International Organizations Essay Example for Free

International Organizations Essay International organizations have been noted to be around since the mid- 19th century and such organizations do not operate for profit. An international organization is defined by the United Nations as an organization with an international membership, scope, or presence. The main objective of all the international organizations they say ,have usually been welfare and the improvement of member countries through cooperation. Karns and Mingst identify the two main types of international organizations as IGOs and INGOs which they also refer to as international and transnational structures who are actors in global governance. Global governance, they say, are the cooperative problem-solving arrangements and activities that states and other actors have put into place to deal with various issues and problems. Firstly, Intergovernmental Organizations; herein referred to as IGOs will be discussed. IGOs are organizations that include at least three states among their membership, that have activities in several states, and that are created through a formal intergovernmental agreement such as a treaty, charter, or statute. These organizations range in size from 3 members (North American Free Trade Agreement [NAFTA]) to more than 190 members Universal Postal Union [UPU]. Within these IGOs, members can be limited to one geographic region, for example the Organization of American States (OAS), the European Union (EU) or even the Caribbean Community (CARICOM) or they may come from all geographic regions such as members of the World Bank and IMF. Some IGOs are designed for solitary purposes such as the Organization of Petroleum Exporting Countries [OPEC]), whilst others have been developed for multilateral purposes, for example the United Nations [UN]. Most IGOs though, are not global in membership but are in fact regional, wherein a commonality of interest motivates states to cooperate on issues directly affecting them. Most are small in membership and designed to address specific functions. It must also be noted that IGOs are recognized subjects of international law with separate standing from their member states. According to Karns and Mingst, IGOs function for purposes of gathering, analyzing, and disseminating data, providing a place for negotiations, creating norms and defining standards of behavior through legally binding treaties, monitoring compliance with rules, adjudicating disputes and also taking enforcement measures and for allocating resources, providing technical assistance and relief and deploying forces. Kenneth Abbott and Duncan Snidal (1998) suggest that IGOs â€Å"allow for the centralization of collective activities through a concrete and stable organizational structure and a supportive administrative apparatus. This increases the efficiency of collective activities and enhance the organization’s ability to affect the understandings, environment, and interests of states. † In their book on International Organization Karns and Mingst say that â€Å"IGOs do not only create opportunities for their member states, but also exercise influence and impose constraints on their member states’ policies and processes† which aids in forcing governments to take positions on international or domestic issues of concern. They also facilitate the creation of principles, norms, and rules of behavior with which states must align their policies if they wish to benefit from reciprocity. For example, China’s admission to the World Trade Organization and how this has affected its national policies and required extensive governmental reforms. Secondly, International Non Governmental Organizations; herein referred to as INGOs will be discussed. INGOs are institutions that are established by non-state actors or at least one side of these organizations is not states. They can generally be defined as private, voluntary, non-profit, self-governing, professional organizations with a distinctive legal character concerned with public welfare aims. INGOs unlike IGOs are not created by treaties or states but rather private people and organizations and usual encompass more than three states and therefore cannot be bilateral. They employ limited resources to make rules, set standards, procreate principles and broadly represent more ‘humanity’ than states and other actors do. There are many kinds of NGOs such as transnational, government organized, government-regulated and initiated, business and industry, donor-organized, donor-dominated, peoples organizations, operational, advocacy, transnational social movements, quasi, and anti-governmental NGOs. Their number increased (more than 23,000 in the early 1990s) and their effectiveness for transnational politics became more relevant in recent decades. They have become crucial participants in the international policy process says Brown (1995). Some INGOs are formed to dvocate a particular cause such as human rights, peace, or environmental protection. While others are established to provide services such as disaster relief, humanitarian aid in war-torn societies, or development assistance. Many INGOs are transnational federations involving formal, long-term links among national groups. Examples include the International Federation of Red Cross and Red Crescent Societies, the World Wildlife Fund, Transparency International, Human Rights Watch, Amnesty International, and Save the Children. INGOs’ governance functions parallel many functions provided by IGOs and, like IGOs, they can be analyzed as both pieces of and actors in global governance. As pieces of governance, INGOs function to provide processes at many levels to pressure or persuade individuals, governments, IGOs, corporations, and other actors to improve human rights records, protect the environment, tackle corruption, create a ban on landmines, or intervene in conflicts such as that in the Darfur region of Sudan. Some IGOs, such as the International Labour Organization (ILO), World Tourism Organization, and the UN Joint Programme on HIV/AIDS (UNAIDS), provide for INGOs roles in their governance. As a result of global trends to privatize activities previously controlled by governments, services once provided by governments or IGOs are now often contracted out to INGOs. INGOs are important pieces of global governance because of the ways they enable individuals to act publicly through creating networks, and volunteering and this makes them useful links between the domestic and international communities and institutions. In this sense, they function as communicators among multiple levels of governance. Both Intergovernmental Organisations and International Non-governmental Organizations are of growing significance in the international community. The proliferation of non-state actors has recently led some observers of international relations to conclude that states are declining in importance and that non-state actors are gaining status and influence. New theories of international relations such as the complex interdependence of Robert Keohane and Joseph Nye (1989) were formed in order to explain new developments. Kegley and Wittkoph (1995) accurately point out that as the world grown smaller, the mutual dependence of nation-states and other transnational political actors on one another has grown Their significance can be noted not only through their international presence but also through their voice and ability to hold governments accountable for not abiding by the standards set forth through their organizations. The benefits of these two types of all the international organizations has usually been seen through its welfare improvement of member countries and its importance lies in the following: 1.  International organizations, such as International Trade Centre and World Trade Organization, assist member countries in promoting fair trade with each other. 2. The aim of the international organizations, such as Natural Capitalism and International Development Research Centre, is to enhance sustainable economic development in the world. 3. The World Bank and Institute of International Finance are international organizations that provide monetary help to member countries. 4. The purpose of the incorporation of international organizations, such as Food and Agriculture Organisation (FAO) and World Food Programme, is to provide food security to member nations. 5. The endeavor of international organizations, such as Global Environment Facility and United Nations Environment Programme, is to ensure environmental protection. 6. The protection of human rights is ensured by international organizations, such as the ICJ and Amnesty International. 7.  Emergency/disaster relief is taken care of by several international organizations, such as the International Committee of the Red Cross and ReliefWeb. 8. The WHO helps member countries promote health care and facilities. Most countries though, perceive that there are benefits to participating in IGOs and international regimes even when it is costly. South Africa never withdrew from the UN over the long years when it was repeatedly condemned for its policies of apartheid. Iraq did not withdraw from the UN when it was subject to more than a decade of stringent sanctions. China spent fourteen years negotiating the terms of its entry into the international trade system and undertaking changes in laws and policies required to bring itself into compliance with WTO rules. Additionally , INGOs too are increasingly active today at all levels of human society and governance, from local or grassroots communities to national and international politics. Many national-level groups, often called interest or pressure groups, are now linked to counterpart groups in other countries through networks or federations. International NGOs, like IGOs, may draw their members from more than one country, and they may have very specific functions or be multifunctional. IGOs have been proven to decrease the cost of information gathering which is more important for poor and small countries. Without the UN, many states are unable to obtain information about the international society and politics. Activities of IGOs, such as the UN and the IMF, are decisive for most small countries. They may impose their principles on them more easily than on big powers. Most governments; especially in less developed countries face serious resource constraints limiting their ability to apply the provisions of regimes to areas and activities under their jurisdiction. And in spite of the fact that international organizations are utilized by powerful nation-states, these states do not hold full power over IGOs. IGOs however do have notable influence in international and on the most powerful state, the United States (Karns and Mingst). IGOs have been especially successful in their effectiveness in economic issue areas is also considerably high. For example, the IMF and the World Bank are very effective in money flowing, debt management and financing debt issues between the rich and poor countries. Though still effective, IGOs are less influential in issues of high politics such as political and security issues. INGOs too play an increasingly important role in world politics through agencies, such as Greenpeace and Amnesty International who draw attention to issues of world-wide concern, promote international co-operation and they have a significant impact on the global dissemination of ideas, values and knowledge. One of the major challenges being faced by international organizations however is integrating developing countries on various measures. Health related issues, such as infant mortality in developing countries are also of great challenge. Some other challenges that international organizations are facing are in the filed of intellectual property rights, trade in services and investment measures in relation to trade. Also seen as future difficulties in the international system is the issue of multilateral liberalization due to growing regionalism and the reformation of world trade.

Controlling Process in Management Essay -- Control Methods Technology

Controlling Process in Management Controlling is directly related to planning. The controlling process ensures that plans are being implemented properly. In the functions of management cycle - planning, organizing, directing, and controlling - planning moves forward into all the other functions, and controlling reaches back. Controlling is the final link in the functional chain of management activities and brings the functions of management cycle full circle. Control is the process through which standards for performance of people and processes are set, communicated, and applied. Effective control systems use mechanisms to monitor activities and take corrective action, if necessary. The supervisor observes what happens and compares that with what was supposed to happen. He or she must correct below-standard conditions and bring results up to expectations. Effective control systems allow supervisors to know how well implementation is going. Control facilitates delegating activities to employees. Since supervisors are ultimately held accountable for their employees' performance, timely feedback on employee activity is necessary. Control Process The control process is a continuous flow between measuring, comparing and action. There are four steps in the control process: establishing performance standards, measuring actual performance, comparing measured performance against established standards, and taking corrective action. Step 1. Establish Performance Standards. Standards are created when objectives are set during the planning process. A standard is any guideline established as the basis for measurement. It is a precise, explicit statement of expected results from a product, service, machine, individual, or organizational unit. It is usually expressed numerically and is set for quality, quantity, and time. Tolerance is permissible deviation from the standard. What is expected? How much deviation can be tolerated? Â · Time controls relate to deadlines and time constraints. Material controls relate to inventory and material-yield controls. Equipment controls are built into the machinery, imposed on the operator to protect the equipment or the process. Cost controls help ensure cost standards are met. Employee performance controls focus on actions and behaviors of individuals and groups of employees. Examples inclu... ...properly to be effective. When control standards are inflexible or unrealistic, employees cannot focus on the organization's goals. Control systems must prevent, not cause, the problems they were designed to detect. Performance variance can also be the result of an unrealistic standard. The natural response for employees whose performance falls short is to blame the standard or the supervisor. If the standard is appropriate, then it is up to the supervisor to stand his or her ground and take the necessary corrective action. An example of effective controls is the dashboard on a car. There are many things that can go wrong with a car. Only the most critical items to the car's operation are the focus on the dashboard (oil level, engine heat, fuel gauge, etc.). Variations in these items are most likely to inflict the most damage to the car. The critical items on the dashboard are easily understood and used by drivers. They point out a problem and specify a solution. They are accurate and timely. They call the driver's attention to variations in time to prevent serious damage. Yet, there is not so much information on the dashboard that the driver is overwhelmed. Controlling Process in Management Essay -- Control Methods Technology Controlling Process in Management Controlling is directly related to planning. The controlling process ensures that plans are being implemented properly. In the functions of management cycle - planning, organizing, directing, and controlling - planning moves forward into all the other functions, and controlling reaches back. Controlling is the final link in the functional chain of management activities and brings the functions of management cycle full circle. Control is the process through which standards for performance of people and processes are set, communicated, and applied. Effective control systems use mechanisms to monitor activities and take corrective action, if necessary. The supervisor observes what happens and compares that with what was supposed to happen. He or she must correct below-standard conditions and bring results up to expectations. Effective control systems allow supervisors to know how well implementation is going. Control facilitates delegating activities to employees. Since supervisors are ultimately held accountable for their employees' performance, timely feedback on employee activity is necessary. Control Process The control process is a continuous flow between measuring, comparing and action. There are four steps in the control process: establishing performance standards, measuring actual performance, comparing measured performance against established standards, and taking corrective action. Step 1. Establish Performance Standards. Standards are created when objectives are set during the planning process. A standard is any guideline established as the basis for measurement. It is a precise, explicit statement of expected results from a product, service, machine, individual, or organizational unit. It is usually expressed numerically and is set for quality, quantity, and time. Tolerance is permissible deviation from the standard. What is expected? How much deviation can be tolerated? Â · Time controls relate to deadlines and time constraints. Material controls relate to inventory and material-yield controls. Equipment controls are built into the machinery, imposed on the operator to protect the equipment or the process. Cost controls help ensure cost standards are met. Employee performance controls focus on actions and behaviors of individuals and groups of employees. Examples inclu... ...properly to be effective. When control standards are inflexible or unrealistic, employees cannot focus on the organization's goals. Control systems must prevent, not cause, the problems they were designed to detect. Performance variance can also be the result of an unrealistic standard. The natural response for employees whose performance falls short is to blame the standard or the supervisor. If the standard is appropriate, then it is up to the supervisor to stand his or her ground and take the necessary corrective action. An example of effective controls is the dashboard on a car. There are many things that can go wrong with a car. Only the most critical items to the car's operation are the focus on the dashboard (oil level, engine heat, fuel gauge, etc.). Variations in these items are most likely to inflict the most damage to the car. The critical items on the dashboard are easily understood and used by drivers. They point out a problem and specify a solution. They are accurate and timely. They call the driver's attention to variations in time to prevent serious damage. Yet, there is not so much information on the dashboard that the driver is overwhelmed.

Helen’s dilemma Essay

Ans.1: Helen Bower’s new plan isn’t deemed to be much successful. Helen doesn’t consider her employees anything more than just workers. Due to this approach of hers, she hasn’t been able to negotiate with her employees in the right manner to get efficient performance. Even the consultant appointed by her is concerned about her approach and advises her to employ the same methods of dealing with employees, as her father did in the past. Even then, she fails to understand and accept this and decides a new plan i.e. that every worker who fails to improve his productivity by 10% will have to face an equal pay cut. This plan of Helen isn’t going to help solve the situation anyhow and would only lead to resentment amongst the employees. These employees won’t be at all happy with this decision as they’re expected to do more strenuous hard work even though nothing is being done for their welfare and improvement in working condition; rather all their benefits are being actually curtailed. As a result, the overall productivity would suffer and Bowers Co. would be unable to compete with Japanese firms. Ans.2: The biggest challenge that Helen faces is to retain the support of her employees. Helen’s approach of considering her employees as just ‘Hired Help’ isn’t paying her well as all the policies she creates go against the welfare of her employees and thus, the productivity of the organization is getting compromised. If the employees aren’t looked after, they would feel alienated which would ultimately lead to lower levels of productivity and thus, Helen would find it difficult to cope up from the external competition from Japanese firms and thus, the business won’t be able to sustain for long. Ans.3: If I were Helen’s consultant,I would make her realize the gravity of the situation which is more alarming than what she might be expecting. I’ll try making her realize the repercussions of her policies which are in complete contrast to the welfare of her employees. I’ll advice her to change her approach towards more liberal methods which focus on the welfare of her employees. Also, I’ll recommend her to apply same techniques which her father applied and make her understand the importance of maintaining cordial relations with the workers and how it would help the Bowers’ Co.

Social Inquiry And A Natural Human Activity - 964 Words

Human beings seek a general understanding of their environment or the world around them. This is what is known as inquiry and it is a natural human activity. People recognize that present circumstances usually affect the future and as such, they need to make decisions regarding their present situation to have a better future compared to the present circumstance. Such needs push them to inquire about both the present and the future situations to develop and give them a better chance of having a comfortable life. Through social inquiry, people ask questions, they gather the information and examine the background to most of the important societal events and ideas (Pollner, 2010). There exist differences and similarities between social†¦show more content†¦Social inquiry is a systematically way of thinking. It is a way that the mind revels if a circumstance or situation is true or false even when other things point to the same outcome. Social inquiry is where the situations are broken down and looking at it to determine why such occurrences happened or took place. Assumptions is what we humans do on a daily basis, not following it up or trying to understand the circumstance behind it (Greene, 2007). Everyday assumptions are made mainly because we as individuals have been brought up to believe that situation or circumstance to be true. Most of the situations are what human beings have been brought up understanding it that way. Everyday assumptions are made from what human beings learn on a daily basis. They are based on who people interact with such as environment. As such, the difference in regard to social inquiry arises. Where everyday assumption depends on what human beings learn and their interaction to different phenomena, social inquiry tries to understand better through different methods of research. Another difference between the two is the people understand. Everyday assumption changes over time. In a cer tain period, the assumption may mean something, however, in another period it changes meaning to mean a totally different thing. Social inquiry however rests its case when a conclusion is reached about the situation or circumstance. The matter can only be revisited if it is felt that the investigation or