F Australia, Canada and the United Kingdom Oceans Policy

F Australia, Canada and the United Kingdom Oceans Policy Introduction The Worlds current approach to ocean policy and sustainable maritime development is based on two main International strategic foundations: UNCLOS and UNCED. Both if integrated they provide the basis for oceans governance and oceans policy frame work. They enable states to exercise and protect Nationals sovereign rights and jurisdiction over marine resources and offshore areas. At the same time they obligate states to ensure ocean uses are ecologically sustainable. The implementation of the provisions of UNCLOS, related Conventions, rules and standards relating to the protection and preservation of the marine environment and to the conservation and management of living marine resources, as well as the implementation of the commitments agreed to in Chapter 17 of Agenda 21, present some of the major challenges facing the international ocean community. These challenges cannot be met by one region, one State, one ministry, or one local community alone. It is therefore very important to st rengthen cooperation and coordination at all levels. At the national level, the marine dimension must be integrated within the overall national policy. The adoption of an ocean policy is a very important mechanism to achieving an integrated, interdisciplinary, intersectoral and ecosystem-based approach to oceans management. A coherent legislative framework is also essential. However the development of this national oceans policy depends on every state situation. Vertical and horizontal integration between these two foundations, need a high political umbrella and a lead ministry for setting the national marine agenda. This agenda must be based on sound scientific priorities development plan required for understanding how best to protect Nationals marine biological diversity, the ocean environment and its resources, and on a wide consultation process with all stakeholder. Comparative analysis of the development process of national ocean policy in major maritime nations such as Austral ia, Canada, the United Kingdom, shows in spite of the fact that Agenda 21 has provided a clear defined programme and management activities, each country have followed a different approach in developing its national oceans management strategy. All of them have used these two international foundations and their guiding principles in developing their oceans policies. These approaches are integrated in content and are precautionary and anticipatory in ambit, as required by UNCLOS and as reflected in the Chapter 17 of Agenda 21 programme areas. The first programme in chapter 17 is Integrated management and sustainable development of coastal areas, including exclusive economic zones. (Agenda 21, 1992). To this end, and according to Chapter 17 the state should establish the necessary strengthening appropriate coordinating mechanisms (such as a high-level policy planning body) (Agenda 21, 1992). It further states Such mechanisms should include consultation, as appropriate, with the academic and private sectors, non-governmental organizations, local communities, resource user groups, and indigenous people. Also coastal states are required to improve their capacity to collect, analyse, assess and use information for sustainable use of resources, including environmental impacts of activities affecting the coastal and marine areas. Information for management purposes should receive priority support in view of the intensity and magnitude of the changes occurring in the coastal and marine areas. Other related management activities include: Preparation and implementation of land and water use and sitting policies; Implementation of integrated coastal and marine management and sustainable development plans and programmes at appropriate levels; Preparation of coastal profiles identifying critical areas, including eroded zones, physical processes, development patterns, user conflicts and specific priorities for management; Prior environmental impact assessment, systematic observation and follow-up of major projects, including the systematic incorporation of results in decision-making; Contingency plans for human induced and natural disasters, including likely effects of potential climate change and sea level rise, as well as contingency plans for degradation and pollution of anthropogenic origin, including spills of oil and other materials; Improvement of coastal human settlements, especially in housing, drinking water and treatment and disposal of sewage, solid wastes and industrial effluents; Periodic assessment of the impacts of external factors and phenomena to ensure that the objectives of integrated management and sustainable development of coastal areas and the marine environment are met; Conservation and restoration of altered critical habitats; Integration of sectoral programmes on sustainable development for settlements, agriculture, tourism, fishing, ports and industries affecting the coastal area; Infrastructure adaptation and alternative employment; Human resource development and training; Public education, awareness and information programmes; Promoting environmentally sound technology and sustainable practices; Development and simultaneous implementation of environmental quality criteria. The Kingdom of Saudi Arabia stands at a cross road. The Kingdom has the opportunity to develop its maritime sector and sustainably manage national marine resources. The status of national marine resources and governance is not good; marine resources are degraded and marine governance is inadequate. This indicates that an urgent action is needed to save the threatened national seas and opportunities. As has been highlighted and underlined in previous chapters, Saudi Arabia marine governance must be reorganized under one document: a comprehensive National Marine Policy. Comprehensive national marine policies are a relatively new trend in ocean governance. As implied they address all marine and coastal issues. NMPs are a response to the sectoral fragmented approach currently dominating marine governance which often leads to unorganized management and authority as new responsibilities are delegated to different agencies as they arise. In addition to incorporating all marine and coastal i ssues, NMPs seek to integrate all levels of governance: local, provincial, national, regional and international. The term integrated management is used to describe this approach. Although many countries and regions have created comprehensive marine or ocean policies, I focus on marine policy development process and governance as developed and experienced in Australia, Canada and the United Kingdom for two reasons: First they represent the first three leading countries in the world that have developed comprehensive ocean policy and governance framework and is being implemented and tried to differing levels of success; Canada enacted the Oceans Act of 1996 followed by the release of Australias Ocean Policy in 1998. Great Britain followed in May 2002, with Safeguarding Our Seas: A Strategy for the Conservation and Sustainable Development of our Marine Environment. Each country has followed a different policy route to sustainable oceans development. While Australia has followed a totall y pure policy frame work by providing a new structure, mechanism and policy guidance for delivering its comprehensive national oceans policy; Canada followed a different approach by first providing a comprehensive legal framework for oceans uses and resources management within Canada different maritime zones including the 200nm EEZ and continental shelf, second by producing Canada Oceans Strategy in July of 2002. The United Kingdom has followed a totally different approach by first developing a conservation strategy followed by introducing a single piece of legislation to protect the marine environment by enacting in 2009 the Marine and Coastal Act. Second, the three countries have developed their policies in accordance with Chapter 17 of Agenda 21 and based on the 1994 United Nations Convention on the Law of the Sea (UNCLOS). Being the world leaders in oceans policies, I focus on oceans policy development process in these three countries as examples; their successes and leadership role in oceans policy can guide the creation of the Kingdom of Saudi Arabia National Marine Policy. Comparative Overview of Australia, Canada and the United Kingdom oceans policy Australia: Initiation Process: Australia is the first country to set in place a policy framework for an integrated and ecosystem based planning and management for all of Australias marine jurisdictions. With the release of Australias Oceans Policy (AOP) in 1998, Australia has demonstrated a world leadership by implementing a coherent, strategic planning and management framework for dealing with complex issues confronting the long term future of Australias oceans (AOP1, 1999). AOP was initiated by a political announcement from the prime minister, followed by a wide public consultation process using a consultation document (Oceans- New Horizon). AOP process was initiated by the end of 1995 when the Prime Minister at that time announced that the Commonwealth government had agreed to the development of an integrated oceans strategy that would deal with the management of Australias marine resources (AOP, 1998). However, due to the federal election and change of government little progress was achieved, but in 1996 the n ew government announced that it would continue developing the oceans policy as being an environmental protection policy and transferred the responsibility for developing the policy agenda from the Department of the Prime Minister and Cabinet to the Department of Environment, Sport and Territories (DEST) (Bateman, 1997). Later on the name of this department has been changed to the Department of Environment and Heritage (DEH) charged with protecting and conserving Australias natural environment and cultural heritage. Lead Ministry: In 1996 the new Australian government announced that it would continue developing the oceans policy as being an environmental protection policy and transferred the responsibility for developing the policy agenda from the Department of the Prime Minister and Cabinet to the Department of Environment and Heritage (DEH) (Vince, 2003). As a result of the transfer of responsibility for oceans policy development, Australia Environment Minister led the process by establishing an intergovernmental committee to assist with the preparation of the policy (Vince, 2003). Using the collaborative arrangements and formal intergovernmental linkages, the Minister established a committee encompassing members from major Commonwealth agencies involved in marine affairs. Also a number of other committees were formed during these early stages of development to assist with the development of a discussion paper (Vince, 2003). The Committee has prepared the Oceans-New Horizon paper which has been launched in M arch 1997 to assist in the first consultations round with State, Territory and Local governments, peak bodies and organizations and the general public. The New Horizon set out a draft vision, goal and objectives for Australia Oceans Policy and an indication of some of the broad issues relevant to an Oceans Policy as well as briefly introducing some of the features of Australia oceans (New Horizon, 1997). Consultation Process: After the publication of the New Horizon paper a second round of consultation begun through a public forum to review the draft policy paper (MAGOP, 1998). During this process, Environment Australia organised public forums where the public could get an overview of the Issues Paper and to provide comment. The forums consisted of two parts, the first part included a formal briefing from Environment Australia officials while the second component was an information session organised by the state branches of the Marine and Coastal Communities Network (MCCN) (Vince, 2003). Maritime Ministerial Board Before the release of AOP the Australian Government established a Ministerial Advisory Group on Ocean Policy in 1997 to provide advice to the Minister for Environment and Heritage on the views of the broad range of stakeholders of the policy and any other issues the Group thought relevant to the development of the policy (AOP1, 1998). It has also been suggested that the MAGOP was established to gain the support of NGOs during the Policy process as well as to promote public awareness (Vince, 2003). Later on the MAGOP was replaced by a National Oceans Ministerial Board (NOMB) of key Commonwealth Ministers, chaired by the Minister for the Environment and Heritage (Foster, 2005). The task of the board is to drive the implementation of the AOP by overseeing regional planning processes, furthering policy development, overseeing cross sector coordination, setting priorities for program expenditure and coordinating the Oceans Policy with State governments (AOP1, 1998). Oceans Strategy: Based on the wide policy consultation process Australia was quickly able to develop its sustainable National Ocean Policy and vision of Healthy oceans: cared for, understood and used wisely for the benefit of all, now and in the future(AOP1, 1998). The aim of the strategy is to overcome problems perceived to arise from a division of powers and responsibilities leading to jurisdictional overlap and inconsistencies in ocean management (Vince, et al. 2003). The strategy also intends to overcome the problems and limitations imposed by sector based management by supporting integration across sectors through regional marine planning. AOP came in two volumes (AOP1, 1998). The first volume targeted nine major objectives: 1) exercise and protect Australias rights and jurisdiction over offshore areas, including offshore resources. 2) To meet Australias international obligations under the United Nations Convention on the Law of the Sea and other international treaties. 3) To understand and prot ect Australias marine biological diversity, the ocean environment and its resources, and ensure ocean uses are ecologically sustainable. 4) To promote ecologically sustainable economic development and job creation. 5) To establish integrated oceans planning and management arrangements. 6) To accommodate community needs and aspirations. 7) To improve expertise and capabilities in ocean-related management, science, technology and engineering. 8) To identify and protect Australias natural and cultural marine heritage. 9) To promote public awareness and understanding (AOP1, 1998). The key principles that were used in developing Australia ocean policy intrinsically; indigenous peoples interests; stewardship ethic; intergenerational and social equity; ecologically sustainable use; conservation of biological diversity; participatory, transparent and accountable decision making and management; and integrated planning and management(AOP1, 1998). Ocean Action Plan: The second volume of Australias Oceans Policy complements the first volume of the Policy by outlining specific measures that are being or will be pursued by the Commonwealth across ocean sectors and interest(AOP2, 1998). The Specific Sectoral Measures volume is comprehensive in its scope, covering the major environmental, industry, community, research, scientific, international and defence interests that the Commonwealth has responsibility for in marine jurisdictions. The document has identified 390 commitments across those five broad areas and detailed implementation schedule of actions. The schedule identified organisations responsible for implementing actions, priorities, milestones and resourcing (AOP2, 1998). This detail facilitated the auditing of the Policy and contributed to an assessment of its effectiveness. New Institution To implement AOP a National Oceans Office (NOO), was established to provide secretariat and technical support and programme delivery for oceans policy initiatives(AOP1, 1998). The NOO was responsible for coordinating the overall implementation and finalize the detailed implementation schedule of actions and further development of the Oceans Policy(AOP2, 1998). NOO also was responsible for coordination and distribution of information on oceans policy implementation and regional marine planning matters to all stakeholders(Addison and Chenko, et al. 2005). Other new institutions included the National Oceans Ministerial Board, Regional Marine Plan Steering Committees and the National Oceans Advisory Group (NOAG). In 2005 NOO lost its executive agency status and is now located within the Marine Division of the Department of Environment and Heritage (DEH, 2005). The Minister of Environment and Heritage has the responsibility for NOO through the department and reports to Cabinet on its prog ress (Haward and Vince, 2006). Ocean Research Priorities Plan: Whilst AOP development process was progressing, the Marine Science and Technology Working Group, comprising representatives of Australian Government marine science and related agencies, as well as State research institutions and non-government marine science interests; were working to develop Australias Marine Science and Technology Plan (Alder, 2001). The government aimed to develop and release the Plan as a companion to Australias Oceans Policy(Vince, 2004). The Marine scientific advisory committee was tasked with promoting coordination and information sharing between Government marine science agencies and across the broader Australian marine science community(AMSTP, 1999). The MSTC prepared a Marine Science and Technology Plan to provide a strategy, consistent with the Oceans Policy, for integrated and innovative science, technology and engineering. The Plan encompasses three major programs under each program multiple objectives(AMSTP, 1999): . Understanding the Marine Environment ( 7 objectives) Using and Caring for the Marine Environment ( 15 objectives) Infrastructure for Understanding and Utilising the Marine Environment ( 6 objectives). Legislation:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Australia Oceans Policy has established new institutions to oversee the implementation of the Regional Marine Planning process. The institutions have emphasised a departure from traditional sectoral arrangements whilst incorporating over 100 laws and policy instruments addressing aspects of the management of the marine environment and the legal jurisdictional framework established through offshore federalism(Haward and Vince, 2006). The Offshore Constitutional Settlement (OCS) returned the jurisdiction over 3nm from the low water mark to the states(Stark, 2004). OCS remains the primary intergovernmental arrangement governing ocean and marine resources in Australia and makes up the jurisdictional framework for the development and implementation of the Ocean Policy(Vince, 2004). Since Australia Ocean Policy has been developed as being an environmental protection policy the principal Australian legislation is the Environmental Protection and Biodiversity Conservation Act 1999(cth) (EPBC Act)(Akwilapo, 2007). The EPBC Act and the associated Environment Protection and Biodiversity Conservation Regulation 2000 (EPBC Regulation) provide a national framework for Environment protection through focusing on protecting areas of national environmental significance and on the conservation of Australias biodiversity (Akwilapo, 2007). On the other hand, a commitment to ecologically sustainable development and multiple use management is embedded within the Oceans Policy framework emphasising a commitment to, inter alia, the United Nations Conference on Environment and Developments (UNCED) Agenda 21 principles and UNCLOS (Akwilapo, 2007). Integrated Marine Spatial Planning The AOP emphasised that Australia Regional Marine Plans is based on large marine ecosystems. This system helps to maintain ecosystem health and integrity while promoting multiple use of oceans by integrating sectoral commercial interests and conservation requirements. Australia approach to Integrated Ocean Planning and Management encompass the following(AOP2, 1998): Development of a new institutional arrangement comprising the National Oceans Ministerial Board, the National Oceans Advisory Group and the National Oceans Office and Regional Marine Plan Steering Committees. Providing policy guidance for oceans planning and management. Regional Marine Plan, based on large marine ecosystems. The first plan was developed for the south-eastern region of Australias EEZ. Funds for National marine resource surveys; development of sustainability indicators and monitoring; and rapid assessments of the biological resources of Australias oceans. The resulting information based was used to underpin effective regional integration for planning and management. These assessments also benefit industry by providing information on potential new resources such as deep-water fisheries and pharmaceuticals. Development of National Representative System of Marine Protected Areas. Development of Marine Parks and World Heritage Areas. Maritime Safety and Environment Protection Plan The Australian and New Zealand Environment and Conservation Council (ANZECC) has developed a strategy to protect the marine environment from shipping operations through improved environmental management of shipping and related activities(Stark, 2004). The strategy encompass: designation of marine sensitive areas, promote improvement of waste reception facilities at ports, marinas and boat harbours, improve anti-fouling practices, management and piloting a national monitoring programme for marine debris, community and industry awareness, and support for the enhanced National Plan to Combat Pollution of the Sea by Oil and Other Noxious and Hazardous Substances (the National Plan) (AOP1, 1998). Under the AOP the Government committed to enhance maritime safety and highlighted the importance of enhancing regional cooperative arrangement for search and rescue, development and implementation of search and rescue arrangements; implementation of the Global Maritime Distress Safety System(GMDS S), pursue consistent requirements for the use of Emergency Position Indicating Radio Beacons (EPIRBs) and maritime communications for small vessels(AOP2, 1998). To further ensure the Safety of Navigation, the Government committed to maintain efficient coast-effective maritime safety navigation services and infrastructure, expansion of the local area Differential Global Positioning Systems (DGPS) services; technological development in marine navigation, and involvement in the International Association of Lighthouse Authorities and other international forums to ensure global navigational safety policies, standards and new technologies(AOP2, 1998). Maritime Surveillance and Security Plan To ensure that there is an effective and efficient surveillance capacity for Australias marine jurisdictions and effective enforcement of national legislation throughout Australias marine jurisdictions. Under the Oceans Policy the Australian government continued to pursue through the Convention on the Conservation of Antarctic Marine Living Resources (CCAMLR) and other; to increase action addressing illegal fishing in CCAMLR and adjacent waters; increased surveillance and enforcement measures in the Great Barrier Reef; continued to cooperate to review and rationalise effort involved in and capacity for surveillance and enforcement including reviewing legislation relating to enforcement in Australias marine jurisdictions(AOP2, 1998). The Oceans Policy highlighted that the Australian Defence Forces (ADF) tasks encompass safeguarding these areas, controlling of maritime approaches to exercise and protect Australias sovereignty and sovereign rights. This involve preparedness and continge ncy planning; maritime surveillance and response; fisheries law enforcement; search and rescue; hydrographic services; and the Australian Oceanographic Data Centre (AODC)(AOP2, 1998). Maritime Sector Development Plan During AOP development process the Marine Industry Development Strategy was also announced. The Strategy highlighted what the Marine Industry is worth what should incur for further resourceful developments(AOP2,1998). It illustrated that 90 per cent of Australias oil and gas is sourced offshore; that the shipbuilding industry supplies one third of the worlds high speed ferry market; wild capture fisheries represent a major primary industry; and that marine tourism is a booming industry(Vince, 2004). The Specific Measures Volume of Australia Oceans Policy underpinned several challenges facing the maritime sector and the various activities such as : fisheries; aquaculture; offshore petroleum and minerals; shipping; marine tourism; marine construction, engineering and other industries; pharmaceutical, biotechnology and genetic resources; and alternative energy resources. For meeting these challenges the policy proposed numerous activities under each one of them. For example to meet the shipping sector challenge to increase trade and regional development by delivering safe, efficient, competitive and environmentally responsible maritime infrastructure and shipping services(AOP2, 1998). The policy identified measures including: regulatory reform of the maritime sector with a view to removing barriers to competition, rationalise jurisdictional arrangements, harmonise standards and promote mutual recognition; and encourage continuous improvements in shipping and waterfront sectors to enhance the competitiveness of Australian trade and industry; to continue Australia leading role in international trade and maritime forums to ensure access to competitive and efficient international shipping services is maintained(AOP2, 1998). Marine Education and Training Plan Under Australias Marine Science and Technology Plan, NOO is responsible for providing advice to the Ministerial Board on marine research priorities relevant to the Oceans Policy to ensure that the marine research agencies are kept informed of the Governments emerging priorities(TFG, 2002). The NOMB is responsible to consider Government priorities for publicly funded marine research related to the implementation of the Oceans Policy including: community capacity building, networking opportunities, and community participation in marine management, research and monitoring and data collection; and provide opportunities for community representation on consultative committees in regard to marine resource management, the establishment of a new marine science research and teaching centre at Coffs Harbour; support for the Australian, Pacific and Global Oceans Observing Systems; establishment and operation of a Regional Office of the International Oceanographic Commission in Perth, Western Aus tralia; provision of quality maritime education and research; and training and employment in jointly managed parks; development of a long term marine education policy and programme for kindergarten to year 12 to be incorporated in curricula in all States and Territories; development of relevant resource materials for use in schools and Technical and Further Education colleges in cooperation with professional bodies; and support for the provision of quality practical educational material for teachers and students(AMSTP, 1999). National Maritime Information Center To improve monitoring and understanding of marine ecosystems and the impacts of resource use Australia government has developed the Australian Coastal Atlas, within the Environmental Resource Information Network (ERIN), to allow general access to adequate information for community involvement in oceans management as a fundamental element of the Australian Spatial Data Infrastructure(AOP2, 1998). Thus, the Australian government provided support for the Marine and Coastal Community Network to develop a comprehensive communication strategy to assist the public, industry and governments learn about and understand the role of Australias Oceans Policy. Also the government supported the Australian Surveying and Land Information Group (AUSLIGs) continuing development of the Australian Maritime Boundaries Information System as a national database of Australias maritime jurisdictional boundary data to provides Australias with an independent and scientifically credible information on Australias environment for decision-makers and the wider community(AOP2, 1998). AUSLIG is the Commonwealth focal point for coordination of geodetic information and works closely with State and Territory agencies, the Inter-governmental Committee on Surveying and Mapping (ICSM) and industry groups towards the provision of the highest quality geodetic infrastructure(AUSLIG, 2009). Moreover, AUSLIGs under the ocean policy is responsible for the development of a coordinated observations and methods to analyse and interpret the data that will make optimum use of information from remote and in situ measurements at the space and time scales required for effective monitoring, use, management and conservation(AOP2, 1998). It is clear that the lack of a comprehensive system of monitoring sites, and lack of long-term commitment to monitoring inshore and offshore, particularly on the scale of large marine ecosystems has affected Australia ability to assess changes in the condition of the marine environme nt. Thus, AOP recognized that Integration of coastal, inshore and offshore monitoring activities is vital to National capacity for future assessments and maintenance of marine and coastal environments(AOP1, 1998). National Oceans Forum To provide for Community representation and participation, the AOP established a National Oceans Advisory Group as a non-government consultative and advisory body to the National Oceans Ministerial Board(AOP1, 1998). The NOAG is responsible for promoting strategic management of the ocean environment and its resources; to provide opportunities for community representation on consultative committees in regard to marine resource management and facilitate consultation with peak indigenous groups on the requirements for establishing a national consultative mechanism, such as an annual forum(AOP1, 1998). Thus, to promote implementation of Australia Oceans Policy, the policy called for holding a National Oceans Forum to coordinate across the agencies responsible for the development of Aboriginal and Torres Strait Islander and a broad national cross-section of those with a stake in the management of Australia oceans(IOC, 2007). International Cooperation: Given the dynamic nature of the marine environment, AOP recognized that the effective implementation of the Oceans Policy requires cooperation with immediate neighbours and other countries to address the transboundary impacts and improve regional cooperation on ocean issues(AOP1, 1998). Thus, AOP called for: peaceful use of the oceans and cooperation in access for national and international scientific research and monitoring programmes; cooperation with neighbouring countries and with industries to maximise resources; improved cooperation and coordination between existing coastal mo F Australia, Canada and the United Kingdom Oceans Policy F Australia, Canada and the United Kingdom Oceans Policy Introduction The Worlds current approach to ocean policy and sustainable maritime development is based on two main International strategic foundations: UNCLOS and UNCED. Both if integrated they provide the basis for oceans governance and oceans policy frame work. They enable states to exercise and protect Nationals sovereign rights and jurisdiction over marine resources and offshore areas. At the same time they obligate states to ensure ocean uses are ecologically sustainable. The implementation of the provisions of UNCLOS, related Conventions, rules and standards relating to the protection and preservation of the marine environment and to the conservation and management of living marine resources, as well as the implementation of the commitments agreed to in Chapter 17 of Agenda 21, present some of the major challenges facing the international ocean community. These challenges cannot be met by one region, one State, one ministry, or one local community alone. It is therefore very important to st rengthen cooperation and coordination at all levels. At the national level, the marine dimension must be integrated within the overall national policy. The adoption of an ocean policy is a very important mechanism to achieving an integrated, interdisciplinary, intersectoral and ecosystem-based approach to oceans management. A coherent legislative framework is also essential. However the development of this national oceans policy depends on every state situation. Vertical and horizontal integration between these two foundations, need a high political umbrella and a lead ministry for setting the national marine agenda. This agenda must be based on sound scientific priorities development plan required for understanding how best to protect Nationals marine biological diversity, the ocean environment and its resources, and on a wide consultation process with all stakeholder. Comparative analysis of the development process of national ocean policy in major maritime nations such as Austral ia, Canada, the United Kingdom, shows in spite of the fact that Agenda 21 has provided a clear defined programme and management activities, each country have followed a different approach in developing its national oceans management strategy. All of them have used these two international foundations and their guiding principles in developing their oceans policies. These approaches are integrated in content and are precautionary and anticipatory in ambit, as required by UNCLOS and as reflected in the Chapter 17 of Agenda 21 programme areas. The first programme in chapter 17 is Integrated management and sustainable development of coastal areas, including exclusive economic zones. (Agenda 21, 1992). To this end, and according to Chapter 17 the state should establish the necessary strengthening appropriate coordinating mechanisms (such as a high-level policy planning body) (Agenda 21, 1992). It further states Such mechanisms should include consultation, as appropriate, with the academic and private sectors, non-governmental organizations, local communities, resource user groups, and indigenous people. Also coastal states are required to improve their capacity to collect, analyse, assess and use information for sustainable use of resources, including environmental impacts of activities affecting the coastal and marine areas. Information for management purposes should receive priority support in view of the intensity and magnitude of the changes occurring in the coastal and marine areas. Other related management activities include: Preparation and implementation of land and water use and sitting policies; Implementation of integrated coastal and marine management and sustainable development plans and programmes at appropriate levels; Preparation of coastal profiles identifying critical areas, including eroded zones, physical processes, development patterns, user conflicts and specific priorities for management; Prior environmental impact assessment, systematic observation and follow-up of major projects, including the systematic incorporation of results in decision-making; Contingency plans for human induced and natural disasters, including likely effects of potential climate change and sea level rise, as well as contingency plans for degradation and pollution of anthropogenic origin, including spills of oil and other materials; Improvement of coastal human settlements, especially in housing, drinking water and treatment and disposal of sewage, solid wastes and industrial effluents; Periodic assessment of the impacts of external factors and phenomena to ensure that the objectives of integrated management and sustainable development of coastal areas and the marine environment are met; Conservation and restoration of altered critical habitats; Integration of sectoral programmes on sustainable development for settlements, agriculture, tourism, fishing, ports and industries affecting the coastal area; Infrastructure adaptation and alternative employment; Human resource development and training; Public education, awareness and information programmes; Promoting environmentally sound technology and sustainable practices; Development and simultaneous implementation of environmental quality criteria. The Kingdom of Saudi Arabia stands at a cross road. The Kingdom has the opportunity to develop its maritime sector and sustainably manage national marine resources. The status of national marine resources and governance is not good; marine resources are degraded and marine governance is inadequate. This indicates that an urgent action is needed to save the threatened national seas and opportunities. As has been highlighted and underlined in previous chapters, Saudi Arabia marine governance must be reorganized under one document: a comprehensive National Marine Policy. Comprehensive national marine policies are a relatively new trend in ocean governance. As implied they address all marine and coastal issues. NMPs are a response to the sectoral fragmented approach currently dominating marine governance which often leads to unorganized management and authority as new responsibilities are delegated to different agencies as they arise. In addition to incorporating all marine and coastal i ssues, NMPs seek to integrate all levels of governance: local, provincial, national, regional and international. The term integrated management is used to describe this approach. Although many countries and regions have created comprehensive marine or ocean policies, I focus on marine policy development process and governance as developed and experienced in Australia, Canada and the United Kingdom for two reasons: First they represent the first three leading countries in the world that have developed comprehensive ocean policy and governance framework and is being implemented and tried to differing levels of success; Canada enacted the Oceans Act of 1996 followed by the release of Australias Ocean Policy in 1998. Great Britain followed in May 2002, with Safeguarding Our Seas: A Strategy for the Conservation and Sustainable Development of our Marine Environment. Each country has followed a different policy route to sustainable oceans development. While Australia has followed a totall y pure policy frame work by providing a new structure, mechanism and policy guidance for delivering its comprehensive national oceans policy; Canada followed a different approach by first providing a comprehensive legal framework for oceans uses and resources management within Canada different maritime zones including the 200nm EEZ and continental shelf, second by producing Canada Oceans Strategy in July of 2002. The United Kingdom has followed a totally different approach by first developing a conservation strategy followed by introducing a single piece of legislation to protect the marine environment by enacting in 2009 the Marine and Coastal Act. Second, the three countries have developed their policies in accordance with Chapter 17 of Agenda 21 and based on the 1994 United Nations Convention on the Law of the Sea (UNCLOS). Being the world leaders in oceans policies, I focus on oceans policy development process in these three countries as examples; their successes and leadership role in oceans policy can guide the creation of the Kingdom of Saudi Arabia National Marine Policy. Comparative Overview of Australia, Canada and the United Kingdom oceans policy Australia: Initiation Process: Australia is the first country to set in place a policy framework for an integrated and ecosystem based planning and management for all of Australias marine jurisdictions. With the release of Australias Oceans Policy (AOP) in 1998, Australia has demonstrated a world leadership by implementing a coherent, strategic planning and management framework for dealing with complex issues confronting the long term future of Australias oceans (AOP1, 1999). AOP was initiated by a political announcement from the prime minister, followed by a wide public consultation process using a consultation document (Oceans- New Horizon). AOP process was initiated by the end of 1995 when the Prime Minister at that time announced that the Commonwealth government had agreed to the development of an integrated oceans strategy that would deal with the management of Australias marine resources (AOP, 1998). However, due to the federal election and change of government little progress was achieved, but in 1996 the n ew government announced that it would continue developing the oceans policy as being an environmental protection policy and transferred the responsibility for developing the policy agenda from the Department of the Prime Minister and Cabinet to the Department of Environment, Sport and Territories (DEST) (Bateman, 1997). Later on the name of this department has been changed to the Department of Environment and Heritage (DEH) charged with protecting and conserving Australias natural environment and cultural heritage. Lead Ministry: In 1996 the new Australian government announced that it would continue developing the oceans policy as being an environmental protection policy and transferred the responsibility for developing the policy agenda from the Department of the Prime Minister and Cabinet to the Department of Environment and Heritage (DEH) (Vince, 2003). As a result of the transfer of responsibility for oceans policy development, Australia Environment Minister led the process by establishing an intergovernmental committee to assist with the preparation of the policy (Vince, 2003). Using the collaborative arrangements and formal intergovernmental linkages, the Minister established a committee encompassing members from major Commonwealth agencies involved in marine affairs. Also a number of other committees were formed during these early stages of development to assist with the development of a discussion paper (Vince, 2003). The Committee has prepared the Oceans-New Horizon paper which has been launched in M arch 1997 to assist in the first consultations round with State, Territory and Local governments, peak bodies and organizations and the general public. The New Horizon set out a draft vision, goal and objectives for Australia Oceans Policy and an indication of some of the broad issues relevant to an Oceans Policy as well as briefly introducing some of the features of Australia oceans (New Horizon, 1997). Consultation Process: After the publication of the New Horizon paper a second round of consultation begun through a public forum to review the draft policy paper (MAGOP, 1998). During this process, Environment Australia organised public forums where the public could get an overview of the Issues Paper and to provide comment. The forums consisted of two parts, the first part included a formal briefing from Environment Australia officials while the second component was an information session organised by the state branches of the Marine and Coastal Communities Network (MCCN) (Vince, 2003). Maritime Ministerial Board Before the release of AOP the Australian Government established a Ministerial Advisory Group on Ocean Policy in 1997 to provide advice to the Minister for Environment and Heritage on the views of the broad range of stakeholders of the policy and any other issues the Group thought relevant to the development of the policy (AOP1, 1998). It has also been suggested that the MAGOP was established to gain the support of NGOs during the Policy process as well as to promote public awareness (Vince, 2003). Later on the MAGOP was replaced by a National Oceans Ministerial Board (NOMB) of key Commonwealth Ministers, chaired by the Minister for the Environment and Heritage (Foster, 2005). The task of the board is to drive the implementation of the AOP by overseeing regional planning processes, furthering policy development, overseeing cross sector coordination, setting priorities for program expenditure and coordinating the Oceans Policy with State governments (AOP1, 1998). Oceans Strategy: Based on the wide policy consultation process Australia was quickly able to develop its sustainable National Ocean Policy and vision of Healthy oceans: cared for, understood and used wisely for the benefit of all, now and in the future(AOP1, 1998). The aim of the strategy is to overcome problems perceived to arise from a division of powers and responsibilities leading to jurisdictional overlap and inconsistencies in ocean management (Vince, et al. 2003). The strategy also intends to overcome the problems and limitations imposed by sector based management by supporting integration across sectors through regional marine planning. AOP came in two volumes (AOP1, 1998). The first volume targeted nine major objectives: 1) exercise and protect Australias rights and jurisdiction over offshore areas, including offshore resources. 2) To meet Australias international obligations under the United Nations Convention on the Law of the Sea and other international treaties. 3) To understand and prot ect Australias marine biological diversity, the ocean environment and its resources, and ensure ocean uses are ecologically sustainable. 4) To promote ecologically sustainable economic development and job creation. 5) To establish integrated oceans planning and management arrangements. 6) To accommodate community needs and aspirations. 7) To improve expertise and capabilities in ocean-related management, science, technology and engineering. 8) To identify and protect Australias natural and cultural marine heritage. 9) To promote public awareness and understanding (AOP1, 1998). The key principles that were used in developing Australia ocean policy intrinsically; indigenous peoples interests; stewardship ethic; intergenerational and social equity; ecologically sustainable use; conservation of biological diversity; participatory, transparent and accountable decision making and management; and integrated planning and management(AOP1, 1998). Ocean Action Plan: The second volume of Australias Oceans Policy complements the first volume of the Policy by outlining specific measures that are being or will be pursued by the Commonwealth across ocean sectors and interest(AOP2, 1998). The Specific Sectoral Measures volume is comprehensive in its scope, covering the major environmental, industry, community, research, scientific, international and defence interests that the Commonwealth has responsibility for in marine jurisdictions. The document has identified 390 commitments across those five broad areas and detailed implementation schedule of actions. The schedule identified organisations responsible for implementing actions, priorities, milestones and resourcing (AOP2, 1998). This detail facilitated the auditing of the Policy and contributed to an assessment of its effectiveness. New Institution To implement AOP a National Oceans Office (NOO), was established to provide secretariat and technical support and programme delivery for oceans policy initiatives(AOP1, 1998). The NOO was responsible for coordinating the overall implementation and finalize the detailed implementation schedule of actions and further development of the Oceans Policy(AOP2, 1998). NOO also was responsible for coordination and distribution of information on oceans policy implementation and regional marine planning matters to all stakeholders(Addison and Chenko, et al. 2005). Other new institutions included the National Oceans Ministerial Board, Regional Marine Plan Steering Committees and the National Oceans Advisory Group (NOAG). In 2005 NOO lost its executive agency status and is now located within the Marine Division of the Department of Environment and Heritage (DEH, 2005). The Minister of Environment and Heritage has the responsibility for NOO through the department and reports to Cabinet on its prog ress (Haward and Vince, 2006). Ocean Research Priorities Plan: Whilst AOP development process was progressing, the Marine Science and Technology Working Group, comprising representatives of Australian Government marine science and related agencies, as well as State research institutions and non-government marine science interests; were working to develop Australias Marine Science and Technology Plan (Alder, 2001). The government aimed to develop and release the Plan as a companion to Australias Oceans Policy(Vince, 2004). The Marine scientific advisory committee was tasked with promoting coordination and information sharing between Government marine science agencies and across the broader Australian marine science community(AMSTP, 1999). The MSTC prepared a Marine Science and Technology Plan to provide a strategy, consistent with the Oceans Policy, for integrated and innovative science, technology and engineering. The Plan encompasses three major programs under each program multiple objectives(AMSTP, 1999): . Understanding the Marine Environment ( 7 objectives) Using and Caring for the Marine Environment ( 15 objectives) Infrastructure for Understanding and Utilising the Marine Environment ( 6 objectives). Legislation:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Australia Oceans Policy has established new institutions to oversee the implementation of the Regional Marine Planning process. The institutions have emphasised a departure from traditional sectoral arrangements whilst incorporating over 100 laws and policy instruments addressing aspects of the management of the marine environment and the legal jurisdictional framework established through offshore federalism(Haward and Vince, 2006). The Offshore Constitutional Settlement (OCS) returned the jurisdiction over 3nm from the low water mark to the states(Stark, 2004). OCS remains the primary intergovernmental arrangement governing ocean and marine resources in Australia and makes up the jurisdictional framework for the development and implementation of the Ocean Policy(Vince, 2004). Since Australia Ocean Policy has been developed as being an environmental protection policy the principal Australian legislation is the Environmental Protection and Biodiversity Conservation Act 1999(cth) (EPBC Act)(Akwilapo, 2007). The EPBC Act and the associated Environment Protection and Biodiversity Conservation Regulation 2000 (EPBC Regulation) provide a national framework for Environment protection through focusing on protecting areas of national environmental significance and on the conservation of Australias biodiversity (Akwilapo, 2007). On the other hand, a commitment to ecologically sustainable development and multiple use management is embedded within the Oceans Policy framework emphasising a commitment to, inter alia, the United Nations Conference on Environment and Developments (UNCED) Agenda 21 principles and UNCLOS (Akwilapo, 2007). Integrated Marine Spatial Planning The AOP emphasised that Australia Regional Marine Plans is based on large marine ecosystems. This system helps to maintain ecosystem health and integrity while promoting multiple use of oceans by integrating sectoral commercial interests and conservation requirements. Australia approach to Integrated Ocean Planning and Management encompass the following(AOP2, 1998): Development of a new institutional arrangement comprising the National Oceans Ministerial Board, the National Oceans Advisory Group and the National Oceans Office and Regional Marine Plan Steering Committees. Providing policy guidance for oceans planning and management. Regional Marine Plan, based on large marine ecosystems. The first plan was developed for the south-eastern region of Australias EEZ. Funds for National marine resource surveys; development of sustainability indicators and monitoring; and rapid assessments of the biological resources of Australias oceans. The resulting information based was used to underpin effective regional integration for planning and management. These assessments also benefit industry by providing information on potential new resources such as deep-water fisheries and pharmaceuticals. Development of National Representative System of Marine Protected Areas. Development of Marine Parks and World Heritage Areas. Maritime Safety and Environment Protection Plan The Australian and New Zealand Environment and Conservation Council (ANZECC) has developed a strategy to protect the marine environment from shipping operations through improved environmental management of shipping and related activities(Stark, 2004). The strategy encompass: designation of marine sensitive areas, promote improvement of waste reception facilities at ports, marinas and boat harbours, improve anti-fouling practices, management and piloting a national monitoring programme for marine debris, community and industry awareness, and support for the enhanced National Plan to Combat Pollution of the Sea by Oil and Other Noxious and Hazardous Substances (the National Plan) (AOP1, 1998). Under the AOP the Government committed to enhance maritime safety and highlighted the importance of enhancing regional cooperative arrangement for search and rescue, development and implementation of search and rescue arrangements; implementation of the Global Maritime Distress Safety System(GMDS S), pursue consistent requirements for the use of Emergency Position Indicating Radio Beacons (EPIRBs) and maritime communications for small vessels(AOP2, 1998). To further ensure the Safety of Navigation, the Government committed to maintain efficient coast-effective maritime safety navigation services and infrastructure, expansion of the local area Differential Global Positioning Systems (DGPS) services; technological development in marine navigation, and involvement in the International Association of Lighthouse Authorities and other international forums to ensure global navigational safety policies, standards and new technologies(AOP2, 1998). Maritime Surveillance and Security Plan To ensure that there is an effective and efficient surveillance capacity for Australias marine jurisdictions and effective enforcement of national legislation throughout Australias marine jurisdictions. Under the Oceans Policy the Australian government continued to pursue through the Convention on the Conservation of Antarctic Marine Living Resources (CCAMLR) and other; to increase action addressing illegal fishing in CCAMLR and adjacent waters; increased surveillance and enforcement measures in the Great Barrier Reef; continued to cooperate to review and rationalise effort involved in and capacity for surveillance and enforcement including reviewing legislation relating to enforcement in Australias marine jurisdictions(AOP2, 1998). The Oceans Policy highlighted that the Australian Defence Forces (ADF) tasks encompass safeguarding these areas, controlling of maritime approaches to exercise and protect Australias sovereignty and sovereign rights. This involve preparedness and continge ncy planning; maritime surveillance and response; fisheries law enforcement; search and rescue; hydrographic services; and the Australian Oceanographic Data Centre (AODC)(AOP2, 1998). Maritime Sector Development Plan During AOP development process the Marine Industry Development Strategy was also announced. The Strategy highlighted what the Marine Industry is worth what should incur for further resourceful developments(AOP2,1998). It illustrated that 90 per cent of Australias oil and gas is sourced offshore; that the shipbuilding industry supplies one third of the worlds high speed ferry market; wild capture fisheries represent a major primary industry; and that marine tourism is a booming industry(Vince, 2004). The Specific Measures Volume of Australia Oceans Policy underpinned several challenges facing the maritime sector and the various activities such as : fisheries; aquaculture; offshore petroleum and minerals; shipping; marine tourism; marine construction, engineering and other industries; pharmaceutical, biotechnology and genetic resources; and alternative energy resources. For meeting these challenges the policy proposed numerous activities under each one of them. For example to meet the shipping sector challenge to increase trade and regional development by delivering safe, efficient, competitive and environmentally responsible maritime infrastructure and shipping services(AOP2, 1998). The policy identified measures including: regulatory reform of the maritime sector with a view to removing barriers to competition, rationalise jurisdictional arrangements, harmonise standards and promote mutual recognition; and encourage continuous improvements in shipping and waterfront sectors to enhance the competitiveness of Australian trade and industry; to continue Australia leading role in international trade and maritime forums to ensure access to competitive and efficient international shipping services is maintained(AOP2, 1998). Marine Education and Training Plan Under Australias Marine Science and Technology Plan, NOO is responsible for providing advice to the Ministerial Board on marine research priorities relevant to the Oceans Policy to ensure that the marine research agencies are kept informed of the Governments emerging priorities(TFG, 2002). The NOMB is responsible to consider Government priorities for publicly funded marine research related to the implementation of the Oceans Policy including: community capacity building, networking opportunities, and community participation in marine management, research and monitoring and data collection; and provide opportunities for community representation on consultative committees in regard to marine resource management, the establishment of a new marine science research and teaching centre at Coffs Harbour; support for the Australian, Pacific and Global Oceans Observing Systems; establishment and operation of a Regional Office of the International Oceanographic Commission in Perth, Western Aus tralia; provision of quality maritime education and research; and training and employment in jointly managed parks; development of a long term marine education policy and programme for kindergarten to year 12 to be incorporated in curricula in all States and Territories; development of relevant resource materials for use in schools and Technical and Further Education colleges in cooperation with professional bodies; and support for the provision of quality practical educational material for teachers and students(AMSTP, 1999). National Maritime Information Center To improve monitoring and understanding of marine ecosystems and the impacts of resource use Australia government has developed the Australian Coastal Atlas, within the Environmental Resource Information Network (ERIN), to allow general access to adequate information for community involvement in oceans management as a fundamental element of the Australian Spatial Data Infrastructure(AOP2, 1998). Thus, the Australian government provided support for the Marine and Coastal Community Network to develop a comprehensive communication strategy to assist the public, industry and governments learn about and understand the role of Australias Oceans Policy. Also the government supported the Australian Surveying and Land Information Group (AUSLIGs) continuing development of the Australian Maritime Boundaries Information System as a national database of Australias maritime jurisdictional boundary data to provides Australias with an independent and scientifically credible information on Australias environment for decision-makers and the wider community(AOP2, 1998). AUSLIG is the Commonwealth focal point for coordination of geodetic information and works closely with State and Territory agencies, the Inter-governmental Committee on Surveying and Mapping (ICSM) and industry groups towards the provision of the highest quality geodetic infrastructure(AUSLIG, 2009). Moreover, AUSLIGs under the ocean policy is responsible for the development of a coordinated observations and methods to analyse and interpret the data that will make optimum use of information from remote and in situ measurements at the space and time scales required for effective monitoring, use, management and conservation(AOP2, 1998). It is clear that the lack of a comprehensive system of monitoring sites, and lack of long-term commitment to monitoring inshore and offshore, particularly on the scale of large marine ecosystems has affected Australia ability to assess changes in the condition of the marine environme nt. Thus, AOP recognized that Integration of coastal, inshore and offshore monitoring activities is vital to National capacity for future assessments and maintenance of marine and coastal environments(AOP1, 1998). National Oceans Forum To provide for Community representation and participation, the AOP established a National Oceans Advisory Group as a non-government consultative and advisory body to the National Oceans Ministerial Board(AOP1, 1998). The NOAG is responsible for promoting strategic management of the ocean environment and its resources; to provide opportunities for community representation on consultative committees in regard to marine resource management and facilitate consultation with peak indigenous groups on the requirements for establishing a national consultative mechanism, such as an annual forum(AOP1, 1998). Thus, to promote implementation of Australia Oceans Policy, the policy called for holding a National Oceans Forum to coordinate across the agencies responsible for the development of Aboriginal and Torres Strait Islander and a broad national cross-section of those with a stake in the management of Australia oceans(IOC, 2007). International Cooperation: Given the dynamic nature of the marine environment, AOP recognized that the effective implementation of the Oceans Policy requires cooperation with immediate neighbours and other countries to address the transboundary impacts and improve regional cooperation on ocean issues(AOP1, 1998). Thus, AOP called for: peaceful use of the oceans and cooperation in access for national and international scientific research and monitoring programmes; cooperation with neighbouring countries and with industries to maximise resources; improved cooperation and coordination between existing coastal mo

Frankenstein Essay

Within the story of Mary Shelley’s, Frankenstein, we meet a character who comes head on with the advancements of science and the evolution of man. Victor Frankenstein is obsessed with the idea of creating life. He struggles with his own intelligence and the morality of the society around him. He is continuously bothered by the accepted laws of nature. The significance of his statement, â€Å"Destiny was too potent, and her immutable laws had decreed my utter and terrible destruction† he finally realizes that his efforts to create and sustain life were no match for the powers of nature. It is upon returning to school after the near death of Elizabeth and the death of his mother that he becomes obsessed with creating life. Victor makes the statement â€Å"I will pioneer a new way, explore unknown powers, and unfold to the world the deepest mysteries of creation†. (pg 33) This after hearing a lecture of modern chemistry by Professor M. Waldman. Over a period of time Victor collected a series of body parts from graveyards to assemble in a new human form. With his knowledge of chemistry, biology and anatomy he reanimated his creation into an eight- foot monster. After bringing life to his eight foot creation, Victor realizes he should not have gone against the laws of nature. Victor is horrified to realize his creation has murdered his brother William. Victor cannot explain his creation and its evilness to his family without them thinking he is mentally ill. Victor nearly goes mad with the realization that because of his creature, his brother is killed. Falsely accused of Williams’s murder, Justine is executed after hard evidence unfolds upon her. Because of his obsession of creating life, he has taken life away. In his depression, Victor decides that his creature must be found and destroyed. Natures Laws should not have been toyed with. Victor sets out on an expedition in the mountains and finds the monster. To his surprise the monster seems to be intelligent and refined, but the monster has resentment of Victor for having been sent out on his own with no one to teach or nurture him. It was because of the monsters resentment that ultimately William and Justine were killed. Victor’s scientific ambition consumed his life. To go against the Law of Nature to prove that man can create life. Mental and physical setbacks plagued Victor while dealing with the reality of his creation. He suffers because his passion for creating life has taken away those around him that he loved. The significance of his statement, â€Å"Destiny was too potent, and her immutable laws had decreed my utter and terrible destruction† he finally realizes that his efforts to create and sustain life were no match for the powers of nature.

The Ethics Of Nursing Ethics - 1540 Words

Children and respirators are terms typically appalling and scary to society. In the nursing profession, it is often that nurses will deal with these two appalling terms. A case involving these two terms has been analyzed in regards to nursing ethics. Nursing ethics involves several different complex ideas and with the aid of the four way method one is able to analyze and make a decision in regards to controversial and difficult nursing situations. The four way method helped analyze a fourteen year old boys, named Jack, situation wherein a dilemma arose regarding the continuation of life support. After analyzing Jack’s situation with proposed solutions by using the four way method, one is able to make an educated and informed ethical†¦show more content†¦According to Disability Rehabilitation: Assistive Technology, a vegetative state can be described as â€Å"a condition of no recognizable interaction with the environment in spite of spontaneous or stimulus-induced a rousal and the ability to maintain a condition of wakefulness† (Lancioni et al., 2007, p. 293). Jack’s family has been experiencing large amounts of stress financially and emotionally since the incident. They are a family of five and the mother is the primary caretaker of the family while the father works to support them. One especially stressful aspect to the family’s dynamic is the fact that one of their five children suffers from down syndrome. Their schedules are stretched very thin while trying to make ends meet financially, take care of the other four children, and be with Jack in the hospital while he is hooked up to the respirator. As the primary nurses we are aware that Jack’s family is not necessarily financially stable at this time and Jack’s current hospitalization does not help their financial status. It is also a huge emotional toll on the family. The mother has asked us as nurses to unplug Jack’s respirator during the night. Sh e believes that if we do so then no one will know that we did such a thing. The ethical issue that stands behind this is that Jack’s primary physician has the desire to wait and see what will happen with Jack over time. The physician believes Jack’s condition to be reversible, however if

Tell Tale Heart Analysis - 1176 Words

Emma Li Mrs. Gahagan Period 3 30 October 2017 Secrets and Style of Sir Poe Gothic fiction is the strange, dark, spooky, and supernatural writing style loved by readers of all ages. Most of the stories written in the Gothic style were centered in the gothic medieval period. Several renowned books like The Phantom of the Opera by Gaston Leroux and The Hunchback of Notre Dame by Victor Hugo were written in this style. Edgar Allan Poe was one well known Gothic writer and poet from the early eighteen hundreds; he was especially famous for his tales of mystery and macabre. A popular dark short story, â€Å"The Tell-Tale Heart,† and one of his first and most famous poems, â€Å"The Raven,† are no exception. â€Å"The Tell-Tale Heart† is a story of murder†¦show more content†¦Therefore, the metaphors used by Poe supports the sinister mood of the short story and poem. Diction, or word choice, is also used in â€Å"The Tell-Tale Heart† and â€Å"The Raven† to indirectly characterize the narrator and speaker. The narrator of â€Å"The Tell-Tale Heart,† upon spying the vulture eye of the old man, depicts it as â€Å"all a dull blue, with a hideous veil over [the eye] that chilled the very marrow in [his] bones† (Poe 355). Through using the word â€Å"hideous† and the phrase â€Å"chilled the very marrow in [his] bones†, the narrator blatantly reveals his wariness towards the old man’s eye. The narrator feels threatened by the eye, which indirectly characterizes him as insane because it is unnatural for people to feel terrorized by appearance. Additionally, the speaker in â€Å"The Raven† claims that while he dreams about Lenore in the presence of the raven, â€Å"the air [grows] denser, perfumed from an unseen censer / Swung by Seraphim whose footfalls tinkled on the tufted floor† (Poe 79, 80). â€Å"Censer† and â€Å"Seraphim† are two words that express the speaker’s longing for Lenore, as a censer is a c overed incense burner usually used in funerals, and Seraphim is an order of angels from Heaven. The reference to angels and funerals indirectly characterizes the speaker asShow MoreRelatedAnalysis Of The Tell Tale Heart 1110 Words   |  5 Pagesdespicable villains are marked with indifference towards their moral reprehensibility. â€Å"In the Penal Colony† and â€Å"The Tell Tale Heart† both elucidate the idea that corruption, darkness, and immorality alike are unperceivable to the one afflicted. However, while â€Å"In the Penal Colony† suggests that this blind nature is a result of dutiful honor, responsibility, and hope, â€Å"The Tell Tale Heart† alternatively submits that it is a result of the possibility of fulfillment. Distinction between bothRead MoreLiterary Analysis Of The Tell Tale Heart 1072 Words   |  5 PagesMason Wright Professor Ward English 1101 Oct 2nd, 2015 Literary Analysis: The Tell-Tale Heart by Edgar Allan Poe In Edgar Allan Poe’s The Tell-Tale Heart, a story is told of a man whom is not named but I willrefer to as the narrator. The narrator is often quite nervous, however the man tells that â€Å"the disease has sharpened my senses- -not destroyed- -not dulled them†. The narrator tells of an old man, whom the narrator loves, but he plans to kill the old man, for the old man has what the narratorRead MoreEssay on Tell-tale Heart Literary Analysis723 Words   |  3 PagesThe Tell-Tale Heart A Literary Analysis Like many of Poes other works, the Tell-Tale Heart is a dark story. This particular one focuses on the events leading the death of an old man, and the events afterwards. Thats the basics of it, but there are many deep meanings hidden in the three page short story. Poe uses techniques such as first person narrative, irony and style to pull off a believable sense of paranoia. In this particular story, Poe decided to write it in the first person narrativeRead MoreAnalysis Of The Tell Tale Heart By Edgar Allen Poe1320 Words   |  6 PagesRory Spillane Mr. Bruno English IV period 8 1.29.15 Analysis of the Tell-Tale Heart Edgar Allen Poe was born on January 19th, 1809 in Boston, Massachusetts. He went on to become one of the most famous American poets and authors in history. The subjects of his poems and stories were often morbid in nature, many of them having to do with death and murder. Unfortunately, the dark tone of his work reflected the darkness of his life, which was marked with notable instances of tragedy, such as theRead MoreAnalysis Of Poe s The Tell Tale Heart 839 Words   |  4 PagesTamara Combs Professor Bonds ENG 1102 28October 2015 Poe’s â€Å"The Tell-Tale Heart† The Tell Tale Heart is a story, on the most basic level, of conflict. There is a psychological struggle inside the speaker himself .Through obvious clues and statements, Poe warns the reader to the mental state of the speaker, which is irrationality. The irrationality is described as a fixation (with the old man s eye), which in turn leads to loss of control and ultimately results in murder. â€Å"†¦I loved the old man.Read More Critical Analysis of Poes The Tell Tale Heart Essay examples1635 Words   |  7 PagesCritical Analysis of Poes The Tell Tale Heart The Tell Tale Heart is a story, on the most basic level, of conflict. There is a mental conflict within the narrator himself (assuming the narrator is male). Through obvious clues and statements, Poe alerts the reader to the mental state of the narrator, which is insanity. The insanity is described as an obsession (with the old mans eye), which in turn leads to loss of control and eventually results in violence. Ultimately, the narrator tells hisRead MoreFreudian Analysis of Edgar Allen Poes a Tell Tale Heart Essay665 Words   |  3 PagesErika Barnett Professor Curley Daring the Nightmare 13 October 2010 A Freudian Analysis of â€Å"The Tell-Tale Heart† By Edgar Allen Poe As an esteemed psychologist analyzing this accused murderer, I have found a few key pieces of evidence that ultimately lead me to the decision that the murderer is in fact mad and I recommend psychological rehabilitation as well as jail sentence as a proper penalty for the crime committed. Although, he claims he can recount the night of the murder â€Å"healthily andRead MoreAnalysis of The Tell Tale Heart by Edgar Allen Poe Essay942 Words   |  4 PagesImagine the sight of an old mans eye, vultures, pale blue, with a film covering it. (Farooq). Could this make one’s self so insane that one would murder a man because of it? This is the event that occurs in Edgar Allen Poes The Tell-Tale Heart. Every night at midnight, the narrator, ventured into the old mans room without making a sound, to observe the very eye at which made his blood run cold. The old man did not suspect a thing. During the day the narrator continued to go about his dailyRead MoreAnalysis Of Edgar Allan Poe s A Tell Tale Heart1289 Words   |  6 Pages Inside the Heart There are many well-known poets, but not many are as unique as Edgar Allan Poe. By the age of 13, Poe had become a creative poet (Biographies). Many of Poe s works were horrific fictional stories. His first book was published in Boston in 1827, called Tamerlane and other Poems. More of Poe s major works include Tales of the Grotesque a d Arabesque, which included his most spine tingling tales such as Ligeia and The Fall of the House of Usher. Most of Poe s works haveRead MoreAnalysis Of Edgar Allen Poe s Tell Tale Heart895 Words   |  4 PagesIn Edgar Allen Poe’s Tell-Tale Heart, the narrator says â€Å"It is impossible to say how first the idea entered my brain; but once conceived, it haunted me day and night.† The narrator uses illustration to prove that he is not insane, and plans a story as evidence. In this story, the primary condition is the narrator s decision to kill the old man so that the man s eye will stop looking at the narrator. The eye, the watch, and bedroom are examples of symbolism and imagery that add to the narrator’s

“by the Waters of Babylon” vs Epic of Gilgamesh. Essay

â€Å"By the waters of Babylon† Vs Epic of Gilgamesh. A lot of stories concerning religions and cultures have lot of similarities and differences, despite the fact that they are not from the same era of time. Humans used these stories and writings to express their culture and religious views. â€Å"By the Waters of Babylon† is very similar to the writings of the Mesopotamian writings in The Epic of Gilgamesh more specificlay â€Å"The story of the flood† and â€Å"The Return†. These similarities include many gods in both, a unique quality in the characters of both than can include â€Å"born to greatness†, people of both writings lead to their death themselves, John and Gilgamesh Come home with lessons.etc In most of all ancient influences,†¦show more content†¦In The Epic of Gilgamesh, Gilgamesh speaks of the names of the gods, means a lot of gods ,â€Å"There was Anu, lord of the firmament, their father, and warrior Enlil their counselor , Ninurta the helper, and Ennugi watcher over canals† (N. K. Sandars 25). This shows that the Mesopotamians and people from â€Å"By the Waters of Babylon† were both polytheistic and believed in multiple gods. Almost in all writings there are lessons or message that characters learns in the end ,the same thing happened in our story, where ,Gilgamesh and John both learned lessons in the end of their voyage or journey .In â€Å"By the waters of Babylon† when john returns from the Place of Gods ,â€Å"But they are men who build the city, not dos or demons.†John says â€Å"They are men .I remember a dead man’s face† (Benet 85). This shows how John came home with a message, about the ,City of the Gods, that it is really New York City, and the gods were actually humans, so they have nothing to fear. And on the other side, Gilgamesh also comes home with a lesson which is that immortality is not obtained by some flower or going on a journey but you c an be in hearts of the tourists and explorers but making your name fame , which Gilgamesh does but making Uruk’s walls and being in the hearts of people forever. And so, with that it proves a lesson learned in both

Personal Views Ethics Free Essays

u01a1 Personal Views Ethics Essay Each person should live with moral standards. To distinguish between the right and wrong is based on the person’s ethics. It describes what kind of values and beliefs does the person has. We will write a custom essay sample on Personal Views Ethics or any similar topic only for you Order Now In business, it composed of standard ethics that serves as a guideline among employees about their expectation to the company. Newell S. stated that ethics in business focuses on identifying the moral standards of right and wrong as they apply to behaviour within and across business institutions and other related organizations. The goal of business is to gain profit but, the fair practices they implement internally and externally matters because the values they represents reflects the ethics of the company. Rajeeve stated that the lack of business ethics in the market is the reason the world economy is presently in crisis. Unethical practices such as dishonesty, lack of transparency, creating false documents, and sexual discrimination are activities that are not fair. A Quick Ethics Test from Dayton Fandray of Raytheon Company was chosen to distinguish the ethical values of the person when faced in dilemmas. Consider the following article: Drawbacks of Business Ethics It includes the information about legalities, the affected person of such case, fitting of right values, the appearance in newspaper, its reflection on the company, the choice of being right and the feeling towards the result (Salopek J. , 2001). Through this test, the company can assess the capabilities of their employees in terms of ethical thinking. A concrete briefing about the company’s ethics is needed as a recommendation after the assessment. This test is valid to develop the employee’s ability in decision making against the company’s policy and procedures, regulations, values and self- The effects of ethics in Business perspective. When an employee turns to a gray decision situation, reflecting through this test is essentially help before proceeding. Myths of Business Ethics Ketz, E. (2003) stated that many myths exist in the business world. He lay out seven ethics and five were further discussed in the following section. The first myth given is about the non-existence of business ethics. Principles of ethics were come from the personal life. The correlation of ethics to the aspects of life is given proof and justifiable than the business ethics itself. The value of honesty is adapted from the person’s character and applied in the business policy. Ethics is a matter of education alone. This explains that those who are educated are the only one who has ethics. But, most unethical people in the business world came from the prestigious universities. Responsibility for ethical education rests with colleges and universities. This myth emphasizes that colleges and universities are accountable for the training of ethics of such person. To clarify this, ethics is learn through one’s belief and shape by the experiences gain. The behaviour or attitude reflects the character of the person as a whole. Ethics is different from mathematics that needs to be computed or English that needs to be grammatically correct. The effects of ethics Business Ethical dilemmas are episodic. This myth explains that ethical problems comes only occasionally during one’s life. Ethical dilemmas are not planned. It came out unexpectedly and the frequent encounter of it doesn’t count. It doesn’t have limits on how many times it will come to the person’s live. Professional ethics can be separated from personal ethics. This myth is not true. The ethics of such person reflects with its own character. The way the person presents himself whether in the business or personal aspects of his life is the same. Decision Making Ethics in business serves as a guide to employees to give confidence in their decision. It equips them tools and references that will help in decision making. It established unified rules and belief that will entrust each employee to help each other towards the goal of the company. Effective leaders in the company influence the factors of the success against the endeavours. They are the key decision maker. The person in this position should have strong character and principles that will not oppose to the company’s unified ethics. They are the people who are personally ethical in word, thought, and deed and who conduct their decision making openly so that they’re perceived as ethical even from a distance. In a corporation, the decision maker varies from the higher position to the lower. There are different areas of expertise divided into different department. Decisions about prospective The effects of ethics in Business Clients were under the jurisdiction of sales department and not with the finance group. There are boundaries and responsibility within their own people. The leader of each group evaluates certain cases, reacts and form a solution based on company’s ethics. Conclusion Having a business ethics is important. Chen E. emphasizes the code of ethics symbolizes the ethical responsibilities of the company and the expectations of its employees. It serves a guide to the employees and the company as well. The success of the company varies with the ethics they have. And the ethics are based to the people involved in the organization who run and facilitate the business. Ethics are not made for displays but, for application with purpose. The challenge of being ethical an unethical in the business world has been raised. Despite the rampant unethical leaders in different industries, one of the objective can possess is the elimination of unethical business leader as start with ourselves. It can serves as a model to other beginners and will lessen the possible add- ons. The other objective or expectation for this course is to learn more in depth about the different business ethics among different companies. The issues and lawsuit tendered can be the case for justification and reference. The last expectation is to finally adapt or embrace the business ethics in the concept of being a future leader or businessman/women. References Chen E. Main Principles of Business Ethics. Retrieved from http://ezinearticles. com/? Main-Principles-of-Business-Ethicsid=4502579 Ketz, E. 2003) The Accounting Cycle: Myths about Ethics. Retrieved from http://accounting. smartpros. com/x38366. xml Newell S. Business Ethics Q finance. Retrieved from http://www. qfinance. com/contentFiles/QF02/g1xtn5q6/12/2/business-ethics. pdf Rajeev L. Ethical and Unethical Business Practices. Retrieved from http://www. buzzle. com/articles/ethical-and-unethical-business-practices. html Salopek J. , (July 2001) Right Thing – business ethics. Retrieved from http://findarticles. com/p /articles/mi_m4467/is_7_55/ai_77713888/pg_3/? tag=content;col1 How to cite Personal Views Ethics, Essay examples

Language Distance International Acquisition â€Myassignmenthelp.Com

Question: Discuss About The Language Distance International Acquisition? Answer: Introduction Buckley (2009) states that the implications of international mergers and acquisitions involve some challenges that the human resource finds sophisticated to handle due to the complexity of such problems. According to Buckley (2009), tacit knowledge is the most valuable of all assets that an organization can have in establishing a competitive position for the business. However, while such knowledge lies purely in the human resources, the competitive ability of any particular firm is based on the people working in a firm. One of the main reasons why firms seek acquisition is so that they can benefit from the tacit flow of knowledge from the firms that they merge with. According to Bose, Dasgupta, and Ghosh (2011), they explained that the mergers and acquisitions could be between equals and unequal. Cultural dimensions A good proportion of Hofstedes work is based on cultural differences that evaluate the effects of culture on organizations and their operations. According to Hofstede (2011), he described several dimensions responsible for national cultures that tend to be effective in varying cultural environments for institutions at organization level though they get to be different from the perspectives of value at the individual stage. The culture according to Hofstede is a programming of the mind that was later debated upon by other significant researchers such as Tsuji (2015) and Durand (2012) in their works. The argument behind such a theory was based on the notion that if culture is composed of programming that is collective, then, it organizations should find it easy to train their human resources to adapt different cultures in their external environments. The cultural dimension theory is paramount in presenting diverse aspects of cultures from national frameworks, and the contemporary organ izations should be prepared to handles some of the challenges that arise from such differences. Hofstede used six dimensions to demonstrate the theory of cultural dimensions; individualism, masculinity, long term orientation, distance, and indulgence. Cultural dimensions The above diagram presents arguments for each of the highlighted sections stated above based on the cultural dimensions between USA and China and helps in assessing the decision that was made by Lenovo in comparison with the cultural difficulties that the firm was faced in the period of acquisition. The data from the diagram presents huge disparities between China and the USA on the five dimensions, and this includes aspects such as Uncertainty avoidance where the chines community takes future risks with little caution compare to the Americans. China has a society that is constrained by regulations on the impulses that are made, indulgence. China is a communist society based on the concept of collectivism that is on the part of individualism. The figure helps in summarizing that Lenovo was an institution that exercised high levels in control, had an entrepreneurial culture and cared less on the part of future insecurity. SWOT analysis The success of Lenovo as a result of acquisition can be evaluated in a better way using the SWOT analysis. One of the strengths is where Lenovo was able to design cards that convert the English language into the Chinese language. Such a move made sure that the Chinese market was not left out in the personal computer. One major weakness with Lenovo is that it has created a brand image only in Chinese markets. One significant threat is the presence of companies such as Dell and HP in the Chinese markets that affects creating stiff competition. The opportunities are enormous for Lenovo as there is ready international market to be ventured through innovation. PESTLE is an important tool that is used for analyzing macro and micro- environmental factors that could affect business operations either positively or negatively. The approach includes the political, economic, social, economic, technological and environmental aspects of a company. Political factors Lenovos operations are not only in China but all over the world and as such the company has to keep pace with the global politics. Scientific growth is one of the agendas in the manifesto of the Chinese Party, and as such, it is a must for a company like Lenovo to think of expanding beyond the national borders. Liberalization of trade by the World Trade Organization has enabled firms that seek to extend their operations globally enjoy the benefits associated with globalization. The Chinese government had to negotiate within the WTO in a bid to ensure that there are mutual agreements in favor of Chinese firms. On the other hand, China had to open up its borders and relax some of the laws that restricted imports. Economic factors Lenovo had a history of stagnation regarding sales and profits while in China and had to expand its operations beyond the national boundaries. Fortunately, the brand became acceptable in other international markets as a result of the acquisition of the firm by IBM. However, due to the economic crisis, the company got crippled financially forcing it to move back to China. For Lenovo to enjoy the economies of scale, the firm has established production units in countries like Argentina, Brazil, and China where the costs of production are relatively cheap. Social factors In the previous decades China recorded less than 20% in literacy levels; however, as of today, the literacy levels are satisfactory making the households income increase thereby increasing the purchasing power among the population. Lenovo benefits from such an improvement in the literacy levels since it is in the high tech business that relates directly to literacy levels. There is a relationship between high tech and literacy levels where the more literate a population becomes then, the more people that will demand the high tech products. One challenge is for Lenovo to increase the size of its markets. In some countries like the UK and US, Lenovo brand is associated with low quality due to the low price. However, there is a tremendous opportunity in developing nations where the market is not saturated as the population is not familiar with the brand. Technological factors The world is on the verge of a recent breakthrough in technology and companies are inventing products every moment. Those that are not able to compete with others become extinct for instance companies such as Nokia and Blackberry that were once market leaders are no more. Lenovo has also to take care and combine forces with strategic partners to have a lasting reputation for quality so that people can associate it with innovation and good quality. Environmental factors Lenovo is one of the few companies where the product gets recycled from product to packaging. Lenovo is also committed to producing low halogen for its products so that it is environmentally friendly. In China, some laws are aimed at protecting the consumer from the sale of harmful or inferior products. Such laws ensure that firms do not engage in fraudulent activities that are meant to increase sales through false advertisements. The laws also ensure that the patent rights for companies such as Lenovo get protected at all costs. STP refers to segment, target group, and positioning. Lenovo has divided its markets regarding segments where it has markets such as China, Middle East nations, India and Africa. The target group for Lenovo includes Small and medium sized companies, students and households who need systems for their daily operations. Lenovo develops new products at affordable products, and that makes up for the positioning. Geocentric approach The geocentric approach involves employing the best people who possess the skills and expertise to perform their functions. In the case of Lenovo, it shifted its headquarters from Hong Kong to New York with the aim of tapping the ex- managers of IBM since it lacked people with skills and expertise in the global operations. Almost all the senior executives came from IBM since they had the right skills for such a company and also an adequate experience in the global business (House 2014). Lee (2010) also went a step further in revealing the management issues that revolve around people that relate directly to acquisitions that go beyond the cross border with regulations and laws governing the two differing countries, bringing the conflict of interest for the firms merging and those being acquired. In one of the studies that were done by Ping Deng (2010), it entailed an analysis of peoples nature that is generic in the case that the two countries involved are from the Eastern and the Western cultures Advantages of geocentric approach One advantage of the geocentric approach is that a firm can make use of the best personnel more so in the executive position. Also, there is the integration of different cultures and affects improving the operations of the firm (House 2014). One of the benefits associated with the geocentric approach is that the multinational company can capitalize on the pool of executives who possess international experiences. Lenovo admitted the fact that it lacked the executives that had the international experience and that was the reason it had to pick managers from IBM to bridge the gap. Unique set of skills The skills and specialization of one manager can be used for the benefit of the whole organization regarding objectives. Through the geocentric approach, managers get picked according to their specializations which can benefit the organization in delivering the best per department. Sharing of knowledge The approach also ensures that employees share in terms experiences from their workmates, there is a flow of ideas among the staff. As such, there is continuous learning that facilitates the development of the staff in the work place and also brings on board new skills. Disadvantages of geocentric approach Huge costs involved in training, compensation, and training of the employees. The case with Lenovo acquiring IBM made the new Lenovo incur some losses regarding compensation for the IBM staff something that they had not anticipated. As a result, Lenovo had to sign a contract with the team of IBM for the three years before adjusting a new salary to suit Lenovos strategic plan. Another disadvantage of the approach is the fact that a centralized control on the staff is required which at times is costly regarding infrastructure and the operations costs. The procedure is also time-consuming as adequate scrutiny is needed by the Human resource trying to select the most convenient person for the job position. Such time could be used in other productive activities that could benefit the fi Ethnocentric In this policy, the practices and principles of the home country are superior to those of foreigners. As such the management, leadership and ideas of the host country are higher than those of the foreigners. The headquarters is responsible for the major decisions that are to be followed by the subsidiaries. Polycentric In this approach, adapting home and foreign countries differences is important. There are no differences between the international and home centers. Since the headquarters is incapacitated with managers that have adequate knowledge of the locals, the headquarters is tasked with making key decisions that local units embrace with regards to the market. Conclusion The acquisition of IBM by Lenovo was important in providing insight for the other firms in the electronic market. From the failed acquisitions that were cross-border, Lenovo was implying that it Chinese snake that was swallowing an Elephant from America (Lee 2010).It was more than eleven years ago, and Lenovo still handles and controls the PC market with a secure leadership.(Weber and Yedidia Tarba 2012). The move by Lenovo to move its headquarters to New York to acquire the tacit knowledge and top management is a move that portrayed cultural egotism had high chances of dominating. However, Lenovo in the quest for strategic positioning had to give the top management to the IBM ex-managers to ensure that skills needed in running a global business were in control. Recommendations With the success of Lenovo in acquiring IBM, it is evident that despite the challenges posed by national an organizational difference it is possible for firms that are not of the same level to merge successfully. However, some issues are critical in ensuring that Lenovo continues being successful and a key player in the PC market. There is the need for investing in research and development to ensure that the firm keeps pace with the changes and trends in the needs of the people. Lenovo should also innovate and be creative in the development of its products. The electronics market is comprised of firms that each day out-competes each other through the latest innovations of products in the market. The effect of innovation is that some companies may be shut down due to their inability to compete favorably. References Blank, C. (2017). The Advantages Disadvantages of the Acquisition of Another Company in the Same Industry. [online] Smallbusiness.chron.com. Available at: https://smallbusiness.chron.com/advantages-disadvantages-acquisition-another-company-same-industry-31362.html [Accessed 28 Jul. 2017]. BOSE, G., DASGUPTA, S. and GHOSH, A. (2011). Cross-border acquisitions and optimal government policy. pp.427-437. Buckley, P. (2009). Business history and international business. Business History, 51(3), pp.307-333. Correa, R. (2010). Cross-Border Bank Acquisitions: Is There a Performance Effect?. SSRN Electronic Journal. Durand, M. (2012). The Global MA Tango: How to Reconcile Cultural Differences in Mergers, Acquisitions, and Strategic Partnerships. Cross Cultural Management: An International Journal, 19(2), pp.271-273. Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, 2(1). Hofstede, G. (2017). China - Geert Hofstede. [online] Geert-hofstede.com. Available at: https://geert-hofstede.com/china.html [Accessed 25 Jul. 2017]. House, S. (2014). LENOVO. [online] prezi.com. Available at: https://prezi.com/upkopefp0dmt/lenovo/ [Accessed 28 Jul. 2017]. Lee, K. (n.d.). Cross-Border Mergers and Acquisitions amid Political Uncertainty. SSRN Electronic Journal. Mourdoukoutas, P. (2017). Forbes Welcome. [online] Forbes.com. Available at: https://www.forbes.com/sites/panosmourdoukoutas/2015/03/11/the-global-rise-of-lenovo/ [Accessed 25 Jul. 2017]. Owen, S. and Yawson, A. (2010). Human development and cross-border acquisitions. Journal of Empirical Finance, 17(4), pp.689-701. Stroup, C. (2016). INTERNATIONAL DEAL EXPERIENCE AND CROSS-BORDER ACQUISITIONS. Economic Inquiry, 55(1), pp.73-97. Tsuji, C. (2015). An Overview of the Cross-Border Mergers and Acquisitions. Archives of Business Research, 3(2). Vidal-Surez, M. and Lpez-Duarte, C. (2013). Language distance and international acquisitions. International Journal of Cross Cultural Management, 13(1), pp.47-63. Weber, Y. and Yedidia Tarba, S. (2012). Mergers and acquisitions process: the use of corporate culture analysis. Cross Cultural Management: An International Journal, 19(3), pp.288-303.