Herbert hoover Essay Example | Topics and Well Written Essays - 750 words

Herbert hoover - Essay Example His contribution to public service and his humanitarian work during the war became the pride of American people back home. He exhorted his people to economize and save food so that more people could be fed during the great famine of Europe and asserted firmly that even enemies (Russian people) would also be extended help in the form of food supply. When a critic inquired if he was not thus helping Bolshevism, Hoover retorted, ‘Twenty million people are starving. Whatever their politics, they shall be fed!’ (whitehouse.gov). In 1928, he became a natural choice for the republicans for Presidency and was elected with a big margin. Hoover was basically a commoner and a technocrat who had earned his millions, working in mines in different countries of the world. He was dragged into limelight because of his widespread business contacts across world and as an American, he could help Americans who were trapped in the war that had broken out in the Europe. Prior to becoming President, he had extensively served people in various capacity and therefore, when he became president, welfare of the people became his primary concern, especially farmers. His intrinsic belief that as a representative of the people, it was his duty to promote measures that would facilitate people to improve their socio-economic conditions. It was one of the main reasons that his opponents in Congress were often at loggerheads with him he was quite vocal when he perceived that his good work was being sabotaged by others for their own veste d interests. During his presidency, in 1929, America was hit by the worst economic disaster which resulted in the nastiest ever financial meltdown and long economic depression. The stock market crash had the cascading effect with widespread bankruptcy of businesses and banks resulting in huge number of unemployed people. During this time, Hoover encouraged people to remain optimist and work together to help

Canters Behavior Essay Example for Free

Canters Behavior Essay Dylan is a five year old boy that from the very start showed disruptive behavior frequently throughout the classroom. Dylan’s teacher has well- documented his actions and she has asked the administrators of the school for support, plus she has also referred Dylan to have a behavioral evaluation. The teacher has spoken with Dylan’s parents on many occasions and they say his behavior was the same at home. Dylan’s parents also stated that his disruptive behavior was his way of seeking attention. During this time Dylan’s behavior is generally getting more and more disruptive and aggressive. With the teacher’s observation logs, Dylan’s is having a rough time playing along with other children and is having a difficult time following directions. Just about every day Dylan is hitting, yelling, or is taking things away from the other children’s hands to get the teacher to come over and see what is wrong. Many of the children have made the decision to ignore him or to just move in another direction away from him. With his academic skills he is far more behind than the other students in class. Dylan has the knowledge to finish the activities, but he is rarely in the mood to do so. Sometimes the issues begin when the teacher starts giving everyone there assignment and is working quietly, that’s when Dylan’s behavior really goes through the roof, and when he is told what to do about his behavior. While the disruptive behavior remains the teacher’s patience with Dylan starts to run very thin and begins to call out to every unacceptable behavior that he shows. These actions start to have a negative influence on the attitudes of the remaining students. Most of students start to mimic Dylan’s actions while the others students are not finishing their work. This can result in the teacher needing to spend a lot of time having to deal with Dylan’s behavior and not having enough time with to teach. Teachers have many avenues to teach students successfully and professionally take care of unacceptable behaviors. One step would be to use the Canter’s Behavior Management Cycle, into effect (Canters 2006). Canter has three steps; first, effectively communicating explicit directions, second, using behavior narration and third, taking corrective action. When starting to use Canters’ cycle teachers will need to take the time to use two very important methods at the start of the school year this is going to help minimize disruptive behaviors. One, creates lessons on appropriate behavior for specific parts of the school day, activities, and transitions (Canters p. 31) and second creates a, â€Å"Responsible Behavior Curriculum,† for the first two weeks of the school year (Canters chap. ). This curriculum will set the tone of the class for introducing what is acceptable with appropriate behaviors, and that they are expected to follow the rules from students throughout the school day. Teachers should start with Canters’ behavioral cycle; Dylan’s teacher needs to start with the first step. The first step will need to that the teacher to communicate clear, specific and detailed directions. The directions are being given to Dylan and he is to follow them precise. When giving directions they need to be quite clear and on point at all costs. The teacher needs to always evade being unclear to the students, if they know what is expected of them they will follow. The teacher’s directions should contain precisely how the students are to conduct themselves in the classroom. Explicit directions should include the, â€Å"expectations for student verbal behavior, physical movement, and participation† (Canters p. 53). The teacher needs to never make the mistakes of assuming what the students know, what the expectations of their behavior is, and the teacher should always recall the students on a daily basis what is expected of them. The teacher has to have a firm grip on effective communication while having detailed directions, she can continue on to the next important step. This step involves using â€Å"Behavioral Narration† (Chapter 9), which is how the teacher will positively motivate Dylan to follow directions. One way of achieving this is to give Dylan and the class as a whole effective positive feedback (Canters p. 58). When giving detailed directions, the teacher should look to notice which student within seconds of giving the directions to see who is really following the directions that were given. The teacher needs to point out who is listening to the directions and how the students are following the directions. At the moment when Dylan is being difficult the teacher does not need to focus on giving Dylan more attention, but try to focus on the students who are listening and making good choices. When trying to change the unwanted behavior the teacher needs to try to use the behavioral narration, which will allow the teacher to repeat the rules and define the acceptable behavior of students who are making good choices. This will show the students their teacher is mindful of the actions that are taking place and is more than ready to fix any problems that may arise. When the teacher acknowledges the acceptable behaviors and recaps the directions it sets a wonderful start and a positive atmosphere in the room. The class will be regularly recalled on what is expected from their behavior, students are expected to follow the rules, students who were not able to receive or finish their assignment will have time to finish and catch up with the rest of the class. Students will be given a chance to have time to catch up when needing be. With this step it can go the extra mile by setting up an award-system in place. For example, when the directions are given the teacher notices Dylan is sitting where his seat is and he is working on the assignment that was given to him, then the teacher would say to his friends, â€Å"Look at Dylan he is sitting at his seat and is working on his assignment so nicely I am going to have to give Dylan his extra class point that he earned in class. Ultimately this will inspire Dylan to have more acceptable behaviors and the other students to strive for the goals that are set up for the students to obtain. The last action of the cycle is corrective action taken (Chap. 10). When the direct instructions have been given out, looking to observe the group for ten seconds, reports were made on students that are on the right track, and when Dylan is not following directions; then you must use the corrective action. This is done by directive verbal statements or disciplinary consequences (Canters p. 9). The teacher needs to peacefully reaffirm the instructions and notify the students of their penalties and what their actions have caused. This can also let Dylan and the entire class knows and understands that you are very serious about bringing an end to unacceptable behavior. Students need to know, understand, and be aware of the effects for disrupting the class and just making unacceptable choices. When the unacceptable behavior remains untouched the procedure needs to be shadowed with the corresponding reaction. Every time a student shows a disruptive behavior it should be dealt with immediately and that the penalties produced is entirely from the student’s actions. In order for students to learn the rules must be enforced. Students have to have structure so they can flourish, they need to know what is expected of them on day one. Once a child knows that they cannot get away with disruptive behavior they will tend to not want to misbehave. If there is a reward system they will definitely want to have a reward at the end of the day or week. Consistency is the key to keeping students where they need to be in order to have peace in the room.

The Criminal Justice System Essay examples -- Restorative Justice, Me

The criminal justice system views any crime as a crime committed against the state and places much emphasis on retribution and paying back to the community, through time, fines or community work. Historically punishment has been a very public affair, which was once a key aspect of the punishment process, through the use of the stocks, dunking chair, pillory, and hangman’s noose, although in today’s society punishment has become a lot more private (Newburn, 2007). However it has been argued that although the debt against the state has been paid, the victim of the crime has been left with no legal input to seek adequate retribution from the offender, leaving the victim perhaps feeling unsatisfied with the criminal justice process. Furthermore can formal social control institutions such as the criminal justice system and the government provide the best aspect of producing conformity and law abiding behaviour? Hirschi’s (1969) social control theory is concerned with what effect formal institutions have on conformity in individuals and in particular, how law abiding behaviour is produced due to these institutions (Walklate, 2005). However Wilson (2007) argues that formal methods of social control such as the criminal justice system are merely there to control and segregate delinquents and offenders who have not had adequate socialisation, which is where social mores are learnt and when conformity is produced, and that an alternative form of social control such as restorative justice might produce more effective results. The concept of restorative justice was heavily shaped by the work of John Braithwaite (1989) who in turn was inspired by indigenous practices in New Zealand and Australia, whereby the significance of family value... ...apabilities to deal with this which is not the case so much nowadays as Tony Marshall (1999) argues. There are criticisms over procedures, loss of rights such as an independent and impartial forum as well as the principle of proportionality in sentencing. There is also an unrealistic expectation that restorative justice can produce major changes in deviant behaviour, as there is not enough evidence to support this claim (Cunneen, 2007). Levrant et al (1999) on the other hand suggests that restorative justice still remains unproven in its’ effectiveness to stop reoffending and argues that its appeal lies in its apparent morality and humanistic sentiments rather than its empirical effectiveness. He continues to argue that it allows people to feel better within themselves through having the moral high ground rather than focusing on providing justice to the offender.

Entering the soft drinks industry in india Essay

India is an enormous and diverse country with a population of over 1 billion people, making it difficult to make any generalisations about what Indians like and want from a soft drink (Background to Business in India, 2011). The soft drink industry in India has been growing rapidly since 2006 and in 2010 generated a profit of $3. 8 billion and although the market is set to decelerate, by 2015 he market value will be $5. 9 billion (Soft Drinks Industry Profile: India, 2011). From this, India is an attractive marketplace with many opportunities for a soft drinks manufacturer to want to expand in to. Porter’s National Diamond: Factor Conditions India has a very young population with over half being under the age of 25 (BSCAA , 2009) This is an advantage to the MNC wanting to expand their business in to India as research by Euromonitor (2011) suggests that young people aged 16-25 are more likely to purchase bottled soft drinks. Conversely, the diversity of the population in India must be stressed as it is such a large country, with a huge divide between rich and poor. Also with regards to human resources, the MNC could benefit from the profusion of low-cost labour in India (Maan, M et al, 2011), meaning the MNC could move its manufacturing to India to reduce its operating costs whilst targeting the young population with their soft drink product. When assessing the physical resources in India, the MNC needs to consider the poor infrastructure in the country and how rural some of the areas are. It would not be advised to enter the market in east/northeast India unless selling cheap bottled water because the area is very rural and poor and there is only really a market for selling healthy, clean and sanitised water (Soft Drinks in India, 2011). However, south India would be a much more promising area to invest in to and the MNC would have better business opportunities here. Southern India benefits from a much more affluent population of young, employed people, who in recent years have become much more health-conscious, which has led to an increase of 24% in market sales (Soft Drinks in India, 2011). If the MNC were to invest in India, concentrating on one area to ensure they reach the correct target audience, Southern India would be ideal to bring out a range of waters and juices to attract the young, health-conscious population there. Carbonated drinks should not be considered at research by Euromonitor (2011) stress the saturation of the market by megabrands such as Coca Cola and the need for â€Å"healthier† bottled, soft drinks. These also relate to the social and environmental sectors of the PESTLE model. Porter’s National Diamond: Demand Conditions In India, there is an increasing demand for healthy and hygienic soft drinks but sports drinks will remain to be the most rapidly growing sector due to the popularity of sports with young Indians (Soft Drinks in India, 2011). The research from Euromonitor (2011) states that Indians have moved away from carbonated drinks due to the rising health awareness, and have started to purchase more water and fruit and vegetable juices. For the MNC to compete against the increasing international competition, they would need to think â€Å"glocally†. Glocalisation entails local and global activities acting simultaneously, where they would â€Å"think globally and act locally† (Glocalisation, no date). By adapting to the local environment, the MNC could gain a competitive advantage as an international brand as they would appear to take in to account the local surroundings of their brand and they are more likely to be successful as they would be selling a product that the local Indians would want. The MNC should internationalise to respond to the megatrend of competitors, which is a deterministic force, and then compete through adaptation of their product to suit the local surroundings in India. The strategy the MNC should consider after analysing the demand conditions is to consider both price and value together. They should differentiate themselves from other soft drink suppliers by offering a strong brand that young Indians are conscious of (Soft Drinks in India, 2011) but also an acceptable price. Although there is a huge poor population in India, if the MNC were to target Southern India as suggested after looking at the factor conditions, research by the Bureau of South and Central Asian Affairs (2011) depict a large and growing middle-class population of India that have a disposable income of between $4,166-$20,833 per year; this suggests that they could price their product in correspondence with the other brands as there is a growing population of richer Indians. Also by offering benefits of a brand and a health-conscious drink that is in high demand at the moment, they can concentrate on focussing on that one area of India where they could possibly dominate the market in a smaller area. Porter’s National Diamond: Firm Strategy, Structure and Rivalry With regards to structure of firms, the MNC will have to consider how different India is in terms of how they do business compared to Europe. In India, the majority of organisations have a strong hierarchical structure, with one authoritarian leader at the top (World Business Culture, 2011). When investing in to the Indian market it is recommended to approach business in the same hierarchical structure that India have as it is indisputably acknowledged. If they were to enter the market dealing with business in a more democratic, flat manner, how Europe would normally deal with business, they are unlikely to thrive. In terms of rivalry, there appears to be a lot of competition from other brands of soft drinks. Bisleri holds the largest amount of market share with 23. 6% in 2010; however this is the main seller of clean, hygienic water in India (Soft Drinks in India, 2011). After this, Coca Cola and Pepsi with all their sub-brands hold high shares in the market in India. If the MNC were to invest in to the Indian market, the strategy they would have to take would be to introduce a new soft drink that promotes sustainable benefits of being a healthy, branded, bottled soft drink that is different from the standard carbonates that the international, well-known brands offer. By differentiating their product and adapting it to the local environment in India, the MNC will gain competitive advantage. Porter’s National Diamond: Related and Supporting Industries Soft drinks are sweetened with sugar (Beverage Health, 2010) and India is the second largest producer of this commodity in the world (Sugar: Supply and Demand, 2010). This would be a benefit to the MNC as a main ingredient to soft drinks is readily available and will be cheaper rather than importing it from other countries. Plastic is also heavily involved when packaging soft drinks, through a third party factory. Luckily for the MNC, India has had a high development of their machinery which can create high-quality plastic products, including bottles (Indian Plastic Portal: 2009). By having plastic bottlers locally available, the MNC will have an advantage on being able to easily be supplied the service; however the price at which they purchase the plastic bottles for their soft drink product could be expensive due to the competition of other, more established brands such as Coca Cola. Porter’s National Diamond: Role of Chance The role of chance could invalidate the advantages of investing in the market in India at any time. Chance events that could affect the MNC introducing a new soft drink in India could include: well-established brands like Coca Cola or Pepsi creating a new product which young Indian’s are more likely to be swayed towards due to brand loyalty; another chance event could be new health awareness campaigns that may affect a young individual’s view on bottled soft drinks. There are constantly rising issues concerning health and the amount of sugar young people consume which could seriously harm the reputation and also the sales that the MNC could potentially make when entering the Indian Market. Also factors such as soaring prices in sugar or limited water supply could dramatically affect the manufacture and production of soft drinks. Porter’s National Diamond: Role of Government Currently, India is considered at a low-cost option for organisations to invest in to with its strong domestic market, high savings rates and positive demographic trend (World Business Culture: 2011), however, this could quickly change as India’s government could, at any time, implement new tax laws, quality standard laws or changes in antitrust laws which could alter the ease of entering in to the Indian marketplace for soft drinks. The MNC must take in to account and assess all the different policies and laws for foreign markets to invest to ensure they can operate their business properly. Issues that may arise in this determinant will also occur in the PESTLE model if the MNC were to undertake this from of country analysis. Porter’s Five Forces Buyer Power: Research by Datamonitor (2010) suggests that buyer power is temperate within the current soft drink suppliers in India as they sell not only to independent retailers but they sell their concentrates to bottling companies. However, the buyer power for a new brand of soft drink in India could affect the MNC profusely; this is due to the fact that the consumers will already have brand loyalty to the well-known and well established soft drink brands in India. The buyers would have to have an incentive to purchase the new product over something they are already used to and like; therefore having a relatively strong power over the new entrant. Supplier Power: Due to the fact that most ingredients of soft drink products are commodities means that supplier power is reasonably low and these commodities are readily available, for example: sugar (Datamonitor: 2010). Water, which is also a main component needed for the manufacture of a soft drink product, could be a problem in India as the sanitation of the water can be a problem and the supply is not always constant (India: Development Policy Review, 2007). Finally, supplier power from plastic packaging companies is growing due to the rise in awareness of environmentally friendly packaging (Datamonitor, 2010). New Entrants: If the MNC were to invest in to India, to ensure they were successful, they will need to ensure that they concentrate on differentiating and adapting their product to the area and from other brands (Datamonitor, 2010). Research by Euromonitor (2011) also suggest that by having a strong brand name and by using national figures to advertise the brand, a new entrant to the soft drinks market in India will thrive. From this, it suggests that there is a market for new entrants as long as the product is differentiated and well distinguished from the other products that already exist. Datamonitor also recommend that a new entrant should stress the health benefits of their product to attract more consumers. Substitutes: There is a reasonable threat from substitute products in the soft drink market in India. Research by Datamonitor (2010) depicts the larger brands like Parle Bisleri to be a higher threat as they offer other kinds of confectionary products as well as a wide range of soft drinks and the substitutes are able to stored differently (on shelves at room temperature). Datamonitor recommends that leading brands, as they have a diverse range of products, can reduce the risk of the substitutes on their performance. Rivalry: Research by Datamonitor (2010) gives evidence that the marketplace for soft drinks in India is concentrated with the top three players (Parle Bisleri, Coca Cola and Pepsi) holding 74. 1% of the market volume. These brands not only offer standard carbonated soft drinks and bottled water but speciality bottled teas and coffees. Therefore, if the MNC were to enter in to the Indian soft drink market, to remain a competitive brand, they would need to offer an adapted product to attract new consumers and draw them away from the well-established brands they know well. The Diffusion Curve. (Pearce, 2011) India as a whole would be placed in sector â€Å"late majority† due to the whole population of India being respectively poor with a GDP of only $1190 (World Business Culture, 2010). This means that they would purchase the product but maybe not straight away, when it is released, they will start to consume when the soft drink has become much cheaper. However, in a much more affluent area like South India where there is a population of young professionals with brand consciousness (Euromonitor, 2011) the population would be within the â€Å"early majority† sector. This is due to the fact that younger, wealthier people are more likely to want to try out new products when they see others consuming them and also feel the need to try out new products if the benefits and brands are well advertised to them (Euromonitor, 2011). Recommendations After assessing the market for soft drinks in India, it would be recommended for the MNC to invest in to this attractive marketplace. It is important for the MNC to internationalise its operations to diversify themselves, to respond to foreign competition and to take advantage from lower costs and increased technological expertise. However, there are many factors to consider when entering the market in India: firstly, the MNC must take in to account how diverse the nation is. As mentioned before, the population is huge and it would be ignorant to make any generalisations; therefore it would be a sensible idea for the MNC to only enter the market in one area of the country, for example southern India. It has been discussed that southern India is a much more affluent area of India, in which are many young, employed Indians who should be the target audience for the MNC as they are accessible and sustainable. Secondly, the competitors in this area must be considered. In order to be successful in investing in to India, it would be sensible for the MNC to create a product that is not standardised but adapted to the needs and likes of the population in this area. The MNC should conduct some research in to what kinds of flavours and tastes that are preferred in order to create a product that would thrive in Southern India. It is also very important for the MNC to create a product in which the health benefits are a main factor of their soft drink. Throughout the research in this feasibility study, it has been stressed that there is a need from consumers for a soft drink where the health benefits are highlighted as although the carbonated soft drink market is booming (Euromonitor, 2011) it is saturated with other competitors; therefore, the MNC should compete through differentiation and offering benefits of their â€Å"healthier† soft drink product. Overall, the MNC has the chance of being successful when investing in to Indian soft drink market. They need to be careful when dealing with business with them, ensuring they have conducted enough research in to how they do business as it is very different to Europe, as said before, they deal with business in a hierarchical and authoritarian way. However the foreign environment is uncontrollable and the MNC has no control over the macro environment, so they must ensure to fully understand the marketplace and how India operates with foreign investors. Critical Evaluation of Porter’s National Diamond Porter’s National Diamond is described as a â€Å"methodological approach to analyse the most current industry occurrences and competitive status, and to identify emerging issues and opportunities for successful market development† (Batra, M et al, 2009). The diamond is used to investigate an organisation’s ability to compete in international markets by looking at four different components: factor conditions, demand conditions, related and supporting industries and strategy, structure and rivalry. Secondary to these four determinants, porter stresses the need for considering the role of chance and the role of the government in order to have a sound analysis of the competitive advantage of nations. Porter’s national competitive advantage theory suggests that a country’s competiveness within a certain industry will depend on the whether or not the industry has the room to innovate and advance (Wild, 2011, p177). Porter’s diamond is mainly concerned with how and why certain countries are more competitive in different industries. His theory amalgamates the two different denominations of international trade theory from country based theories such as mercantilism and comparative advantage, and also firm based theories such as product life cycle and national competitive advantage (Griffin, 2007, p164) There are many advantages of using Porter’s National Diamond: it allows an organisation to asses and analyse a country, covering all necessary areas to think about, ensuring that it would be a successful country to invest in to. It ensures that the organisation takes in to account everything they need to when considering investing in another country. Although it is only a forecast, if the organisations thinks about all possible occurrences and fully assesses all the components, it should give them an extensive knowledge and assertion that they are making a prosperous investment. Another advantage is that it is academically renowned and used by many organisations and governments across the world. However, Porter’s National Diamond has been criticised for many reasons: firstly it suggests that any role of government is negative, where it could be positive and encourage foreign investments and make domestic industries less competitive (Hadjidakis, 2007, p88). The role of chance is also too difficult to predict as any environment can change very rapidly and unexpectedly. According to Dickens (2007, p187) the diamond compresses too much complex and intricate information in to a â€Å"four-pointed diamond model† and this is not enough to be able to measure the national competitiveness of a country adequately. It has also been argued that porter’s model lacks any distinct definition of the four determinants which in turn, will reduce the predictive power and accuracy of the diamond model (Grant, 1991). Within international business management, when applying Porter’s national diamond, it should be ensured to consider every single aspect that Porter recommends in to major detail to ensure a forecast for investment is as accurate as possible. The different aspects of the diamond should be developed as much as possible so that international competitiveness is driven to thrive and succeed. Reference List Background to Business in India (2011) Available at: http://www. worldbusinessculture. com/Indian-Business-Style. html (Accessed: 10 January 2012). Batra, M. , Niehm, L. (2009), â€Å"An opportunity analysis framework for apparel retailing in India: economic, social, and cultural considerations for international retail firms†, Clothing and Textiles Research Journal, Vol. 24 No. 4, pp. 287-300 Beverage Health (2010) Available at: http://www. beveragehealth. org. au/scripts/cgiip. exe/WService=ASP0017/ccms. r? PageId=10053 (Accessed: 12 January 2012) BSCAA (2009), â€Å"Background note: India†, Bureau of South and Central Asian Affairs, Available at: www. state. gov/r/pa/ei/bgn/3454. htm (Accessed: 10 January 2012) Bureau of South and Central Asian Affairs (2011) Background Note: India. Available at: http://www. state. gov/r/pa/ei/bgn/3454. htm#econ (Accessed: 10 January 2012) Dickens, P. (2007) Global Shift: Mapping the challenging contours of the world economy. 5th edn. Sage Publications: London. Grant, R. M. (1991), â€Å"Porter’s ‘competitive advantage of nations’: an assessment†, Strategic Management Journal, Vol. 12 No. 7, pp. 535-48. Griffin, R. (2007) International Business: A Managerial Perspective. 5th edn. Pearson: Upper Saddle River. Glocalisation (no date) Available at: http://rija-rasoava. weebly. com/glocalisation. html (Accessed: 10 January 2012) Hadjidakis, S. Katsioloudes, M. (2007) International Business: A Global Perspective. Elsevier. India: Development Policy Review (2007) Available at: http://web. worldbank. org/WBSITE/EXTERNAL/COUNTRIES/SOUTHASIAEXT/0,,contentMDK:20980493~pagePK:146736~piPK:146830~theSitePK:223547,00. html (Accessed: 12 January 2012) Indian Plastic Portal (2009) Available at: http://www. indianplasticportal.com/plastic-industry-overview/ (Accessed: 12 January 2012) Mann, M. Byun, S. (2011). Accessing opportunities in apparel retail sectors in India: Porter’s diamond approach. Journal of Fashion Marketing and Management, 15, 2. Available at: http://www. emeraldinsight. com/journals. htm? articleid=1926550&show=html#b7 (Accessed: 10 January 2012) Pearce, A. (2011) ‘Week 9: Production Strategy and International Value Chain’. The diffusion curve [Online]. Available at: https://elp. northumbria. ac. uk/webapps/portal/frameset. jsp?tab_id=_2_1&url=%2fwebapps%2fblackboard%2fexecute%2flauncher%3ftype%3dCourse%26id%3d_223681_1%26url%3d (Accessed: 14 January 2012) Soft Drinks Industry Profile: India (2011) Available at: http://web. ebscohost. com/ehost/pdfviewer/pdfviewer? vid=5&hid=24&sid=89a8abec-1124-46fa-8180-57eef84e8a7d%40sessionmgr4 (Accessed: 10 January 2012). Soft Drinks in India (2011) Available at: http://www. portal. euromonitor. com/Portal/Pages/Search/SearchResultsList. aspx (Accessed 10 January 2012) Sugar: Supply and Demand (2010) Available at: http://www. spectrumcommodities. com/education/commodity/statistics/sugar. html.

Denis McDonough

â€Å"What Barack has said is that we can begin withdrawing our troops immediately, and he believes that we can do it at pace of about one to two combat brigades per month. And at that pace, we could get the remaining troops out in about 16 months. This is not an ironclad absolute commitment that at the end of 16 months all of our troops will be out. But he does believe that is the kind of pace that we can do responsibly and safely. † (Interview with NPR, June 2008. ) McDonough has argued for a common-good approach to foreign policy, saying that the U. S. must address problems like global warming and poverty by taking approaches that will benefit other countries as well as the United States. He has spoken in support of a cap-and-trade system and called on the U. S. to make a serious commitment to reducing greenhouse gases. (6) Iraq McDonough opposed the Iraq war from the start and backs Obama’s efforts to withdraw troops slowly from the country, aiming to have all of th em out in about 16 months. He argues that Congress and the president failed to plan for the long-term impact of the Iraq war. He would like Obama’s administration to craft a thorough proposal that lays out what the U. S. ’s specific role will be in Iraq over the next ten years. (7) Intelligence Oversight While at the Center for American Progress, McDonough lobbied for reform of Congressional oversight of intelligence. He argued that Congress must pursue vigorous oversight of the 17 agencies because they operate in such secrecy, ensuring that the intelligence community is behaving constitutionally and lawfully while pursuing their aims effectively. (8) Samantha Power. Q: Though some analysts see U. S. foreign policy woes as a recent phenomenon, you argue that recent foreign policy missteps by current U. S. leaders have exposed and exacerbated long-standing structural and conceptual problems in U. S. foreign policy. Please explain. Power: It is tempting to see Iraq as the source of all our woes now, whereas I see Iraq as the symptom, in some measure, of a number of longstanding trends and defects in American foreign policy. March,6,2008 One example is the US historic predisposition to go it alone. Because we have long undervalued what international institutions have to offer, we believed that we could go into Iraq, and as soon as we declared the mission accomplished, we expected to be able to turn the problem over to others, regardless of how they had been treated in the run up to the invasion. This thinking is very flawed, but not all that new. In a uni-polar world, the Clinton Administration was able to get away with an instrumental relationship with international institutions, but that is harder with the rise of new powers who are willing to challenge the United States in international bodies. It is also harder now that the Iraq war itself has exposed so many US weaknesses. In addition, we long saw international authorization as a luxury, something good for global public opinion, but not very relevant to US national security. But what we have seen, by revealing our indifference to international legitimacy both in the Iraq war and in the practices carried out in our counter-terrorism efforts – the disavowal of the Geneva conventions, prisoner abuse, extraordinary rendition, etc. is that being seen to thumb our nose at international law actually has profound security ramifications, as more and more people seek to take up arms against U. S. citizens and interests. Another longstanding foreign policy flaw is the degree to which special interests dictate the way in which the ‘national interest' as a whole is defined and pursued. Look at the degree to which Halliburton and several of the private security and contracting firms invested in the 2004 political campaigns and received very lucrative contracts in the aftermath of the U. S. takeover of Iraq. Also, America's important historic relationship with Israel has often led foreign policy decision-makers to defer reflexively to Israeli security assessments, and to replicate Israeli tactics, which, as the war in Lebanon last summer demonstrated, can turn out to be counter-productive. So greater regard for international institutions along with less automatic deference to special interests – especially when it comes to matters of life and death and war and peace – seem to be two take-aways from the war in Iraq. Q: Elaborate on your differentiation between ‘power' and ‘influence' as accurate metrics for conceptualizing effective foreign policy. Power: I think that most of us, in a knee-jerk way, tend to conflate power with ‘hard power' – with economic and military power. At the Kennedy School, Joe Nye gave us the concept of ‘soft power' as another component of power. Building on Nye's concept, we would be wise in the 21st century to measure our power by our influence. Influence is best measured not only by military hardware and GDP, but also by other people's perceptions that we, the United States, are using our power legitimately. That belief – that we are acting in the interests of the global commons and in accordance with the rule of law – is what the military would call a ‘force multiplier. ‘ It enhances the U. S. ability to get what it wants from other countries and other players. The third component of influence – along with traditional hard power and legitimacy – is people's perception that we know what we are doing, that we are competent. Here, one cannot overstate the devastating one-two punch of Iraq and Katrina in undermining the global public's and the American people's faith that the U. S. is a competent prosecutor of its own objectives. Even if you disagreed with the Bush administration's decision to go to war, and thought it would do more harm than good, many people assumed that this administration, in pursuing this war, would at least know what it was doing. Whatever its objectives were – again, objectives many of us found suspect or insufficient to warrant the use of military force – we expected this group of experienced professionals to pursue those aims competently, to prepare properly, and to bring adequate resources to bear. We all know now that experience does not translate into competence. The war in Iraq has thus undermined our hard power by overstretching our military and sending us into deficit. It has undermined our perceived legitimacy because we've ignored the will of the international community and committed grave acts of torture, crimes against humanity, and other terrible sins in the conduct of the war itself. But, crucially, as my colleague Steve Walt has put it, we also no longer look like the country that put the man on the moon. Nor does the rest of the world see us, currently, as the country that liberated Europe from two world wars, that devised the Marshall Plan, that helped bring down the Wall. As a result, our ability to get what we want – whether we're talking about ending Iran‘s nuclear enrichment program, halting genocide in Darfur, reforming the UN, or even securing international buy-in for the effort to stabilize Iraq – our influence has eroded such that we are unable to actually achieve our policy objectives Q: You see the U. S. as being more isolated today than it has ever been. Though there have always been ‘America-firsters' among policy makers, why do you think this is especially dangerous now? Power: Traditionally, American isolationism comes about in spurts as the result of very vocal domestic constituencies who believe that engagement with the rest of the world is bad for U. S. interests. Although today there are some in this country who would like to see the United States ‘come home' after its bungled misadventures abroad, most Americans understand that the nature of the global marketplace, as well as the global threats, make this impossible. Yet we are in a period of relative isolation – one that stems less from ascendant Copperhead isolationism at home and more from the way other countries calculate their interests as they relate to the United States. So, in a sense, those countries are retreating from the United States, rather than the United States retreating from them. It's the reverse of what we have seen in the past. What you have are a number of countries -even those with which the United States has long been aligned – who believe that a very close association between themselves and the Bush administration undermines their internal domestic standing. So we see longstanding allies of the United States pushing back against Washington, asserting independent views on everything from global warming and international justice to troubled war zones like Afghanistan, where the U. S. desperately needs the support of its western partners in attempting to stabilize that country. So we are the recipients of isolationism now, you might say, rather than the crafters of it. Q: The focus in discussions of U. S. foreign policy is often on the executive branch, but you place great responsibility on Congress and journalists, and even the public, in relation to U. S. foreign policy. Why? Power: The longstanding habit of governments is to pursue their national interests – to pursue their economic and security interests. That is what governments are for. That is what states are for. The only occasions in which regard for human rights and human consequences are injected into foreign policymaking historically are occasions when the Congress has in sisted upon it or when the press has either shamed the Congress or shamed the Executive Branch into entertaining a broader set of interests which include regard for human consequences abroad. The reason this becomes especially important in the 21st century – in an era of asymmetric threats- is because our systematic neglect of human rights in the formulation of our foreign policy over the years has engendered great resentment. Our abuses in the conduct of the so-called ‘war on terror,' too, have enhanced terrorist recruitment, fueled vitriolic anti-Americanism and, arguably, made it more difficult for us to summon resources from other countries to deal with threats. Human rights abuses have supplied oxygen to the minority of those who hold the United States in such contempt that they want to take matters into their own hands and kill Americans. It's very important, for our national security in the long term, and of course on principle, that human consequences be integrated into our foreign policy, but it's very unlikely historically that this will be done in a top-down fashion. So if the American people or particular constituencies care about particular issues – say Afghanistan, Guantanamo, or Darfur – unless they actually give voice to that concern, whether for its own sake or because they believe that those crises will come back and haunt the United States if they are not dealt with, the only way that the public is going to see their interests in those issues internalized by senior policy makers is if they make it vocally and painfully clear to policy makers that there is a strong domestic political constituency for a change in course. Q: You posit that both the self-image and global image of the U. S. have eroded. How can the U. S. again be seen as a force for good in the world? Power: It's probably going to be a long and windy road to rehabilitation. A crucial step for the United States is to really begin to think in terms of ‘do no harm' and actually ending some of the more egregious aspects of its approach to counter-terrorism. First, in the ‘do no harm' camp: end the practice of extraordinary rendition, where US agents willfully ship terrorist suspects in our custody to countries that we know torture, for the explicit purpose of evading domestic checks on US abuse. Second in the ‘do no harm' camp: close Guantanamo and actually channel its prisoners through internationally respected legal processes. And third, restore habeus corpus to those detainees who are in US custody. To strip a group of individuals – no matter what blood some number of them have on their hands – of the most fundamental constitutional rights sends a signal to the rest of the world that there are two sets of human rights that we believe in: one robust set that Americans get to enjoy, and another much diminished set that those perceived as hostile to us get to enjoy. There are also two sets of individuals – ‘tortureables' and ‘untorturables. ‘ So a first step in our rehabilitation is to rid our conduct of these colossal blemishes on the American character. The second is embedding U. S. antipoverty, anti-disease and democratization policy initiatives within international institutions as part of a grand vision of what the United States actually does stand for – which is trying to ensure that people enjoy the kind of freedom from fear and freedom from want that Franklin Roosevelt promised Americans many years ago. The burden of actually making people secure in their homes is far too steep a burden for one country to handle. We must articulate a vision for human security and then channel US resources through international institutions, which themselves must become more rigorous and accountable. This will over time enhance US standing, but more importantly, it will force other countries – who have delighted in Bush's misfortunes but put little on the line themselves to patrol the global commons – to pick up the slack. Introduction Sen. Barack Obama's (D-IL) foreign policy agenda has emphasized multilateralism and reinvigorated diplomacy to advance U. S. interests. He has pledged to take steps to end the war in Iraq soon after taking office, to negotiate with the leadership of U. S. adversaries like Iran and Cuba, and to revamp the U. S. approach to free trade to bolster labor and environmental protections. Obama has attracted as advisers a number of top foreign policy experts who served under President Bill Clinton. Those advisers tend to be more independent from party orthodoxy on foreign policy issues, analysts say. Obama's top advisers were opposed to the U. S. invasion of Iraq in 2003, although a number of prominent Democrats, including rival Sen. Hillary Clinton (D-NY), supported the action at the time. Obama's advisers generally appear to agree with his belief that it is â€Å"important for the United States not just to talk to its friends but also to talk to its enemies. A New Foreign Policy Vision Obama was elected to the Senate in 2005 and serves on the Foreign Relations Committee. Prior to that, his professional experience was primarily confined to Illinois, where he served as a state legislator representing a Chicago district, and before that, a community activist. He has cited his personal background-his Kenyan-born father and a youth spent in Indonesia-as crucial to the development of his world view. Like other presidential campaigns, Obama's draws on a long list of advisers on foreign policy matters. The most senior include several ranking Clinton administration officials, the Brookings Institution's Susan E. Rice, former National Security Adviser Anthony Lake, and former Navy Secretary Richard Danzig. This is a team that's very reflective of Obama, who has made it pretty clear in his speeches and statements during the campaign that he believes that diplomacy has been undervalued over the past few years and that the United States shouldn't fear to negotiate,† says Derek Chollet, a senior fellow at the Center for a New American Security who advised Jo hn Edwards' presidential campaign. If Obama wins the general election in November, his foreign policy and economic agendas will surely break with the legacies of the Bush administration, experts say. Whether it's our approach to torture, or climate change, or how we're dealing with Iran, to Iraq, to the Middle East peace process you're going to see significant changes,† says Chollet, who is not connected to the Obama campaign. Obama advocates a market-based cap-and-trade system to reduce carbon emissions, and has said the United States should invest $150 billion over ten years to advance clean-energy technology. Obama has also been an outspoken critic of the Iraq war, which he opposed from its outset in 2002. He has said he will withdraw troops from Iraq and refocus U. S. military efforts against al-Qaeda in Afghanistan and Pakistan. National Security Advisers Obama has stressed his commitment to winning the battle against Taliban forces in Afghanistan. He has also vowed that he would pursue al-Qaeda elements into Pakistan, with or without government permission, if he had strong intelligence the group was planning an attack on the United States. Obama's leading national security advisers include: Denis McDonough , senior fellow at the Center for American Progress, is the national security coordinator for Obama's campaign. McDonough was foreign policy adviser to former Senate Democratic Leader Tom Daschle. McDonough has been outspoken on energy and environmental policy. In June 2007, McDonough urged the Group of Eight (G8) to take action to combat climate change, and warned that current levels of development assistance are â€Å"woefully insufficient† to help underdeveloped nations deal with climate change. McDonough has also said that the United States should do more to â€Å"promote the development of our domestic clean energy sector industry. † McDonough said on a Brookings Institution panel in May 2007 that it is â€Å"far past time† for the United States to institute a cap-and-trade system mandating â€Å"very aggressive reductions† in greenhouse gases, with the goal of an 80 percent reduction over 1990 levels by 2050