe at its inception in February 1994. Background. Berman has been Chairman and CEO of Grand Casinos, Inc. and its predecessor since October 1990. He is also CEO and a director of Stratosphere Corporation, and a director of G-III Apparel Group Ltd., Innovative Gaming Corporation of America and New Horizon Kids Quest, Inc. He previously was the President and CEO of Berman Specialty Stores, Inc. ("Bermans") from 1978 until November 1988 when Bermans was acquired by Wilson Suede and Leather, a subsidiary of Melville Corporation. President and Chief Operating Officer Election. Martin J. O'Dowd was elected in May of 1995. He is the first to hold this position. As of November 18, 1996 O'Dowd has taken a 30 day leave of absence for personal reasons. Dennis Nielson, analyst for R. J. Steichen, predicts that if the leave is only 30 days there should not be a lasting impact on the company (Nielson, November 18, 1996). Background. O'Dowd is a director of Elephant and Castle Group, Inc. He was previously the Corporate Director, Food & Beverage Services for Holiday Inn Worldwide from July 1987 to May 1995. From August 1985 to July 1987, O'Dowd was Vice President and General Operations Manager for the Hard Rock Cafe in New York. Management Philosophy. Berman and O'Dowd stated that they are committed to identifying and acquiring the resources that will allow them to continue their high rate of growth. Main Activities Rainforest Cafe has two areas of each facility, the restaurant and the retail area. Restaurant The company believes that its large menu selection is an important factor in the appeal of its restaurants. The restaurant serves lunch and dinner entrees which range in price from $7.95 to $15.95. The theme of the company is mirrored on the menu with all food and beverage selections including a jungle reference (Annual Report, 1995). The restaurant derived approximately 74 percent of the companies total revenue during the 52 week period ending December 31, 1995. Retail Area In order to enter the restaurant, all customers must pass through the retail area. The inventory includes apparel and gifts with the Rainforest Cafe logo and other items with a rainforest theme such as toys and educational games. The retail area derived approximately 26 percent of the companies total revenue

International Law Essay

International Organizations are attempting to target and eliminate child labour beginning by pinpointing the problem itself and understanding the reasons for it. UNICEF’s latest statistics from 2011 indicate that one in every six children aged five to fourteen are engaged in child labour in developing countries. The International Labour Organization (ILO) says there are over two hundred and fifteen million children working worldwide either part time or full time jobs. Furthermore, seventy percent of them work in dangerous environments. The ILO is leading the fight in eliminating child labour in an organized fashion. Their research suggests the damaging effects of child labour must be systematically eliminated beginning with the worst forms of child labour. The process begins with understanding the problem itself, the causes and consequences, socio-political aspects, and all the variables involved. The hard work of the ILO has helped create Treaties and Conventions banning child labour and â€Å"identifying concrete measures for Governments to take (UNICEF, 2011).† Through socio-legal challenges, the ILO is working tirelessly as they are at the forefront of the fight against child labour. This has resulted in various forms of success as they still have a long way to go. Using labour standards, Conventions, Recommendations, creating organizations, getting member states involved, raising awareness, and stressing basic human rights, the International Labour Organization has created a formula in the fight to end child labour. UNICEF- Convention on the Rights of the Child UNICEF, acronym of United Nations International Children’s Emergency Fund, has a mission to advocate for the protection of children’s rights, â€Å"to help meet their basic needs and to expand their opportunities to reach their full potential (UNICEF, 2011).† Just like the ILO, UNICEF is a special programme of the United Nations. This international organization relates to the ILO because of their devotion to aiding children internationally and aiding national efforts to improve health, nutrition, education, and general welfare of children (UNICEF, 2012). Although UNICEF’s goals are not based on targeting and eliminating child labour itself, they take a huge part in helping the cause. According to the Encyclopedia Britannica (2012), since 1996 UNICEF programmes have been guided by the â€Å"Convention on the Rights of the Child,† which affirms the right to all children to â€Å"the enjoyment of the highest attainable standard of health and to facili ties for the treatment of illness and rehabilitation of health (UNICEF 2012).† The Convention on the Rights of the Child is built on various international legal systems and cultural traditions. This Convention is a â€Å"universally agreed set of non-negotiable standards and obligations (UNICEF, 2011).† These are basic standards which are also referred to as human rights which set minimum entitlements and freedoms that are expected to be respected by all governments. UNICEF (2011) states that it is founded on respect for the dignity and worth of each individual, regardless of race, color, gender, language, religion, opinions, origins, wealth, birth status or ability. Therefore, they apply to every human being no matter where they are located. Not only are governments obligated to follow this Convention, but so are all individuals and employers regarding the rights of all humans. Furthermore, UNIFEC (2011) says that â€Å"we cannot ensure some rights without – or at the expense of – other rights.† Many countries including Canada have had to make changes to their common and civil law as a result of ratifying this Convention. However, this has been done for the better because local laws have been created to follow up with this Convention. For example, youth criminal laws in Canada underwent major changes resulting in the Youth Criminal Justice Act (YCJA) which defines Canada’s different commitments under the Convention. The Convention on the Rights of the Child is a legally binding instrument which is the first international instrument to incorporate the full range of human rights. This includes civil, cultural, economic, political and social rights. This is a special Convention, particularly for that reason that world leaders agreed on the fact that children under the age of eighteen years old often need the protection and care that adults do not. Furthermore, this would be a Convention for the world to recognize that children also have human rights. It sets out these human rights in 54 articles and two optional protocols. The first optional protocol restricts the involvement of children in military conflicts, and the second optional protocol prohibits the sale of children, child prostitution and child pornography. The articles identified by UNICEF (2011) spell out the basic human rights that children everywhere have: The right to survival; to develop to the fullest; protection from harmful influences, abuse and exploitation; and to participate fully in family, cultural and social life. The four core principles of the Convention are non-discrimination; devotion to the best interests of the child; the right to life, survival and development; and respect for the views of the child. UNICEF (2011) states that â€Å"every right spelled out in the Convention is inherent to the human dignity and harmonious development of every child.† The Convention protects children’s rights by setting standards in health care; education; and legal, civil and social services. National governments have agreed to undertake the obligations of the Convention, therefore have committed themselves to protecting and ensuring children’s rights. They have also agreed to hold themselves accountable for this commitment before the international community. It is the governments’ obligation to make sure they do their part after signing or giving formal consent to the Convention, therefore treating it as a treaty, contract, or agreement and making it officially valid. Both the protocols have been ratified by a hundred and ninety four nations. These nations that have ratified this Convention are bound to it by international law. Furthermore, compliance is monitored by the United Nations committee on the Rights of the Child because it is important to make sure the member states are acting and complying according to the Convention. As far as the child labour topic goes, focusing on the International Labour Organization is far more important than focusing on UNIFIC. As suggested earlier, UNICEF’s focus is on advocating and paying attention to the general welfare of children globally. This includes children that do not work, whereas the ILO focuses on child labour issues among other labour issues of the world. The global importance of both of these international organizations is immeasurable. Therefore, understanding the fact that this topic is on child labour issues, it only makes sense to focus on the ILO. The ILO Structure The International Labour Organization’s work is based on encouraging and promoting the development of social and economic progress. It is important for governments, employers’, and workers’ organizations to cooperate in order for this structure to function. Furthermore, their aim is to ensure that it serves the needs of working men and woman by â€Å"bringing together governments, employers and workers to set labour standards, develop policies and devise programmes (International Labour Organization, 2012).† In other words, the ILO has created a form of a governing system for the international workforce to ensure safety and to protect all individuals. The ILO structure emphasizes equality where the workers and employers have equal voices with the governments. The ILO also encourages promoting a social dialogue between the trade unions and employers (International Labour Organization, 2012). Where appropriate, they implement national policy on social, economic, and other issues. There is no international organization that is like the ILO because it resulted in the tripartite organization, â€Å"the only one of its kind bringing together representatives of governments, employers, and workers in its executive bodies (International Labour Organization, 2012).† The ILO accomplishes its work through three main bodies which are â€Å"The International Labour Conference,† â€Å"The Governing Body,† and â€Å"The Office.† These main bodies oversee progress and changes in the global fight against child labour. This allows governments’, employers’, and workers’ representatives to settle disput es and reach agreements by mutual concessions. ILO Conventions and Recommendations Conventions and Recommendations are drawn up by representatives of governments, employers and workers and are adopted at the ILO’s annual International Labour Conference (International Labour Organization, 2012). The ILO has its own Constitution which gives them the authority required to eliminate child labour. Member States are required under this Constitution to submit them to their parliament for consideration. Once a Member State ratifies a Convention, it takes a year after the date of ratification for it to come into force. Therefore, there is a process involved and nothing happens overnight in the fight to eliminate child labour. After ratifying, nations must apply the Convention in their national law and practice. Furthermore, the countries must report on its application at regular intervals as required by the ILO. The ILO provides technical assistance if necessary. In addition, â€Å"representation and complaint procedures can be initiated against countries for violat ions of a convention they have ratified (International Labour Organization, 2012).† Fundamental & Governance Conventions The ILO’s Governing Body has identified eight Conventions as â€Å"fundamental,† covering subjects that are considered as fundamental principles and rights at work. The fundamental Conventions include â€Å"freedom of association and the effective recognition of the right to collective bargaining; the elimination of all forms of forced or compulsory labour; the effective abolition of child labour; and the elimination of discrimination in respect of employment and occupation (International Labour Organization, 2012).† They date back to 1930 and go to the latest Fundamental Convention that was issued in 1999. These principles are also covered in the ILO’s Declaration on Fundamental Principles and Rights at Work (1998). The ILO launched a campaign in 1995 to achieve a worldwide ratification of these eight Conventions. This would be a huge breakthrough in the fight to eliminate child labour as there would be worldwide support of at least the fundamental princi ples and rights of work. There are currently over 1,200 ratifications of these Conventions, representing 86% of the possible number of ratifications. The ILO’s Governing Body also came up with four Conventions as â€Å"priority† instruments, thereby encouraging member states to ratify them because of their importance for the functioning of the international labour standards system (International Labour Organization, 2012). Since 2008, they are referred to as Governance Conventions. These Conventions were identified by the ILO Declaration on Social Justice for a Fair Globalization as the standards that are the most significant from the viewpoint of governance. The Governance Conventions include â€Å"Labour Inspection Convention, 1947 (No. 81); Employment Policy Convention, 1964 (No. 122); Labour Inspection (Agriculture) Convention, 1969 (No. 129); Tripartite Consultation (International Labour Standards) Convention, 1976 (No. 144).† As the titles suggest, the ILO finds it is just as important to inspect what Member States are doing as it is to create laws. There is no sense in creating a law that is not monitor ed, inspected, or enforced. International Labour Standards International labour standards are â€Å"legal instruments drawn up by the ILO’s constituents and setting out basic principles and rights of work (International Labour Organization, 2012).† International labour standards refer to either Conventions or Recommendations. Conventions according to the ILO are legally binding international treaties which can be ratified by member states. Recommendations are non-binding guidelines. In many cases, a Convention lays down the basic principles to be implemented by ratifying countries. A related Recommendation completes the convention by providing more detailed guidelines on how it could be applied (International Labour Organization, 2012). The intent of labour standards is to establish a minimum level of protection from inhumane labour practices, basic rights, enhancing job security, and improving the terms of employment on a global scale. The workplace globally needs equal basic rights, which must be on ethical grounds according to the ILO. The International Labour Standards consist of twenty three subjects which are further broken down into more specific subtopics. Each topic and subtopic has its own Convention. A Convention is an agreement between states, governments, parties, or military forces, especially an international agreement dealing with specific subjects, such as child labour (Mifflin, 2000). International organizations use these Conventions as their weapons in order to fight child labour. It is their legal instrument to hold governments and partners who agree and consent to them liable if they fail to act according to the Convention. The twenty three international labour standards include freedom of association, collective bargaining, and industrial relations; forced labour; elimination of child labour and protection of children and young persons; equality of opportunity and treatment; tripartite consultation; labour administration and inspection; employment policy and promotion; vocational guidance and training; employment security; wages; working time; occupational safety and health; social security; maternity protection; social policy; migrant workers; HIV and AIDS; seafarers; fishermen; dockworkers; indigenous and tribal peoples; specific categories of workers; and final articles Conventions. Origins of ILO and its Conventions Conventions are a part of the international labour standards and all nations that accept them must apply them to their laws. Many of the Conventions date back to the beginning of the ILO. The ILO was created in 1919, â€Å"as part of the Treaty of Versailles that ended World War 1, to reflect the belief that universal and lasting peace can be accomplished only if it is based on social justice (International Labour Organization, 2012).† The term peace well describes their goals because they seek a peaceful global workforce where no one is exploited or put to work in dangerous circumstances. The Constitution was drafted in the same year the ILO was created by the Labour Commission set up by the Peace Conference. According to Encyclopedia Britannica (2012), the Constitution signifies â€Å"the body of doctrines and practices that form the fundamental organizing principle of a political state.† Furthermore, a treaty which establishes an international organization is also it s Constitution in that it would define how that organization is constituted. Advocacy for an international organization dealing with labour issues dates back to the nineteenth century. Therefore, the ILO is not the first and only organization who recognized the importance of dealing with worldwide labour issues. However, they are the first organization to take significant actions to make a change. The ILO formed after considering the security, humanitarian, political and economic problems of the world. The ILO Constitution’s Preamble says â€Å"the High Contracting Parties were moved by sentiments of justice and humanity as well as by desire to secure the permanent peace of the world (International Labour Organization, 2012).† The ILO’s mission has remained consistent as most of the areas of improvement listed in the Preamble remain relevant today. For example, regulations of the hours of work including the establishment of a maximum working day, dates back to the beginning of the ILO. International Labour Standards Directly Concerning Child Labour Some international labour standards deal with the issue of child labour directly, while others do indirectly. â€Å"Elimination of child labour and protection of children and young persons† deals directly with the issue of child labour as the title suggests. This is the labour standard number three which has four fundamental Conventions on child labour and related Recommendations. The four Conventions include the Minimum Age Convention created in 1973 (â€Å"No. 138†), Minimum Age Recommendation created in 1973 (â€Å"No. 146†), Worst Forms of Child Labour Convention created in 1999 (â€Å"No. 182†), and the Worst Forms of Child Labour Recommendation created in 1999 (â€Å"No.190†). The Minimum Age Convention is concerning the minimum age for admission to employment. Convention 138 (â€Å"C138†) was created on the fifty-eighth session of the Governing Body of the International Labour Office. The goal of this Convention was to establish a general instrument on the subject, which would gradually replace the existing ones applicable to limited economic sectors (International Labour Organization, 2012).† Previously there had been Minimum Age Conventions for certain industries and areas where people could work. For example, Minimum Age Sea Convention or the Minimum Age Non-Industrial Employment Convention. Instead of focusing on every sector individually, the Governing Body came up with a specific Minimum Age Convention concerning all children and all forms of work. This Convention includes eighteen judicial articles in which the nations that ratify this Convention must follow. The Minimum Age Recommendations include fourteen national policies for which nations can follow but are not bound to by law. The Recommendations mostly explain what countries should do to follow the articles of the Convention itself. For example, national policy one says â€Å"high priority should be given to planning for and meeting the needs of children and youth in national development policies and programmes†¦Ã¢â‚¬  This Convention is regarded as being of high importance because in the past, children as young as five years old became child labourers. The Worst Forms of Child Labour Convention concerning the prohibition and immediate action for the elimination of the worst forms of child labour. Convention 182 (â€Å"C182†) was created at the eighty-seventh Session of the Governing Body of the International Labour Office. The goal of this Convention and its sixteen articles is in a sense created to compliment the Convention and Recommendation concerning Minimum Age for Admission to Employment. The Governing Body was â€Å"considering the need to adopt new instruments for the prohibition and elimination of the worst forms of child labour, as the main priority for national and international action (International Labour Organization, 2012).† In other words, they needed solutions to the problem and recognizing that child labour is to an extent caused by poverty. Therefore, â€Å"long-term solution lies in sustained economic growth leading to social progress, in particular poverty alleviation and universal education (International Labour Organization, 1973).† This Convention really pushes nations that ratify it to take actions in eliminating the worst forms of child labour. The most notable articles state â€Å"the term child shall apply to all persons under the age of 18,† and â€Å"each Member shall, after consultation with employers’ and workers’ organizations, establish or designate appropriate mechanisms to monitor the implementation of the provisions giving effect to this Convention.† Overall, all the articles of this Convention are instructing the members about what they must do in detail and the processes for these actions are to begin immediately. The second part to the Elimination of Child Labour and Protection of Children and Young Persons labour standard is â€Å"Protection of Children and Young Persons.† This is mostly â€Å"Up-to-date instruments† which means these Conventions were created between 1919 and 1965 and therefore needed to be revised and updated. These Conventions include the Medical Examination of Young Persons, Minimum Age, and Night Work of Young Persons. It is important for the Governing Body to go over previous Conventions and address the changes that need to be made or have been made in order to monitor the progress. Nearly all international labour standards have an impact on child labour in one way or another. For example, â€Å"Equality of Opportunity and Treatment† is an international labour standard that concerns all individuals. If an adult is treated with equality, gets the opportunities and treatment that they deserve, their children will not have to earn a living and can pursue an education. This opens up doors for the following generations of children where they can receive education because their parents have good jobs. Relatively, this connects to the international labour standard of â€Å"Forced Labour† because the ILO’s evidence suggests that children and families as a whole are often forced into labour. The reasons can include unpaid debts, poverty, or any other reason from the list of causes of child labour. Therefore, these individuals face mistreatment and are often neglected from their basic human rights. Since these international labour standards connect wi th one another, it helps the cause because even if one of them is accepted by a Member State, it automatically helps another problem that we may be unaware of.

Evolution Before Darwin - 1590 Words

It is not an astounding observation to say that there exists (or existed at one point in time) thousands, possibly millions, of stories on Earth. Stories that our innocent young selves were subjected to in elementary school that have influenced the way we see ourselves and those around us, more so than we would like to admit. Stories that our parents have read to us late at night willing us with their words of cats in hats and cows jumping over the moon to shut our eyelids and drift off to sleep, and stories that come and visit us in our dreams, usually only for a moment, leaving behind traces of its scent the next morning. We are a species who thrive on this thing called story, much the same way a bee thrives on honey or a poet thrives†¦show more content†¦The Brahmanas of India tell a similar story: In the beginning this universe was nothing but a sea of water. Out of the watery chaos a creative power of heat was recognized and a golden egg was produced. This egg is believ ed to have given birth to all creation (Sproul, 184). Water, chaos, and a single source of creation, are all common themes in the above creation myths, as well as many others that could not be discussed here, and it is hard to believe that these stories developed independently of each other. It is highly likely that these stories diffused to other cultures with the passing of time and resurfaced in myths, songs, and artwork – a sort of universal acid. The origin of these stories, if there is a single origin, will be impossible to ascertain, analogous to Dennetts argument about the universal authorship of jokes. The jokes we hear and pass have evolved, picking up revisions and updates as they are passed along, and its authorship is distributed over hundreds of tellers (Dennet, 99). In the same way, the authorship of these creation myths is collectively shared by hundreds of cultures, including the Darwinian culture. One of the most striking similarities between certain ancient culture myths and Darwins theory of evolution is the idea that humans were, at one point in time, to animalistic. A North American Wyot myth tells a story of a God who, at oneShow MoreRelatedContradiction Between the Theory of Evolution and the Bible947 Words   |  4 PagesCharles Darwin was a British scientist who founded the theory of evolution and changed the way we think about the natural world. Darwin was born on February 12, 1809 and lived during the Industrial Revolution. As a child, Darwin initially planned to become a doctor, but his plan terminated when he joined the five year expedition on the survey ship, the HMS Beagle, in 1831. In the expedition, Darwin developed a theory and published a book call The Origin of Species. This book was the beginning ofRead MoreThe Origin of The Species by Charles Darwin Essay994 Words   |  4 PagesDarwinism is a theory developed by Charles Darwin with the help of many othe rs. 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