Quantitative Research in Health, Safety, and Environment

Quantitative Research in Health, Safety, and Environment Casey Bird Abstract In this article, quantitative research in the health, safety, and environmental (HSE) field will be discussed. The primary quantitative tool utilized is the safety committee. With the safety committee, direct communication lines with management on issues in the field can be achieved. Quantitative research provides the ability to understand other peoples safety needs or perceptions (Austin Sutton, 2014). It allows an organization to become a safety-first culture. In order to achieve this type of culture the organization needs to be aware of needed enhancements. This is why quantitative safety research is vital to an organization. This paper will discuss the methods utilized for quantitative research, and how the effectiveness is measured in that research. MGs safety committee will be utilized to reflect other quantitative tools. This includes Stop Work Authority (SWA), Core Values policy, and regular HSE meetings. This paper will also inform the reader on the importance of quantitati ve research to enhance any organizational programs. Quantitative Research in Health, Safety, and Environment (HSE) A vital primary tool utilized in the health, safety, and environmental (HSE) field is the safety committee. The committee is required to provide input on incidents, recommendations, and better practices to enhance the overall organization (Kellerman, 2012). A safety committee is one way that management and frontline employees can disseminate share knowledge opinions. This sharing of information can be vital as there are different levels of insight from the employees on this committee. By having different levels of insight, an organization is able to grow and expand. The safety committee is also utilized in workplace inspections to provide insight as well as to increase production levels. A supervisor is may be busy supervising employees and production levels which could compromise safety. With a designated committee performing safety inspections, it allows the supervisors to fully perform tasks safely. A safety committee is also paramount as another tool for quantitative research. Quantitative research is a systematic process that examines relationships and interactions (Burns Grove, 2005). In order to be more proactive towards accident prevention, an organization should work towards becoming a safety-first culture. In becoming a safety-first company, an organization should initially understand the needs of the employees. This can be accomplished by utilizing questionnaires. Every safety committee member is given a questionnaire at the beginning, middle, and end of the time served on the committee. It is required each member serve a tenue of one year on the committee. So each questionnaire provides a starting point to understand individual views and on-going needs for the organization. Questionnaire results could show other immediate needs of an organization, such as more support from management.  Ãƒâ€šÃ‚   It also reveals various best practices to utilize in specific opera tions that keep people safe, and increase profit margins. These best practices allow for a much higher successful implementation rate, due to employee buy-in. With safety committee providing quantitative research to the organization, it truly provides direct money-saving tasks to an organization (Kellerman, 2012). In addition to the safety committee, all employees are issued Stop Work Authority (SWA). A SWA gives any employee the right and obligation to stop any unsafe tasks or condition. As cited in Morrison (2015), if employees utilized SWA every time an issue arises, majority of incidents and fatalities would be eliminated. However, a gap commonly seen in SWA is employees do not utilize it as often due to fear of retribution from the employer (Morrison, 2015).   To overcome this issue, MG Resins has implemented a Core Value policy. MG Resins is a polymer production plant that is under construction. The Core Value policy defines employee roles and responsibilities, including the safety committee. It outlines that all employees have the right and obligation to utilize a SWA for any individual or group tasks without any retribution. If any retaliation occurs, it should be reported to management immediately. In order to effectively and efficiently close any gaps involving HSE issues, management holds regularly scheduled meetings with employees. These meetings include weekly, monthly, and quarterly held review meetings with employees. During these meeting with management top HSE issues are presented and discussed with employees. Employees are constantly encouraged to engage in the discussion. With employees feeling that their insight is needed and approved, the more proactive effects an organization will achieve. This increase in employee involvement also increases employees morale to work in a safe, healthy, and environmentally friendly workplace. MG Resins has greatly improved since implementation of these quantitative research tools. With these quantitative methods of the SWA, Core Value policy, and regular HSE meetings more employees are freely voicing opinions and reporting incidents. There were zero recordable injuries, zero environmental spills, and only two first-aid cases this year to date. Management has also fully supported and embraced proactive solutions to reduce and eliminate future incidents. With this quantitative involvement, management is now able to effectively document and understand HSE issues directly via employees. With more proactive employee involvement, the more likelihood the organizations goals and visions should be achieved. As a matter of fact, one employees quantitative feedback allowed MG to increase production rates by eliminating human involvement and establishing robotics. One production line required employees to physically bag and tie-off the final product. To complete only one order could take up to four hours. During an HSE meeting this topic was brought up not only for safety reasons, but for production as well. This proactive action of implementing robotics allowed employees to perform other critical tasks, while the robotics completed this one lengthy task. In my opinion, as a safety professional, quantitative research is a required necessity to improve any organization. The future use of quantitative research is solidified in the MG organization as well as in the HSE field. Without quantitative research employers and safety professionals would not be able to be as proactive in their programs. The future of quantitative research should include researching newer technologies. The newer generations are becoming more tech-savvy, and this may be an opportunity to get in-touch with a bigger audience. The more input an organization can receive, the greater the potential for the organization to succeed. Management needs to grasp this opportunity to support the employees and customers in order to enhance the organization. However, a roadblock with many safety professionals is the ability to convince upper management that quantitative research is vital in supporting production operations. It is my opinion, that at times, management disregards safety at employees detriment and well-being. It is only when a tragedy happens, that management will then seek out safety. A good safety professional must find common ground for proving to management that quantitative research and production go hand-in-hand. Before tragedies occur, it is my opinion, that implementing a quantitative safety program can be an asset for any organization. Any organization, including MG, would do well in finding a balance between implementing quantitative safety and production. When all levels of management and employees equally understand that no safety will be sacrificed for production, it is then that the companys goals will be achieved. References Austin Z. Sutton J. (2014). Qualitative research: getting started.Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4275140/ Burns N., Grove S.K. (2005). The practice of nursing research: conduct, critique, and utilization. Retrieved from http://www.health.herts.ac.uk/immunology/Web%20programme%20-%20Researchhealthprofessionals/definition_of_quantitative_resea.htm Kellerman M. (2012). Safety committees: Just hype or do they really benefit a company.Retrieved from http://www.usfsafetyflorida.com/Resources/Consultant-s-Corner/Safety-Committees-Just-Hype-or-Do-They-Really-Benefit-a-Company Morrison K. (2015). Stop-work authority: Empowering workers to halt a dangerous situation can help prevent injuries, experts say. Retrieved from http://www.safetyandhealthmagazine.com/articles/12346-stop-work-authority

Modernist Poets E.E. Cummings, Wallace Stevens, and T.S. Eliot Change t

Modernist Poets E.E. Cummings, Wallace Stevens, and T.S. Eliot Change the Face of American Poetry Modernist poets such as E.E. Cummings, Wallace Stevens, and T.S. Eliot changed the face of American poetry by destroying the notion that American culture is far inferior to European culture. These and other American poets accomplished the feat of defining an American poetic style in the Modern Era by means of a truly American idea. That idea is the melting pot. Just as American culture exists as a mixture of races, beliefs, and ideas, the new American style of poetry exists as a mixture of old English styles with a new concept of the international style. Modern poets experiment with language, theme, and convention to "cleanse language and culture of old and worn-out meanings, and introduce to poetry what is American in thought, sensibility, perception, observation, and diction [. . .]. [T]hey become exemplary of the modern endeavors of consciousness itself" (McQuade 1241). An important event that caused so many Modernist American poets to invoke the international style was the "expatriate immigration." Many American writers, artists, and musicians left for Europe, looking for new inspiration and fresh starts. Among those emigrating were Eliot, Pound, Hughes, Cummings, and Frost. Once in Europe, there writers were exposed to the new avant-garde art and poetry taking place there. At this time, the writers began to draw inspiration from and to imitate European writers. T. S. Eliot began to imitate the topics and tones of the French poets Charles Bauldelaire and Jules LaForgue, the latter for his bourgeoisie satire. Eliot's poetry written while in Europe displayed a satire that was foreign to American readers. Such is seen in "Th... ...ty at the time-to escape the expectations of a system which no longer works, to break free from the oppression of the social rank-and-file, and to gain true personal freedom. Works Cited Cummings, E.E. "[in Just-]." McQuade, et al. 2: 1419. -. "[she being brand]." McQuade, et al. 2: 1421. -. "[the Cambridge ladies who live in furnished souls]." McQuade, et al. 2: 1420. McQuade, Donald, et al. Ed. The Harper American Literature. 2nd ed. 2 vols. New York: HarperCollins, 1993. -. "The Literature of Modernism: Poetry 1912-1940." McQuade et al. 2: 1233-1242. Stevens, Wallace. " Anecdote of the Jar." McQuade, et al. 2: 1279. -. "The Plain Sense of Things." McQuade, et al. 2: 1286. Williams, William Carlos. "To Elsie." McQuade, et al. 2: 1304.

Muhammad Ali :: essays research papers

The name Muhammad Ali needs no introduction in the sports industry. This man is a living legend. Ali has accomplished my achievements during an era when African-Americas weren’t allowed any opportunities. The career of Cassius Clay began at the age of twelve. After his brand new bike had been stolen at the Louisville Home Show. He wanted to â€Å"whoop† the thieves so badly that he began to take boxing lessons. His first victory was a three round, three-minute split decision match. As he became more dedicated to boxing, Clay advanced to winning six Kentucky Golden Gloves Championships, two National Golden Glove tournaments and two National AAU titles. He won a gold medal at the 1960 Rome Olympics. The career highlight for Cassius Clay was being titled heavyweight champion after his defeating Sonny Liston. Ali contributes to variety of charities and services. â€Å" I am devoting much of his life today healing the human spirit. My chosen path for doing this is my religion. â€Å" quoted Muhammad. He is creating the Muhammad Ali center in his hometown of Louisville, Kentucky. The ultimate goal of the Muhammad Ali center is to inspire everyone everywhere to be the best they can be. It has been a dream of Ali to create a place to share, teach and inspire people to be their best and pursue their dreams. He also lends his name and presence to hunger and poverty relief and supporting education efforts of all kinds. In addition, he promotes adoption and encouraging people to love one another. Once such a turbulent man, Muhammad Ali now has a more peaceful and religious view of life. Religion has taught him that God wants us all to love each other and that love, not hate, is at the heart of God’s master plan. â€Å" When I was young, I was a professional boxer. But that’s not my â€Å"field† anymore. My most important job now is trying to teach people to treat each other with dignity and respect.

Ancient Egypt vs. Mesopotamia Essay

The Egyptian and Mesopotamian societies are two of the oldest civilizations in the history of the world. The Egyptian and Mesopotamian political, social, and cultural parts of their lives developed differently, but there is a similar basis between the two. Although they had similar political systems in that they both were ruled by kings, the way they viewed their kings and the way that they both constructed their power differed. Both civilizations constructed their social classes similarly in that they had kings at the top, followed by other officials and merchants, and at the bottom the slaves and peasants. They both had their own form of writing; Mesopotamia had cuneiform, and Egypt had hieroglyphics and cursive script, respectively. While they are similar in many different political, social, and cultural activities and ideas, they have enough contrast to be viewed as different societies. Politically, because they were geographically open to envision, Mesopotamia culture created compact self-governing political units- the city-states. By the third millennium B.C.E. the concept of king (lugal) developed, quite possibly because of increased quarrels over resources. The power of religious leaders decreased as the power of kings increased. And although the kings took over control of temples, Mesopotamian kings did not claim divine power. Political changes occurred in Mesopotania because of the succession of people that followed the initial Sumerian people, like the Akkadians, the Kassites Medes and Persians who established their temporary political dominance. By 1750 B. C. E., the written law code of King Hammurabi, was used to maintain political authority and continuity.In sharp contrast is the continuity of political history in ancient Egypt. Legendary King Menes united Upper and Lower Egypt into one nation that lasted with continuity of culture from 3,100-1070 B. C. E. with thirty dynasties. Unlike Mesopotamian kings, the Egyptian king was represented as Horus and as the son of Re, and fit into the pattern of the dead returning to life and the climatic renewing life of the sun-god. As Egypt’s chief priest, he intervened with the gods on behalf of his people and land. No written law code was developed in Egypt. The pharaoh governed the country through a large efficient bureaucracy. In highly urbanized Mesopotamia, specialization of function, centralization of power, and use of written records enabled certain groups to amass unprecedented wealth. Women could own property, maintain control of their dowry, and even engage in trade but men monopolized political life. Some women worked outside the home in textile factories, breweries or as prostitutes, tavern keepers, bakers, or fortune tellers. Inside the home women grew wove baskets, had vegetable gardens, cooked, cleaned, and fetched water. For the most part, their writings reflect *elite male activities. Temple leaders and the kings controlled large agricultural estates, and the palace administration collected taxes from subjects. The lowest class of people tended the fields and used their strength in the off-season to build large public works like ziggarets. Women were subordination to men and had no property rights. In Mesopotamia by the second millennium B. C. E. merchants had gained in status and in power th rough gilds. In the Old Babylonian period, the class of people who were not dependent on the temple or palace grew, the amount of land and other property in private hands increased, and free laborers became more common. The Mesopotamian civilization had 3 social classes: 1. free landowning class- royalty, high-ranking officials, warriors, priests, merchants, and some artisans and shopkeepers; 2. the class of dependent farmers and artisans, whose legal attachment to royal or temple, or private estates made them the primary rural work force; and 3. the class of slaves, primarily used in domestic service. Egyptian class structure was less defined and more pyramid in shape. Compared to Mesopotamia, a far larger percentage of the Egyptian population lived in farming villages and Egypt’s wealth derived from a higher degree from cultivating the land. When not need for agriculture the peasants labored to build the tombs of the pharaoh. Slavery existed on a limited scale and was of limited economic significance. In contrast to Mesopotamia, Egyptian merchants had a low social status. For women subordination to men is evident but they are represented with dignity and affection in tomb paintings. Legal documents show that Egyptian women could own property, inherit from their parents, and will their property to whomever they wished. Marriage, usually monogamous, arose from a couple’s decision to establish a household together rather than for legal or religious ceremony. Both parties could dissolve the relationship, and women retained rights over her dowry in case of divorce. In ge neral, the limited evidence suggests that women in ancient Egypt enjoyed greater respect and more legal rights and social freedom than women in Mesopotamia and other ancient societies. Despite some initial inspiration, Egyptian culture separated itself from Mesopotamia in a number of ways beyond politics and monument building. The Egyptians did not take to the Sumerian cuneiform alphabet and developed a hieroglyphic alphabet instead. Hieroglyphics, though more pictorial than Sumerian cuneiform, were based on simplified pictures of objects abstracted to represent concepts or sounds. As in Mesopotamia the writing system was complex, and its use was, for the most part, monopolized by the powerful priestly caste. Heiroglyphics were written on papyrus paper while cuneiform was written on clay tablets with a blunt reed called a stylus. Like Egyptian hieroglyphs, cuneiform was written in both rows and columns although cuneiform was only written from left to right. The Egyptian and Mesopotamian societies were very similar in many aspects of their lives. They both developed two of the earliest forms of writing in hieroglyphics and cuneiform, with both forms differing greatly from each other. They also contained strikingly similar social classes and structures, as with many other civilizations. They were both ruled by â€Å"kings†, but many parts of their political system were drastically different due to the way that they were constructed and administered. Egyptian civilization and a fundamental Mesopotamian culture lasted far longer than the civilizations that came later, in part because of relative isolation within each respective region and because of the deliberate effort to maintain what had been achieved, rather than experiment widely.

Producer Responsibility Scheme To Regulate Electronic Waste Environmental Sciences Essay

To reexamine and analysis the execution of the manufacturer duty strategy in South Korea, Sweden and United States ( Maine ) , for doing recommendations for the future acceptance of manufacturer duty strategy in Hong Kong on e-waste direction. Abstraction Hong Kong is good known as the hub of the newest engineering and electronic merchandises. While many Hong Kong people are fascinated by the latest theoretical accounts of nomadic phones, computing machines and advanced engineerings, the direction of electrical and electronic waste ( e-waste ) in Hong Kong is under-developed and this may take to risky impacts on the environment. Producer duty strategy ( PRS ) , besides known as drawn-out manufacturer duty ( EPR ) has been established for the direction of e-waste in assorted states for old ages. At the terminal of April, 2010, the Hong Kong authorities finished the audience on PRS for e-waste direction. A new legal model will be introduced to turn to the job of e-waste disposal in 2011. In this thesis, the current state of affairs of e-waste direction in Hong Kong will be reviewed. it is so followed by an analysis on the feasibleness of the 2010 PRS audience papers. To instil treatment, I will besides compare and contrast the e-waste P RS in Sweden, South Korea and United States ( Maine ) . Based on the international reappraisal, Hong Kong can larn from the strengths and failings of different strategies and do mentions for the hereafter patterns on e-waste direction. Introduction What is e-waste? Internationally, there is no standard definition of WEEE/ E-waste. Different states use their ain definitions and readings of the term â€Å" E-waste/WEEE † . ( UNEP, 2007 ) . In this thesis, e-waste means electronic and electrical waste. E-waste is by and large defined as any cast-off, excess or broken electrical or electronic device which is dependent on electrical currents or electromagnetic Fieldss in order to work decently and equipment for the coevals, transportation and measuring of such current. ( Environment Bureau, 2010 ) . It includes different types of equipments such as family contraptions, IT and telecommunications equipment. E-waste contains a batch of contaminations such as heavy metals e.g lead ( Pb ) , quicksilver ( Hg ) etc. and brominated fire retardents. Cathode Ray Tubes ( CRTs ) in proctors contain Pb may take to dirty. Lead will stamp down the encephalon development of kids. Toxic quicksilver may roll up in the fat of fish and through nutrient concatenation will be intake by homo. ( Greenpeace, 2010 ) Without proper disposal and direction, these chemicals would be released to the environment doing serious wellness jobs to human and damage the environment. Therefore, proper direction of e-waste is indispensable. 1.2 Definition of manufacturer duty strategy and extended manufacturer duty Producer duty strategy is an environmental policy instruments for commanding disposal of merchandises when they at the terminal of life. ( Hester & A ; Harrison, 2009 ) It suggests that everyone should portion the duty on e-waste direction. Manufacturers and consumers need to be responsible for the merchandises from the design to the concluding disposal intervention. ( Environmental Protection Department, 2005 ) Furthermore, it mandates the return dorsum of e-waste to a proper intervention. PRS has been implemented for pull offing e-waste in many states including Japan, Switzerland for old ages. It showed positive consequence for handling of EOL e-waste. PRS has two types: corporate manufacturer duty and single manufacturer duty. In CPR, manufacturers are responsible for the cost based on market portion. They need to pay the cost proportionally. In IPR, each manufacturer is responsible for financing the operations referred to the waste from his ain merchandises. ( Hester & A ; Harris on, 2009 ) In other states, extended manufacturer duty ( EPR ) is a more popular term. EPR farther emphasizes on the manufacturer ‘s duty. In other words, â€Å" Extended Producer Responsibility is the construct that makers and importers of merchandises bear a grade of duty for the environmental impacts of their merchandises throughout the merchandises ‘ life-cycles, including upstream impacts built-in in the choice of stuffs for the merchandises, impacts from makers ‘ production procedure itself, and downstream impacts from the usage and disposal of the merchandises. Manufacturers accept their duty when they design their merchandises to minimise the life-cycle environmental impacts and when they accept legal, physical or economic duty for the environmental impacts that can non be eliminated by design. † ( Davis, 1994 ) There are two purposes for the PRS. First, it emphasizes the duty of manufacturer for the collection and recycling of the e-waste. Second, it encourages manufacturers to modify the design of merchandises. So, it could cut down the sum waste and risky effects. ( The Sierra Club, 2009 ) E-waste state of affairs in Hong Kong The volume of e-waste coevals has increased at a rate of 2 % yearly during 2005-2008. In 2008, about 71400 metric tons of e-waste was generated. Presently, approximately 80 % of e-waste are recycled and re-used in Hong Kong or other states. The staying 20 % of them are disposal. Landfill sites in Hong Kong are about making their maximal capacities. The 20 % of e-waste so is a resource that should be reused, recycled. ( Environment Bureau, 2010 ) In general, e-waste is collected by private second-hand traders. Majority of e-waste are exported to other developing states such as Mainland China and India for recycling or recycling ( Greenpeace, 2010 ) . However, many storage countries for e-waste are non regulated. It would do dirt taint from leaching of heavy metals and other toxic chemicals. ( Environment Bureau, 2010 ) Besides, an e-waste recycling programme was launched in September 2005 by Environmental Protection Department and St James ‘ Settlement. They accept the e-waste from the populace at designated aggregation points. The gathered e-waste is brought to the recycling Centre for mending or leveling. The repaired electronic contraptions are donated to the needy. Sometimes the repaired goods are sold in charitable bazar to counterbalance portion of the operating cost. ( Environmental Protection Department, 2010 ) However, this programme can non cover with e-waste job in Hong Kong. Therefore, a proper e-waste direction policy is needed. Reappraisal on the audience paper At the terminal of April 2010, the Hong Kong authorities finished the audience on PRS for e-waste direction. A new legal model will be introduced to turn to the job of e-waste disposal. Harmonizing to the Product Eco-responsibility Ordinance ( Cap 603 ) , the proposed e-waste strategy would cover bulky electrical and electronic equipment including telecasting sets, rinsing machines, iceboxs and air-conditioners, and computing machines merchandises ( TWRAC ) , for illustration personal computing machine, pressmans and laptop. ( Environment Bureau, 2010 ) Figure 1-1 The proposed e-waste strategy in Hong Kong ( Adopted from Environmental Bureau, 2010 ) The proposed e-waste strategy is summarized in Figure 1. The major aim is to portion the duty for the aggregation, intervention and disposal cost of e-waste in a safely and sustainably manner. The duty is shared by assorted stakeholders: Consumers would necessitate to lend the collection and handling costs of regulate e-waste when purchasing new regulated merchandises. They besides need to guarantee the regulated e-waste would be handled likely. They may set up the handling to a municipal aggregation installation, a second-hand trader or a charitable organisation. Importers, distributers and retail merchants would necessitate to stick on the regulated merchandises with specific labels, including the costs of e-waste strategy and charging system Retailers would take back the old electrical contraptions on a â€Å" new for old † footing without charges. They will besides dispose decently to the appointed WMC. The appointed WEEE Management Contractor would supply aggregation and recycling service for e-waste. Second-hand traders and recyclers would dispose the regulated e-waste that collected from consumers. They are regulated by the import and export control and licensing demand for recycling, hive awaying and leveling of e-waste. Government would move as a proctor to reexamine the system, roll uping fees and jurisprudence enforcement. It would besides advance public credence and instruction and help the settling up of the manufacturer duty strategy on e-waste. ( Environment Bureau, 2010 ) Collection of fees would be taken by importers and distributers. They would pay the fees when the regulated merchandises were brought to Hong Kong for local sale. This cost could finally be recovered along the supply concatenation. Another option is retail merchants would roll up the fee from consumers when sale the relevant merchandises when a dealing is completed. The fees for little e-waste ( such as a little telecasting ) would about $ 100. For bulky e-waste would bear down around $ 200- $ 250. Fees for computing machine merchandises would be lower but no clear sum is listed in the audience paper. ( Environment Bureau, 2010 ) There are some extra steps proposed: A landfill disposal prohibition to e-waste will be introduced for forestalling utile stuffs ended up in landfills. Import and export control of e-waste would be under a permission system by authorities. A licensing demand is needed for the e-waste dismantlement, recycling and storage. ( Environment Bureau, 2010 ) In the undermentioned thesis, the PRS plans of South Korea, Sweden and United States ( Maine ) will be studied. By utilizing three standards, physical duty of assorted stakeholders ( Consumers, local governments, manufacturers and consolidators ) , cost allotment of assorted stakeholders ( Consumers, local governments, manufacturers ) and roll uping and recycling rate, remarks are made for the hereafter pattern on e-waste direction in Hong Kong.2. Review of PRS plans in other states2.1 South Korea 2.1.1 Background of the PRS After fall ining the OECD in 1996, the environmental policy of South Korea authorities is influenced by the way of western states. In 2001, the authorities implemented EPR as an indispensable policy in the field of recycling. ( Murakami-Suzuki, 2008 ) On the other manus, consumers and environmental NGOs had criticized the improper disposal of e-waste by the three major companies. To salvage their trade name image, they had understanding with authorities to continue greater manufacturer duty. ( Lee & A ; Na, 2010 ) In 2003, a Producer Recycling ( PR ) system was launched which emphasized the duty of makers in e-waste recycling. Until now, there are in entire 10 points: they are rinsing machines, TVs, air conditioners, iceboxs, Personal computers, sound, nomadic phones, pressmans, duplicators and facsimiles. ( Lee & A ; Na, 2010 ) ( Murakami-Suzuki & A ; Chung 2008 ) 2.1.2 System of e-waste direction Figure 2-1 General e-waste flows in South Korea ( Adopted from Murakami-Suzuki & A ; Chung 2008 ) The PR system puts the speech pattern on manufacturers. Manufacturers need to roll up the e-waste from consumers on a ‘new-for-old ‘ footing. Each electrical contraption that is regulated in the system has certain mark recycling rate to accomplish yearly. Therefore, manufacturers used runs and other aggregation contractors to run into the recycling mark. ( Lee & A ; Na, 2010 ) There are three ways for the manufacturers to carry through their duty. First, they can construct ain recycling works and execute the recycling occupation. The 2nd manner is to contract out the occupation to commercial recycling workss. The 3rd manner is to pay money to the Producer Responsibility Organization to assist them recycling the e-waste. If they fail to make the recycling marks, they need to pay the fee which is reciprocally relative to the compulsory recycling rates. ( Murakami-Suzuki & A ; Chung 2008 ) Local governments are responsible for patroling illegal dumping of e-waste. Illegal dumping declined greatly due to the monitoring of the citizens groups called â€Å" ssu-parazzi † ( ssu means rubbish in Korean and parazzi from the Italian word â€Å" paparazzi † which means newsman ) . ( Lee & A ; Na, 2010 ) Local governments will pay pecuniary wagess to citizens for describing illegal dumping instances to the governments. Government besides needs to roll up the e-waste which is non based on replacement purchase from consumer. ( Lee & A ; Na, 2010 ) Consumers have three ways for disposal of e-waste. First, they can give the e-waste to the 2nd manus traders. The second-hand traders will give back some bit value to the consumers. The second-hand traders will so reassign to the exporters and export out the e-waste. Second, they can pay to the municipalities which are local governments for roll uping the e-waste. The local governments will transport the e-waste to the exporters or recycling workss for the intervention of e-waste. Third, they do n't necessitate to pay any fee when on a ‘new for old ‘ footing. The retail merchants or manufacturers will roll up the e-waste for free. They act as a co-operator with other stakeholders to take part in the strategy. Some of them may move as the â€Å" ssu-parazzi † to supervise the illegal dumping of e-waste. 2.1.3 Cost borne by different stakeholders Manufacturers bear the entire cost for both aggregation and recycling. First, they can run their ain logistic squad and recycling workss. Second, they can pay fee to the commercial recycling companies. Third, they may pay the fee to the Producer Responsibility Organization ( PRO ) for roll uping and recycling the e-waste. Consumers do non necessitate to pay any disposal fee when buying a replacing regulated electric merchandise. So, an unseeable fee is added when consumer purchases electrical merchandises. They merely need to pay the aggregation cost when necessitating local governments to roll up the e-waste. They may necessitate to pay 2000-8000 won ( about HKD $ 14- $ 56 ) to the local governments for roll uping the e-waste. ( Gangnam-gu Office, 2004 ) Government needs to bear the fiscal cost for the collection of illegal dumped e-waste and pay the money wages for citizens. ( Lee & A ; Na, 2010 ) 2.1.4 Collecting and Recycling rate of e-waste Figure 2-2 Collecting and Recycling rate of e-waste in South Korea in 2002 and 2004 ( Source from Park, 2006 ) After the execution of the PR system in 2003, the collection and recycling rate addition about 50 % in Television, icebox and rinsing machine. For air-conditioner and computing machine, a singular rise in the collection and recycling rate. The merchandise recycling has been continuously increased. About six million dozenss ( 550 million kilogram ) of e-waste in sum has been recycled during 2003-2007. The recycling rate is about 11 kg/capita/year in 2003-2007. ( Ministry of Environment, Republic of Korea, 2010 ) 2.2 Sweden 2.2.1 Background of the PRS The PRS for e-waste was launched in Sweden on 1st July 2001. Simultaneously, a not-for-profit service supplier El Kretsen was set up. El Kretsen operates a national-wide aggregation and recycling system for e-waste. It runs the system in coaction with Swedish governments. The local Swedish governments manage and fund the aggregation points where the families could go forth the e-waste. El Kresten manages and financess the transit fee, the pre-treatment and recycling for e-waste. Eleven classs of e-waste are regulated by El Kretsen. They include merchandises for family contraptions, IT and other equipment. ( El-Kretsen, 2010 ) 2.2.2 System of e-waste direction Figure 2-3 General flow of e-waste in Sweden ( Future Energy Solutions, 2003 ) The strategy does non put any recycling marks. Manufacturers and distributers pay the fee to El Kresten, based on the current market portion, for pull offing the regulated e-waste in a corporate duty method. The cost will reexamine yearly. Families can return the e-waste to any of the 700 countrywide municipal aggregation sites. Commercial sectors can return the e-waste free of charge to the distributers or manufacturers based on â€Å" new for old † buying. Otherwise they can give to the commercial aggregation Centres which are financed by El Kretsen. When the commercial consumer does non buy a new merchandise, the e-waste is non covered by this PRS and it ‘s the last user ‘s duty. Municipal aggregation sites are run by municipalities and the concern aggregation sites are organized and financed by El Kretsen. Logistic and transport spouses will roll up the e-waste from both municipal and concern aggregation sites and conveyance to the intervention spouses. Treatme nt and recycling spouses dismantle and recycle the e-waste. El Kretsen would pay the money to logistics and intervention spouses by the weight of e-waste hauled and the existent intervention costs. ( Future Energy Solutions, 2003 ) 2.2.3 Cost borne by different stakeholders El Kretsen financess the concern aggregation sites, transit and recycling cost of e-waste. Household ‘s aggregation sites are run by local governments which are non based on manufacturer duty. Households wage revenue enhancements to back up the cost of runing the municipal aggregation sites. Manufacturers pay money to El Kretsen harmonizing to their corresponding market portion, i.e. , every provider ‘s proportion of entire gross revenues in the old twelvemonth. Any excess will be credited to the corresponding manufacturer ‘s history. ( Future Energy Solutions, 2003 ) The fee is considered several factors. Here is an illustration: Table 2-1 Model for computation of fees by El Kretsen ( Future Energy Solutions, 2003 ) The fee is measured by four factors: weight, return rate, intervention cost and material value. When transit and intervention costs are high and the stuff value is low, the fee is higher. Alternatively, if the stuff value is high and the intervention cost is low, the fee is much lower. Normally, for bulky material, the fee is around a‚ ¬8- 26 ( about HKD $ 84 – $ 273 ) and for little contraption, it is about a‚ ¬0.025. ( Future Energy Solutions, 2003 ) 2.2.4 Collecting and recycling rate of e-waste Figure 2-4 Recycling rate of e-waste in 2004-2008 by El Kretsen ( El-Kretsen, 2010 ) The above figure showed the collection and recycling rate of e-waste from all the aggregation points by El Kretsen. The system in Sweden achieved the highest collection and recycling rate reported in Europe with a sum of 15.8kg/capita/year in 2006. ( Sander et el. , 2007 ) 2.3 United States ( Maine ) 2.3.1 Background of PRS In 2004, an e-waste jurisprudence founded on EPR construct was adopted by the Maine legislative assembly. It was the first â€Å" drawn-out manufacturer duty † jurisprudence in United States. In January 18 2006, the family e-waste programme was launched to guarantee electrical contraptions were recycled at the terminal of life. Merely family generated covered electrical devices ( CED ) are considered in the Maine programme. CED referred to telecastings and computing machine proctors with screens larger than 4 in. ( 10.2 centimeter ) . ( Wagner, 2009 ) In 2009, the programme added desktop pressmans, game consoles and digital image frame as CED. ( Department of Environmental Protection, State of Maine, 2010 ) 2.3.2 System of e-waste direction Figure 2-5 General flow of e-waste in Maine ( Department of Environmental Protection, State of Maine, 2010 ) Local governments decide how to roll up the family e-waste. There are different ways to roll up the e-waste: agreement of pick-up service, set up for aggregation sites, or keep periodic one-day aggregation. Consolidators received the e-waste. They need to screen the regulated merchandises by trade name names and step the weight. Then, they send bills to the makers for the transit, managing and recycling fee. They will besides supply informations and study to Department of Environmental Protection ( DEP ) . After that they send the e-waste to recycler. Retailers must merely sell the regulated merchandises with makers that are in conformity with Maine ‘s E-waste Law. Maine DEP monitors the programme. It besides conducts instruction and enforces Torahs. ( Department of Environmental Protection, State of Maine, 2010 ) 2.3.3 Cost borne by different stakeholders Manufacturers bear about all the cost under the EPR programme. Before the programme started, there was no charge to the manufacturer. After the programme was launched, in 2006 and 2007, the sum charges are US $ 764000 ( about 6 million HKD $ and US $ 1938500 ( about 15 million HKD $ ) severally. The mean recycling charges were about US $ 9.53 ( HKD $ 74 ) per computing machine proctor and US $ 16.62 ( HKD $ 130 ) per telecasting. The manufacturers need to pay the cost harmonizing to the trade name and weight to the consolidators. Orphan CEDs is waste which can non place the makers or the makers are no longer in concern. Existing manufacturers need to pay a pro rata portion of the recycling orphan CEDs. ( Wagner, 2009 ) Figure 2-6 Maine population and family EOL fees charged in 2008 ( Wagner, 2009 ) Different metropoliss or towns in Maine have different EOL fee. Citizens can dispose free of charge or even necessitate to pay over USD $ 11 per point ( HKD $ 86 ) . However, over 50 % of families need to pay less than US $ 5 ( HKD $ 39 ) per point due to the displacement of cost to the manufacturers. ( Wagner, 2009 ) 2.3.4 Collecting and Recycling rate of e-waste Figure 2-7 Household CED points collected in Maine in 2005-2008 ( Source from Wagner, 2009 ) The figure of points collected and recycled after the EPR programme adopted addition by 108 % in the first twelvemonth, 170 % in the 2nd twelvemonth and 221 % in the 3rd twelvemonth. ( Wagner, 2009 ) The collection and recycling rate is about 1.8 kg/capita/year in 2008. ( Department of Environmental Protection, State of Maine, 2010 )3 Comparison of the EPR systems in South Korea, Sweden and United States ( Maine )Table 3-1 Comparison for the physical function of assorted stakeholders South Korea Sverige Pine tree state Consumers Dispose the e-waste via three methods Act as â€Å" suu-parazzi † Take the e-waste to aggregation sites Take the e-waste to the local governments via different methods Local governments Set mark recycling rate Monetary wages to citizens who describing illegal dumping Run the municipal aggregation sites Set criterion for aggregation Ensure fight among the consolidators Manufacturers Construct ain recycling workss Pay money to the PRO for recycling and interventions Contract out the occupations to commercial recycling companies Collect commercial e-waste Pay money to El Kretsen for managing the e-waste Pay money to the consolidators for all the transit and intervention cost Consolidators Manufacturers El Kresten Approximately 10 companies In South Korea, since the electrical contraption industry is oligopolistic and is dominated by three companies, viz. , Daewoo, LG and Samsung. Collection, transit and recycling are besides carried by the manufacturers. ( Lee & A ; Na, 2010 ) There is no aggregation sites are operated in the system of South Korea. Consumers have different methods to dispose the e-waste. Due to the bit value given by the second-hand traders, most of the consumers prefer this manner to dispose the e-waste. ( Murakami-Suzuki & A ; Chung 2008 ) Another alone system is the outgrowth of â€Å" ssuparazzi † in South Korea. Local governments will give money wagess to the citizen who reports illegal dumping of e-waste. This control method is thought to be responsible for a crisp diminution of illegal dumping. For Sweden, the lone consolidator El Kretsen takes the most physical duty in the EPR system. It mandates the commercial aggregations sector, organizes and financess the transit and recycling spouses. Local governments run the municipal aggregation sites. Consumers merely need to reassign the e-waste to the aggregation points. For Maine, local governments via different paths collect the e-waste from consumers. Consumer should follow the methods by local authorities and return the e-waste. Consolidators sort off the trade name and direct bills to manufacturers for the transit and intervention cost. Table 3-2 Comparison for cost allotment of assorted stakeholders South Korea Sverige Pine tree state Consumers Free on a â€Å" new for old † footing Buy tickets when disposed with municipality Taxs EOL fees Local governments Receive tickets fee from consumers Receive revenue enhancements from consumers Collection cost of e-waste Manufacturer About the entire cost About the sum cost which pay to El Kretsen About the sum cost which wage to the consolidators Consumers do non necessitate to pay any excess fee under the â€Å" new for old † rule when buying the regulated points in South Korea. They may necessitate to purchase a tickets when disposal of e-waste from local governments. In Sweden, the aggregation cost of domestic e-waste is received from the revenue enhancements of all citizens. In Maine, consumers normally merely necessitate to pay the EOL fees which are less than US $ 5 per points for Televisions or computing machine proctors. Local governments in three topographic points receive money from consumers for aggregation cost. In Sweden, the local governments merely cover with the domestic e-waste. In the three topographic points reviews, manufacturers bear about the full cost in the PRS. In South Korea, manufacturers need to build the ain works for intervention of e-waste. It is an single duty system. Otherwise, they may contract out the occupation to commercial recycling workss or pay fees to the PRO. In Sweden and Maine, the manufacturers pay to consolidators based on market portions. In add-on, in Maine, the manufacturers portion the cost for handling the orphan e-waste by pro rata. Table 3-3 Comparison of roll uping and recycling rate South Korea Sverige Pine tree state Roll uping and Recycling rate ( kg/capita/year ) 11.0 15.8 1.8 In this tabular array, Sweden achieved the highest collection and recycling rate among three topographic points. It may due to a big classs of e-waste included in the Swedish system. South Korea besides got a comparatively high rate. It may due to the consequence of mark recycling in the system. The collection and recycling rate is really low when comparing to two other topographic points. First, the Maine plan merely covered domestic TVs and computing machine proctors. Second, the end-of-life fee besides contributed to it because some consumers may donate to charitable organisations instead than pay the EOL fees. ( Wagner, 2009 ) Table 3-4 Comparison of undertaking methods for illegal dumping South Korea Sverige Pine tree state Undertaking methods Monetary wages None None In South Korea, the pecuniary wages has attracted some citizen groups and organisations supervising the illegal dumping. In Sweden, there is no inducement for families to dispose the e-waste illicitly. It is because the use of municipal aggregation points is free of charge. Furthermore, the aggregation points are normally closer than topographic points which are suited for illegal dumping. ( Sasaki, 2004 ) For commercial sectors, there are some companies dumped the e-waste in municipal aggregation points. It is because El Kretsen can non separate the e-waste is come from families or concern sectors. ( Sasaki, 2004 ) . In Maine, due to the EOL fees, some e-waste possibly illicitly dumped. However, there is no information related to demo the figure of instances. ( Wagner, 2009 ) Table 3-5 Comparison of strengths and failings of the PRS systems Strengths Failings South Korea High recycling rate Monetary wages for describing illegal dumping Merely focal point on mark recycling rate, non the environmental-friendly intervention Sverige High recycling rate One not-for-profit consolidator – El Kretsen Excessively many classs of e-waste Taxs from citizens Municipal aggregation point can non separate e-waste from house servants or commercial sectors United States ( Maine ) Low cost for intervention Have step to cover with the orphan e-waste Low recycling rate Merely focal point on domestic e-waste Cumbersome for consolidators to screening the e-waste Orphan e-waste payment by manufacturers Illegal dumping due to EOL fee Korean ‘s pecuniary wages for describing illegal dumping is alone among three states. It greatly decreases the sum of illegal dumping of e-waste. Another alone characteristic is target recycling rate. The mark rate must be reached by the manufacturers. Otherwise, a levy is imposed. Therefore it maintains a high and stable collection and recycling rate. However this system merely focuses on the elevation of the recycling rate but non the intervention quality. Producer merely want to carry through the mark rate. There is no inducement for manufacturer to handle the e-waste decently. In Sweden, the recycling rate is highest among three reviewed topographic points. It may due to a assortment of e-waste is included in the system. Furthermore, there is no bear downing for disposing e-waste in municipal aggregation point. It may besides increase the inducement of domestic consumers to dispose the e-waste decently. Furthermore, El Kretsen covered about 90 % of e-waste. A large not-for-profit company integrates all the e-waste could hold better organisation of aggregation and transit for e-waste. However, the Swedish strategy has eleven classs of regulated e-waste. Many industries and companies are kicking about the complexness of the merchandise classification. ( Future Energy Solutions, 2003 ) On the other manus, the running cost for municipal aggregation sites come from the revenue enhancements from citizens. It is unjust to the citizens who do non utilize the service in the PRS system. In add-on, the municipal aggregation points receive e-waste free of charge. Some concern companies may dump the e-waste into the aggregation point illicitly. In United States ( Maine ) , the monetary value of consolidator services to manufacturer is administrated by the DEP yearly. The consolidators need to subject the lowest cost agenda to the manufacturers and local governments. Therefore, manufacturers can take the best offered monetary value for the services of consolidators. Furthermore, this is the lone PRS which have step to cover with orphan e-waste among three reviewed topographic points. It divides the intervention cost to manufacturers by pro rata. The collection and recycling rate is lowest among three reviewed topographic points in Maine. It is because the system merely focuses on domestic e-waste. Furthermore, the regulated e-waste merely included TVs and computing machine proctors. A big sum of e-waste The Maine ‘s progrmamme is cumbrous because every e-waste needs to screen by trade name. The consolidators besides need to enter the weight of e-waste. Furthermore, approximately 10 consolidators are responsible for screening the e-waste and direct bills to the manufacturers. Therefore, this system is time-consuming and increases the administrative costs for both consolidators and manufacturers. The manufacturers besides criticize for bearing the duty for the orphan e-waste. ( Wagner, 2009 ) Orphan e-waste means the e-waste trade name name can non be identified. They need to bear excess cost for the intervention of orphan e-waste by pro rata. Due to stop of life charge, consumers need to pay money to the local authoriti es when they dispose the e-waste. They may illicitly dump the e-waste. However, there is no statistic found in my research.4 Remarks for the PRS in Hong KongAfter the analysis of the PRS systems in South Korea, Sweden and United States ( Maine ) , it indicates that different stakeholders bear different proportion of physical and fiscal duty. Furthermore, a good Praseodymium should hold high collection and recycling rate. Since few electrical or electronic merchandises are produced locally in Hong Kong, manufacturers ‘ duties are in fact importers, distributers and retail merchants ‘ duty. For makers, it will be individually considered in the undermentioned subdivision.4.1 Physical DutyConsumer should co-operate in the PRS. They should dispose the e-waste to the aggregation sites or return back to the retail merchants or distributers. They could besides supply remark for the PRS to the authorities to implement a better system for e-waste direction. Incentive for consumers to take the e-waste back to the retail merchants or the aggregation sites is the of import measure. Collection sites should be easy accessible. Therefore, authorities and retail merchants or distributers should put up the broad spread aggregation sites in the 18 territories. They should supply a convenient manner to the consumers for disposal of e-waste. In Hong Kong, it is hard to put up ain recycling workss by manufacturers like the PR system in South Korea. Retailers and distributers should continue more duty. From the experience of South Korea and Sweden, labeling of the regulated merchandises should be done by the retail merchants or distributers. Therefore, consumers are able to cognize the cost of the PRS for the intervention and recycling of e-waste. Hong Kong has Numberss of retail merchants and distributers ; they may form or fall in a consolidator like El Kretsen in Sweden. With a cardinal consolidator, an enhanced organisation of aggregation and transit could be achieved. The retail merchants and distributers can pay the fee straight to the WEEE direction contractors Quality of intervention for e-waste is of import. The recyclers should handle and recycle the e-waste suitably. Environmental Protection Department can direct officers to look into the intervention procedure in the recycling works on a regular basis. Recyclers should follow the demands purely which are set up by authorities. Otherwise, authorities would ticket the recyclers. Monetary wages in South Korea has successfully decreased the figure of illegal dumping. Hong Kong authorities can larn from the experience of South Korea to put up some wages for describing illegal dumping.4.2 Financial ResponsibilityThere are two ways of bear downing methods from the experience of three topographic points. In Maine, the consumers need to pay the end-of-life fee when they dispose the e-waste. In Hong Kong, there is a building waste disposal bear downing strategy similar to Maine. However, it leads to big sum of illegal dumping in the New Territories. If the e-waste charging follows the same method, it likely leads to big sum of illegal dumping. In South Korea and Sweden, the fee is already included in the monetary value of the electrical contraptions. Therefore, it will enforce the fee to the importers and distributers, which is non welcome by them. In Hong Kong, after the audience paper released, the importers and distributers have unsatisfied to this option. However, in this option, Consumers do non necessitate to pay any fees when disposing the e-waste. This will diminish the inducement for consumer to dispose the e-waste illicitly. The two options have their ain pros and cons. Further treatment is needed. For the orphan e-waste, there is no step shown in the audience paper in Hong Kong. In the reviewed topographic points, merely Maine ‘s plan has steps to cover with it. First, retail merchants should merely sale electrical merchandises of manufacturers that are participated in the plan. It can diminish the figure of orphan e-waste coevals. Second, the intervention cost is divided by manufacturers by pro rata. It can ease the fiscal load from authorities to the manufacturers. Hong Kong can put up similar pattern to cover with the job of orphan e-waste.4.3 Collecting and recycling rateDifferent topographic points have different classs of e-waste included in the PRS. The proposed PRS in Hong Kong has similar regulated points to that in South Korea. After the execution of PRS in Hong Kong, the collection and recycling rate should accomplish a similar rate which is 11.0 kg/capita/year. Swedish plan achieve the highest rate which is 15.8 kg/capita/year and Maine ‘s plan merely r eached 1.8 kg/capita/year. These two values should be the favourable rate and lower limit rate that Hong Kong PRS should make severally.5 DecisionAfter reexamining the PRS in South Korea, Sweden and United States ( Maine ) , different states adopt the PRS with alone features. The Hong Kong authorities can larn from the strengths and failings of different strategies and do mentions for the hereafter patterns on e-waste direction. The authorities should happen a balanced point of duty among assorted stakeholders for e-waste directionLists of MentionDavis Gary. ( 1994 ) . Extended Producer Responsibility: A New Principle for a New Generation of Pollution Prevention. Department of Environmental Protection, State of Maine. ( 2010 ) . Report on Maine ‘s Household E-waste Recycling Program. El-Kretsen. ( 2010 ) . Sweden – universe leader in WEEE aggregation and intervention. Retrieved January 1, 2011, from El Kretsen hypertext transfer protocol: //www.el-kretsen.sesitespecificelkretsenfilespdfelelretur_foldern_engelsk.pdf Environment Bureau. ( 2010 ) . Safe and Sustainable: A New Producer Repsonsibility Scheme for Waste Electrical & A ; Electronic Equipment. Environmental Protection Department. ( 2005 ) . A Policy Model for the Mangament of Municial Solid Waste ( 2005-2014 ) . Retrieved January 1, 2011 from hypertext transfer protocol: //www.epd.gov.hk/epd/msw/htm_en/ch03/main.htm Environmental Protection Department. ( 2010 ) . Waste Reduction. Retrieved November 17, 2010 from Recovery of waste elctrical and electronic equipment: hypertext transfer protocol: //www.wastereduction.gov.hk/en/workplace/weee_intro.htm Future Energy Solutions. ( June 2003 ) . Study into European WEEE Schemes. Gangnam-gu Office. ( 2004 ) . One stop big volume waste intervention system. Retrieved January 1, 2011 from hypertext transfer protocol: //waste.gangnam.go.kr/ Greenpeace. ( 2010 ) . Contamination of e-waste. Retrieved November 27, 2010 from Greenpeace: hypertext transfer protocol: //www.greenpeace.org/china/ch/campaigns/e-waste/pollution Il-Ho Park. ( November 2006 ) . Policy Direction on E-Waste Recycling in Korea. Lee Soo-cheol, & A ; Na Sung-in. ( 4th June 2010 ) . E-waste Recycling Systems and Sound Circulative Economies in East Asia: A Compararive Analysis of Systems in Japan, South Korea, China and Taiwan. Sustainability, page 1632-1644. Lindhqvist T. ( 2000 ) . Extended Producer Responsibility in Cleaner Production: Policy Principle to Promote Environmental Improvements of Product Systems. Ming Pao. ( 28th December 2010 ) . Electronic Products levy consultaion. Ministry of Environment, Republic of Korea. ( 2010 ) . Extended Producer Responsibility. Retrieved January 1, 2011 from hypertext transfer protocol: //eng.me.go.kr/content.do? method=moveContent & A ; menuCode=pol_rec_pol_rec_sys_responsibility Rie Murakami-Suzuki and Sung-Woo Chung. ( 2008 ) . A Comparative Study of E-waste Recycling Systems in Japan, South Kore nad Taiwan from the EPR Perspective: Deductions for Developing States. Soo-cheol Lee and Sung-in Na. ( 4th June 2010 ) . E-waste Recycling Systems and Sound Circulative Economies in East Asia: A Compararive Analysis of Systems in Japan, South Korea, China and Taiwan. Ronald E. Hester and Roy M. Harrison. ( 2009 ) . Electronic waste direction. Royal Society of Chemistry. Knut Sander, Stephanie Schilling, Naoko Tojo, Chris new wave Rossem, Jan Vernon, & A ; Carolyn George. ( 2007 ) . The Producer Responsibility Principle of. Sweden. Kohei Sasaki. ( December 2004 ) . Examing the Waste from the Electrical and Electronic Equipment Mangement Systems in Japan and Sweden. The Sierra Club. ( May 2009 ) . Producer Responsibility Recycling. Retrieved January 1, 2011 from hypertext transfer protocol: //www.sierraclub.org/committees/zerowaste/producerresponsibility/index.asp UNEP. ( 2007 ) . E-Waste Vol. 1: Inventory Assessment Manual. Travis P. Wagner. ( 19th July 2009 ) . Shared duty for pull offing electronic waste: A instance survey of Maine, USA. Waste Management.

My Desired Leadership Style the Transformational Leader

I aspire to be a transformational leader. Transformational leaders possess the unique to inspire their subordinates to be the best they can be. This leadership style can be used for good or bad some Dr. Martin Luther King Jr. and Adolf Hitler were both transformational leaders. No matter what the circumstances are that motivate a transformational leader, they must possess values that guide them through their leadership. There is no cookie cutter example of a transformational leader each leader has their own way of doing things but an authentic transformational leader must utilize certain skills, competencies, experiences, knowledge, and traits. I personally believe that it is very important for a leader to have a versatile leadership approach. As I have developed my leadership skills over the past few years I have experienced uncomfortable situations and different personalities than my own and I have had to evolve my or change my leadership style based on the circumstances that I was faced with. Although I have had to adopt some characteristics or traits from other leadership styles I believe my core leadership style would be considered transformational leadership. Based on what I know about myself and what I have learned from others is that I am currently a transformational leader, but I desire to be a better transformational leader. What is a Transformational Leader? Transformational leadership is a type of leadership style that leads to changes in those who follow. A leader who is transformational motivates by transforming the identities and goals of individuals to coincide with those of the group (Lovaglia, Lucas, & Baxter, 2012). Transformational leaders have the innate ability to inspire their followers into action to achieve a common goal. For example during the 2008 presidential campaign Barrack Obama used his transformational leadership style by inspiring many, who had never voted before to get out and vote. Through his inspirational speeches, grassroots movement to register voters, and his seemingly American Dream come true life story he was able to, for a short period of time inspire and motivate an otherwise jaded and broken country that had been fractured among racial and economic lines for years to believe in and demand change. Transformational leaders are generally energetic, enthusiastic and passionate, and they invoke a since of ownership and pride in their followers. When faced with a problem or issue within an organization the transformational leader can create relay a message so that it is either accepted with enthusiasm or without contention. Instead of trying to force change on their subordinates the transformational leader creates an atmosphere of even exchanges of thoughts and ideas toward the changes. This type of leader seeks to motivate followers by transforming their conceptions of self and their private goals to coincide with the larger purposes of the group. Rather than working for money, employees work to be part of the success of a larger mission. The concept of transformational leadership was initially introduced by leadership expert and presidential biographer James MacGregor Burns. According to Burns, transformational leadership can be seen when â€Å"leaders and followers make each other to advance to a higher level of moral and motivation. † Through the strength of their vision and personality, transformational leaders are able to inspire followers to change expectations, perceptions and motivations to work towards common goals. Later, researcher Bernard M. Bass expanded upon Burns original ideas to develop what is today referred to as Bass’ Transformational Leadership Theory. According to Bass, transformational leadership can be defined based on the impact that it has on followers. Transformational leaders, Bass suggested, garner trust, respect and admiration from their followers. Bass suggested that there are four components of a transformational leadership which are intellectual stimulation, individualized consideration, inspirational motivation and idealized influence. Intellectual stimulation is when the leader encourages their followers to be creativity, the followers is encouraged to explore new ways of doing things. Recognizing that all followers are not the same is an important aspect of a transformational leader’s influence, offering support and encouragement to individual followers, that leads to an increased since of accomplishment and self-esteem is considered individualized consideration. Inspirational motivation is when the leader can invoke the same passion and enthusiasm that they have about a vision and goal, in their followers. On January 20, 1961 President John F. Kennedy inspired and an entire county with one sentence from his inaugural speech â€Å"ask not what your country can do for you — ask what you can do for your country†. This important quote inspired Americans to take action and make changes during the 1960’s the country changed the way it looked at civil rights, women’s liberation and war. Idealized influence is the same as leading by example, because followers trust and respect the leader they tend to model their behavior and actions after the leader and began to internalize and adopt the leader’s ideas. Modern Day Transformational Leader A good example of a modern day transformational leader is Bill Gates, former chief executive and current chairman of Microsoft, the world’s largest personal-computer software company, which he co-founded with Paul Allen. Bill Gates can be considered a transformational leader because he is regarded by his followers as an expert and visionary in his field, also has gained respect and credibility based on his past management experience. Through his philanthropic work and can do attitude he leads by example. Transformational leaders build trust in their leadership and attainability of their goals through an image of seemingly unshakable self-confidence, strength of moral conviction, personal example and self-sacrifice, and unconventional tactics or behavior. They are perceived to have unusual insight and ability to act in a manner consistent with their vision and values. Gates has managed to display most of the characteristics of a transformational leader. Why I selected this Leadership style? The reason I chose transformational leadership as my desired leadership style because this leadership style is most aligned with my natural personality according to the traits of a transformational leader. I strive to be a transformational leader because transformational leaders in my experience are the most successful and have more respect and loyalty from their followers. Transformational leaders have the ability to make an impact on not only organizational growth but also the personal and professional growth of those that work for and with them. I want to be a transformational leader because I want to be a solution to the problem instead of complaining about or being part of the problem and I want to guide people to do the same. I live by the old adage â€Å"if you’re not part of the solution you are part of the problem†. Transformational leaders are part of the solution. Important Values The values I feel are important for me to model the transformational leadership style are adaptability, openness, enthusiasm, and morality. Adaptability is an important value for a transformational leader to have because they must adapt their leadership style to the different personalities, needs, and skills of their team. Act as a mentor or a coach more so than a boss. Assign and delegate work based on talents and interests, but also challenge their comfort zones. This was the value I struggle with the most because I am stubborn and I am at tine relentless in my beliefs and I sometime refuse to bend. In order for a transformational leaders to transform effectively they need to foster innovation by challenging assumptions about what can and cannot be done. React to mistakes and failures in a way that shows that risk-taking is condoned. Give support, provide resources, and remove barriers to change. Approach problems as learning opportunities. By showing that there is value in independent thinking and reward people who challenge. By allowing an atmosphere that promotes creativity and inspires change a leader has to be open to idea’s that are different. In order to guide a team in the direction the leader needs the group to go is by measuring and monitoring results in order to even began to inspire anytime of inspirational a leader needs to start with setting a vision, strategy, and goals. Then motivate them to bring their best by expressing the leader’s passion, by communicating with confidence and optimism, and connecting tasks to a greater purpose. It is important for a leader to have morals and lead by example, and act with integrity and ethical standards; with both behaviors and words. Just as small children mimic and emulate their parents, subordinates will take note of what their leader does and use it as a template for how they act and behave. It happens automatically and subconsciously, whether the behavior is positive or negative—people will follow a leader’s example. Model of a Transformational Leader In order to model the transformational leadership style there are certain skills competencies, experiences, knowledge and traits that a person needs to possess. According to the Piedmont Resources group a Real Estate consulting group and Small Business Advisor a transformational leader should possess 5 skills. Those skills are communicate vision and goals clearly and without uncertainty, being able to listen, collaborate and empower, build relationships, provide intellectual stimulation, and lead by example. In order for people to follow a leader a leader must be able to set the road map for the trip the group is about to take. A true leader provides a clear direction with confidence and certainty. Hearing a massage and listening to a message are not the same thing, they are not hearing is a biological process that can be scientifically explained, listening is a psychological phenomenon. Listening is the ability to process what you here. When a leader listens to their followers there collaboration becomes effective and then the leader can empower followers to create change. Relationship building is a given part of the leader and subordinate roles. Building Relationships that Work helps you revitalize the relationships that affect the quality and profitability of your business. It goes beyond strategies for influencing the behavior of others to provide a process for creating clear communications, effective collaboration, and relationships that achieve results (http://executiveeducation. wharton. upenn. edu, 2013). Transformational leaders stimulate the efforts of their followers as regards innovativeness and creativity, stimulate permanent reexamination of the existent assumptions, stimulate change in the way of thinking about problems, and plead the use of analogy and metaphor. The last and most important skill needed by a transformational leader is the ability to lead by example a transformational leader needs to show followers the correct behavior by modeling appropriate actions. For me I am fulfilling my dream of being a leader in my company. I feel that I possess most of the qualities of a transformational leader. My only problem is that I have I am fairly new and I do not have an extensive leadership background that is needed to be a strong transformational leader. I think that I possess all of the skills needed to be a transformational leader. In fact I was just evaluated 2 weeks ago by our company’s Vice President and I was complimented on being and effective and enthusiastic leader who turned a struggling team around. Conclusion Transformational leaders are individuals who with their own knowledge, imaginations and ability to influence the behavior of people, make conditions for transforming. The key to being a successful transformational leader is producing real change through people to achieve the company’s ultimate goal through inspiration rather than fear, intrinsic rewards rather than monetary rewards and creating an atmosphere of innovation. References http://executiveeducation.wharton.upenn.edu. (2013, July 13). Retrieved from The Wharton School :Aresty Institute of Executive Education: http://executiveeducation.wharton.upenn.edu/for-individuals/all-programs/building-relationships-that-work Lovaglia, M. J., Lucas, J. W., & Baxter, A. (2012). The Transforming Leader: New Approaches To Leadership For The Twenty-First Century. (C. S. Pearson, Ed.) San Francisco, California: Berrett-Koehler Publishers, Inc. Shriberg, D., & Shriberg, A. (2010). Practicing Leadership Principles and applications. Hoboken, NJ: John Wiley & Sons, Inc.

Discuss the ways in which women’s domestic role

Beginning in the home, a woman's role is socially constructed from an early age. A woman's role models are traditionally her parents and many women naturally follow in their mothers footsteps. However, this can often work In reverse and women of whose mothers stayed at home In a domestic care role then go on to carve careers for themselves. Although these days women do have careers they are still socially seen as the homemaker regardless of this.A woman's domestic role is often run alongside other work and a great number of women choose careers which are care eased. The sexual division of labor is at the heart of gender inequality, which is underpinned by the patriarchal family structure where the man Is the highest authority and sole provider and there Is a rolled dolls of tasks and responsibilities, all of which have been regulated by social norms that have become constructed and ingrained over time. Florence Nightingale was a great influence in creating the nursing/caring role.She acknowledged that a great number of women naturally progressed into care roles and so she introduced the role of a nurse yet it was not a consider profession at this point Medical stations in the Crimean war were poorly staffed with awful medical and sanitary conditions. This was reported by the media In Britain. Florence Nightingale, one of 38 voluntary nurses traveled to Turkey to help relieve the situation. Nightingale worked towards improvements in sanitation, nutrition, and activity for the patients of the hospitals.Death rates were reduced dramatically with the introduction of such measures. Nightingale kept meticulous records of the number of deaths, and the causes of deaths, so that on her return to Great Britain she could Justify the need for Improving conditions In hospitals. Criticisms of Florence Nightingale have been that she created a female occupation, excluding males based around her view that women were naturally caring and naturally gifted at looking after people. This only emphasized ‘female virtues' especially in the media as they made this her main point even though there was much more to her than Just this point. As a result of what she did the beliefs of the male professionals were further supported. Those beliefs being that women are innate males in the workforce and the nursing role was stereotyped as a role which only women performed bringing with It the stereotype which we still hold today. Even now, with many more men taking on the role of the nurse we seem to find this unusual and sometimes quite a surprise.During this time the education system excluded women from the ability to gain scientific knowledge and the medical profession denied access to women who actually had managed to gain education. After Florence Nightingale, Ethel Bedford Fenwick (who is she) said that by 1901 , although we had moved on from the workhouses there was still no professional nurses in Britain and campaigned for a nationally recognized training sys tem to create an actual nursing ‘profession' This era was such named the era of the ministering angel' She worked to elevate nursing from the time of Florence Nightingale.During much of the 20th Century there was little progress with the imbalance of male to female care professions, even with the introduction of the INS women still made up the majority of the workforce in the INS with the male professions making up the majority of top rank Jobs, such as surgeons and insulates, much higher paid, recognized and respected professions. Domestic service of all kinds was the single largest employer of women (40 per cent of female occupations stated in the census of 1851 in provincial cities and 50 per cent in London).The textile and clothing sectors came a close second (http:// www. BBC. Co. UK/history/British/Victorians/women's_work_OLL . SHTML) A greater number of women than men choose Job roles in the care industry. Ann Oakley refers to this as being the influence of gender oscil lation and the women's domestic role in the home throughout history. This fact adds to the divide between men and women in the health and social care sector with statistics showing that in 2010 for an example, women made up 74% of the workforce in the INS and men only 26%.Even the most educated women earn less than men, women generally receive a lower return on their education and workplace discrimination against women is reflected in pay irrespective of educational level. In 2009 the BAM report was released, highlighting the inequality in male and female salaries within the health care industry. An average gap of El 5,245 between men and women in the same reversions. â€Å"Our results show that men and women with identical experience and expertise are paid differently – which suggests evidence of discrimination† (BAM 2009) It seems women are discriminated against due to her weakness in her ability to move.