Illegal Immigration to Australia Essay Example for Free

Illegal Immigration to Australia Essay MORE than 11 illegal immigrants are arrested in Victoria every week and the numbers are expected to continue to rise. In the past financial year 612 people were arrested up from 429 the year before. Few of the illegal workers were likely to be asylum seekers who arrived by boat, with 517 arrested after overstaying their visa. A further 95 were on the run following their visa being cancelled. The figure was revealed last month as the Department of Immigration and Citizenship prepared to deport 13 illegal farm workers located in northwestern Victoria. Nine men and four women, all Malaysian nationals, had been employed on farms as pruners. They were caught in a 48-hour operation chasing illegal workers in the Mallee. The detainees were transferred to Melbournes Maribyrnong Immigration Detention Centre and nine to the Adelaide Immigration Transit Accommodation facility, pending their removal from Australia. All had overstayed their visas and were living here unlawfully, according to the department. Two other foreign nationals were given warnings, including a Malaysian national who was in Australia on a student visa but had not been studying. The employer faces fines of $13,200 and two years imprisonment per illegal worker. In Australia there are an estimated 19,540 people who have overstayed their visa an increase of 4430 from the 2009-10 financial year. In response to the growing numbers of people overstaying their visas, last month the Federal Government announced a crackdown. Immigration Minister Chris Bowen promoted the dob-in line and encouraged anyone with information about illegal workers, visa over stayers or visa fraud to call 1800 009 623 Accessing the law Migrants coming to Australia face various difficulties when accessing the law. Such dilemmas are brought about by various factors including the inability to communicate due to language restrictions and lower standards of income levels limiting access to appropriate facilities. Furthermore, the lack of knowledge of the Australian legal system and their own rights further restricts their ability to access a fair and just outcome. Due to these multiple factors an evident divide is apparent between the ability of inherent Australians and migrants in accessing the Australian legal system A major reason migrants are unable to access the law is because of the distinctive language barrier. Statistics as recorded in 2006 indicate that  74% of migrants cannot speak English well or cannot speak English at all (abs.gov.au). This has had a major impact on their ability to access the law. As they are illiterate in the English language they are unable to interoperate any possible help. This places them at a disadvantage as it is fundamental to know English when coming across the law. As shown in the case more than 11 illegal immigrants are arrested each week, meaning that most are unable to speak English, each of these illegal immigrants need legal representation to appear in court, as the majority of these immigrants cannot speak English they will need an interpreter. This makes it more difficult on the immigrant as they are not communicating directly with the judge, thus their opinion may be ‘lost in translation’. Due to their inability to communicate, their knowledge of the Australian legal system is further restricted as simple tasks such as reading, writing and communicating in English cannot occur. Due to such issues migrants may be unaware of information and assistance programs available to them, and so they are incapable of accessing the legal syst em in such a way where their needs and wants are met. This is made evident through recent statistics that indicate 49% of migrants have come to Australia with post school qualifications, leaving the other 51% without a proper education. (abs.gov.au) However, this statistic can be ambiguous as illegal immigrants are not accounted for. Every legal system around the world is different, most migrants who come to Australia are unaware of their rights and do not understand what the law is asking of them. As shown in the case, 517 immigrants were arrested, this further justifies their lack of knowledge as they may have been un aware of when they were scheduled to depart from Australia. Migrants who flee to Australia come with little money or no money at all. This creates a barrier when trying to access the law as money is what places the migrant at an advantage. As most these migrants did not receive a proper education their level of skills may be limited and so obtaining work is another challenge. The income levels of migrants are likely to have only just been sufficient for their daily needs, whereas those who have achieved higher levels of education are exposed to a wider range of job opportunities allowing them to obtain better access to legal representation. Exemplified  in the case 612 people were arrested, due to their low socio economic status legal aid is provided during court. Legal aid can be ineffective in some aspects as some are not as experienced and can be placed at a disadvantage when up against those who can afford barristers and QC’s. Communication can also be a barrier due to the lack of understanding and the immigrant unable to speak E nglish. Accessing the law Every person in this world has rights, rights to access the law in a fair, just an equal way. However, there are various groups in Australia who face difficulties in accessing the law, in particular migrants. There are many outstanding factors which contribute to this problem; language barriers, discrimination, low income and lack of recognition of cultural differences, each play a major role in how migrants are faced with difficulties when trying to access the law. The purpose of this report is to show awareness and educate the people on how the Australian legal system can help migrants facing issues regarding accessing the law. Effectiveness of the legal system Over time, the legal system has become aware of the unsettled issues in society regarding various groups who are put at a disadvantage in retrieving equal access to the law. One major issue which most groups face (in particular migrants) is regarding the language barrier. As many of these groups are from ethnic backgrounds, the ability to interoperate legal documents and understand their rights as a migrant is very difficult. As the government has taken this into consideration, the adult migrant English program was created. Migrants are able to have equal access in learning the English language by either sitting a class, taking tutoring lessons, doing the class online or by a distance learning program. However the end result of this program was not effective as in 1993, the funds to this program were cut, and the classes were limited. This affects many of the migrants as their only way of learning English in Australia has been terminated, therefore they are faced at a disadvantage when accessing the law. In 1992, a report called multiculturalism and the law was released it stated there was a need for interoperates, this relates to the migrants who are unable to speak English. With the representation of the interpreter the migrant will be able to express themselves and then in return not only will migrants  understand what the legal system is asking of them, they will also be able to acknowledge their rights and responsibilities. Statistics show that 20.1% of NWS residents speak another language than English at home.(abs.gov.au) Therefore, there are capable people of performing this job. Although it is virtually impossible to enforce and control discrimination, there are acts which help assist in discontinuing the use of discrimination to people , especially the indigenous Australians. A recent program called ‘close the gap’ was created to basically close the gap between the Australians and the indigenous Australians meaning both are the same and both share the same rights and responsibilities. Studies show that indigenous earn around $460 a week whereas the average non indigenous earns around $740 a week (http://www.abs.gov.au) Mean Equivalised Gross Household Income, As shown in the above graph non indigenous earn more than an average indigenous person. As part of the close the gap program, the government has implemented housing commission (2011), where a person with a low income (indigenous) are able to live in a house and only pay a small amount of money to maintain the house and the rest is funded by the government. This is very effective as it gives those indigenous who are struggling a place to live and therefore, they do not have to seek refuge in a shelter or temporary housing. Shelters may have limited space and therefore there may not be enough room at all times. In 1995, the racial discrimination act was re written along with the introduction of the racial hatred act 1995. This act forbids any form of offensive behaviour based on racial hatred. This act states it Is illegal to offend anyone in public about their race, colour, ethnic or national origin. This is a very effective act as it forbids any type of discrimination; this will put a stop to many disputes about groups especially the indigenous Australians and migrants who believe to be discriminated against. Conclusion In conclusion, all groups in society will face a barrier or obstacle in accessing the law, mainly regarding the main factors of language barrier, lack of recognition and low income. Although these groups are disadvantaged the government has implemented many acts which assist these differences, some are effective and some are ineffective compared to others. Overall, it  is important to promote an environment where all groups in society are equal and able to achieve equal access to the law no matter who the group is. Bibliography White, Alex, A.w. Illegal Immigrant Arrests Are on the Rise across Victoria. NewsComAu. Herald Sun, 7 Sept. 2012. Web. 8 Mar. 2013. Law and Justice Foundation. EdDesk, 9 Aug. 2010. Web. 12 Mar. 2013.

Vision And Mission Of Pia Tourism Essay

Vision And Mission Of Pia Tourism Essay In this report after giving a brief historical background, vision and mission of PIA, we have discussed its hierarchical structure and the values and services provided to the customers. We also describe the strengths, weaknesses, opportunities and threats of PIA. Thirdly we have described the various corporate responsibilities of PIA along with the strategies followed for the selection of various the target segments. Our focus is to explore the reasons behind the downfall of national airline. As in few last years we have seen that the market share of PIA was continuously declining as compare to its domestic and international competitors. We find out that there are number of internal and external factor which causes the downfall of PIA. The lack of true leadership, government excessive interference, organizational internal conflicts and corruption and the new air aviation policies are the few major reasons behind the losing market share. In the end we sum up the whole findings of our report in terms of conclusion of the whole scenario and we also suggest some ways to the management of PIA that how they can overcome these crisis, how they can retain and motivate their employees, and what to do in order to gain their lost glory. PIA for short, can trace its beginnings to the days when Pakistan still was not an independent state. In 1946 Muhammad Ali Jinnah realized the need for an airline network for the forming country and called upon the help of an experienced industrialist Mirza Ahmad Ispahani to develop a flag carrier for the nation. Meanwhile, an airline called Orient Airways, registered in Kolkata, was formed on October 23 1946. Services were started in June from Kolkata to Sittwe and Yangon. This was the first post-war airline flight by a South Asian registered airline company. Two months after this service began, Pakistan was formed. Orient Airways began relief flights to the new nation and, soon after, it moved its operations to Karachi, where it began flights to Dhaka on June 7, 1954. In addition, the first two domestic routes in Pakistan were established, from Karachi to Lahore to Peshawar, and from Karachi to Quetta to Lahore. The Government of Pakistan, realizing the operation was failing economically, proposed that Orient Airways merge into a new national airline. On March 11 1955, Orient Airways merged with the governments proposed airline, becoming Pakistan International Airlines Corporation. During the same year the airline opened its first international service, from Karachi to London Heathrow Airport. In March 1960, PIA became the first Asian airline to enter the jet age when Boeing 707 services were introduced. The aircraft were wet leased from Pan American and in 1961 services were begun to John F. Kennedy International Airport in New York. VISION OF PIA: To be a world class airline exceeding customer expectations through Dedicated employees Committed to excellence. MISSION OF PIA: As a Symbol of National Pride, We Aspire to be a Choice Airline, Operating Profitably on Modern Commercial concepts and Capable of Competing with the Best in the International as well as Domestic Markets. HIRARCHY OF PIA: This organization is divided into following departments: Human Resource and Administration, Marketing, Corporate Planning, Information Services, Finance, Flight Services, Flight Operation, Engineering, Procurement and Logistics, Customer Services, Training and Development, Quality Assurance. The organogram of the organization follows, with the Chairman at the top and directors of departments reporting to him. The structure is centralized with the top-level management making the decisions. VALUES: 1. Customer Expectations PIA is the most trusted name in the industry. The reason of its goodwill is according the expectation of their customers that PIA has fulfilled always. By providing competitive tariff, extensive care, and convenience to their valued and potential customers. 2. Service PIA aims at providing valuable and unique services to its customers. They are more personalized and courteous to their customers. The services are valuable and rare; this is the reason why customers trust PIA. 3. Innovation PIA currently has a number of 43 fleets and aims at increasing this numbers to 53 by the next few years.PIA is adoptive to changes and believe in innovation thats create new ideas and translating these ideas into action. 4. Reliability PIA is the most experience airline with its service with more than 53 years. This has built in PIA has become the most reliable airline. PIA is known for its loyalty and consistency. 5. Safety The most challenging responsibility of any organization is to provide complete satisfaction to its employees and customers together. This satisfaction rewards favorable and easy working conditions. The in-flight services are customers friendly and the organizational the organizational environment is also employees oriented. 6. Cohesiveness PIA has 12 departments working in their own direction and also provides a number of services including speedex courier service, catering etc. The most impressive part is these all department and services are integrated in a cohesive way. SERVICES: PIA offers two types of services. Business Class Its the only Business Class service that feels like First Class. A comfortable seat makes all the difference on a long flight. PIAs Business Class Seats elevate the concept of luxury to a new level, fully endorsing your decision to choose PIA Business Class. Sit back and relax in our exclusive Business Class Lounges at the Karachi, Lahore, and Islamabad airports. Our hospitable staff will ensure that youre well looked after during your stay with us at the airport. Business Class passengers arriving at Airport will receive a warm welcome from PIA. Our representatives will walk you right through all the arrival formalities so that you dont have to stand in line or worry about clearance. Economy Class PIAs economy class is also comfortable for passenger as Business class. Economy Class offer seats with a 32-inch pitch, adjustable footrests and winglet headrests for improved neck comfort. The personal TV provides on-going entertainment including audio and video on-demand choices. Passengers enjoy the same caring service from our flight attendants, along with skillfully prepared meals and a wide range of in-flight entertainment options to choose from. Free newspapers are also provided to all Economy class passengers. The PIA in-flight magazine, Hamsafar, is provided to all passengers on all international flights. FINANCIAL PERFORMANCE: During the first quarter of 2007, the airline achieved a 5% growth in overall revenue mainly due to increase in passenger traffic. The revenue growth was lowered by a 10% reduction in cargo revenue. The EU ban on PIA in March 2007 reduced the revenue growth because only the Boeing 777 was allowed to enter in Europe. Many of the European routes were put on hold until the airplanes were repaired and brought up to EU standards. The impact of the 2006 salary rise, increased cost of leased airplanes, and higher maintenance cost of the PIA fleet increased the overall operating expenses by 19%. Consequently, the airline suffered an operating loss of Rs 2.5 billion in the first quarter of 2008. MAJOR COMPETITORS: PIA is still holding the first position in market. It has 48% market share. Its major competitors are: Air blue and Shaheen International Airline. MARKET SHARE: Now PIA has the total market share of about 48% of total air transport in Pakistan. PRIVATISATION: PIA is owned by the government of Pakistan. In the late 1990s, the Government of Pakistan thought of giving the airline to the private sector due to the persistent losses suffered by the airline. The Government announced the privatization plans but was never implemented. The rising fuel prices are increasing the operating costs of the airline which consequently increase the losses. Another source of PIAs inefficiency has been the over-staffing of employees over the past 10-20 years that has crippled the organizations finances. Back door discussions with potential buyers continue without any positive results. Following the global trend, several steps towards outsourcing of non-core business have been initiated. Catering units (starting with Karachi Flight Kitchen), Ground Handling (starting with Ramp Services) and Engineering, are to be gradually carved out of the airline and operated as independent companies. PIAs Network Domestic Networks International Networks CHAPTER # 2: SWOT ANALYSIS SWOT ANALYSIS OF PIA: STRENGTHS 1. LEADING MARKET POSITION PIA is one of Pakistans leading air carriers, with more than 800 daily flights. Around 150,000 passengers a month fly on PIA, making it one of the major operators in the domestic market in terms of passenger kilometers. PIAs international market share was 43.5%, In the Domestic market, its market share was 69.4%. On a system-wide basis, PIAs market share was 51.2% at the end of year 2007. Its strong market position is driven by consistently low fares as well as reliable service, frequent and convenient flights, use of new technologies like e-ticketing and self check-in terminals, comfortable cabins and superior customer service. 2. BRAND RECOGNITION PIA has high brand recall. It is recognized by travelers all over the country. PIA is a national airline, operating passenger and cargo services covering eighty-two domestic and foreign. PIA has earned the number one ranking in customer satisfaction. This strong market position gives the company a scale advantage and helps it strengthen its brand image. 3. SUPERIOR OPERATING STRUCTURE PIA has maintained its position as the low cost carrier. It has been first class Pakistani airline to use the latest technology. Factors contributing consists of different series of Boeing and Airbus and an efficient, high-utilization and point- to-point route structure. Flying one type of aircraft significantly simplifies scheduling, maintenance, flight operations, and training activities. PIA has continually achieved high asset utilization and employee efficiency. Superior operating structure serves as the primary competitive advantage of PIA. 4. NETWORK PRESENCE PIA enjoys a strong network in key domestic and international destinations. The companys network includes three the major airports in Pakistan, as well as major international airport such as Dubai International Airport. Having a strong network means that PIA can generate traffic feed for both its domestic and international Flights. 5. HUB AIRPORT AT KARACHI PIA operates from its hub in Jinnah International Airport, Karachi. Jinnah International is one of the worlds busiest airports in terms of number of passengers carried. It is also one of the largest international gateways to Asia. It is also the leading international air passenger (and cargo) gateway to Pakistan. The companys strong presences in airports with heaviest traffic levels in Pakistan give it a competitive advantage. 6. EFFECTIVE USE OF TECHNOLOGY PIA has successfully incorporated latest technology in all its systems, giving it an edge over competitors.PIA takes credit for introducing most new technologies to the Pakistani market. It was the second carrier in Pakistan to incorporate the c-ticketing system and the second in South Asia to introduce self check in systems at the Jinnah International Airport, Karachi. WEAKNESSES 1. FORMULATION OF GOVT. RULES The Basic flaw of this organization is its consolidation that is centralized system. The key policies, strategies and set of laws are designed by the upper management. The centralized system is one of the biggest obstacles of long term success of PIA. PIA centralizes structure lead to barrel between different level of management, decreased motivation, and hard access to information. 2. HIGH DEPENDENCE ON PASSENGER REVENUES Passenger revenues accounted for 87 percent of the PIAs total revenue in 2007. Cargo services allow airlines to generate additional revenues from existing passenger flights. In addition, cargo revenues are usually counter cyclical to passenger revenues and have lower demand elasticity than passenger business, which allows airlines to pass on fuel price hikes to customers. 3. DEBT PIA has a significant amount of 42 billion debts. Current and future debts could have important consequences for stakeholders of the company. For example, debt could impair PIA ability to make investments and obtain additional financing for working capital, capital expenditures, acquisitions or general corporate or other purposes. Debts could also put PIA at a competitive disadvantage to competitors that have lesser debt and could also increase the companys vulnerability to interest rate increases. 4. RELIANCE ON OIL PRICES PIAs sustainability, growth and revenues directly depend on oil prices. A steep rise in oil prices can seriously damage the long term viability of any airline. Recently many airlines around the world went bankrupt due to rising oil prices. Airlines need to hedge against this risk by taking proper measures. OPPORTUNITIES 1. HAVING THE MAXIMUM ROUTE AND FLEET PIA is having the maximum route and fleet domestic and international destinations network in Pakistan as compared to its Competitors. Route and fleet expansion will positively impact the companys operations by increasing revenues. 2. GROWING DEMAND FOR LOW COST AIRLINES The growing demand for air travel is driven by lower fares and consumer confidence. A survey by International Aviation Authority showed that ticket price is the number one criterion for passengers when selecting a flight, well ahead of the availability of a non-stop service. 3. CUSTOMER LOYALTY PIAs frequent flyer and loyalty programs can help it retain customers. PIAs Awards+plus (frequent flyer program) was established to develop passenger loyalty by offering awards and services to frequent travelers. Such schemes encourage repeat travel on PIA, as passengers seek to accrue the benefits given to regular travelers. This enables the airline to retain customers and reduce costs, as it does not have to spend money targeting new customers to replace those lost to other airlines. 4. SHIFTING CUSTOMER NEEDS The needs of air passengers are increasingly changing, as they are becoming more and more price sensitive. If PIA succeeds in making its prices more competitive, then the company will be able to gain significant market share. 5. INDUSTRY RECOVERY Market analysts believe that the global airline industry will experience an upturn in fortunes over the next few years. This represents an opportunity for PIA, as it could generate increased revenues and command market share if it capitalizes on increases in demand. THREATS 1. HIGH INTEREST RATES The past few years have seen State Bank of Pakistan impose high as well as low interest rates to check inflation and the overheating of Pakistani economy. Inflation in Pakistan may see another raise in the short-term. 2. ACCIDENTS There had been five accidents with PIA listed as below: Pakistan International Airlines Flight PK 705 was a Boeing 720 040 B that crashed while descending to land on Runway 34 at Cairo International Airport on May 20, 1965 resulting in 119 fatalities. Pakistan International Airlines Flight PK740 was a Boeing 707-340C that crashed after takeoff from Jeddah International Airport on November 26, 1979. All 156 aboard were killed. Pakistan International Airlines Flight 268 was an Airbus A300B4-203, registration AP-BCP, which crashed on approach to Kathmandus Tribhuvan International Airport on September 28, 1992. All 167 on board were killed. . PIA Flight 554 is the flight number of a Pakistan International Airlines (PIA) Fokker F27 that was hijacked on May 25, 1998. The flight started its journey at Gwadar in Balochistan after originating in Turbat, and was flying to Pakistans southern port city of Karachi. The aircraft was carrying 24 passengers and 5 crew members. Pakistan International Airlines Flight 688 (PK688, PIA688) was scheduled to operate from Multan to Lahore and Islamabad at 12:05 pm on July 10, 2006. It crashed into a field after bursting into flames a few minutes after takeoff from Multan International Airport. All 41 passengers and four crewmembers on board were killed. PIA has to continuously ensure utmost safety and security of its passengers. Accidents can adversely affect customer confidence in PIA and result in declined revenues intensifying competition. 3. STRONG COMPETITION BY AIRBLUE PIA is now competing against carriers such as Airblue and Shaheen Airline. PIA remains Airblues strongest competitor because of the huge market it has gained over time, strong brand image and customer loyalty.PIA has started new low-fares subsidiary PIA Express to stop the Airblue market share growing to fast. Moreover, major legacy airlines have been focusing on restructuring costs, which has improved their competitiveness. With costs restructured, the legacy airlines are becoming more formidable competitors in terms of increasing capacity, matching prices and leveraging their frequent flier programs. Increasing competition could adversely affect the companys margins. 4. INTEREST AND FOREIGN CURRENCY EXCHANGE RATES Fluctuating foreign currency exchange rates can have a significant impact on PIAs earnings. For example, as PIA is providing its services to the UK. Negative or positive effects arise from exchange rate movements as change in expenses. Strengthening of foreign currencies against the British Pound will positively impact PIA and vice versa. 5. DECLINE IN AIRLINE INDUSTRY A number of factors have caused the current decline in the airline industry. For example, the threat of further terrorist attacks since September 11 and a fall in the number of business travelers have both caused passenger numbers to fall. These and other factors may continue to affect demand for air travel in the future, which will affect revenues of PIA. CHAPTER # 3 Corporat Social Responsibility Corporate Social Responsibility of PIA: Committed to Creating a Better World PIA is driven by the highest standards of corporate governance and social responsibility. As a public sector organization and a business leader, PIA believes in building strong relationships with customers, partners, employees, and the communities in which it operates. The organizations values are exemplified in a range of corporate initiatives designed to impact positively on the lives of multiple stakeholders. PIA practices active corporate citizenship through social services, support for non-profit organizations, medical services for employees, the promotion of sports, and educational initiatives. PIA has institutionalized the practice of good governance by establishing a Corporate Social Responsibility Committee. The Committee provides a platform to evaluate, update, and recommend best practices as PIA continues on its mission to adhere to business ethics and stamp out corruption. Corporate Social Responsibility (CSR) is woven into the fabric of daily operations at PIA. Our employees wholeheartedly contribute to our commitment to develop the organization, the communities in which we function, and the country. Social Services Boy Scouts Association The PIA Boy Scouts Association (PIA-BSA), a provincial segment of the Pakistan Boy Scouts Association, is based on the value system of the Scout Promise and Law. The PBSAs mission is to actively train and develop members through Youth Training Programs. Scouting contributes to the education of young people and helps build a better world where individuals can play constructive roles in society. The PIA-BSAs major contributions include providing Haj services at domestic and Saudi Arabian airports, engaging in activities with the Heritage Association of Pakistan, assisting special children at PIAs Al-Shifa Trust, and participating in a number of health, cleanliness, literacy, tree plantation, drug prevention, and blood donation drives. The PIA-BSA has also started a cricket academy where thousands of youth have received cricket coaching from PIAs renowned test and first-class cricketers. Following the earthquake tragedy of 8th October, 2005, the PIA-BSA immediately deployed contingents in Islamabad followed by scout deployments in Balakot, Garhi Habibullah, Muzaffarabad, and Bagh where relief goods were distributed and emergency services were rendered. PIA Planetariums Through a combination of projectors, optics, electronics, and precision engineering, PIA offers a range of cosmic experiences to the Pakistani people. The PIA Planetariums enable the viewing of virtual universes, replete with stars, planets, and nebulae and visitors throng the planetariums to look at astronomical phenomena such as eclipses, alien landscapes, planets, and the sun. PIA is the only airline in the world to have invested in an innovative and educational planetarium project that is open to the general public at affordable rates. PIA Horticulture Plants and trees provide habitat, shelter, food, materials and medicines to human beings and animals. Realizing the significance of a healthy and pollution-free environment, PIA set up a horticulture division in 1996. In addition to maintaining indoor and outdoor plants and trees, PIA Horticulture provides seasonal flowers for display in PIAs offices and for a range of events, winning several awards and accolades at flower exhibitions across the country. To reduce pollution and contribute towards a greener Pakistan, PIA Horticulture actively participates in tree plantation campaigns during each spring and monsoon season. Support for Non-Profit Organizations As part of its corporate social responsibility initiatives, PIA supports a number of charities and trusts: Al-Shifa Trust provides relief and rehabilitation services to special children suffering from cerebral palsy and other motor disorders. Zindagi Trust provides education to underprivileged and working children. The Citizens Foundation runs a professionally managed network of purpose-built schools in the poorest rural areas and most neglected urban slums of Pakistan CHAL is a network of non-profit organizations and individuals dedicated to providing rehabilitating services to disabled persons. SIUT (Sind Institute of Urology and Transplantation) provides medical services to the patients suffering from Urology, Nephrology, Transplantation and Liver Diseases. Training and Education PIA Training Center The PIA Training Center is a leading airline training institution that delivers the highest standards of aviation instruction. The Training Center is built around a highly advanced training infrastructure, approved by local and international regulatory authorities such as CAA, ICAO, and IATA. The PIA Training Centers courses are based on a unique, standards-based curriculum designed to impart knowledge and best practices in all the aspects of the airline industry. The PIA Training Center provides quality training to PIAs pilots, engineers, air hostesses, and to employees of other associated PIA divisions. PIA Model Secondary School The PIA Model Secondary School was set up in 1980 to provide high quality education to the children of PIAs employees at an affordable fee. Situated at a distance from the hubbub of the city, the school is housed in a modern building that spans over 10 acres of land and is staffed by teachers dedicated to empowering children with knowledge and skills for the future. Equal emphasis is placed on curricular and extracurricular activities in order to produce well-rounded, holistic, and responsible citizens. PIA Industrial Training Institute The PIA Industrial Training Institute was established in 1986 to provide technical, vocational, and industrial knowledge to the families of PIAs employees. With the sustained support of top-level management at PIA, the Institute has functioned smoothly for over two decades, and has emerged as a leading industrial training center in the region. The Institute imparts industry knowledge, and specialized training courses in arts and crafts to the families of employees for a very nominal fee, empowering them to earn livelihoods and gain respect in their communities. Medical Services PIA Employee Health and Medical Services The health and welfare of our employees has always been a matter of utmost importance and significance at PIA. All employees are provided with a comprehensive medical package, in collaboration with reputable hospitals, diagnostic labs, and medical institutions. In 1959, PIA established a Medical Division to supply wide-ranging medical coverage to active and retired employees. To ensure that the highest standards of aviation are maintained, a Crew Center periodically carries out air crew checks, in conformity with international and Civil Aviation Authority standards.PIAs medical facilities cover the parents and spouses of serving employees, children up to the age of 27, unmarried daughters, and disabled, mentally challenged children of any age. Retired employees and their spouses are also eligible for medical care at PIAs Medical Centers. In addition to coverage in Pakistans major cities, PIA has extended its medical network to 35 smaller stations, in collaboration with private and pu blic sector hospitals. PIA also looks after its overseas employees under the Local National Health Scheme and Insurance Schemes. PIA Sports Division In continuation of its unwavering commitment to Pakistans development, the PIA Sports Division was set up in 1958. PIAs contribution to the advancement of Pakistani sports remains unparalleled no other organization in the country has consistently invested in the promotion and development of sports. Visionary leadership at PIA provided the impetus for the airline to set up a unique career development plan for sportsmen. PIA provides attractive and stable jobs to outstanding sportsmen, empowering them to focus on what they do best. Sportsmen are provided gear, travel facilities, and benefits that have enabled them to excel and make Pakistan proud. PIAs sportsmen have been and continue to form Pakistans lineup for major sports including cricket, hockey, football, squash, polo, tennis, bridge, chess, table tennis, cycling, and body building. PIA has dramatized the world of Pakistani sports by transforming popular games into national sports, national sportsmen into international heroes, and national tournaments into international sports bonanzas. Safety a) Corporate Safety Quality Assurance The PIA Corporate Safety Quality Assurance Division ensures safe operations by adopting international standards and recommended industry practices. Strict adherence to Safety HSEQ policy and procedures during flight as well as on ground helps in maintaining a hazard free workplace environment. Corporate Safety QA Division is responsible for effective implementation of Safety Management System (SMS), Health Safety Environment (HSE) Program, Flight Ground Safety Management, Flight Data Monitoring Analysis Program, Emergency Response Planning (ERP) and Fire Protection Services as well as Quality Assurance Program encompassing overall operations of the airline. b) IOSA (IATA Operational Safety Audit) Certification PIA is proudly maintaining its IOSA Certification and thus IATA Registration since 2005. The IATA Operational Safety Audit Programmed is an internationally recognized and accepted system for assessing the operational management and control systems of an airline. IOSA is based on industry proven quality audit principles and structured to ensure a standardized audit with consistent results. Airlines that meet all standards become registered with IATA as an IOSA Operator. IOSA Audit covers Organization and Management System, Flight Operations, Operational Control Flight Dispatch, Aircraft Engineering Maintenance, Cabin and Cargo Compartment Operations, Aircraft Ground Handling, Cargo Operations and Operational Security of the airline. By virtue of PIAs IOSA Certification, PIA is able to ensure safety of passengers as well as employees. c) Fire Safety-in the Workplace and at Home PIA has made a number of arrangements to handle incidental fires and allied hazards. First Aid Fire Stations have been set up in Karachi, Lahore and Islamabad, and Fixed Fire Protection Systems have been installed at sensitive premises. PIAs locations are equipped with portable fire extinguishers and a range of other fire safety devices. All the installed equipment is inspected regularly and maintained in accordance with international standards. Fire Safety Courses are conducted regularly to equip employees with fire fighting skills and to impart critical knowledge of preventive measures. Fire Prevention Courses are also conducted at the Staff Township and PIA Model Schools so that employees and their families can take appropriate fire prevention measures at home. PIAs Corporate Safety QA Division also actively engages in advocacy sessions to create awareness through print publications and sharing of experiences. Working in collaboration with the Fire Protection Association of Pakistan, PIA is committed to creating and promoting a culture of safety at a nation-wide level. The divisions future plans include running fortnightly fire and safety awareness sessions at government and private schools. Emergency Response Planning Passenger care is an airlines most crucial responsibility. Acknowledging the significance of Emergency Response Planning (ERP), PIA has set up a discrete section to handle emergencies. The Emergency Response Planning Section has developed an Emergency Response Manual and manages Emergency Response Center Teams, Field Teams, Family Assistance and Support Teams, and Volunteers. The ERP Section will also train volunteers in the areas of aircraft emergencies, rescue, basic first aid, and fire fighting to effectively respond to natural disasters. Emergency Response Facilities include the computerized data storage of teams and volunteers with an automated emergency call out system. The software application also provides a technology supported callback system for contacting families of the affected. PIAs Emergency Response Planning Section hopes to contribute meaningfully towards national capacity building in the area of emergency management, through financial and human resource investments. CHAPTER # 4 STRATEGIC FAILURES Market Segmentations and Targeting Strategies of PIA Demographic Segmentation: Income Segmentation audience who falls under the category of upper and upper middle class. Occupation Segmentation working class and business class. Behavioral Segmentation: Occas

Transformation of Media Forms - The theory of Evolution from paper to the internet :: essays research papers fc

Transformation of Media Forms The theory of evolution from paper to the internet The theory of evolution must ‘evolve’ with the transforming media forms around it to maintain its scientific and social relevance. In other words, it must shift from the conventional media forms such as journals, books and publications and move towards the ways of the internet. Even collective groups of scientists and evolutionists can be shifted from physical to online gatherings via the ways of the internet and its related technologies. The majority of internet users throughout the world see the net as simply an enormous link-up of the world’s computers, after all, this is the ‘universal answer’ people tend to give when asked â€Å"what is the internet?†. Although this common answer is a pretty accurate image, it would be more correct to describe the internet as a â€Å"global network of hardware and software which stores and transports information from a content provider to an end user† . This infrastructure allows any person who wish es to say anything, access to say it to the world. Controversial topics are abundant on the World Wide Web, and this media form enables these topics to be discussed, investigated, or challenged. Evolution is defined as being: â€Å"A gradual process in which something changes into a different and usually more complex or better form†. Arguments for evolution include The Fossil Record, Darwin’s theory of Natural Selection, and Biological Evidence. Arguments against evolution include The Second Law of Thermodynamics, Things Never From Other Living Things, Complex Systems Never Evolve Bit by Bit, and then there are the Christian-derived theories such as Why are jellyfish fossils evidence against Evolution? . The internet’s foundations can be traced back to its beginnings in the US military. In 1957 the Union of Soviet Socialist Republics (USSR) launched Sputnik, the first artificial earth satellite. In response, the United States formed the Advanced Research Projects Agency (ARPA) within the Department of Defence (DoD), to establish a U.S. lead in science and technology applicable to the military. The U.S. DoD was curious as to how it could maintain its command and control over its missiles and bombers, after a nuclear attack. The plan was to develop a military research network that could survive a nuclear strike, and which was decentralized so that if any cities in the U.S. were attacked, the military could still have control of nuclear arms for a counter-attack. This was the first step in the development of the internet, as we know it today.

The Opening Chapter of Enduring Love by Ian McEwan Essay -- Enduring L

The Opening Chapter of Enduring Love by Ian McEwan A dictionary defines the word addictive as being: wholly devoted to something, a slave to another and in a state of wanting more. Ian McEwan claimed that he wanted to write an opening chapter that had the same effect as a highly addictive drug. In my opinion he has achieved in doing this. At the end of chapter one the reader is left needing more information about the characters introduced and what tragedy actually occurred. McEwan took the definition, addictive, and wrote the opening chapter, never forgetting what his objective was. The opening chapter has to be effective in order to keep the reader interested and to keep them reading. The style of the writer and novel also need to be established and tailored to suit the tastes of anyone that decides to read this novel. McEwan uses many factors that all contribute towards the effectiveness of the opening chapter. A lot of suspense and tension is used right from the start of the novel, in the first line, "The beginning is simple to mark," which makes you question, the beginning of what exactly? This is a short sentence that is used which draws you in and leaves you wanting to know more. McEwan also creates a lot of tension, "partly protected from a strong, gusty wind," which describes the wind as being an unpredictable, natural force which together conveys a sense of urgency. The narrator also starts to withhold vital information from the reader to create anxiety from within. "The encounter that would unhinge us was minutes away," the narrator is building up the tension that leads to this huge disaster, but doesn’t just say what is install for him and the other characters. He also hints that the disaster is life changing, "This was the last time that I understood anything clearly at all." The narrator then goes on to describe the atmosphere and events just before the disaster reached them, "I heard what was coming two seconds before it reached us." Which is an innuendo, which McEwan uses a lot throughout this first chapter. The narrator then goes on to describe the wind that day using verbs to describe the strength of it, "transversing" and "hurtling," but before the narrator goes any further he says "Let me freeze the frame," which is media terminology, which too is used quite a lot through this opening chapter. McEwan uses this techniq... ...t it is ruthless and is used to increase the sense of danger, "Met Office figures. . . . . . it was said of 70 miles per hour." The wind threatens the characters, leaving the reader knowing that disaster is just around the corner. The idea of a catastrophe is always present throughout the opening chapter. It is used to create excitement in the reader and to fuel the craving of needing more information, "At the inquest" at this point, the reader is left to deal with the fact that, obviously someone died, but it is not yet revealed who - the boy in the basket or Logan. Also, the fact that what happened is life changing, "It was time when other outcomes were still possible." The narrator even says they "Were running towards a catastrophe." All the points I have considered, all contribute towards creating a stimulating and addictive opening chapter. The main stimulant being, the need for more information. Where the narrator deliberately gives you a hint as to what may happen next, he then takes it away from you, making you want the information more - therefor he has created an addiction. The cause of it, being the first chapter, the only way to cure it, is to finish the novel!

Pearl Harbor :: essays research papers

I am going to focuse on the relations between the United States and the Japanese after W.W.I and Pearl Harbor. There were a few incidents out of this book that I felt were very interesting that helped contribute to the United States and Japanese mistrusts and miscalculations over the next twent or thirty years until the relations ended up in war after the surprising terriblr=e terrorist bombing of Pearl Harbor. Thus, causing the start of World War II. The first incident that I wanted to discuss out of this book took place in 1922. In 1922 the big powers (which were all European except the United States and Japan from a treaty at a Washington Conference.) In this conference the powers agreed to form a multilateralist state of existence with each other and the world. In this conference the powers agreed to form a sort of peaceful coexistence and disarmament between themselves and the world. What was misunderstood by the major powers was that they believed that peace and disarmament was wanted by all the members of the conference which was not the case what so ever. The powers believed that they would form a national community that shared the same interest by all the majorly diverse nations. When itbecame known that the highly diverse countries did not have the same interst there was not a national law committee (like today; NATO) to uphold the laws that were made by the Washington Committee so the idea of this multilateralist state was dropped and animosity continued for years at a time until things became out of hand and hate ran rapid. The second incident that I want to discuss is the Manchurian Incident of September 1931. The United States was deep in an economic crisis and committed to staying isolated from the other countries in Europe because the US feared another war could happen. Even if the United States would have not been isolated they lacked the power to influence other countries around the world. This conflict happened because the Japanese faced a lot of problems on the world scene and domestic problems caused the Japanese to go from a multilateralist state of being (like they agreed to do after W.W.I) to seeking an autonomous state of being in their foreign policy. In this autonomous state the Japanese wanted to form a stron military and political influence over Asia for themselves rather than the West.

Do males and females have different abilities when estimating size?

Question: Do males and females have different abilities when estimating size? Abstract This science research the different abilities in reckon sizes between males and females. And the research was taken from an experiment with 20 Chinese teenagers between 15 and 18. The hypothesis was males’ abilities when estimating sizes is better than females†¦. Introduction As we all know, males and females are different in many abilities, and this research for testing difference between males and females estimating size.And this ability also is affected by the cultivation from the child, their brain have different talent. The hypothesis was those males’ abilities when estimating size is better than females’ abilities. Research Methodology In this experiment, there had 10 males’ and 10 females’ age from 15 to 17 as experiment objects. Firstly, a textbook (width: 20. 7cm), a MP3 (length: 8cm) and an ID card (width: 5. 4cm) were measured by a ruler. In each s ubject, everyone stood one meter away from me, and then they could observe each one for 10 seconds.After that, they should tell me their estimation. Finally, the data was collected into the table to comparison and prove the assumption. Research Results The results were inconsistent with my previous hypothesis; females can estimate stuff more accurate than males. The raw data of males’ and females’ measuring results of textbook, MP3 and ID card were cleared up to Appendix 1 and Appendix 2. The table below shows that the experimental results of different gender of teenagers from 15 to 18 have different estimated capacity.As we can see clearly from the mean about textbook, males was 20. 24cm and females was 18. 4cm, which shows males had 0. 46cm of the deviation and females had 2. 3cm of the deviation. And from the result of MP3 and ID card, the males were 7. 11cm and 4. 61cm, however, females were 7. 5cm and 5cm, these describe females’ measuring results were more accurate. | textbook (20. 7cm)| MP3 (8cm)| ID card (5. 4cm)| | Mean (cm)| Error| Mean (cm)| Error| Mean (cm)| Error| Male| 20. 24| 0. 46| 7. 11| 0. 89| 4. 61| 0. 79| Female| 18. 4| 2. | 7. 5| 0. 5| 5| 0. 4| *Error means actual value – average and all values are absolute value Discussion Compare the results and the hypothesis, the results show females’ ability in estimating sizes is better than males’ captivity. So this result is not the same as the hypothesis we put forward. We can see from these two tables below, when males and females estimate the bigger size (textbook), the accuracy of males guessing sizes is more accurate than females, and the mean of males’ result is 20. 24cm, the error just is 0. 46cm,

Economics Commentary

Economics Internal Assessment Writing a Commentary on News article Task 1 Headline: Pharmaceutical giant Paladol misjudge its market by raising the price on its best-selling headache relief tablet. Price elasticity of demand (PED) is a measure of the responsiveness or sensitivity of consumers to a change in the price of a particular good. In this article, Paladol raised the price of its product, which was a mistake; there are a lot of other medicines for a headache and most of them would be cheaper which is what Paladol should have considered before raising their price.PED= Percentage change in quantity demandedPercentage change in price=%? QD%? P Cross-price elasticity of demand (XED) measures the responsiveness of consumers of a particular good to a change in the price of a related good, both complements and substitutes. In this article, however, we will be focusing more on the substitute goods. XED= Percentage change in quantity of good APercentage change in price of good B=%? QA% ? PB Substitute goods are goods or products that one might easily use in place of another; because they’re so similar, an increase in the price of one may lead consumers to switch consumption to the substitute.The substitution effect (which underlies the law of demand) states that as the price of a good decreases, consumers switch from other goods to this good because its price is comparatively lower. As the price of Paladol increases we can see the substitute effect, people switching from Paladol which is expensive to Tylonel, for example; because its price is still the same which is cheaper than Paladol. Demand is a curve showing the various amounts of a product consumers want and can purchase at different  prices  during a specific period of time.When Paladol increased its price for a particular headache relief medicine, consumers responded by decreasing their purchase of that expensive product, which decreased the quantity demanded; a movement up and left along the de mand curve. Consumers will now demand another good that is cheaper, a substitute, for example tylonel. Graph A represents Paladol. As the price increase for the product the supply decreases (a shift of the supply curve to the left) because the producers want to make more profit and increase their total revenue.However, the demand is slowly decreasing for Paladol as people realize that there are cheaper headache relief medicines; a movement up and left along the demand curve as was mentioned earlier. So, consumers start switching to substitute goods. Graph B represents Tylonel (a substitute good for Paladol). As the demand for Paladol decreases, the demand for tylonel starts increasing; a shift of the demand curve to the right. This happens as it’s less costly for consumers.The total revenue for Paladol will definitely decrease due to the decrease in quantity purchased and that will also decrease their profit as the cost is now more than the sales. However, the total revenue f or Tylonel will now increase in response to the decrease in Paladol’s decrease of quantity demanded. Paladol misjudged their market by thinking it has a relatively inelastic demand and that if they increased their prices a little it won’t change the quantity demanded by much.A firm producing at a quantity and price combination along the inelastic range of its demand curve can always benefit by reducing its output and increasing its price, since consumers will be relatively unresponsive and total revenues will therefore increase—that didn’t work well with Paladol. As their demand wasn’t inelastic, that plan couldn’t work out for them. They had a relatively elastic demand and one of the reasons of why they have an elastic demand is that they have a lot of substitute goods and competition in that particular good (headache relief medicines are very common).As a result of this misjudgment made by them, the quantity demanded decreased and caused a decrease in the total revenue and profit made by Paladol as well. Due to their bad decision, Paladol will certainly suffer a loss which is a decrease in total revenue. However, their competition (firm of substitute goods) will gain more consumers thus increasing their total revenue. The consumers won’t suffer or in other words they won’t be affected by Paladol’s decision to raise their price as they will have many substitutes to choose from.As Paladol is producing at an output and price combination along the elastic range, the firm could benefit if they change their prices again, this time by lowering them since consumers are relatively price sensitive and the percentage increase in quantity sold will exceeded the percentage decrease in price, improving the firm’s revenue figures and giving Paladol a competitive advantage over the market of headache medicines once again.