Online Shopping And Online Business Model Essay - 1105 Words

This project has the aim of analyzing and finding the customer perception towards online shopping and online business model. The field work was done with the help of questionnaire and the summary of finding of the study is given below separately as follows:- 1. Most of the respondents have done online shopping the mode of payment is cash on delivery and is one of the major mode used for payment. 2. Some of them who didn’t prefer online shopping are mainly due to risk in credit transaction cheap quality products 3. The biggest attraction towards online shopping is home delivery and discount received as per customer perspective. 4. Most of the respondents have a dream of becoming an entrepreneur through online mode mostly which depicts the development of online platforms in upcoming years. 5. The reason behind choosing offline mode of business is mainly trust factor ,credibility personal approach towards target market. 6. This survey represent the respondents psychological acceptance towards various statements like:- †¢ Business online presence is more important and web designing firm is helpful for start-up business mainly †¢ The survey depicts that emerging technology such as SEO, Online Marketing etc. are supreme ways of attracting customers. †¢ As per the survey report well structured configured website play a vital role in enhancing the corporate image. 7. This survey also represent the customer preferences towards product features while selection some of them are:-Show MoreRelatedSwot Analysis of Ebay1134 Words   |  5 PagesDate : May 9, 2013 Strategic Management SWOT analysis of eBay Company : eBay Inc. Introduction eBay is an international online marketplace with a global customer base of 233 million. It is a multibillion business operating in 37 countries. There are millions of items listed on eBay, including antiques, toys, books, computers, sports and electronics, amongst many others. 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Human Resources Issues in Mining Free Essays

Human Resource Strategies 660 Monday, Trimester 1 2011, 18th April Assignment 3 HR Case Analysis at Workplace Word Count:2500 I. Introduction The Global Financial Crisis (GFC) in 2008 affected lots of industries including the miners. Employment in mining is particularly vulnerable to a cycle of rapid expansion and contraction, as changing economic circumstances cause demand and prices for certain commodities to rise or fall. We will write a custom essay sample on Human Resources Issues in Mining or any similar topic only for you Order Now Eventually the GFC resulted in lots of labour cutbacks in the resource industry (Australian Government, 2009). The key human resources (HR) challenges facing the West Australian mining industry for the next few years are considered to be: replacing retirees; the retention of key talent; growing the talent pool training and development; and keeping staff motivated (Dickie and Dwyer, 2010). On the other hand the WA Chamber of Minerals Energy (CME, 2006) identified a number of HR strategic issues for the WA resource sector like; skills shortage, employee attraction and retention, flexible workplace practices, indigenous employment opportunities and community-regional services. The company I work for decided to go through downsizing in order to reduce the operating costs during GFC. This article aims to delineate several HR issues as a result of global downsizing process in the organisation. The main focus will be sudden redundancies, decrease in motivation, labour shortage, health and safety issues and recruitment of new employees. Since several HR issues are interrelated to each other, with the purpose of this article, the main focus will be mainly on downsizing policy and its short and long term effects in the organisation. II. The Downsizing Policy and Its Effects Organizational downsizing is a prevalent strategy designed to improve organizational performance while selectively decreasing costs. It refers to â€Å"an organizational decision to reduce the workforce in order to improve organizational performance† (Kozlowski et al. , 1993). Therefore stemming from the desire to become more efficient and effective, firms in both the private and the public sectors has adopted downsizing strategies (Cameron, 1987). Furthermore, the increasingly dynamic and competitive workplace and the trend toward globalization have prompted many firms to downsize (Appelbaum et. l, 1999). The GFC created considerable uncertainty, in the mining industry. In addition to the recruitment and retention issues, organisations were faced with trying to keep staff motivated at a time when more job losses were predicted and budgets became getting tighter (Dickie and Dwyer,2010). My current employer decided to go through global downsizing as a response to GFC. Fifty per cent of the employees were made redundant and number of the projects was tremendously decreased due to the limited budget. The HR department played an active role in that period to manage the downsizing process. One of the strengths during this process was keeping good communication between HR and the upper level managers. The process was completed with collaborative work between HR and management. The professional assist received from consultants involved improvement the employees’ self awareness levels, increase their motivation and confidence as well as creating effective CVs. However during downsizing process several HR related issues started to rise in the company. The employees who remained in the company lost their trust and motivation. Besides due to loss of skilled labour the productivity decreased and the incident numbers dramatically increased. The turn-over rates were high and the team dynamics were damaged. Eventually the sudden decision given by upper managerial level due to economical downturn resulted serious HR issues in the company. The downsizing process and its long and short term influences for this case study is summarised in Figure 1 below. Global Downsizing Global Financial Crisis HR Issues Redundancies Survival syndrome in remaining employees Increased turn-over records Skills Shortage Increase number of injuries in the company Management of HR Issues Aggressive recruitment policy (overseas transfers, secondments , graduates) Employee Engagement Survey Re-evaluation of salary packages and staff benefits Job Analysis and Talent Assessment Improved Graduate Development Program Maintaining trainings and developments Improvement in Health and Safety System Figure 1. The HR Issues of company. II. A. Survival Syndrome Since company mainly focused on those who lost their jobs; the employees who remained in the company suffered more after redundancies. Employee resentment and concern, loss of morale was high among the remaining employees. The labour shortage created several issues for employees like job burnouts, working longer hours, increased pressure, and role overload and decrease morale. Unfortunately the bad influence of downsizing on the psychology of remaining employees was not well managed by HR department of the company. Brockner (1992) defines ‘the survivor syndrome’ as impact of downsizing on the remaining employees. There is considerable evidence that remaining employees feel shocked, embittered towards management, fearful about their future and guilty about still having a job whilst colleagues have been laid off. Such employees are more likely to have lower morale and increased stress levels, be less productive, and less loyal with increased quit levels. According to study 70 percent of senior managers who remained in downsized firms reported that morale, trust, and productivity declined after downsizing those who lose their jobs may seem the most affected by downsizing, it is more likely that the employees who remain suffer the more negative effects (Appelbaum et. al, 1999). Eventually the HR was not able to create good strategy to keep the remaining employees’ motivation high during downsizing process. Shook and Roth (2010) explained that failure to identify employee issues in the pre-downsizing due diligence phase creates a chaotic workplace atmosphere and increases employee fears and stress levels. These change events affect career uncertainty, fear, and stress in employees. Employees have long-term memories of their old comfortable culture and they fight to keep it. Employee resistance includes a variety of passive as well as aggressive techniques. Culture change may take years to complete and can be difficult to manage, even when HR is fully engaged and supported. These transitions are more difficult to manage when HR is not involved. In fact, culture change may never be fully realized without HR support because of the human resistance (Szabla, 2007). Furthermore due to limited professionals the remaining staff started to have difficulty to maintain the work and life balance. The consequences of imbalance between work and personal or family life were visible at the workplace. The emotional exhaustion, cynicism and burnouts were common. Unfortunately The HR department was not fully aware of the situation until the employee turnovers increased and also effectiveness decreased. With shortages of professionals and an active economy the pressures on existing employees looks set to rise and therefore this is an area which needs to be benchmarked and revisited with a view to adopting best practice throughout the sector (Wilkinson, 2008). II. B. Skills Shortage On the other hand downsizing affects employees’ affective commitment to the organization both directly and indirectly. However, its indirect impact is much stronger (Lee and Corbett, 2005). Apart form the short term sudden effects the long term effects of the downsizing started in the organisation. Working with less force resulted in company to have inadequate supply of talent, increasing number of health and safety incidents at workplace and delays in production due to limited talented labour force. Especially after the recent mining boom, the company decided to increase the number of production activities in spite of limited skilled labour. It is a big challenge nowadays to find the specialised professionals in the mining industry. Apparently the HR division and management team chosen to concentrate on short-term needs rather than the organisation’s long term eeds during GFC. Sheaffer et. al (2009) claim that whereas downsizing affects the short-term performance of larger and established companies positively, it generally affects long-term performance inversely. A common mistake for HR managers is to concentrate on short-term replacement needs rather than on the organisation’s long-range HR requirements. Such a non-strategic approach causes management to be caug ht unawareness by changes in employee availability and quality of labour, creates a series of short-term dilemmas. Stone also adds that of the right numbers of qualified and skilled employees are not available, an organisation may not be able to meet its strategic business objectives (Stone, 2010). The mining companies are now beginning to acknowledge that the current supply shortage is already impacting the productivity, efficiency and profitability of their operations. The shortage of skilled workers in combination with high turn-over rates are among the top factors impacting industry growth, either by stopping or delaying projects that would otherwise proceed, or by significantly adding to the cost of new projects (Schultz and Grimm, 2008). During boom times, mining companies find it difficult to attract staff, even though huge salaries are on offer. This highlights a challenge quite unique to mining; namely, attracting highly skilled people to the remote location of most mine sites (Ednie, 2004). Eventually the skills shortage is still one of the biggest issues in the organisation. Since most of the experienced (high-cost) employees were made redundant company faces challenges in finding the experienced professionals. The HR department started the recruitment process however the mining market is still sparse of skilled professionals in specific roles. This is one of the biggest challenges for the HR department. II. C. Health and Safety Issues Poor occupational health and safety (OHS) performance equates with poor human resource management (HRM), and poor ethical, legal and social responsibility (Stone, 2010). Since the mining boom hit the market recently the mining organisations increased their production activities in order to compete among the resource market. However the number of the staff stayed same while the number of projects was tremendously increasing. This lead to enhance health and safety related incidents at work place. Specifically in this case during the downsizing process most experienced staff with extensive safety culture made redundant. This created a big gap in management of health and safety issues in the company. When employees leave, they take valuable process knowledge, customer and supplier relationships and a host of organizational know-how with them (Schultz and Grimm, 2008). The inexperienced new employees (i. e graduates, overseas staff) have difficulty in implementing the high quality safety standards due to their sparse knowledge about the safety system of the organisation. Therefore increased emphasis on HR management is particularly important to the development of safety culture in the organisation. On the other hand once the crisis in the division was more visible due to increased number of incidents and low quality work the HR department started to take active role in collaboration with upper management. The pro-active recruitment strategy implemented in order to attract more skilled employees. Moreover â€Å"global employee engagement survey† was performed in order to evaluate the current employee’s satisfaction and asses the major HR related issues at that time. This survey added tremendous value to the group to define the major problems in the organisation. The HR department in collaboration with upper managers performed well by initiating extensive survey and also by following up the survey results. III. Improvement in HR Strategies Successive HR planning is essential in order to solve any HR issues at the workplace. During the downsizing process HR department has an important role. Chadwick et al. (2004) indicates that downsizing is more likely to be effective in the longer term when accompanied by accompanied by practices that reinforce the contribution of HR to financial success (e. . , extensive communication, respectful treatment of redundant employees and attention to survivors concerns over job security). Levin (2009) identified three broad priorities in Australian businesses: (1) Retention strategies. (2) Downsizing or â€Å"Right sizing† activity will continue. (3) Organisations need to continue to invest in their people. I n a downturn economy, HR practitioners need to be emphasising to their organisations that it is necessary to do the right thing for the long-term value and sustainability of the business (Levin,2009). This includes recognising the link between leadership and performance, and hence ensuring that leadership talent is retained, developed and, most importantly, allowed to lead through the tough times (HRL, 2009). Based on the literature survey several strategies are proposed in this section to manage the previously defined critical HR issues: A. Investment in HR systems in the organisation: Especially during the global decisions the HR should be in collaboration with all levels of management. Alignment between the business and human resource management (HRM) strategy is the key factor of success for organisations (Wylie,2005 and Wang and Shyu, 2008). Implementing proactive HRM practices and succession planning programs should be one of the targets. B. Gap Analysis: Clear understanding of the problems is severe in HR practice. In order to manage the ‘survivor syndrome’ HR should focus on motivation of remaining employees. The department can make detailed gap analysis and survey in order to assess the staff morale and expectations. This should be followed by upper management actions. C. Optimising Human Capital: Mining companies needed to communicate the reasons for staff redundancies and budget cutbacks and engage their staff in decisions going forward in order to generate trust among their remaining workforce so that they could remain competitive once the economy improved. HR should create serious strategies in order to make people connected to the organisation (Dickie and Dwyer, 2010). D. Talent Assessment: The employee talent assessment in collaboration with HR and line managers will address the current skills gap in the organisation. This will also give good understanding about the skills and expectations of the current staff. E. Training and Career Development: Developing a collaborative, cross-industry strategy for training/educational programs and employer-provided training to facilitate the availability of a skilled labour force is one of the retention strategies. Company should actively support and enhance the people skills and relational abilities of all employees through training and development programs (Dickie and Dwyer, 2010). With this perspective well structured graduate and mentoring program also can be attractive especially for the Gen Y workers. F. Focus on improvements in leadership: Training managers to actively manage retention in their areas also adds value. Besides the leadership competencies of the management should be improved ino der to solve the current challenge. Pick et. al (2010) proposes action reflection learning (ARL) methodology as an HR tool to improve the skills of leaders in the organisation. G. Improvement in Health and Safety: The current safety culture should be measured by HR. Sexton et al (2006) describes Safety Attitude Questionnaire (SAQ) as an HR tool which helps to measure the team work climate, job satisfaction, perceptions of management, safety climate, working conditions and stress recognition. Also learning from incidents as well as improved safety system should be managed by HR. On the other hand visible leadership and supervising on sites should be maintained to assist the new employees. H. Growing the Talent Pool: Since it is a big challenge to attract the best employees in the market, employee benefit offerings such as full medical, dental, profit sharing and wellness programs could be effective. Attractive packages in a work culture with a family-oriented atmosphere need to be developed. Recruitment strategies should be improved to persuade the skilled specialists in the market. I. Communication: The mostly effective companies have two-way communication between senior leaders and employees. A good communication plan on how to deliver HR initiatives would be beneficial (Dickie and Dwyer,2010). IV. Conclusion Since mining operations operate with a finite resource, often remote locations, require specialised skills, with high capital intensity and are subject to political, social and environmental global issues. Downsizing policies will be choice of the organisations in the market with plunging commodity prices and falling demand (Dickie and Dwyer,2010). Strong HR strategy creating a link between leadership and performance is a key factor to cope with these trends in the resource sector. References Appelbaum, S. H. , A. , Everard, and L. T. S. , Hung. 1999. Strategic downsizing:critical success factors. Management Decision, 37(70): 535-552. http://www. emeraldinsight. com. dbgw. lis. curtin. edu. au Brockner, J. 1992. Managing the Effects of Layoffs on Survivors, California Management Review. (34): 9-27. Cameron, K. S. , D. A. , Whetten, and M. U. , Kim. 1987. Organizational dysfunctions of decline, Academy of Management Journal, 30: 126-38. Chadwick, C. , L. W. , Hunter, and S. L. , Walston. 2004. Effects of Downsizing Practices on the Performance of Hospitals, Strategic Management Journal, 25(5):405–427. CME . 2006. Australia Strategic Management Issues Facing WA in 2007 and beyond, Chamber of Minerals Energy, Perth. Department of Resources Energy and Tourism, Australian Government, 2009. Our people: Demographics, workforce and Indigenous Participation. Enhancing Australia’s Economic Prosperity. ttp://www. ret. gov. au/energy Dickie, C. , and Dwyer, J. 2010. A 2009 perspective of HR practices in Australian mining. Journal of Management Development. 30(4):329-343. Ednie, H. 2004. Innovative solutions for mining’s human resource challenges, CIM Bulletin, 97(1076):9. HRL. 2009. How HR Can Revive to Survive, Human Resources Leader, Chatswood. Kozlowski, W. J. S. , G. T. , Chao, E. M. , Smith, and J. , Hedlund. 1993. Organizational downsizing: strategies, interventions, and research implications, International Review of Industrial and Organizational Psychology, 8: 263-317. Levin, A. 2009. HR Priorities in 2009: The Landscape Continues to Change, Brisbane. http://www. astorlevin. com Lee, J. , and J. M. Corbett. 2005. The impact of downsizing on employees’ affective commitment, Journal of Managerial Psychology,21(3):176-199. Pick, D. , K. ,Dayaram and B. Butler. 2010. Regional development and global capitalism:the case of the Pilbara, Western Australia, Society and Business Review, 5(1):99-110. http://www. emeraldinsight. com. dbgw. lis. curtin. edu. au Schultz, R. and M. , Grimm. 2008. Recruitment and Retention Challenges in the Mining Industry, MRC-Business Consulting Services. http://mining. com Sexton, J. B. , R. L. Helmreaich, T. B. Neilands, K. Rowan, K. Vella, J. Boyden. , et al. 2006a. The safety attitudes questionmnaire:Pschometric properties, benchmarking data, and emerging research. BMC Health Services Research, 6(1): 1-44. Sheaffer,Z. , A. Carmeli, M. S. , Revivo, and S. Zionit. 2009. Dwonsizing strategies and organisational performance:a longitudinal study, Management Divison, 47(6):950-974. http://www. emeraldinsight. com. dbgw. lis. curtin. edu. au/ Shook, L. V. , and G. Roth. 2010. Downsizings, mergers, and acquisitions –Perspectives of human resource development practitioners, Journal of European Industrial Training. 35(2):135-153. http://www. emeraldinsight. com. dbgw. lis. curtin. edu. au Stone, R. J. (2008) â€Å"Managing Human Resources† 3rd Edition, Brisbane: John Wiley Sons. Szabla, D. 2007. A multidimensional view of resistance to organizational change: exploring cognitive, emotional, and intentional responses to planned change across perceived leadership strategies, Human Resource Development Quarterly, 18( 4):525-58. Wang, D. and C. , Shyu. 2008. Will the strategic fit between business and HRM strategy influence HRM effectiveness and organisational performance? , International Journal of Manpower, 29(2):92. Wilkinson, S. J. 2008. Work-life balance in the Australian and New Zealand surveying profession, Structural Survey, 26(2):120-130. Wylie, J. 2005. The ideal antidote to shrinking margins – doing more with your existing assets and people, Engineering and Mining Journal, 206(6):58. How to cite Human Resources Issues in Mining, Papers

Telstra Corporation Limited Essay Example

Telstra Corporation Limited Essay Background of the company Telstra Corporation Limited is a telecommunications and media company, which is a leading provider of mobile phones, mobile devices, home phones, broadband internet and operating telecommunications networks in Australia. Telstra’s goal is to be one of the most admire, respected and trusted telecommunication companies in the world with their four strategic priorities of improving customer satisfaction, retaining and growing our customer numbers, simplifying the business, and developing new growth businesses (Telstra Corporation Limited, 2012).With its successful in Australia, Telstra has also operates entities in other foreign countries. Beside some offshore controlled entities that provide managed network services, international data and satellite across Asia Pacific, China, India, Europe and Africa, Telstra also has two largest telecommunications provider and mobile operator in New Zealand and Hong Kong, which are TelstraClear and CSL New World (Tels tra Corporation Limited, 2010).According to the latest Telstra’s annual report (2012), the company’s strategy will be continue to provide customers and shareholders an opportunity to gain more benefits, with an increased focus on customer service leading to strong customer retention and acquisition in the next few years. 2. 0 Telstra’s financial analysis 3. 1 Summary of key revenue and profit data Telstra Corporation Limited| 2008 ($m)1| 2009 ($m)2| 2010 ($m)3| 2011 ($m)4| 2012 ($m)5| Sales revenues| 24,657| 25,371| 24,813| 24,983| 25,232| Other revenues| 171| 136| 104| 110| 136|Total revenues| 24,828| 25,507| 24,917| 25,093| 25,368| Profits before tax| 5,140| 5,658| 5,538| 4,557| 4,934| Table 1. Key revenue and profit data of Telstra Corporation Limited As can be clearly seen in Table 1, the revenues of Telstra Corporation Limited have risen to $25. 5 billion in 2009 and fall down to $24. 9 billion in the next year. According to the annual report of Telstra Cor poration Limited (2010), the decline in revenues of the year 2010 has been driven by lower usage across all calling categories and the continued dall in SIOs from acceleration of retail customer loss.However, in 2011, the revenues started to rise again and have increased by 1. 1% to $25. 4 billion in 2012 (Telstra Corporation Limited, 2012). On the other hand, the report also shown that the company’s profit has fallen to $4. 5 billion in 2011 and started to increase by 8. 3% to $4. 9 billion in 2012. However, this result is still lower than the profits that the company got in the three years 2008 – 2010, which are over $5 billion. 3. 2 Summary of Foreign Revenues Foreign revenues| 2008 ($m)1| 2009 ($m)2| 2010 ($m)3| 2011 ($m)4| 2012 ($m)5| Hong Kong (CSL New World)| 917| 989| 770| 814| 860|New Zealand (Telstra Clear)| 562| 547| 529| 516| 501| Other offshore controlled entities| 346| 390| 293| 299| 453| Total foreign revenues| 1,825| 1,926| 1,592| 1,629| 1,814| Table 2. Foreign revenues of Telstra Corporation Limited | 2008| 2009| 2010| 2011| 2012| Total foreign revenues as %| 7. 3%| 7. 5%| 6. 3%| 6. 4%| 7. 1%| Table 3. Total foreign revenues as percentage Referring to Table 2 above, we can clearly see that the revenues of CSL New World, TelstraClear and other offshore controlled entities had decline significantly in 2010. In percentage term, the revenue of foreign entities decreased by 6. % in 2010 and started to rise slowly in the next two years. According to the annual report of Telstra Corporation Limited (2010), the revenue performance of CSL New World was negatively impacted by lower local voice yields and reduced international roaming driven by lower outbound travel among CSL New World’s customer base since the beginning of the Global Financial Crisis (GFC). However in 2011, the revenues have shown signs of improvement due to the recovery of Hong Kong’s economy while TelstraClear revenue continued to decrease slightly.On the o ther hand, revenue from other offshore controlled entities has declined by $97 million in 2010 due to the foreign currency movements and increased by $6 million in the year after (Telstra Corporation Limited, 2011). 3. 3 Rate of exchange and trend of statistic Rates of exchange1| 2008| 2009| 2010| 2011| 2012| New Zealand (NZD)| 1. 264| 1. 244| 1. 230| 1. 295| 1. 276| Hong Kong (HKD)| 7. 503| 6. 237| 6. 668| 8. 248| 7. 882| Table 4. Rates of exchange Table 4 above has clearly shown that between the years 2008-2012, the New Zealand dollar has depreciated from NZD1. 264 to NZD1. 76 to buy an Australian Dollar, espacially in 2011. According to the Reserve Bank of New Zealand (2012), New Zealand Dollar depreciate is because of its already difficult economic environment being further impact by the Christchurch earthquakes. Therefore, although the revenue of TelstraClear in New Zealand has increased by 1. 4% from NZ$664 million to NZ$673 million in 2011, but the revenue in Australian Dolla r still decrease by (2. 5)% from A$529 million to A$516 million (Telstra Corporation Limited, 2011). On the other hand, the Hong Kong dollar also depreciated from HKD7. 503 to HKD7. 82 to buy an Australian Dollar between the years 2008-2012. In 2011, the Australian Dollar significantly appreciated against the Hong Kong Dollar with AUD1. 00 = HKD8. 248. Referring to the annual report of Telstra Corporation Limited (2011), the revenue in Hong Kong Dollar, which is their local currency, has grew by 19% from HK$5,264 million to HK$6,262 million in 2011 compared to the prior year. Despite the year on year change in the HKD/AUD exchange rate, the revenue of CSL New World in Australian Dollar still rise significantly due to the growth of customer numbers (Telstra Corporation Limited, 2011).Telstra manage the translation foreign exchange risk with forward foreign currency contracts, cross currency swaps and/or borrowings denominated in the currency of the entity concerned (Telstra Corporati on Limited, 2012). They currently hedge their net investments in TelstraClear Limited and Hong Kong CSL Limited in New Zealand Dollar and Hong Kong Dollar spectively. Although there is some volatility in profit or loss from exchange rate, there is no significant impact on profit or loss from foreign currency movements. 3. 0 Australia versus Hong KongAustralia| 2008| 2009| 2010| 2011| 2012| Economic growth rates1| 2. 2| 1. 5| 2. 4| 2. 3| 3. 3| Interest rates2| 7. 25| 3. 0| 4. 5| 4. 75| 3. 50| Inflation rates3| 3. 7| 2. 1| 2. 7| 3. 1| 2. 0| Hong Kong| | | | | | Economic growth rates4| 2. 3| -2. 6| 7. 1| 5. 0| 1. 8| Interest rates5| 3. 50| 0. 50| 0. 50| 0. 50| 0. 50| Inflation rates6| 4. 3| 0. 6| 2. 3| 5. 3| 3. 8| Table 5. Australia vs Hong Kong As can be clearly seen in Table 5, the averaged economic growth in Australia between 2008 and 2012 was 2. 3%, which is slightly lower than Hong Kong’s averaged economic growth of 2. %. According to Table 4 in section 2. 3, over the same period, the foreign exchange rates of Hong Kong Dollar increased from AUD1. 00 = HKD7. 503 to AUD1. 00 = HKD7. 882. As a result, Hong Kong dollar is depreciated against Australia Dollar. This movement in currency value is not consistent with the theory that Eun and Resnick (2012) has states, which is higher income growth will increased demand and result in currency appreciation. On the other hand, the average interest rate in Australia is 4. 6% and is higher than Hong Kong, which is only 1. %. According to Eun and Resnick (2012), higher in interest rate will generally lead to an increase in demand by investor. As a result, the Australia currency will be appreciated against Hong Kong currency. This result has reflected exactly what has been analysed above in both countries currency. In Australia, the average inflation rate between the years 2008-2012 is 2. 72%. While in Hong Kong, the average inflation rate over the same period is 3. 26%. It can be clearly seen that the inflation rat e of Hong Kong is higher than Australia.Eun and Resnick (2012) has stated that, higher inflation rate will lead to the depreciation of currency due to the decrease in demand and selling off local currency to buy cheaper goods elsewhere. In overall, the movement in currency value of Hong Kong and Australia is consistent with the theory that Eun and Resnick stated in International Financial Management (2012). 4. 0 Derivative Financial Instruments 5. 4 Fair value hedges Telstra use fair value hedges to mitigate the risk of changes in the fair value of our foreign currency borrowings from foreign currency and interest rate fluctuations over the hedging period.Where a fair value hedge qualifies for hedge accounting, gains or losses from remeasuring the fair value of the hedging instrument are recognised within finance costs in the income statement, together with gains and losses in relation to the hedged item where those gains or losses relate to the risks intended to be hedged (Telstra Corporation Limited, 2012). 5. 5 Cash flow hedges Telstra use cash flow hedges to mitigate the risk of variability of future cash flows attributable to foreign currency fluctuations over the hedging period associated with their foreign currency borrowings and on going business activities.They also use cash flow hedges to hedge variability in cash flows due to interest rate movements associated with some of their domestic borrowings (Telstra Corporation Limited, 2012). 5. 6 Hedges of a net investment in a foreign operation The foreign operations that Telstra invests are exposed to foreign currency risk, which arises when they translate the net assets of their foreign investments from their functional currency to Australian dollars.Telstra hedge their investments to mitigate exposure to this risk by using forward foreign currency contracts, cross currency swaps and/or borrowings in the relevant currency of the investment (Telstra Corporation Limited, 2012). 5. 0 Reference list Departm ent of Foreign Affairs and Trade (2013). Countries and Regions. Australia Facts Sheet. Retrieved from: http://www. dfat. gov. au/geo/ Department of Foreign Affairs and Trade (2013). Countries and Regions. Hong Kong Facts Sheet. Retrieved from: http://www. dfat. gov. au/geo/ Eun, S. and Resnick, B. 2012) International Financial Management, (6th edn. ) McGraw-Hill, New York. Hong Kong Monetary Authority (2013). Monetary Stability. Interest Rate Adjustment Mechanism. Retrieved from: http://www. hkma. gov. hk/eng/key-functions/monetary-stability. shtml Oanda (2013). Currency Exchange. Retrieved from: http://www. oanda. com/ Reserve Bank of Australia, (2013). Monetary Policy. Interest Rate Decision. Retrieved from: http://www. rba. gov. au/monetary-policy/int-rate-decisions/ Telstra Corporation Limited (2008). Annual Report. Retrieved from: http://www. elstra. com. au/abouttelstra/investor/financial-information/annual-reports/ Telstra Corporation Limited (2009). Annual Report. Retrieved from: http://www. telstra. com. au/abouttelstra/investor/financial-information/annual-reports/ Telstra Corporation Limited (2010). Annual Report. Retrieved from: http://www. telstra. com. au/abouttelstra/investor/financial-information/annual-reports/ Telstra Corporation Limited (2011). Annual Report. Retrieved from: http://www. telstra. com. au/abouttelstra/investor/financial-information/annual-reports/

Hard Determinism

Hard Determinism Hard determinism is a philosophical position that consists of two main claims: Determinism is true.Free will is an illusion. The distinction between â€Å"hard determinism† and â€Å"soft determinism† was first made by the American philosopher William James (1842-1910). Both positions insist on the truth of determinism: that is, they both assert that every event, including every human action, is the necessary result of prior causes operating according to the laws of nature. But whereas soft determinists claim that this is compatible with our having free will, hard determinists deny this. While soft determinism is a form of compatibilism, hard determinism is a form of incompatibilism. Arguments for hard determinism Why would anyone want to deny that human beings have free will? The main argument is simple. Ever since the scientific revolution, led by the discoveries of people like Copernicus, Galileo, Kepler, and Newton, science has largely presupposed that we live in a deterministic universe. The principle of sufficient reason asserts that every event has a complete explanation. We may not know what that explanation is, but we assume that everything that happens can be explained. Moreover, the explanation will consist of identifying the relevant causes and laws of nature that brought about the event in question. To say that every event is determined by prior causes and the operation of laws of nature means that it was bound to happen, given those prior conditions. If we could rewind the universe to a few seconds before the event and play the sequence through again, we’d get the same result. Lightning would strike in exactly the same spot; the car would break down at exactly the same time; the goalkeeper would save the penalty in exactly the same way; you would choose exactly the same item from the restaurant’s menu. The course of events is predetermined and therefore, at least in principle, predictable. One of the best-known statements of this doctrine was given by the French scientist Pierre-Simon Laplace (11749-1827).   He wrote: We may regard the present state of the universe as the effect of its past and the cause of its future. An intellect which at a certain moment would know all forces that set nature in motion, and all positions of all items of which nature is composed, if this intellect were also vast enough to submit these data to analysis, it would embrace in a single formula the movements of the greatest bodies of the universe and those of the tiniest atom; for such an intellect nothing would be uncertain and the future just like the past would be present before its eyes. Science cannot really prove that determinism is true. After all, we often do encounter events for which we don’t have an explanation. But when this happens, we don’t assume that we are witnessing an uncaused event; rather, we just assume that we haven’t discovered the cause yet. But the remarkable success of science, and especially its predictive power, is a powerful reason for supposing that determinism is true. For with one notable exception–quantum mechanics (about which see below) the history of modern science has been a history of the success of deterministic thinking as we have succeeded in making increasingly accurate predictions about everything, from what we see in the sky to how our bodies react to particular chemical substances. Hard determinists look at this record of successful prediction and conclude that the assumption it rests on–every event is causally determined–is well-established and allows for no exceptions. That means that human decisions and actions are as predetermined as any other event. So the common belief that we enjoy a special sort of autonomy, or self-determination, because we can exercise a mysterious power we call â€Å"free will,† is an illusion. An understandable illusion, perhaps, since it makes us feel that we are importantly different from the rest of nature; but an illusion all the same. What about quantum mechanics? Determinism as an all-encompassing view of things received a severe blow in the 1920s with the development of quantum mechanics, a branch of physics dealing with the behavior of subatomic particles. According to the widely accepted model proposed by Werner Heisenberg and Niels Bohr, the subatomic world contains some indeterminacy.   For instance, sometimes an electron jumps from one orbit around its atom’s nucleus to another orbit, and this is understood to be an event without a cause.   Similarly, atoms will sometimes emit radioactive particles, but this, too, is viewed as an event without a cause. Consequently, such events cannot be predicted. We can say that there is, say, a 90% probability that something will happen, meaning that nine times out of ten, a specific set of conditions will produce that happening. But the reason we can’t be more precise is not because we are lacking a relevant piece of information; it is just that a degree of indeterminacy is built i nto nature. The discovery of quantum indeterminacy was one of the most surprising discoveries in the history of science, and it has never been universally accepted.   Einstein, for one, could not countenance it, and still today there are physicists who believe that the indeterminacy is only apparent, that eventually a new model will be developed which reinstates a thoroughly deterministic point of view.   At present, though, quantum indeterminacy is generally accepted for much the same sort of reason that determinism is accepted outside quantum mechanics: the science that presupposes it is phenomenally successful. Quantum mechanics may have dented the prestige of determinism as a universal doctrine, but that doesn’t mean it has salvaged the idea of free will. There are still plenty of hard determinists around. This is because when it comes to macro objects like human beings and human brains, and with macro events such as human actions, the effects of quantum indeterminacy is thought to be negligible to non-existent. All that is needed to rule out free will in this realm   is what is sometimes called â€Å"near determinism.† This is what it sounds like–the view that determinism holds throughout most of nature.   Yes, there may be some subatomic indeterminacy. But what is merely probabilistic at the subatomic level still translates into deterministic necessity when we are talking about the behavior of larger objects. What about the feeling that we have free will? For most people, the strongest objection to hard determinism has always been the fact that when we choose to act in a certain way, it feels as if our choice is free: that is, it feels as if we are in control and exercising a power of self-determination. This is true whether we are making life-altering choices such as deciding to get married, or trivial choices such as opting for apple pie rather than cheesecake. How strong is this objection?   It is certainly convincing to many people. Samuel Johnson probably spoke for many when he said, â€Å"We know our will is free, and there’s an end to it!†Ã‚   But the history of philosophy and science contains many examples of claims that seem obviously true to common sense but turn out to be false. After all, it feels as if the earth is still while the sun moves around it; it seems as if material objects are dense and solid when in fact they consist mainly of empty space. So the appeal to subjective impressions, to how things feel is problematic. On the other hand, one could argue that the case of free will is different from these other examples of common sense being wrong. We can accommodate the scientific truth about the solar system or the nature of material objects fairly easily. But it’s hard to imagine living a normal life without believing that you are responsible for your actions. The idea that we are responsible for what we do underlies our willingness to praise and blame, reward and punish, take pride in what we do or feel remorse. Our whole moral belief system and our legal system seem to rest on this idea of individual responsibility. This points to a further problem with hard determinism. If every event is causally determined by forces beyond our control, then this must include the event of the determinist concluding that determinism is true. But this admission seems to undermine the whole idea of arriving at our beliefs through a process of rational reflection. It also seems to render pointless the whole business of debating issues like free will and determinism, since it is already predetermined who will hold what view. Someone making this objection doesn’t have to deny that all our thought processes have correlated physical processes going on in the brain. But there is still something odd about treating one’s beliefs as the necessary effect of these brain processes rather than as the result of reflection. On these grounds, some critics view hard determinism as self-refuting. Related links Soft determinism Indeterminism and free will Fatalism

Centros de detención de migrantes en Texas

Centros de detencià ³n de migrantes en Texas En el estado de Texas, el segundo ms poblado de Estados Unidos y uno de los ms grandes, estn ubicados decenas de centros de detencià ³n de migrantes, que pueden tener estatus migratorio legal o indocumentados. Asimismo, en dicho estado se encuentran varios centros de procesamiento –processing facilities, en inglà ©s– de migrantes que han sido agarrados cruzando ilegalmente la frontera o que han solicitado asilo en un control migratorio de los Estados Unidos. En este artà ­culo se explica cul es la diferencia entre centros de procesamiento y de detencià ³n. A continuacià ³n, quà © migrantes deben esperar en un centro de detencià ³n mientras se espera a que se resuelva su caso. Para estos casos, se especifica cules son las direcciones de los centros de detencià ³n en Texas una vez que se determina en cul est el  migrante est detenido que se desea encontrar o visitar, asà ­ como los nà ºmeros de telà ©fonos para comunicarse, cà ³mo enviar dinero y, finalmente, cà ³mo averiguar si se ha fijado una fianza y el monto de la misma. Centros de procesamiento y centros de detencià ³n de migrantes en Texas Los migrantes agarrados cruzando ilegalmente la frontera o los que solicitan asilo en un de control migratorio de los Estados Unidos son enviados, inicialmente, a un centro de procesamiento. Existen diversos tipos de centros de procesamiento. Asà ­, los hay para menores donde se encuentran desde bebà ©s de meses a muchachos de 17 aà ±os, familias e individuos adultos. Cabe destacar que por familias solo se consideran a los nià ±os y a su padre y su madre, pero no a grupos de hermanos, sobrinos y tà ­os, abuelos y nietos, etc. En general, puede decirse que las condiciones son difà ­ciles. Por ley, los menores solo pueden permanecer en ellos un mximo de 72 horas aunque en casi un tercio de los casos su estancia se alarga por ms tiempo. En todo caso, la estancia de menores y adultos en los centros de procesamiento suele no ser larga ya que las autoridades toman una serie de decisiones que implican el traslado de los migrantes. En el caso de adultos, pueden darse las siguientes situaciones: regresan a su paà ­sson enviados a Mà ©xico a esperar a que llegue su turno para que solicitar asilo. Los enfermos fà ­sicos o mentales no pueden ser enviados a Mà ©xico.son puestos en libertad pero se les cita para que comparezcan en Corte migratoriadeben esperar a que se resuelva su caso en un centro de detencià ³n de migrantes En el caso de menores, son enviados a un centro de acogimiento –shelter, en inglà ©s– bajo la guarda de la Office of Refugee Resettlement, quien se har cargo de ellos mientras no los colocan a cargo de un familiar o adultos que los aceptar en foster care. Por aplicacià ³n de lo que se conoce como el Acuerdo Flores, los nià ±os no podrà ­an estar retenidos por ms de 20 dà ­as, esto incluye tanto a los que han llegados solos a EE.UU. como los que estn acompaà ±ados por sus padres. Quà © migrantes esperan detenidos a que se resuelva su caso Los migrantes, tanto legales como indocumentados, pueden ser enviados a un centro de detencià ³n por diversas causas, por ejemplo: haber cometido un delito (felonà ­a)ha llegado sin visa a un puesto migratorioha cruzado ilegalmente la fronteratiene una orden de deportacià ³n, etc En muchos casos los migrantes pueden ser liberados mediante el pago de una fianza, fijada por ICE o por un juez migratorio. Sin embargo, en otros casos los migrantes debern esperan detenidos a que se resuelva su caso, asà ­ se demore semanas, meses o, incluso aà ±os. Entre estos casos se encuentran: delitos relacionados con terrorismo o lavado de dinerotrfico o consumo de drogascondenas por delitos que sumen ms de 5 aà ±os de prisià ³ncasos de delitos inmorales, si bien se admiten excepcionescasos de trfico humano serio Informacià ³n bsica sobre cà ³mo llamar por telà ©fono o enviar dinero a un centro de detencià ³n migrantes en Texas Los migrantes detenidos pueden tener derecho a hacer dos llamados telefà ³nicos a un familiar, amigo o abogado. Es importante que la persona que recibe uno de eoas llamados anote informacià ³n bsica como, por ejemplo, nombre del centro de detencià ³n y un nà ºmero que se conoce como A-Number, que es necesario para muchas gestiones. Si se quiere hablar por telà ©fono con un detenido, llamar al centro y dejar un mensaje en inglà ©s con el nombre completo del detenido con el que se desea platicar, su nà ºmero de identificacià ³n (A-Number) y las horas en las que el migrante detenido  puede regresar la llamada, para evitar tener que estar pendiente del telà ©fono las 24 horas del dà ­a. Tener en cuenta que el mensaje puede demorarse varias horas en llegar al destinatario y tambià ©n no elegir como horas para que se regrese la llamada aquellas en las que no es posible segà ºn el horario del centro de detencià ³n. Para que un detenido pueda regresar la llamada es necesario que tenga dinero para cubrir ese costo, que se  puede depositar previamente. Cada centro de detencià ³n tiene su propio sistema que se especifican ms abajo cuando se habla de cada crcel. Sin embargo, ya aquà ­ se dan los nombres de tres empresas que a menudo son las opciones (fijarse bien cul es la que aplica en cada caso). Inmate Calling Solutions, con nà ºmero de  telà ©fono 888-506-8407  Telmate, que es la ms comà ºntouchpaymentdirect Tambià ©n es posible enviar dinero para que el detenido compre alimentos o ropa. Las reglas especà ­ficas de cada centro se explican ms abajo. Tambià ©n es posible visitar personalmente a un detenido para lo que  es imprescindible mostrar un I.D. Para evitar problemas serios los migrantes indocumentados o con estatus dudosos no deben presentarse en una prisià ³n de inmigracià ³n para visitar a un detenido, aunque  sea un familiar muy cercano. En cuanto a las gestiones para informarse sobre monto de la fianza en los casos en los que se fija una para dejar al detenido en libertad, se puede llamar a la oficina del ICE ms cercana al centro de detencià ³n, a veces incluso en la propia crcel. Sin embargo hay que tener en cuenta que frecuentemente no quieren dar la informacià ³n a un familiar del detenido siendo la solucià ³n en estos casos que marque un abogado o el propio detenido. Adems recordar que aunque en muchos casos el ICE se niega a fijar una fianza, podrà ­a conseguirse si reà ºnen los requisitos para solicitar una audiencia de fianza (bond hearing, en inglà ©s) ante un juez de inmigracià ³n. Tambià ©n se puede acudir a un juez cuando se considera que la fianza fijada por el ICE es muy alta, para solicitar una rebaja de la misma. A continuacià ³n, informacià ³n particular sobre los principales centros de detencià ³n de migrantes en el estado de Texas Centros de procesamiento y de detencià ³n de migrantes Texas Los siguientes son centros de procesamiento o de detencià ³n de migrantes en el estado de Texas, con nà ºmeros de telà ©fono para comunicarse y explicacià ³n de cà ³mo enviar dinero. Dallas Es un centro de procesamiento temporal y a las pocas horas o dà ­as los detenidos son enviados a otra prisià ³n, generalmente a Rolling Planes o a Johnson Country. Para visitar a los detenidos la direccià ³n es: 8101 North Stemmos FreewayDallas, TX  75247 Para informarse sobre el horario de visitar, marcar al 214-424-7800. Se debe utilizar para dejar mensaje para que un detenido regrese la llamada.   Centro de Don Hutto Esta prisià ³n, a unos 50 km de Austin, acoge a mujeres y nià ±os migrantes, principalmente acaban de cruzar la frontera  y han pedido asilo. Para visitar a un detenido la direccià ³n es: 1001 Welch StreetTaylor, TX 76574 El horario de visitas es de lunes a domingo de 8 de la maà ±ana a 8 de la noche. Para hablar con un detenido, marcar al 512-218-2400 y dejar mensaje identificando a la persona con la que se quiere hablar. Para que el detenido pueda regresar la llamada es necesario que tenga dinero en su cuenta. Para ello, se le puede enviar utilizando una money order a nombre de la persona detenida y que se puede comprar en un banco o en una oficina de correos de Estados Unidos. La money order debe enviarse a la persona destinataria incluyendo su nombre completo y A-Number al: P.O. Box 1063Taylor, TX  76574 Con ese dinero los detenidos no sà ³lo pueden llamar sino tambià ©n comprar comida e incluso ropa. Centro de El Paso Es un centro de procesamiento donde los detenidos estn esperando o bien para ser expulsados inmediatamente de Estados Unidos o bien a presentarse ante la corte de inmigracià ³n de El Paso y ver cules son las opciones, incluida la posibilidad de un alivio de la deportacià ³n. Para visitar a un detenido la direccià ³n es: El Paso Processing Center8915 Montana AvenueEl Paso, TX  79925 Los horarios son de 6 pm a 9 pm de lunes a viernes y los fines de semana de 11 am a 3 pm y de 6 pm a 9 pm. Para llamar a un detenido, marcar al 915-225-0700. Para asegurarse de que tiene dinero depositado a su nombre y asà ­ poder regresar la llamada envirselo mediante el sistema telmate, asegurndose de elegir como centro de detencià ³n El Paso SPC. Ese mismo nà ºmero de telà ©fono se puede utilizar para contactar con un representante de ICE para informarse sobre una posible fianza para el detenido y su monto. Centro de detencià ³n de Houston Los migrantes detenidos en este centro estn en proceso de expulsià ³n o deportacià ³n y son convictos que han cumplido su pena en crceles cercanas a Houston o procedentes de centros de detencià ³n en la Costa Este de los Estados Unidos o migrantes agarrados cuando acababan de cruzar ilegalmente la frontera. Para visitarlos en persona los horarios son los siguientes: para mujeres detenidas, de domingo a mià ©rcoles de 2 a 5 de la tarde y de jueves a sbado de 8 a 10 de la maà ±ana. En el caso de visitar a un varà ³n, el horario es de 7 de la maà ±ana a 2 de la tarde de domingo a mià ©rcoles y de 10 de la maà ±ana a 5 de la tarde los jueves, viernes y sbados. La direccià ³n del centro es: Houston Immigration Detention Center15850 Export Plaza DriveHouston, TX  77032 A esa misma direccià ³n se pueden escribir cartas especificando claramente el nombre completo del detenido y su A-Number. Para recibir una llamada del detenido, marcar al 281-449-1481 siguiendo las instrucciones especificadas en este mismo artà ­culo en el primer apartado. Adems, para enviar dinero para que el detenido pueda regresar la llamada se debe utilizar el sistema telmate, bien online o bien marcando al 886-516-0115. Por à ºltimo, para averiguar si el ICE ha fijado una fianza y el monto se puede marcar al 281-985-8400. Centro de detencià ³n del condado de Johnson Esta es una prisià ³n que pertenece a un condado pero tiene un acuerdo con el ICE para alojar a migrantes detenidos, la mayorà ­a de los cuales ya han sido deportados con anterioridad y estn cumpliendo sus condenas antes de ser deportados  de nuevo. Para visitarlos, el horario es de 8 a 10.30 de la maà ±ana los sbados y los domingos y la direccià ³n es: Johnson County Detention Center1800 Ridgemar DriveCleburne, TX  76031 En cuanto a las llamadas, marcar al 817-645-2918. A partir de ahà ­ hay dos mà ©todos para que el detenido regrese el llamado. En primer lugar puede marcar a cargo del que recibe la llamada, que debe abonar con su tarjeta de crà ©dito o dà ©bito y es caro o bien la persona que desea recibir la llamada debe enviar antes dinero a nombre del detenido mediante una transferencia de un banco estadounidense o una money order. Enviar este dinero a la direccià ³n de la prisià ³n especificando en el sobre claramente nombre y apellidos del detenido y su A-Number. La transferencia no puede superar los $300 y ese dinero puede ser utilizado para comprar tarjetas para llamar por telà ©fono, comidas, bebidas e incluso ropa. Los migrantes detenidos que previamente han sido deportados no van a poder salir de prisià ³n mediante el pago de una fianza. Pero los que estn por otra razà ³n puede que califiquen para ello. En este caso se puede hablar con el oficial en la oficia central de Dallas que est a cargo de su deportacià ³n. El telà ©fono es el 2140424-7811. Centro de detencià ³n en Laredo El gobierno federal es la propietaria de esta prisià ³n que, sin embargo, est gestionada por una empresa privada. Acoge a detenidos varones y mujeres y tiene un alto grado de cambio de detenidos, ya que se considera como un lugar de paso para enviarlos a otros centros o para expulsarlos inmediatamente de Estados Unidos. Para hablar con un detenido, marcar al 956-727-4118. Para visitarlo en prisià ³n, los dà ­as disponibles son lunes de 1 a 3 pm, viernes en el mismo horario y fines de semana de 9 a 11 am y de 1 a 3 pm. La direccià ³n es: Laredo Detention Center4702 Sanders StreetLaredo, TX  78401 Esa misma direccià ³n debe utilizarse para enviar cartas a un detenido, incluyendo su nombre completo y A-Number. Si fuera necesario platicar con el oficial de ICE a cargo de deportaciones en esa zona, como por ejemplo informarse sobre el monto de la fianza que se le pide al migrante que deposite para salir en libertad, marcar al 956-729-9620. Centro de detencià ³n de Polk Puede visitarse a los migrantes en este centro los jueves y viernes de 6 am a 6 pm y los sbados y domingos de 6 am a 9 pm. La direccià ³n es: Polk Country Detention Center3400FM 350 SouthLivingston, TX  77351 Los detenidos pueden llamar a una persona fuera de la crcel utilizando dos sistemas. En primer lugar, mediante pago a cobro revertido (collect call, en inglà ©s), lo cual es caro. En segundo lugar, comprando una tarjeta de llamadas para lo cual deben tener dinero, que se les puede enviar mediante una transferencia bancaria desde una cuenta en Estados Unidos o mediante una money order que se puede enviar por correo a la direccià ³n de la crcel especificando el destinatario o entregndola en mano si se visita al detenido. Un buen nà ºmero de los migrantes detenidos en el centro de Polk califican para una fianza. El telà ©fono de los oficiales del ICE a cargo es el 936-967-1700. Centro de detencià ³n de Port Isabel Este es uno  de los centros de detencià ³n ms grandes en el estado de Texas. La direccià ³n para visitar a los detenidos es: Port Isabel Detention Center27991 Buena Vista BoulevardLos Fresnos, TX  78566 Los horarios de visita estn divididos por orden alfabà ©tico de los apellidos  de la siguiente manera: Comienzan por las letras A-F: sbados de 8 am a 12 pmComienzan por las letras G-L: sbados de 12 pm a 4 pmComienzan por M-R: domingos de 8 am a 12 pmComienzan por S-Z: domingos de 12 pm a 4 pm Para dejar mensaje a un detenido para que regrese la llamada, marcar al 956-547-1700. Depositar dinero para que pueda llamar utilizando el sistema telmate o marcando al 866-516-0115. Para enviar dinero a un detenido con otro propà ³sito, por ejemplo, para que compre comida o ropa, se puede hacer una transferencia por Western Union a la cuenta 95720041797 a nombre de E.P. Services en Harlingen, Texas 78550, especificando quià ©n es el beneficiario. Tambià ©n es posible enviando por fax al nà ºmero 956 428 3544 una copia de una money order en la que conste el nombre del detenido, su nacionalidad, el A-number, el nombre de la persona que envà ­a el dinero y su nà ºmero de telà ©fono. Adems, si se sabe, es de utilidad incluir el nà ºmero de dormitorio y cama del detenido. Para enviar una carta a un detenido, enviarla especificando el nombre completo y A-Number a la siguiente direccià ³n: Port Isabel Detention Center566 Veterans Drive en Pearshall, Texas, 78061 Por à ºltimo, el nà ºmero del ICE donde se puede preguntar sobre si se ha fijado una fianza y el monto es el 956-547-1800. Centro de detencià ³n de Rollins Plains Esta prisià ³n alberga principalmente a migrantes varones en alguna de las siguientes categorà ­as: detenidos en Dallas o condados limà ­trofes que tienen cargos criminalesmigrantes que acabaron de cumplir sentencia en una prisià ³n penal cercana y estn a la espera de decisià ³n sobre su futuro migratoriodetenidos que han sido transferidos desde prisiones en otros estados La direccià ³n para visitar a los detenidos en Rollins Plains es: 118 County Road 206Haskell, TX  79521 El horario de visitas es el siguiente: Mujeres detenidas: sbados de 3 a 7 pmVarones detenidos con apellido que comienza entre A y M: sbados de 7.30 am a 3 pmVarones detenidos con apellido que comienza entre N y Z: domingos de 7.3- am a 3 pm Para marcar y dejar recado para que el detenido regrese la llamada, el nà ºmero de telà ©fono es el 940-864-5694. Para depositar dinero a nombre del detenido, utilizar el sistema de touchpaymentdirect. La primera vez que se utiliza hay que crear una cuenta. Para comunicarse con el ICE para saber si se ha fijado una fianza y el monto de la misma, marcar a la oficina de Dallas, marcando al 214-424-7811. Centro de detencià ³n de South Texas En este centro se encuentran detenidos una mezcla de migrantes recià ©n agarrados cruzando ilegalmente la frontera y migrantes con muchos aà ±os de presencia en los Estados Unidos. Para visitarlos el horario es sbados y domingos de 7 am a 6 pm en la siguiente direccià ³n: South Texas Detention Center566 Veterans DrivePearsall, TX  78061 Se puede dejar recado a un detenido para que regrese la llamada marcando al 830-334-2939. Utilizar el sistema telmate para depositar dinero para que pueda comprar una tarjeta para llamar. Finalmente, el telà ©fono de la oficina del ICE donde pueden informar si se ha fijado una fianza es el 210-231-4505 Centro de detencià ³n West Texas Es una prisià ³n grande ubicada que aloja a migrantes detenidos por el ICE o por los Marshalls. Est ubicado en: 401 S. Vaquero AvenueSierra Blanca, TX  79851 El horario de visitas se divide por sexos. Se puede visitar a varones los viernes y los sbados de 8 am a 5 pm y a mujeres los domingos y lunes a las mismas horas. Sin embargo, es necesario estar incluido en una lista para poder visitar. Es el propio detenido el que debe incluir los nombres de las personas autorizadas. Para dejar recado a un detenido para que llame, marcar al 915-369-2270. Enviarle dinero utilizando el sistema touchpaydirect.com para que pueda comprar la tarjeta de llamadas o enviar una money order especificando el beneficiario a: West Texas Detention FacilityP.O. Box 430Sierra Blanca, 79851 Esa direccià ³n tambià ©n es la que debe utilizarse para enviar cartas a los detenidos.Finalmente  para averiguar sobre si hay fijada una fianza, se puede llamar a la oficina del ICE al 915-225-1940. La importancia de buena asesorà ­a legal para los detenidos por inmigracià ³n Cuando un migrante est detenido, se juega su futuro y el de su familia. Por ello, es de vital importancia que cuente con el mejor consejo legal.   La AILA es la asociacià ³n de abogados de inmigracià ³n pueden informar sobre letrados especialistas en lugares cercanos a los centros de detencià ³n. Asimismo las grandes organizaciones de apoyo a migrantes pueden referir a asociaciones locales, algunas de las cuales brindan trabajo legal a bajo costo o incluso pro bono, es decir, gratuitamente.   Finalmente  en el caso de los mexicanos tambià ©n es una opcià ³n a considerar buscar ayuda en el telà ©fono gratuito de apoyo a migrantes en los Estados Unidos. Este es un artà ­culo informativo. No es asesorà ­a legal.

Visual Rhetorical Analysis Essay Example | Topics and Well Written Essays - 750 words

Visual Rhetorical Analysis - Essay Example This essay focuses on analyzing visual documents, including pictures and diagrams that usually communicate or relay their messages using images and text-image interactions. Authors, photographers or artists of visual documents think no differently. The researcher states that designers are always involved in different and several practices that include taking photographs, making websites, and laying pamphlets. They usually take good care and ensure that their work does not lack the important and crucial visual appealing, as well as, the rhetorical effectiveness. This essay looks into succinct analysis of the photo provided using the various and common aspects of photo analysis. These aspects include color and color ratio, photo subject and its positioning, lighting, camera angle, and the photo framing. In conclusion, the researcher states that it is true that the author of the photo had immense creativity when he came up with the photo. His mission was to ensure that his message is pa ssed in a pictorial manner. Finally, the photo can also serve as a representation of any society in the world. They are the majority, and are responsible for the choice of leadership, as well as, their decisions. The leaders are represented by the bricked section of the wall. It is smallest, but that is just okay for them. They misuse their leadership power interfering with the common person. Reaction against them from the common person always make them fail. Generally, the picture is a representation of a non-ideal society.

Consumer Law Case Study Example | Topics and Well Written Essays - 2000 words

Consumer Law - Case Study Example Judges are confined to the law made by the parliament they are to interpret the law according to the context of the case and decide keeping the spirit of the statute Law intact. Since statue law is precise and fundamental it cannot see the roots of the case, therefore the judge made law makes these gaps in deciding the cases in the interest of justice. Consumer law in UK is of 30 years old. It developed as the years passed on. It is now having substantial number of Acts and Regulations to provide the justice to the consumers. Due to the electronic revolution and increased competition and improved marketing system the consumers face a lot of hardships and are subjected to cheating and undue inducements. To protect them from these hardships the consumer laws are expanded to meet requirements. These consumer laws are made so simple and so logical that there is no ambiguity in understanding these laws even by a common man. And the relief it provides is as that what a man of ordinary prudence think with regard to the trader and what he feels just and reasonable. If any trader gives a wrong goods than what you ordered a common man says the price of such goods need not be paid. This is exactly what consumer law also says. Still the knowledge of consumer law is important since it gives more than what customer thinks deserved to get from a trader. In the above example a person without any legal knowledge thinks he need not pay for the product but consumer law says more that he deserves an extra amount from the trader as compensation. Consumer law protects the customers from the negligence, irresponsibility and wrong doings by the traders and there by makes consumers suffer. When can we say that the trader is at fault We can say that they at fault when they do not follow the law relating to the trade and they do not pay adequate attention to the consumer's needs and when they follow the unfair trade practices to gain undue profits at the cost of consumers etc. There are statues and laws made to regulate the trade such laws are Sale of Goods Act 1979 (as am emended), Supply of Goods and Services Act 1982. Other laws which are also known as consumer laws and which the consumer shall have a minimum and basic knowledge about them to safeguard themselves. These laws will be discussed later in this issue. These statues lay down principles that the traders should follow and all the traders are to abide by this law. Sale of goods Act prescribes certain conditions that good sold shall comply such as quality, quantity, tim e etc to the satisfaction of the consumers. Sale of goods act is also a contract which mutual agreement between the customer and the trader. The trader is bound to supply the agreed quality, quantity within the agreed period of time. Simultaneously the customer is also bound to pay the amount as agreed once the trader performs his part of agreement. If any defect in the product is made known to the customer and the customer agrees to buy with the defect then later he cannot take shelter of defect in the goods and pray for compensation or exempted from payment of the price. The burden of proof of the trader's failure or wrong is always lies on the customer except in specific condition such as where the trader gives guarantee of the goods of its life and the product does not lost for the guartee time in this condition it is the trader to prove that the product has fulfilled its guaranteed period etc. In every