An Overview Of Immigrants In Malaysia

An Overview Of Immigrants In Malaysia Throughout human history, migration of human beings is a pre-requisite of human progress and development. Without migration, human being would be doomed to an existence worse than that of the animals. Even animals migrate to seek a better life. The first humans migrated out of Southern Africa thousands of years ago and spread throughout the world and people have been moving about since then. People also migrate because of factors like wars, poverty, discrimination, and for political or even religious reasons. In modern times, people often migrate for security, work and even for education opportunities. Organised immigrant labour migration and free immigration in Malaysia took place under the British colonial administration in the 19th century. During this period, the British required immigrant labour from China, India and Indonesia to help them in the exploitation of natural resources of the colonised countries establishing plantations and building infrastructure. It is mainly because of immigrant labour provide a steady, adequate and cheap supply of workers at a time when the locals labour was either deemed unsuitable or was not interested in working under the same harsh conditions as migrant labour. This period of free movement into Malaya saw large numbers arriving to work as well as returning home. However, because of free immigration and economic difficulties in the countries of origin, many immigrant workers decide to settle down in Malaya permanently. Malaysias rapid economic development since independence has relied on Malaysian workers moving from rural-to-rural and rural-to-urban areas and immigrant workers, especially from Association of South East Asian Nations (ASEAN) and other Asian countries. In the case of movement from rural-to-rural areas, rapid migration was swift mainly by government intervention in rural development and agriculture. Rural-to-urban migration accelerated after government intervention in urban and industrial development was stepped up, especially after the second Malaysia Plan. The push and pull factors at the international level in the region also caused workers to migrate to Malaysia for employment. The accelerated economic development programmes and the sustained high economic growth rates in Malaysia over approximately three decades caused the influx of immigrant workers to meet the increasing demand in the Malaysian labour market. 2.2 WHY PEOPLE MIGRATE There are many theories that attempt to explain why people migrate. Among others is the need and stress theory  [30]  . This theory holds that every individual has got his own needs to be fulfilled. These needs take various forms including economic, social, psychological and cultural. The higher the chances that an individuals needs will not able to be fulfilled, the higher the stress he suffers from. If this stress grows beyond tolerable limits, the individual will force himself to move to a different area, which seems to promise possible fulfilment of his needs. The migration of people from one country to another country is not a new phenomena. Since early days of colonialism, the colonial powers travelled around the world in search for raw material and new territory. Some of them moved to seek for freedom of worship and some even moved because of the instability of the government. The migration of Muslims from British India to form an Islamic state of Pakistan is one of the biggest voluntary migrations in history  [31]  . Wars and conflicts are another reason for mass movements of people and this kind of movement is categorized as refuges. Because of the situation are so serious, the international consciences were moved and many voluntary organisations were formed to assist these refugees. The Vietnamese Boat People is a good example of the mass movement of people of this nature. Today, we still can see refugees fleeing their country because of war and a good example is the latest situation in Liberia and Sudan. These people who enter another country through unofficial channels are known as illegal immigrants who later, may create problem to the host country. In modern days, seeking for a better life and a stable economy become the main factors that influences migration. Sociologist have long analysed migration in terms of the push-pull model  [32]  . This model differentiates between push factors that drive people to leave home from pull factors that attract migrants to a new location. Push factors occurs within sending states, that is, those that send migrants abroad, while the pull factors occur within receiving states, that is states that received migrants from abroad. Push factors are negative aspects of the sending country, while pull factors are positive aspects of the receiving country  [33]  . In fact, these differentiating factors are really two sides of the same coin. In moving migrants must not only see a lack of benefits at home but also a surplus of benefits abroad. There are also more ambiguous factors, called network factors that can either facilitate or deter migration. Generally, the network factors are the networks of friends and relatives already settled in destination countries that serve as sources of information and anchor communities for newcomers  [34]  . The network factors also include, cost of travel, the ease of communication and international business trend. These factors are not related to a specific country, but still have a profound effect on international migration. The Pull Factor Generally, there are two factors attracting migrants to receiving countries. First, the higher standards of living and higher wages; economic provide the both biggest push and pull factors for potential migrants  [35]  . Second, Labour Demand; almost all developed countries have found that they need immigrant labour. Rich economies create millions of jobs that domestic workers refuse to fill but immigrant workers will cross borders to take  [36]  . In the case of Malaysia, a wave of labour migration began in the early 70s where shortage of labour became critical especially in the plantation sectors. In mid 80s, the labour shortage becomes acute and this has attracted more immigrant workers into the country. The Push Factor Generally, there are several reasons driving people to emigrate from their home country. First, lack of jobs/poverty; economic provides the main reason behind migration  [37]  . In some countries jobs simply do not exist for a great deal of the population. In others, the gap between the rewards of labour in the sending and receiving country are great enough so as to warrant a move. Second, civil strife, war, political and religious persecution; some migrants are impelled to cross national borders by war or persecution at home  [38]  . Some of these migrants end up in receiving countries as refugees or asylum seekers. Third, environmental problems  [39]  ; environmental problems and natural disasters often cause the loss of money, homes and jobs. The Networking The demand-pull of jobs is linked to the supply push of low wages and joblessness by migration networks. Migration network encompasses everything that enables people to learn about opportunities abroad and take advantage of them. Others are motivated to go abroad by family members who are working or settled down in the host country, contractors, labour brokers and other often-shadowy middlemen or tekong who promise the migrants better deals. 2.3 WHY MALAYSIA BECOME MIGRANT DESTINATION The theory of migration occurs because of the sending and receiving factors mainly due to the push-pull and supply-demand forces. The influx of immigrant workers to Malaysia is not a recent phenomena. Malaysia replicates the complexity of international migration that exercises both of imports and exports of labour. Better economic growth and Malaysias geographical location that shares common borders with it neighbouring countries has become a pull-factor for migration to Malaysia. In contrast, the economic disparity, inequality and poverty in the country of origin serve as the push-factor for them to migrate, looking for jobs and better living. Generally, there are many other reasons why these immigrant workers choose Malaysia as their destination. First, Malaysia geographical location, second, the stable and sound government, third, labours shortage, fourth, higher wages and finally, the employer attitudes. Geographical Location Malaysia geographical location, which is in the centre of South East Asia is easily accessible either by land or sea. In addition, the easy access and the shortage of enforcing agencies along the extended shores and entry points into Malaysia have caused the entry of many illegal immigrants undetected. Stable and Sound Government Since independence, Malaysia has been governed by a stable government and with sound economic growth. This political and economical stability has become the main attraction for migration. Comparatively, Malaysia has been seen as the most stable nation in this region in comparison to her neighbours. As such, others have regarded this country as an oasis in the region. Labour Shortage Malaysia has been experiencing a very high level of industrial development and it has developed further to be classified as a newly industrialized country. Therefore, from the human assets perspective the country has generated a huge demand of the work force especially unskilled workers for immediate employment in the industrial and manufacturing sectors. The labour shortage in Malaysia has become an important issues and employing immigrant workers is considered to be the most viable short-term solution. Higher Wages Generally, the immigrant workers in Malaysia can be regarded as an economic migrant. Comparatively, Malaysian employers pay higher wages to the immigrant workers for a similar job back home. This situation is made even worse, where the wages offered is considered low for the local workers. Thus, it opens the job opportunities to the immigrant workers. The Employer Attitude The Malaysian employers attitude is also another pulling factors that attracted foreign workers. Beside that, it is suspected that there has been a simultaneous entry of huge number of illegal workers as well. Similar to the legal workers, the illegal workers were also employed in the construction, manufacturing and service sectors at a very low wage rate. It is a known fact that employers prefer this arrangement for various reasons such as a lower overhead cost and preventing them from registering to the Employees Provident Fund (EPF), Social Security Organization (SOCSO), medical and social benefits. For the illegal immigrants, because of their unlawful status, they become less demanding in terms of salary and other privileges. As for the employers, in order to boost their production, the illegal immigrant workers can be easily employed to work extra hours with minimum wages. 2.4 THE MIGRANT COUNTRY OF ORIGIN Most of the immigrant workers in Malaysia came from her neighbouring countries; Indonesia, the Philippines and Thailand  [40]  . However, in early 90s, immigrant workers from Bangladesh, Myanmar, Nepal and few other countries started to dominate the Malaysias labour workforce. Therefore, it is only realistic to identify the country of origin of the immigrant workers and examine the push factors that make them migrate to this country. Indonesia Being the largest country in this region with 1.9 million sq km, Indonesia is facing administrative problems in trying to govern the nations vast regions equally. To develop the whole country, it requires massive effort and resources and this have created a gap between the provinces. Some parts of the country enjoy multi multi-fold development while others are still left far behind  [41]  . The problems of socio-economy seem to have centred on its big population, since Indonesia is the fourth most populous country with approximately 225 million. The Indonesian economy is dependence on oil and gas, plywood, textiles, rubber and palm oil. However, the limited resources and infrastructure available were not adequate to accommodate the demands of growing population  [42]  . This among other factors has caused poverty, which is estimated 24% of its population. Beside that, unprecedented turmoil in recent years, first the Asian financial crisis, followed by the fall of President Suharto, the first free election since 1960, the loss of East Timor, independence demands from restive provinces, bloody inter-ethnic and religious conflict and devastating tsunami had worsen the economic situation, increased the inflation and unemployment rates. Thailand Like Indonesia, Thailand is also facing the problem of poverty, where 80% of the population lives in the rural areas and most of them are poor farmers. The reason is simple; the Thai government is concentrating more on defence rather than the socio-economy development of the country. Philippines The Philippines, which consist of 3,666 islands, is facing almost similar problem like Indonesia in terms of administration and developments of the provinces. Beside that, religious conflict between Islam and Christian has imposed serious threat to the country. This is coupled with the uneven development between the provinces, which has created a disparity situation amongst the citizen while the armed revolution by the militant groups in Southern Philippines post a major threat to its internal security. Bangladesh This small country with a large population is facing many problems. The high rates of poverty and political instability of the country has influenced the citizen to look for better opportunities in other countries. The country also constantly experiences natural disaster such as floods and drought, which made the situation worst. Myanmar The close policy of Myanmar to the outside world is one of the reasons for the backwardness of the country. The poverty rates is very high amongst the population of 85% Buddhist. Being a poor country, Myanmar faces the same socio-economy problem and political instability, which hinder the development of the country. Nepal With its ancient culture and the Himalaya as a backdrop, the landlocked Kingdom of Nepal has for many years been the destination of choice for foreign travellers in search of adventure. The country with an area of 147,181 sq km and 26.3 million people is one of the poorest countries in the world where more than 40% of its population is estimated to live in poverty. Being a landlocked country with limited agriculture and other industries, Nepal economy relies mainly on tourist industries. However, the current political turmoil and the growing Maoist guerrilla insurgency movement that keeps the tourist away are now undermining the Nepal economies. Maoist rebels have been waging a campaign against the constitutional monarchy in a conflict that has left more than 11,000 people dead since it started in 1996. Based on the UN reports, it is indicated that, the rebellion has displaced more than 100,000 people  [43]  . Nepal also has been at odds with neighbouring Bhutan over the repatriation of thousands of refugees living in camps in Nepal. The refugees, Bhutanese of Nepalese descent fled violence in their homeland in early 1990s. With these ongoing problems, worsen economy and political situation has drive away the people to look for a better living in other countries. Other Countries Other than the countries mentioned, there are also immigrant workers from India, Pakistan, China, Middle East and even African countries. These countries are also facing the same socio-economy problem and political instability. However, the numbers is not as high as the other immigrants from the Malaysias neighbouring countries. Some enter the country legally but had extended their stay although their visa had expired. Their main reason in doing so is to earn a better living in this country. 2.5 SUMMARY In summary, Malaysia needs the immigrant workers for the development, but their presence should not dominate the labour work force because they will definitely pose some positive and negative impact as well as threat to the national security. The positive and negative impact of their presence varies. From the economic perspective, their employment helped the continuous development and economic growth of the country by filling the gap of the acute labour shortages. On contrary, their presence and employment depress wages and this has reduced the competitiveness of local workers and frustrates attempt made by the trade unions to improve their working terms and conditions. A productive and competitive workforce is crucial for Malaysia in order to develop a knowledge-based economy and to achieve its aspiration of becoming a fully developed nation. However, most of the immigrant workers are unskilled or semi skilled labours with lower academic background. Therefore, the government has to formulate a comprehensive policy governing this requirement, which will definitely incur extra cost and procedures to the employer. As a result of this bureaucracy, the employer often blamed the process of importing workers as being lengthy and tedious process. Therefore, they recruited illegal workers who are readily available for employment. Socially, being less educated, poor and lower social class, these immigrants workers seem to be un-stabled economically, physically and mentally. As a result, negative competitions for a better living can emerged from these situations. For example; their incursion into non-designated jobs like petty trading imposes unnecessary competition to the local traders. They also compete with the locals for cheaper housing especially in the urban areas, which resulted the rise in rental and short supply of houses. Some of them are even move into developing new illegal squatters and this has impose strain on the basic amenities in the areas. Any slightest conflicts resulted from this competition might turn into social clashes between the immigrants and the locals. Immigrant workers have also been seen as a threat to security and political stability. This stems from their ignorance of the countrys law. This can be seen from various activities such as, illegal entry, involve in criminal activities, over staying, opening government land illegally, and many others. These activities will definitely have serious implication on security. Illegal entry for examples, implies that Malaysias has porous borders and was unable protect the borders, allowing not only economic migrants to come through but also any subversive elements. Illegal entry will also enables those with contagious diseases to filter through and spread it to the population.

Army Regulation Essay

Chain of command a. The chain of command assists commanders at all levels to achieve their primary function of accomplishing the unit’s assigned mission while caring for personnel and property in their charge. A simple and direct chain of command facilitates the transmittal of orders from the highest to the lowest levels in a minimum of time and with the least chance of misinterpretation. The command channel extends upward in the same manner for matters requiring official communication from subordinate to senior. b. Commanders are responsible for everything their command does or fails to do. However, commanders subdivide responsibility and authority and assign portions of both to various subordinate commanders and staff members. In this way, a proper degree of responsibility becomes inherent in each command echelon. Commanders delegate sufficient authority to Soldiers in the chain of command to accomplish their assigned duties, and commanders may hold these Soldiers responsible for their actions. Commanders who assign responsibility and authority to their subordinates still retain the overall responsibility for the actions of their commands. c. Proper use of the chain of command is vital to the overall effectiveness of the Army. Commanders must acquaint all their Soldiers with its existence and proper function. Effective communication between senior and subordinate Soldiers within the chain of command is crucial to the proper functioning of all units. Therefore, Soldiers will use the chain of command when communicating issues and problems to their leaders and commanders. Open door policies Commanders will establish an open door policy within their commands. Soldiers are responsible to ensure that the commander is made aware of problems that affect discipline, morale, and mission effectiveness; and an open door policy allows members of the command to present facts, concerns, and problems of a personal or professional nature or other issues that the Soldier has been unable to resolve. The timing, conduct, and specific procedures of the open door policy are determined by the commander. He or she is responsible for ensuring that Soldiers are aware of the command’s open door policy. Performance counseling Commanders will ensure that all members of their command receive timely performance counseling. Effective performance counseling of officers, noncommissioned officers (NCO), enlisted Soldiers, and DA civilian employees helps to ensure that they are prepared to carry out their duties efficiently and accomplish the mission. AR 623–3 and AR 690–400 contain counseling requirements in conjunction with the evaluation reporting systems. Unit commanders will determine the timing and specific methods used to provide guidance and direction through counseling. FM 6–22 provides advice and makes suggestions concerning effective counseling. Providing regular and effective performance counseling to all Soldiers, not just those whose performance fails to meet unit standards, is a command function. All commanders will ensure that their subordinate commanders have implemented and are maintaining an effective performance counseling program. Staff or technical channels Staff or technical channels may be used for sending reports, information, or instructions not involving variations from command policy and directives. Command of installations, activities, and units a. Responsibility. The senior regularly assigned United States Army officer present for duty normally has responsibility for the command of units, platoon level and above, except as shown in paragraphs 2–8a, 2–15, and 2–16. b. Command of installations. Command of Army installations is subject to policies, procedures, and regulations promulgated by HQDA. (1) Command of Army installations is exercised by a senior commander (SC). The SC is designated by senior Army leadership. The SC’s command authority over the installation derives from the Chief of Staff, Army (CSA) and Secretary of the Army’s (SA) authority over installations. This is a direct delegation of command authority for the installation to the SC. The SC’s command authority includes all authorities inherent in command including the authority to ensure the maintenance of good order and discipline for the  installation. (2) Army installations are identified in one of two categories as follows: (a) Installations managed by Installation Management Command (IMCOM). Installations that are managed by IMCOM are discussed in paragraph b(4)(e), below. (b) Installations not managed by IMCOM. Installations that are not managed by IMCOM are discussed in paragraph 2–5b(4)(f), below. (3) Joint bases. Army installations designated for management under Department of Defense (DOD) Joint Basing 6 AR 600–20 †¢ 18 March 2008  Guidance shall be operated in full compliance with DOD requirements. In the event of a discrepancy between this regulation and the DOD policies or procedures for Joint basing, the DOD policies or procedures take precedence. (4) Roles and responsibilities. (a) Senior commander. The SC is normally the senior general officer at the installation. The SC’s mission is the care of Soldiers, Families, and Civilians, and to enable unit readiness. While the delegation of senior command authority is direct from HQDA, the SC will routinely resolve installation issues with IMCOM and, as needed, the associated ACOM, Army service component command (ASCC), or direct reporting unit (DRU). The SC uses the garrison as the primary organization to provide services and resources to customers in support of accomplishing this mission. All applicable commands support the SC in the execution of SC responsibilities; therefore, the SC is the supported commander by the IMCOM region director (RD), the garrison and tenants. The SC— 1. Normally is a dual-hatted position. When this occurs the commander exercises discrete authorities as the SC and as a mission commander. The SC responsibilities and authorities are installation focused; the responsibilities and authorities as the mission commander are mission focused. 2. Can, in rare cases, be an HQDA-appointed civilian versus a uniformed SC, who will assume the SC roles and responsibilities with the exception of UCMJ and command authority. In these instances, the individual will be referred to as the senior manager. Prior to the appointment of the senior manager, command and UCMJ authorities for the installation will be specified. 3. Is responsible for synchronizing and integrating Army priorities and initiatives at the installation. On IMCOM managed installations there is a requirement for a strong collaborative relationship between the SC and the IMCOM RD. The SC commands the installation but funding of almost all installation activities flows through the RD. 4. Assumes the duties and responsibilities of the installation commander where that title is mentioned in U.S. Code or DOD or Army policies and regulations. 5. Assumes the duties and responsibilities of the senior mission commander where that title is mentioned in Army regulations except for regulations involving operational duties and responsibilities. Mission commanders will retain operational duties and responsibilities. 6. Unless prohibited by law or regulation, the SC may delegate, as necessary, assigned duties and responsibilities to the garrison commander (GC). Such delegation shall be made in writing and specifically state the duties and responsibilities so delegated and the termination date of the delegation. 7. Establishes installation priorities among all resident and supported units. 8. Prioritizes base operations support consistent with HQDA priorities and approved common levels of support (CLS) bands. 9. Oversees the CLS services and capabilities provided to customers. Ensuring that those services are provided within the HQDA guidance, designated priorities, and approved CLS bands and coordinates with the IMCOM RD to change HQDA approved CLS from green, amber, or red. 10. Approves and submits the installation master plan consistent with HQDA long-range plans and goals through the ACOMS, ASCCs or DRUs, and IMCOM. For IMCOM installations the SC collaborates with the IMCOM RD before the SC submits the installation master plan. 11. Approves the military construction, Army (MCA) and military construction, Army Reserve (MCAR) project priority list at the installation level. For IMCOM installations the SC collaborates with the IMCOM RD before the SC  approves the MCA and MCAR project priority list for the installation. The U.S. Army Corps of Engineers executes MCA/MCAR projects for the Army. 12. Reviews and approves the prioritization of Family and installation programs. For IMCOM installations the SC collaborates with the IMCOM RD before the SC approves Family and installation programs for the installation. 13. Installation force protection (FP) is as follows: (a) continental United States (CONUS) SC: as directed by U.S. Army North (USARNORTH) and in coordination with the installation management headquarters (IMCOM and Non- IMCOM), oversees FP on the installation; (b) outside continental United States (OCONUS) SC: in coordination with the ASCC and IMCOM is responsible for FP oversight on the installation. 14. Is normally designated as a General Court-Martial Convening Authority (GCMCA). The GCMCA orders will specify the appellate and review channels for SC GCMCA actions. 15. The appellate and review authority for administrative actions taken by the SC pertaining to individual Soldiers and DA Civilians will flow through ACOM, ASCC, or DRU channels unless otherwise specified in Army regulations. The terms â€Å"next superior authority,† â€Å"next higher authority,† â€Å"next higher commander,† and â€Å"next higher headquarters† as used in other Army regulations, mean ACOM, ASCC, or DRU commander or headquarters. 16. Serves as the senior Army representative to the surrounding community. 17. Senior rates the GC. (b) Garrison commander. The GC is a military officer, lieutenant colonel or colonel, selected by HQDA. The GC commands the garrison, is the SC’s senior executive for installation activities, is rated by the IMCOM RD, and is senior rated by the SC. The GC is responsible for day-to-day operation and management of installations and base support services. The GC ensures that installation services and capabilities are provided in accordance with HQDA AR 600–20 †¢ 18 March 2008 7  directed programs, SC guidance, CLS, and IMCOM guidance. The GC provides additional service support in accordance with HQDA directives and provides reimbursable services in accordance with memorandum of understanding or agreement (MOU/MOA). The GC is responsible to deliver Family and  installation programs, coordinates and integrates the delivery of support from other service providers, and obtains SC approval of the installation master plan. The GC may be appointed as a Summary Courts-Martial Convening Authority or the Special Courts-Martial convening authority for the installation and its support area; in rare cases the GC may be appointed as GCMCA. In some cases, the senior official on an installation may be the garrison manager. A garrison manager (the civilian equivalent of a GC has the same responsibility and authority as the military counterpart with the exception of UCMJ and command authority. Prior to the appointment of the garrison manager, command and UCMJ authorities for the garrison will be specified. The GC responsibilities are— 1. Represents the Army and the installation in the surrounding community as directed by the SC. 2. Approves and issues garrison policies in accordance with respective Army regulations, or installation level policies involving tenant units as directed by the SC. 3. Approves and issues policies for IMCOM civilian workforce. 4. Develops and implements the Force Protection Program. 5. Supports mobilization station requirements. (c) The ACOM, ASCC, or DRU on IMCOM managed installations. 1. Provide to IMCOM a prioritized list of MCA/MCAR projects and requirements that impact subordinate units to support the development of the military construction (MILCON) program and the program objective memorandum. 2. Provide IMCOM with subordinate mission priority requirements for MILCON and base operations. 3. Identify to IMCOM, through the CLS process and other requirements development processes, the required levels of garrison support needed to meet mission requirements. Also, identify to IMCOM any support requirements not included in CLS services. Collaborate with IMCOM in developing garrison support requirements that are applicable to all garrisons. 4. Evaluate the effectiveness of installation services and support and participate in the prioritization of these services and support. 5. Responsible for mobilization of subordinates as specified in AR 10–87. 6. Provide prioritization requirements for information technology and training enabler support to IMCOM. 7. Responsibilities for FP are: (a) OCONUS: The Geographic Combatant commander exercises Combatant Command (Command Authority) (COCOM) authority over all aspects of FP in the AOR and delegates authority for FP as deemed appropriate and necessary. This includes all aspects of FP on Army installations without exception; (b) CONUS: Commander, USNORTHCOM has tactical control (for FP) over all DOD personnel and assets in the AOR. USARNORTH is designated as USNORTHCOM’s ASCC; the authority to execute the FP mission in CONUS is delegated from Commander, USNORTHCOM; (1) USARNORTH has direct command and control authority over commands when executing FP responsibilities for installations/facilities (FP reporting commands/SCs when executing FP responsibilities for installations/facilities); (2) USARNORTH has a supported/supporting relationship with commands not executing responsibilities for installations/facilities (FP supporting commands). (d) Assistant Chief of Staff for Installation Management. The ACSIM is the proponent for all Army installations and in this capacity is responsible for installation policy development and implementation Armywide. The ACSIM does not exercise command authority over Army installations. 1. The ACSIM ensures that real property accountability and reporting is implemented at all installations (see AR 405–45). 2. The ACSIM manages HQDA level MILCON in accordance with HQDA priorities and guidance. 3. The ACSIM is the proponent for environmental policy Armywide. (e) Installation Management Command. The ACSIM is dual-hatted as the Commander of IMCOM. IMCOM is a DRU reporting to the ACSIM as described in AR 10–87. IMCOM manages Army installations assigned to it. IMCOM executes installation readiness missions, provides equitable services and facilities, optimizes resources, sustains the environment, and enhances the well-being of the military community. IMCOM is accountable for the efficient delivery of installation services and support. The IMCOM is responsive to ACOMs, ASCCs, and DRUs through a supporting to supported relationship. 1. IMCOM commands the garrisons assigned to it. 2. IMCOM and its subordinate organizations are supporting commands to the SC  on IMCOM installations. There is a requirement for a strong collaborative relationship between the SC and the IMCOM RD. The SC commands the installation but funding of almost all installation activities flows through the RD. 3. The relationship between IMCOM and the commands of tenant organizations is analogous to the â€Å"supporting to supported† command relationship described in Joint Doctrine. 4. The IMCOM RD rates the GC. 5. IMCOM ensures compliance with HQDA directed programs and CLS bands. IMCOM staffs and coordinates with 8 AR 600–20 †¢ 18 March 2008  HQDA funding requests for garrison support requirements identified by ACOM, ASCC, or DRUs that are not included in CLS services. 6. There is a difference between command relationship in CONUS and OCONUS for IMCOM installations. These relationships are depicted in figure 2–1..

Reported News on Entrepreneurship Essay Samples Exposed

Reported News on Entrepreneurship Essay Samples Exposed The Little-Known Secrets to Entrepreneurship Essay Samples Folks generally have a hard time starting a business program or just a pitch because the ideas rattling around in their gray matter are simply not cohesive. While the company name wouldn't be discussed until the last stages of the undertaking, I would elect to take into account our location and possible clientele before committing to a brand name. Naming your company is the very first step in making it real. Quite simply, the organization ought to be a leader and innovator that are prepared to allocate resources and develop new products. The company should begin with the minimum number of workers. Customers are an essential portion of your advertising effort. Ideal customers may not exist but they're a fantastic method to concentrate your services and products to customers that come close. 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Mostly, the entrepreneurs discover that it's essential to invest in tiny businesses. The increase of the little and medium enterprise will cause growth of the company and the economy at large. The shortage of capital source tends to cut back the zeal of entrepreneurs to proceed. Research proves that pattern recognition has an essential role in the identification of new ventures and opportunities. There is an excellent chance for growth within this marketplace. The choice to exploit opportunities is based on the essence of the chance and individual differences. It's from the above mentioned explanations that the governments like that of Denmark support entrepreneurship. Consequently, government support for entrepreneurship is a critical strategy for financial improvement. Inside this context there are many propositions regarding the nature of chances and its establishment. Things You Won't Like About Entrepreneurship Essay Samples and Things You Will It is their job to make sure they never run out of resources and hence are always thinking up innovative strategies to enhance their financial status. There's no opportunity to waste. The motivation is extremely crucial point in the entity, because if employees won't be satisfied they aren't going to do their work at the maximal quality or even won't get to the output target, therefore it is essential for the line manager to talk and motivate staff and help where it's essential to continu e to keep his employees at high amount of motivation. It has a direct influence on the performance of the entity and there are different theories which describe how motivation can be improved, but only few of them will be discussed. The New Angle On Entrepreneurship Essay Samples Just Released There is barely any online shopper who's far from PressBuy. 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Business activity a part of ibadah or very good deed Entrepreneurship was and is always an integral portion of the Islamic religion. Folks are growing to rely increasingly more on internet shopping. Understanding your market space is crucial to a thriving business enterprise. The Secret to Entrepreneurship Essay Samples Determine whether there are systems successfully employed by other businesses that could be employed by our company. Design, production and verification is necessary to carry out different element for deployment idea. Moreover, it was mentioned that communication procedure and method is quite essential in the company, because some of the communicating methods aren't appropriate if somebody wants to announce some crucial info or even might be misunderstood because of communicating method. In this manner, it's important to creates insufficient system and services according to the requirement.

Acuscan Critical Case Study - 1640 Words

AcuScan Critical Case Study To: Cliff O Connor Ââ€" CEO From: Pete xxxxx Ââ€" V.P. of Organizational Development As the new Vice President of Organizational Development, I look forward to the upcoming challenges concerning developing the Organizational Development department. I anticipate exciting times ahead as we pursue a new course with the development of a new product based on our current retinal scanning technology. It is apparent from the recent Scanner s Weekly and a Memo I received, that this company is at a crossroads concerning its future in the retinal scanning security business. Per your request, I have solicited information from all parties involved to make an informed consensus as to what is really going on. Assumptions:†¦show more content†¦4. Assumed staff would work together amidst the challenges for the good of the company. Arguments: Cliff O Connor: Argument made by Cliff that a new product would recapture our position as a market leader with our technology. Cliff further argues that Pat s creativity is what AcuScan needs right now. Sees Operation Optimize as not very different from the iScanner product and believes all managers realize the need for a new product to expand revenues. Pat Lambert: Argues that iScanner should be modified and launched in a new, non-vertical market, only solution for long-term growth in revenue. Pat argues that Kelly initially stated it is simple to build on existing applications. Finally, Pat also argues for additional money, for an outside contractor to complete the product on time. Kelly Thomas: Kelly argued that new product was more complicated to develop than the other managers could comprehend. Kelly believes company is rushing to develop new product, at the expense of quality; thus possibly damaging his teams and company s reputation. Chris Martinas: Arguments were the company must expand into other vertical markets. He also believed they needed to act quickly or risk losing any advantage in the new market. Lastly, agrees with Pat that new product will save the company. Analysis of Arguments: Cliff s argument for an additional means of revenue is logical but his approach, developing a new product when theShow MoreRelatedAcuscan Critical Thinking Case Study1708 Words   |  7 PagesUse the case materials to complete this assignment. ANALYSIS 1. Describe one (per instructors change week one) assumptions seen in any documents provided. a. Kelly Ââ€" Through several emails and communications, Kelly assume that there is not enough time to meet the deadline of August for the project. Even though Pat seems to show that, there is some chance to do so. b. Pat Ââ€" believes that an Operation Optimization project needs to be embarked on now to improve the market shares of AcuScan. SheRead MoreAcuscan Executive Summary 41018 Words   |  5 PagesEXECUTIVE SUMMARY TO: Cliff O’Connor, CEO AcuScan, Inc. FROM: TOM GRECO SUBJECT: ACUSCAN OPTIMIZATION PROJECT DATE: 5/5/2008 CC: GEN 480 STUDENTS Purpose and Scope of Document The purpose of this executive summary is to provide an overview of the status of the AcuScan Optimization Project, known as â€Å"Operation Optimize.† The objectives of the project are to increase revenues and grow market share by transitioning AcuScan into retail markets. Entry into this target market area is to be accomplishedRead MoreCompany Assessment: Acuscan2884 Words   |  11 PagesCompany Assessment: AcuScan Part One Analysis Describe all assumptions seen in any of documents provided in the case study. For full credit, provide AT MINIMUM: four to six assumptions held by Kelly; six to nine assumptions held by Pat; two to three assumptions held by Cliff; two to three assumptions held by Chris. Kelly Kellys assumptions include the idea that customers will not be interested in accepting a staged rollout of any new product, that Pat is too manipulative when it comes to ChrisRead MoreCase Study for Acuscan, Inc Essay1376 Words   |  6 PagesCritical Case Study Assignment Maurine Shaughnessy GEN/480 Paul C. Moretti, M.B.A. September 12, 2006 I am the newly hired Vice President of Organizational Development. My responsibilities include creating the Organizational Development Department. I look forward to working with all of you especially with finding a new and improved product based on our already developed retinal scanning system iScanner. First of all I am going to discuss assumptions made by Kelly Thomas, Pat Lambert, CliffRead MoreGen/480 Case Study3198 Words   |  13 Pagesbetween Kelly and Pat. He has left it to them to work it out. 2. Explain the arguments made by each of these people. Explanations should be comprised of two to six sentences for each of the following. e. Cliff O’Connor As the CEO of AcuScan, Cliff’s primary goal is to keep the company profitable and growing. The company is loosing market share as the products are limited to specific markets and becoming a commodity. Cliff’s job is to turn the company from this downward shift to become