The Kite Runner by Khaled Hosseini essays

The Kite Runner by Khaled Hosseini expositions ?The Kite Runner is a tragic novel of family, companionship, unwaveringness, selling out, quality of character, connection among fathers and children, segregation, bigotry, and class structure in Afghan culture. Subsequent to perusing several parts I immediately understood that this novel probably won't be as exhausting as I anticipated. As I kept on getting farther into the book it turned into a fascinating, and extremely interesting story. While understanding it, I felt myself not having any desire to put the book down on the grounds that I needed to discover what occurred straightaway. In this paper I will discuss two little youngsters ( Amir and Hassan), and how their cozy relationship was reduced, as ethnic and political strains emerge in Afghanistan. Amir is a Pashtun and Hassan is a Hazara. Pashtuns are probably the most extravagant individuals in Afghanistan. The Pastuns have consistently been the high society and the Hazaras had a place with the much lower class. They regularly worked for more extravagant Afghanis (Pashtuns), attempting to make due with a small living. The story begins with an upbeat start, where Amir and his closest companion and hireling Hassan live respectively in congruity regardless of racial and financial contrasts. What's more, on the grounds that Hassan is Amirs Hazara, or his hireling, they effectively pull off getting to know one another. Amir and Hassan are closest companions, however in their general public this is routinely inadmissible, and particularly after the fall of the Afghan ruler, things started to change. Pashtuns and Hazaras began to act in brutal, clash ways; Kabul gets revolting and terrible. As social and political pressures develop in Afghanistan, Amir and his companion start to become separated. Generally speaking, their fellowship was a mind boggling embroidery of affection, misfortune, benefit, and disgrace. Khaled Hosseini works admirably of exhibiting how social weights and a social mentality towards certain ethnic gatherings can influence a childs mind at an early age and destroy long haul companions. For example, a kid named Assef (who is Pashtun), at... <!

Far From The Madding Crowd Essay Example For Students

A long way From The Madding Crowd Essay Robert Cormier is known for not taking a morraly shortsighted postition while reagarding the good and bad of the terroists and patriotes. This is appeared with Miro as Cormier frequently reminds the peruser that he is as yet human. He does this by at first relating him with pessimism as he feels outrage, dread, and dissatisfaction. This makes the peruser perseave him as merciless and with no thought toward others, as the main occasions he feels excitment is the point at which the activity and killings. His human side is protrayed as he collaborates with Kate, as he generally appears to leave her inclination anoyed having gained himself as his protections has been let down. These standard emotions causes the peruser to feel stunned as their perseption of terroists are played with and bent. In any case, a sterio-ordinary element of a terroist is reliability towards its pioneer; Miro never neglects to show this towards Artkin all through the novel. Miro is continually watching out to dazzle Artkin, on the contary, Miro appears to question who Artkin truly is on events, for instance, in Chapter 10, Kate: Those two men who were with you are dead, the one you called Antibbe and the dark person. Furthermore, Artkin. Whos left? No one. Your siblings dead. Also, presently your dad. Miro:He saw her, frightened. His breath, stale and smelly, entered her mouth, her noses. My dad I don't get your meaning? Presently my dad? Kate: Artkin. He was your dad, wasnt he? Miro:Its impractical. Artkin his dad? He was unable to recognize that fact, in the event that it were truth. The develpoment that Cormier makes of the characters during the novel impacts the peruser in such away which causes them to feel brought into the characters progress instead of the plots progress. Unavoidably, this makes a profound association among them and the characters. I can conlcude that because of the Terroist circumstance within recent memory now, After the First Death, will in this manner hold more importance the cutting edge peruser. Be that as it may, Far From the Madding swarm, is considerably more complexed and refined at this point is meily tackle mechanical issues of the eighteenth centuary, which may speak to the senior peruser, yet this relies upon an individual inclination. The writers of every novel have incorporated a geat involvment of characters; each containing a sterio-run of the mill viewpoint to their characters utilized, which is a procedure empowering the peruser the identify with specific characteristics. Robert Cormier makes a more profound relationship and involment among peruser and character of the character. Thomas Hardy has a very srong and included story voice, dissimilar to Robert Cormier, who leaves the depiction of occasions and thoughts through the advancement of the characers and the plot. The target group is clearly to be distinctive as they are written in totally extraordinary centuarys. As I would like to think, After the principal Death requests to the more youthful age, as it has less mind boggling language and a more grounded kind of experience in the plot which bids to them. In correlation, Far from the Madding swarm, requests to the more provincial concerned characters, who appreciate the courtyside imagry. I for one feel that the two books are successul in fufilling their plans to accomplish the sort of happiness proposed audinces require.

making dumplings

making dumplings DOUGH: clean your counter and wash your dishes wash your hands too pour a few cups of flour into big bowl add one cup hot water knead add another cup of hot water knead some more keep kneading (more fun with music and friends) keeping adding water and kneading until all the flour is incorporated and the dough is smooth and elastic make the dough into a few big lumps. put the lumps in a bowl cover with a wet towel and let sit for a few hours FILLING (VEGETARIAN): obtain mushrooms of various types. shiitake is pretty good. obtain scallions obtain some kind of asian vegetable bok choy or napa cabbage. wash it. obtain some firm tofu obtain some carrots ginger too. ginger is important. garlic can also be nice chop everything up into fine pieces mix it in a big pot beat two or three eggs and add that too add soy sauce and sesame oil to taste (optional) FILLING (MEAT): obtain ground pork obtain some kind of asian vegetable bok choy or napa cabbage. wash it. chop up the vegetable into fine pieces mix it with the ground pork add chopped ginger and soy sauce and sesame oil and scallions to taste (optional) WRAP THE DUMPLINGS: when the dough has settled, separate it into a few manageable sections roll out the sections against the counter until you have little dough-snakes separate the little dough-snakes into pebble-sized dough nodules use a rolling pin to flatten the nodules into circles, thin on the outside and thick in the center now you have dumpling wrappers! wrap the filling in the wrapper (try this  or this for guidance, but it doesnt really matter as long as it doesnt leak) repeat until you have lots and lots of dumplings sing taylor swift songs while you work COOK THE DUMPLINGS: there are lots of ways some people like pan-frying them do this by adding oil to a pan and putting the dumpling in make sure to cover the pan so the steam will cook the dumplings evenly other people like boiling them boil some water and put the dumplings in wait until the water boils again, then add a splash of cold water to stop the boiling wait until the water boils again, then add a splash of cold water to stop the boiling wait until the water boils again, then add a splash of cold water to stop the boiling yes, do that three times wait until the water boils again and take the dumplings out freeze all the leftover dumplings in a tray, you can cook them later EAT THE DUMPLINGS: use dipping sauce of choice (soy sauce + sesame oil + balsamic is pretty good) argue with all your friends about what the best filling recipe is (special thanks to the toons) (and the gorgeous airbnb in new hampshire we visited last weekend) (and margie and lauren for their photography)

The United States Postal Service - 1644 Words

The United States Postal Service is a natural monopoly in the delivery of first class mail, as the 1970 Postal Reorganization Act prevents any other firms from delivering letter mail (Jaag, 2014). The reason for this was to allow one firm to specialize in mail delivery; therefore being the most efficient way to ensure the rest of the country received their mail on time. After all, receiving mail in a timely manner is critical for society to function. Imagine if everyone received their bills and letters weeks late? However, the USPS has begun to face a dilemma in recent years, in that it is seeing a sharp decline in revenue (Carbaugh, 2011). Not only is this bad for the postal service, but consumers will suffer as well because the postal†¦show more content†¦Therefore monopolies aim to produce more units of their good in order to maximize their profits. Reversely, if they produce at a high a level of output, marginal costs are greater than marginal revenue, and they therefore increase their profits by reducing the number of items produced (Mankiw, 2014). The United States Postal Service remains as a government regulated monopoly today, however after a long period of economic growth it has witnessed its profits start to decrease during the past 10 years. For example, between 2003 and 2012, the volume of first class mail decreased by 20% (Jaag, 2014). The delivery portion of the USPS is still classified as an essential facility, which is why it remains monopolized. The United States Postal service is currently facing numerous issues. For one, it is seeing a large rise in labor costs (Carbaugh, 2007). Over 80% of their workers are unionized. Disagreements on wages result in arbitration, which results in higher wages and thus the price of mail increases for consumers (Carbaugh, 2007). Another issue is that there is no profit motive. Since the USPS is government regulated the managers receive the same pay regardless of their output (Carbaugh, 2007). Every ti me a bargaining agreement is negotiated, the managers of the USPS receive a pay increase equivalent to that of the bargaining-unit increase

Developing Teacher Portfolios

A teaching portfolio is an essential item for all educators. Every student teacher has to create one, and continually update it throughout their career. Whether you just finished college or are a seasoned veteran in the education field, learning how to perfect your teaching portfolio will help you advance in your career. What is it? A professional portfolio for educators showcases a collection of the best examples of your work, classroom experiences, skills and achievements. It’s a way to introduce yourself to your prospective employers beyond a resume. While a resume provides information about relevant work experience, a portfolio illustrates these examples of your qualifications. It is a valuable tool to bring to interviews and to track your professional growth. What to Include Creating your portfolio is an ongoing process. As you gain more experience, you add or take away items in your portfolio. Making a professional portfolio takes time and experience. Finding and identifying the perfect items to showcase your experience, skills and qualities are essential. The most effective portfolios contain the following items: Title pageTable of contentsPhilosophyResumeDegrees/Certificates/AwardsPhotosLetters of recommendationStudents’ work/AssessmentPlanningResearch papersCommunicationProfessional Development When searching for these items, collect your most recent examples. Ask yourself, â€Å"Which items really display my talent as a teacher?† Look for pieces that showcase your strong leadership skills, and that demonstrate your experience. If you add photos of students make sure you get signed permission to use them. If you are worried that you don’t have enough elements, remember that quality is more important than quantity. Sample Sections Here are some ideas of the types of artifacts you should be searching for when gathering your elements for your portfolio: Philosophy - Educational philosophy, classroom management plan, guideline of your discipline techniques.Degrees/Certificates/Awards - Copy of your degree(s), teacher license, awards of honor.Photos - Students, you with the students, classroom, bulletin boards, projects.Letters of Recommendation - Supervisor, teachers, parents, students, former employer.Students’ Work /Assessment - Worksheets, projects, assessment rubrics.Planning - Themed units, curriculum, lesson plans, field trips, activities.Research Papers - ThesisCommunication - Welcome letters, progress reports, parent conferences, notes to parents.Professional Development - Conferences, Meetings, publications, memberships. Sorting and Assembling Once you have gathered all of your artifacts, then it is time to sort through them. An easy way to do this is by arranging them into categories. Use the above bullet list as a guide to help you sort your items. This will help you filter out the old and irrelevant pieces. Depending upon the job requirements, use only the pieces that demonstrate the skills needed for the particular job you are applying for. Supplies Needed: Sheet protectorsDividersBinderCard-stock or sturdy paperColored paperResume paperGlue stick Now comes the fun part: Assembling the portfolio. Your portfolio should look clean, organized and professional. Place the contents into sheet protectors and group relevant items together using dividers. Print out your resume on resume paper and use colored paper for dividers or to place photographs on. You can even add borders to photos to make them more visually appealing. If your portfolio looks professional and doesn’t look like a scrapbook, prospective employers will see you put forth a lot of effort. Using Your Portfolio Now that you have gathered, sorted, and assembled your portfolio, it is time to use it. Use the following steps to help you utilize your portfolio while in an interview: Learn what is in it. Familiarize yourself with each page so when you are in an interview and asked a question, you can turn to a page and show them a tangible example.Know how to use it. Don’t go to your portfolio to answer every question, just use it to answer a specific question or explain an artifact.Do not force it. When the interview starts, do not hand the portfolio over to the interviewer, wait until it is a relevant time to use it.Leave artifacts out. Once you have taken items out to showcase your qualifications, leave them out. It would be very distracting to the interviewer if you are rummaging through papers. Take out each item as needed, and leave them visible until the interview is over. Perfecting a professional teaching portfolio can be an overwhelming task. It takes time and hard work, but it is an excellent resource to have. It’s a valuable tool to take to interviews and a great way to document your professional growth.

Ellen Levine. Lawrence Hill. New York. Free Essays

Ellen Levine. Lawrence Hill. New York. We will write a custom essay sample on Ellen Levine. Lawrence Hill. New York. or any similar topic only for you Order Now Trident Media Group. 2006-2009. October 25, 2012. Lawrence Hill is the son of a black father and a white mother. Hill speaks three different languages English, French, and Spanish. He was born in Ontario in 1957 and has worked all over Canada. Hill’s parents moved to Canada in 1953, the day after in which they were married. Hill’s grandfather and great grandfather both were ministers of an African Church. His mother became a civil rights activist in D. C, when she finished college. Hill was influenced by his mother and his father by them working in the human rights movement. Hill joined a movement like his parents, it wasn’t the same as his parents but it had the same purpose, he is a member of the Black Loyalist Heritage Society. He was a volunteer in West Africa countries Niger, Cameroon, and Mali. Hill started doing most of his writing in the 1990’s. Most of his writing is wrapped around the fact of people losing their rights and their identity. In 2012 Hill was represented with The Medal of Distinction from Huron University Collage, and the Freedom to Read Award from the Writers Union of Canada. In 2005 Hill also won the American Wilbur Award for best national television documentary. Lawrence hills life style ties into my novel by the way he was raised. Coming from a black father and a white mother made life harder for Hill because interracial couples were frowned upon back then. Coming from that Hill has a bit of insight on the lifestyle his mother and father had once they married. In â€Å"The Book of Negroes† a black women and men are taken from their cultural home and sold as slaves. He tells the life of a girl stolen from her family, and she had to see her mother being killed. Everyone in Hill’s family history has had something to do with standing up from equal rights, and in the book not every society member is being treated the same. Whites have a higher society power because all the blacks are coming over seas to be slaves for them. Hill’s parents weren’t slaves but through his family history he has heard the horrible stories of how the slave trade has affected everybody today. That is why Hill’s books have all the same theme to them, representing someone else’s life, exactly how it was, no detail is left out. Slavery In America. AE Television Networks, LLC, 1996-2012. October 25, 2012 Slavery first began when America brought African slaves into North America in 1619. Slaves mainly worked in tobacco and rice. In the 17th and 18th centuries the slaves started to build the economic foundations of the â€Å"new† nation. The slaves were the new source of labor. Instead of people paying for a white servant they went and bought a black slave, these slaves were not paid to work. Slavery spread fast through American colonies. Historians estimated 6-7 million slaves were brought over just in the 18th century. By now slaves weren’t being considered to be a whole person, they were classified as three-fifths of a person. Most slaves lived on large farms or small plantations. Slaves were not allowed to learn to read and write. Owners of slaves took having slaves as a sexual liberty. Slaves who were obedient could (if chosen by their owner) get favors, any rebellious slaves were beat and punished. Anyone who bought a slave didn’t just by one slave; they owned less than 50 each. Between 1774 and 1804 all northern states abolished slavery, but still remained in the south. The U. S congress outlawed African slave trade in 1808, with that done, the slave trade nearly tripped over the next 50 years. By 1860 the slavery population was almost at 4 million, with more than half of them working in cotton fields. Slavery is carried out through the whole novel study by the main character Aminata Diallo who lives in a village called Bayo in West Africa. Aminata has been taken from her homeland and sold as a slave overseas in South Carolina. Many people died from the long trip over the sea. The while the long trip overseas Aminta has been brought to attention by the men who have captured her because she is able to speak different languages. The men use her to their advantage by getting her to translate to the soon to be slaves. Aminata was treated nicely because she had helped them, but other slaves were just chained together and stuck down into the bottom of the ship, where Aminta eventually fines herself. Aminata is sold to an indgo producer, and eventually bought by a family who takes her to New York. Aminata still sees it as she as a slave so she is continuing to try and find a way to escape. Owen Sounds Black History. Ontario. The Department of Public Works. City of Owen Sound. 2004. October 25, 2012. Anyone can make their own definition; to some people freedom is what limits they have and what they can do. In a free society freedom is self-controlled and having self-ownership. To some in less fortunate countries freedom is not being a sold as a slave. Freedom includes the legal right to defend oneself from others who attempt to harm a free person. In Canada us as a citizens are protected under the Canadian Charter of Rights and Freedoms. The charter guarantees citizens certain political rights from the actions of all levels of government. The charter also guarantees the rights to freedom, fundamental freedoms, democratic rights, mobility rights, legal rights, and equality rights. Some Canadians over use the charter as a way to get out of doing something. The charter was passed in 1982. Slavery was abolished in 1834 in Canada, but that year Canada was still part of Britain, so it was abolished there as well. Freedom is included in to The Book of Negroes by the main character Aminata being taken as a slave from her country, and having all of her rights and freedoms taken away from her. Back then people probably didn’t have any idea that they even had rights and that’s why so many people became slaves. Blacks weren’t even being considered people during that time. Aminata was given more rights than other slaves on the ship, she develops advantages that the others did not have. After years of being a slave Aminata finds a little sense of freedom when she is serving the British during the American Revolutionary War. Eventually Aminata gets to return home because she is guaranteed freedom, but on her way home, she sees ships carrying slaves going to America. Aminate never thought she would go back to America, but she did. She returned to present her life to world in hopes of abolishing slave trade. How to cite Ellen Levine. Lawrence Hill. New York., Essay examples

Biography of Steve Jobs Samples for Students †MyAssignmenthelp.com

Question: Discuss about the Biography of Steve Jobs. Answer: The paper talks about the biography of Steve Jobs. It explains that how Steve jobs inspired and encouraged other people for doing work. It tells that how the leader is using various leadership style at the workplace to motivate and encourage other people within the organization. It describes the cruciable events of his life. Along with this, the essay explains the negative aspects of the Steve Jobs leadership. Further, it explains the achievement of the Steve Jobs. It describes the that how Steve jobs became a powerful and wonderful leader around the world. Steve Jobs was born on 24th February 1955 in San Francisco, California. He is a computer designer, innovator, and executive as well as role model for several people in their personal life as well as businesses. He developed and build an interest in engineering and computers at a young age and he inspired and motivated by his father. After dropping out of university in the primary semester, Steve jobs expanded and flourished his spiritual side while wandering and traveling in India. He was focused on simplicity and ethic and Steve Jobs believed that simple and easy can be harder than difficult and complex. He believed that people have to work hard to make clean and simple the thinking of the people (Cornelissen, 2013). When Steve job was 21 years of age, then he decided to move on mountains. In high school, he met with his future collaborator, Steve Wozniak. Steve Wozniak and Steve jobs started work on Apple computers in the family garage. To start a new business they need money, therefore, Steve Jobs sold his Volkswagen bus and his partner sold scientific calculator. In this way, they collect money for a new venture and they made apple computer which was expensive and immense and not accessible and available easily. He is the technology inventor and American businessmen who is known as the chief executive, co-founder and chairmen of the Apple Inc. Steve jobs fathers taught his son that how to work on electronics in the garage (Myrick, Willoughby, JNoar Brown, 2013). As a result, Steve jobs showed his interest in technical tinkering. Following secondary school graduation in 1972, Steve jobs were enlisted at Reed College in Portland, Oregon. Reed was costly and massive college which Paul and Clara could not afford. The father of Steve jobs saved money and spent huge amount on his sons advanced education. After six months he dropped the college and next 18 months he took creative classes. After then, Steve jobs was taking continue audit classes at Reed College while sleeping on the floor. He was getting free food at the Hare Krishna local temple. He is called inventor and entrepreneur (Steinwart Ziegler, 2014). Steve Jobs introduced Apple II in 1997. In 1984, he launched the Apple Macintosh to increase the demand of Apple products. Jobs appointed some of his former employees to begin and make a new computer company which is called Next. After sometimes Next computer was launched in San Francisco which aims to reach the educational market. The product was very good with had a quick processing speed, excellent and effective graphics displays and good and unique sound system (Rughinis Matei, 2013). It was very expensive and people could not compare to other computers around the world. Steve jobs fulfills his needs, desires and requirements and he suffered from cancer in the middle age of 56 years and he died on 5th October 2011. His journey was very interesting and inspiring. He is the real role model for other people. Many achievement and rewards were taken by the Steve jobs for his brilliant performance and talent. He is considered most inspiring person and lucky man on the earth. There wer e many different people in the world who contributed to develop and build new and innovative technology. Steve jobs is one of the best inventors around the world. He brought new and innovative ideas to develop and build technologies in the world (Martinko, Harvey, Brees Mackey, 2013). He has great leadership traits to attract more people. He was talented and intelligent person. Now it is assumed that life of Steve jobs provides inspirational and motivation to the people around the world. In 1986, Steve Jobs bought a minor company Pixar from filmmaker George Lucas. The company got specialization in computer simulation and animation. After some times Pixar released and launched Toy story, a huge box office hit. The toy story films became effective and successful (Grijalva Harms, 2014). Various key challenges were faced by the Steve job when he started his career. But he learned many things from these challenges and risks. After the various researchers, it has been analyzed that Steve jobs known as one of the most innovative and influential players around the world. Jobs is not only the chairmen and founder of the Pier and apple but he was able to lead some other organization across the world. He was considered as a motivator for some other business and technology leaders in the world. By using new technology and development, he was increasing his revenue and profit. The net worth of the Steve jobs was predicted at $10.2billion. In this way, he became a rich person at that time (Murphy, 2015). Steve jobs is one the biggest and famous leaders across the world. Various leadership styles were used by the jobs. The leadership styles provide direction and guidance to the employees. In todays era, various leadership styles are used by the companies in business and politics. Further, steve jobs is most valuable and remarkable player in modern history and he is the co-founder and chief executive officer of Apple company (Hurley-Hanson, Giannantonio, 2013). He demonstrated personal attributes as a leader. He brought growth and success for the Apple Inc. There were three leadership styles which were used by him to determine efficiency and effectiveness of the employees. After sometimes he felt that the organization required a charming and magnetic leader to transform the organization in the global market. Tyrannical leadership style was used by the Steve Jobs. Further, he is a transformational player and visionary inventor of the Apple Inc. It is most valuable and precise firm in S ilicon Valley (Martinko, Harvey, Brees Mackey, 2013). He had transformed five industries which include music, computers, retailing, music and wireless phones. He was not a traditional player and conventional leader. He was trying to attract more customers around the world. Further, transformational leadership style was used by the firm which is necessary for success and innovation. Transformational leadership style may be defined as a process where a player works with subordinates to evaluate and measure the changes in order to guide and inspire the employees for doing work effectively and efficiently (Shah Mulla, 2013). He transformational and tyrannical leadership style to ensure and evaluate the high quality and efficiency of the employees for delivering the good products and services within the organization. In addition, Steve jobs was used authoritarian leadership style to control and manage the team within the organization. He was focused on the plans and policies of the com pany in order to meet the long-term goals and objectives of the firm. In this way, he was able to make his products effective and unique. He believed that leader is a person who can overcome the various risks and challenges. Steve jobs was focused on the innovative and new technologies to increase the demand for the products. In addition, Steve jobs was a transformational leader and his autocratic leadership style was totally different from the other players in the world (Martinko, Harvey, Brees Mackey, 2013). But some leaders do not accept his leadership style. The Apple growth and success is showed that leadership style of Steve jobs was excellent and wonderful. Further, leadership styles depending on the situation and circumstances. Steve jobs said that leadership should be simple and innovative to determine the mission and vision of the company. It will help to encourage and build confidence and trust among the employees. Steve Jobs could be mean-spirited, arrogant, and dictato rial but he was a wonderful leader (Streeter, 2015). Steve jobs is very talented and wonderful leader in the world. He is the man from whom people learn many things. There are many crucible events which shaped Steve jobs leadership approaches and theories. Steve jobs insisted and encouraged his team to do work effectively and efficiently. He found a lifes lessons in the mundane events of his everyday existence. Steve jobs provides a striking example of example of leadership. In addition, two additional example of job ability learn from Steve Jobs. He shaped and developed new and innovative technologies and he explained the significance of end to end integration. He was an unconventional player and he is one of the biggest leaders around the world (Harju Moisander, 2014). He was a very hard worker and skilled person. He is rendered a summer job at Hewlett Packard. In addition, Steve Wozniak was the partner of the Steve job and they both were doing work together. In 1974, he got a good job at Atari video company. In this way, he raised money and pay for a trip to India and he did not want to go back to Atari. Steve Wozniak and Steve jobs made apple computer. Jobs did not like her daughter Lisa and ignored her from childhood years. When he was 25 years of age when he became a millionaire in the world. Apple Inc. shows the Macintosh computer around the world and after sometimes he left apple Inc. company. Further, jobs started a new company call Next which sold computers to the universities but he had lost 10 million dollars. In 1990, Steve Jobs met Laurence Powell and they felled in love with her and got married. After sometimes, Pixar generates Toy story which became the most famous movie of the year and jobs became a billionaire in 1996 (Harju Moisander, 2014). He launched the iPod in 2001 and introduced the iPhone in 2007 across the world. These are the crucible events of Steve jobs which shaped in leadership approach. There are various leadership qualities in Steve jobs through which he became the wonderful le ader. He believed that good leaders have a team spirit and confidence to reach the mission and vision. Through confidence, Steve jobs touched the level of success and growth in the world. He said that good leader should be adaptable and they should act with a sense of urgency. He was very adaptable and he used this advantage in various circumstances to gain the success and growth. He improved and developed his skills and leadership style to attain the needs and requirements of the company. Steve Jobs acted with a sense of controlled and urgency in all the work and ask what he did that time. He always motivated to his team in order to gain progress and growth. Steve Jobs had a good mission and vision. Generally, he always keep thinking about the future for accomplishing the goals and objectives. He generated new ideas and thought for future of the Apple Inc (Holiman, 2013). Some leaders believed that Steve Jobs is not an effective and wonderful leader. Tomas Chamorro- Premuzic said the Steve jobs was not a charismatic leader. Many leaders say that charisma is a poor forecaster of successful leadership. Further, the transformational leadership style of Steve jobs did not become successful due to lack of human qualities. Power motives is another negative aspect of jobs leadership. His motives appear egocentric and selfish. He could slash some ideas and thoughts. Some leaders said that he was very arrogant and rude. He sends wrong and erroneous message to inspiring other people (Catmull Wallace, 2015). Steve Jobs was very petulant, irritable and brittle. He took various wrong decisions in his life. He recruited John scullery as CEO of the Apple Inc that was a great mistake of Steve Jobs. Further, he believed and entrusted that Pixar was a great hardware company. He did not know the right market and country for Next computer. The company was struggling to find right customers and market around the world (Martinko, Harvey, Brees Mackey, 2013). He became failure due to launching and introducing various products at the same time. He was trying to sell Pixar several times which were the wrong decision of Steve Jobs. These were the negative aspects of Steve Jobs leadership. He was autocratic leader thus; it was the negative aspect of Steve Jobs leadership. Jobs personally abused to the other people. He hired workers in angry tantrums. He did not provide motivation to the employees (Miller, 2015). In this way, they felt disappointment and unhappy. He was the autocratic leader, therefore, he took the decision himself; he did not take a suggestion from others. Sometimes, his decisions became very serious and dangerous. He failed to develop and build workers commitment in order to meet the long-term objectives of the firm. He created various problems at the workplace thus; employees were not able to do work effectively and efficiently (Luria , Kalish Weinstein, 2014). He did not take feedback from the managers, therefore; it created various misunderstanding and obstacles within the organization. He failed to develop and build team spirit and coordination among the employees. Further, Steve jobs was a transformational leader and he was using transformational leadership style. As a result he sometimes took wrong and incorrect decisions. This leadership style is not effective and it is very risky and challenging. He did not understand the needs, requirements, and expectations of the employees. He did not provide training to the new candidates, therefore; various problems were faced by the employees. He was not able to control various conflicts and obstacles related to the employees. Steve jobs was very bully and rude and the barks on his employees. After the various researchers, it has been analyzed that he was not a good and wonderful leader (Heracleous, Klaering, 2014). On the above discussion, it has been concluded that Steve jobs life is very inspiring and challenging. He is the CEO, founder, and chairmen of the Apple Inc. Various products have been launched by the Apple Inc. company. He learned a lot of things in his life and he gained ample of knowledge and experience. Although Steve jobs is wonderful and inspiring leader he was very arrogant. Various leadership styles were used by Steve Jobs. Further, he sold his Volks Wagen microbus and he became successful. Steve Wozniak is the partner of the Steve Jobs. Jobs is very powerful and innovative player around the world. Apple I, Apple II, Pixar, Next, iMac, Macintosh, and Laser writer are the biggest achievement of the Steve Jobs. He is the rich person in the world. Various innovative and new technologies were developed by the Steve Jobs. In this way, he motivating and inspiring leader for other people. People take motivation from his life. References Catmull, E., Wallace, A. (2015). Creativity INC.: overcoming the Unseen Forces that Stand in the Way of True Inspiration.Adarsh Journal ofManagement Research,8(1), 70-72. Cornelissen, J. P. (2013). Portrait of an entrepreneur: Vincent van Gogh, Steve Jobs, and the entrepreneurial imagination. Grijalva, E., Harms, P. D. (2014). Narcissism: An integrative synthesis and dominance complementarity model.The Academy ofManagement Perspectives,28(2), 108-127. Harju, A., Moisander, J. (2014). Fans on the threshold: Steve Jobs, the sacred in memorialisation and the hero within.N. Campbell, J. Desmond, J. Fitchett, D. Kavanagh, P. McDonagh, A. ODriscoll, A. A. Prothero (Eds.), Myth and the Market, 51-64. Heracleous, L., Klaering, L. A. (2014). Charismatic leadership and rhetorical competence: An analysis of Steve Jobss rhetoric.Group Organization Management,39(2), 131-161. Holiman, J. M. (2013).iGrieve: Social Media, Parasocial Mourning and the Death of Steve Jobs(Doctoral dissertation, Southern Utah University). Hurley-Hanson, A. E., Giannantonio, C. M. (2013). Staying hungry, staying foolish: Academic reflections on the life and career of Steve Jobs.Journal of Business and Management,19(1), 7. Luria, G., Kalish, Y., Weinstein, M. (2014). Learning disability and leadership: Becoming an effective leader.Journal of Organizational Behavior,35(6), 747-761. Martinko, M. J., Harvey, P., Brees, J. R., Mackey, J. (2013). A review of abusive supervision research.Journal of Organizational Behavior,34(S1). Martinko, M. J., Harvey, P., Brees, J. R., Mackey, J. (2013). A review of abusive supervision research.Journal of Organizational Behavior,34(S1). Miller, D. (2015). A downside to the entrepreneurial personality?.Entrepreneurship Theory and Practice,39(1), 1-8. Murphy, P. (2015). Design capitalism: Design, economics and innovation in the auto-industrial age.She Ji: The Journal of Design, Economics, and Innovation,1(2), 140-149. Myrick, J. G., Willoughby, J. F., Noar, S. M., Brown, J. (2013). Reactions of young adults to the death of Apple CEO Steve Jobs: Implications for cancer communication.Communication Research Reports,30(2), 115-126. Rughinis, C., Matei, S. (2013, May). Learning through Massively Co-Authored Biographies: Making Sense of Steve Jobs on Wikipedia through Delegated Voice. InControl Systems and Computer Science (CSCS), 2013 19th International Conference on(pp. 590-596). IEEE. Shah, T., Mulla, Z. R. (2013). Leader Motives, Impression Management, and Charisma: A Comparison of Steve Jobs and Bill Gates.Management and Labour Studies,38(3), 155-184. Steinwart, M. C., Ziegler, J. A. (2014). Remembering Apple CEO Steve Jobs as a" Transformational Leader": Implications for Pedagogy.Journal of Leadership Education,13(2). Streeter, T. (2015). Steve Jobs, Romantic Individualism, and the Desire for Good Capitalism.International Journal of Communication,9, 19.

Mobile Computing and Social Networks

Jollibee International Expansion Essay Example

Jollibee International Expansion Essay Example Jollibee International Expansion Paper Jollibee International Expansion Paper JOLIBEE CASE ANALYSIS Summary Jollibee, a fast food chain, based in Philippines was able to obtain a competitive advantage in its local market by keeping tight control over the operations and catering to the taste and appetite of the local people. With the success in the home country, the company then expanded its operations into other countries under the leadership of Tony Kitchner. When Noli Tingzon joined the company, it was at a critical point, where it began to revisit its strategies to expand its international operations and explore new markets. Advantages in the Filipino market Jollibee’s early strategy in the Philippines market was to concentrate on the taste of the burgers. The taste and the size of the Jollibee’s burgers were made for the Philippine market. The taste of their burger appealed to the local people. Jollibee entered the fast food business in 1977. When McDonald entered the Philippine market in 1981, Jollibee already had a brand name for itself. This gave the first mover advantage over McDonalds. MacDonald with its money power moved very quickly. Jollibee’s, having had some success with its burgers; start expanding quickly to compete with McDonalds. They build volume on the reputation they had earned before McDonalds entered their market. One more advantage Jollibee had in the Philippine market was that they were the local company. The people could associate themselves with the company. This was emphasized in 1983 when the political climate in the country became instable. Jollibee continued to expand where as McDonald slowed down its investment in this market. The subsequent rise in the nationalism and local pride helped Jollibee secure a dominant position in the Philippine market. International Expansion under Tony Kitchner When Tony Kitchner joined the company as the first head of the international division, Jollibee already had a few failed attempts to entry into international markets. Kitchner was very efficient in creating the international division and implementing his strategy. He was instrumental in getting partners with good market connection for Jollibee. This was one of the major problems for Jollibee in its initial shot at international expansion. Kitchner implemented a two-part international strategy which comprised of â€Å"targeting expats† and â€Å"planting the flag. † The idea behind the targeting expats was to ease the company into the unfamiliar market. Although the segment was very small, its success allowed the company to generate momentum for further expansion in the market. By targeting the niche market, Kitchner was trying to take advantage of the brand recognition in the home market. On the other hand, â€Å"plant the flag† proved to be a executed poorly. Kitchner wanted to create big organization under his leadership. In the haste to entry the markets quickly, Kitchner did not study the market thoroughly before entering it. Planting the flag did have competitive first mover advantage like the company found out in its local market. However, there is a need to study the market before entering it. The unprofitable venture in the Middle East could have been avoided has research been done prior to entering. Also, Kitchner neglected the high cost of establishing market in new countries. While Kitchner created the new division to higher international standard there was a growing distance between the local and the international division. The local team were looked down up on by the member in the international division. This did affect the day operational efficiency of the company. Kitchner could have taken some step to curb the growing distance between the two divisions. Future International expansion The undeveloped Papua Guinea market provides the best option to leverage the company’s organizational skills. However, the country is not big enough to support 20 stores which the company thinks is critical mass for a new country. Even though the perspective partner was willing to invest all the money for the stores, Jollibee would have its brand value at risk if the stores don’t work. The profits being offered by the partner is uncertain and understandably low, the company would be better off staying away from this market. The fourth store in Hong Kong can give Jollibee the brand awareness to expand its operations in the country. This could be useful in attracting better partners. However given that the current stores were unable to attract Chinese customers as well as employees, the success of a fourth store is highly unlikely. It would be better for Jollibee to concentrate on improving the operations of the current store than opening a new one at this juncture. The Daly City is currently best opportunity for expansion for Jollibee. With a huge affluent Philippine population and relatively less competition prospects for the success of this store were bright. Also, like in Guam, California has a large population of Asian American which the company could target with changing the menu a lot.

Investigation of Investors in People in the UK Leisure Industry - Essay

Investigation of Investors in People in the UK Leisure Industry - Using Fitness First as a case study - Essay Example The corporation’s entire staff, clients, and vendors were affected directly or indirectly when incorporating change. Fitness First UK’s employees work hard in order that client scan recuperate from the stresses of daily life. Perhaps by implementing Investors in People, the largest health club organization, which caters to their external people (clients) can also provide cater to their internal people (employee) and reach its objective more effectively. Hence, the focus of this project was to evaluate how the Investors in People Standard, can be implemented the current policies of Fitness First UK. The Investors in People Standard, or the Standard, provides a framework for organization to follow. However, the framework is kept open and flexible so that organisations can adjust and customize to meet its needs. Based on the actions of the planning cycle, the Standard’s guidelines are to Plan, Do, and Review. It is not strictly structured in order that organizations can implement the Standard in the way that is best. This makes sense and is highly effective because each organization and its people are extremely unique. Investors in People UK list their framework: Scutt (1998) lists, â€Å"The current Director, John Layne, joined Airline Operations during 1994 and quickly identified the need to improve its business performance, customer service, and reduce costs. The Director was aware of the existence of Investors in People and saw it as the tool that would facilitate the implementation of a culture to achieve the required improvements†¦It was formally communicated throughout the function and gained very strong support from the Trade Unions. Fitness First is the largest health club operator in the UK and Europe. Having grown from a single health club, twelve years later Fitness First has 1.2 million members in fifteen countries. There are 166 Fitness First clubs in the UK, which is the focus of this case study. They

Tom Monaghan Assignment Example | Topics and Well Written Essays - 2000 words

Tom Monaghan - Assignment Example His is a story of determination and hard work. His success story greatly inspired me and I felt the need to dig deeper to get more inspiration (Soucy & Huber 2006). Peter Drucker was a popular economist who was born in 1909 in Vienna, Australia. He was born and raised in a well cultured family where his father worked as a lawyer and his mother as a doctor. He did his studies in the best schools and completed his undergraduate at the University of Frankfurt in 1931. He left Germany and moved to London. He spent four years in the new country and later moved to the United States where he was finally elevated to U.S citizen status in 1943. Drucker has written over 40 books, most of his books have been recognized internationally owing to the fact that they have been translated into more than 20 languages. He was called the father of management. He was awarded the presidential Medal of Freedom in July 2002 by President George W. Bush in recognition for his great works in the field of management. He died on 11th November 2005 in the state of California (Drucker 2007). Peter Drucker is the father of management and he has excellent knowledge in the field. Retrieving lessons from his famous books would be of great help us to understand the subject more. His life experiences in the field of management can be related to the current experiences we are facing in our world today. His excellent knowledge from the books he has written will help us to tap the goodness he has brought forward in his many books. The knowledge is practical and it is applicable in the day to day activities that take place in our modern world. This famous business author and consultant had so much knowledge which has shaped so many lives in our modern world today; this is very essential in our studies (Drucker 2007). While conducting the research, I have learnt how to work in a team, to delegate tasks and to arrive at a

UN peacekeeping operations

UN peacekeeping operations â€Å"Why are the UN peacekeeping operations rarely successful? Explain using appropriate examples†. A. Introduction With the end of the Cold War, a new generation of peacekeeping operation was born. On the one hand, the deadlock situation lived before in the Security Council was overcame for a more coordinated one. On the other hand, â€Å"almost all new armed conflicts have occurred within the territories of a sovereign state† (Doyle and Sambanis, 2006, p.3). This new frame claimed for a more robust peacekeeping operations able to deal with intrastate conflicts. As the 1990s passed, UN experienced difficulties to reach it objectives, changing the initial optimism for a more pessimistic position. The complexity of intrastate conflicts -waged within the population, with weak governments and serious humanitarian problems- required multidimensional peacekeeping missions. During this decade, interventions into states in conflict were justified as humanitarian intervention. Peace operations carried on during this time leaved a negative trace -Bosnia, Somalia, Rwanda. The rarely successful of UN peace operations drove the organization to consider a serious change on the peace operation structure. The lack of consistency and determination of the mandates could not be sustained any longer. In words of the Secretary-General Kofi Annan peace operations are meant â€Å"(†¦) to intervene: to prevent conflict where we can, to put a stop to it when it has broken out, or -when neither of those things is possible- at least to contain it and prevent it from spreading† (Kofi Annan, 1999, p.4). The results of this change of lenses are the UN mandates in Sierra Leone (UNAMSIL 1999-2005) and Haiti MINUSTAH (2004-Present). However, further consequences of this shift will come with the consolidation of the Brahimi Report (2000) in future missions. The aim of the present essay is to offer a critical analysis of the effectiveness of UN peace operations launched in the post-Cold War period, supporting the arguments with examples of the most controversial peace operations of 1990s -UNOSOM and UNAMIR. To get this approach, the structure of this essay is composed by three sections. This first one introduces the main characteristic of peace operations, articulating an understanding of the modus operandis of UN and the key problems. The second section comments the main difficulties that the coordination between the political sphere (UN) and the operational sphere (battlefield) has been facing in concrete situations -Somalia and Rwanda- showing the deterministic connection of events. Finally, a brief conclusion with the main findings and future expectations. B. Burying the seed of failure. ‘Peacekeeping is a complicated concept with complicated uses. Being the result of a difficult coordination between the political sphere UN, Secretary-General, Security Council and Member States and the operational sphere type of conflict, geographical area, and parties confronted-, peacekeeping operations lacked the consistency that should had to be effective. The problems begin with the absence of a definition of peacekeeping in the Charter of United Nations. There is no specific Article of Chapter that refers precisely to what peacekeeping operation entails, the criteria to establish it, or guidelines for it deployment.[1] According to the Secretary-General Boutros-Ghali (1992) peace operations concern ‘the deployment of a United Nations presence in the field, hitherto with the consent of all the parties concerned, with the aim to terminate the conflict and recover security in the region. Peacekeeping forces are meant to protect civilians, provide aid, supervised ceasefires, military demobilization and elections in order to bring back the state in conflict into peace and stability. As a result, peace operations during the 1990s were characterized for more complex affairs and much longer duration represented by multidimensional missions. Peace operations are, according to Fridley (2002), all UN missions involving military personnel, mandated by the Security Council and operating under the UN command. Four types of peacekeeping operations can be distinguished: (i) observation missions, (ii) traditional peacekeeping missions, (iii) multidimensional missions, and (iv) enforcement missions. The first three are resolutions taking under the Chapter VI, while the last one is under the Chapter VII (Fortna, 2006, p.6-7). Growing in complexity from one to four, the last two are applied more often since the end of the Cold War to end the conflict and improve the prospects for peace (Doyle and Sambanis, 2006). However, the optimism for a wider peacekeeping with more resources defined by Secretary-General Boutros-Ghali in his Agenda for peace (1992), ended with the opposite results than those expected. I argue in this essay that UN peacekeeping operations rarely succeed due to problems of coordination and determination. Let me go into the main handicaps. Political Sphere United Nations peace operations, as mentioned above, are the result of a mandate emanated from the Security Council (SC). Composed by fifteen members, five of them permanent and with veto power China, France, Russia, United Kingdom and United States (P5) -, the SC is responsible to make resolution after a recommendation for peace mission made by the Secretary-General. To approve the mandate, its required a majority of nine members. Besides the coordination needed to get the minimum votes, the resolution can be block by one of the P5. The decision of one of the members to use the veto power depends on her interest and aspirations the veto problem. This is the first setback on the way to peace. For example, in January of 1997 China used its veto power to block a peace mission to Guatemala designed to verify Guatemalas signed peace accords. The reason why China took this decision was because she did not like Guatemalas close ties to Taiwan.[2] During the process to approve a Resolution, other problems can emerge. The ‘posturing problem is the drafting of an elaborated and abstract resolution that most of the time does not contain what is needed to solve the conflict -too weak, or too pretentious This was the case of Somalia; one of the objectives of UNOSOM II was the disarmament of the militias, however, the implementation of the mandate was not feasible, specially after the withdraw of USA troops. The ‘coordination problem arrives when the great powers should define the nature of the conflict and take the most effective way to solve it; this is the crux for a appropriate design of a successful operation. However, this coordination problem is the responsible of deliberately vague mandates and a mode to get consensus between the members of the SC. Once a mandate is approved by the SC as a Resolution, the deployment of the peace forces depend on the contribution from Member States, as it is specified in the Fact Sheet of United Nations Peacekeeping. However, the authorization of the deployment does not guarantee its effectiveness.[3] As I discuss next, these inconveniences at the political level affect the operational one; a delayed resolution and an inadequate strategy have terrible consequences on the final result of the peace operation Rwanda (1993), MINURCA (1998).[4] Operational Sphere Intrastate conflicts are difficult to solve. The fundamental distinction between types of civil wars -ethnic, separatism, religion- and the parties involved make each conflict different not only the operational level, but also in the political articulation of it (Byman and Seybolt, 2003). This information should be taken into consideration for the SC to articulate a mandate that responds to the situation. But, the SC responses are not as straight forward. Crisis and its answers are shaped by the decision of those that compose the SC, who are determined by their interest and the internal situation of their country as it was mentioned before with China in 1997. However, when the conflict is considered ‘a threat to peace and the SC is able to articulate a Resolution, the intervention should be legitimized. Intervention can only take place when the state is (i) engaging in a systematic human right violations, (ii) is incapable of protecting human right violations due to the breakdown of the state authority, or (iii) when the government in power is unlawfully constituted (Semb, 2000). Justified in terms of humanitarian claims under Chapter VII (Articles 41 and 42)[5], the intervention must have the voluntary consent of the parties to the presence and activity involved in the mission[6]. (Fridley, 2002). The mandate is to relieve humanitarian crisis, as it was the case of Somalia (UN OSOM 1993) when the state breakdown. The success of the operational sphere depends, then, on the adequacy between the mandate and the conflict situation. Coordination The two spheres must be well coordinated to terminate the conflict. Different situation can be originated from this. It could be the case that the lack of interest form the member states to intervene generates the absence of intervention or a more complicated bargaining process to involve state members on the mission . As Wilson (2003) stress, â€Å"in the post-Cold War era the absence of a UN military capacity has meant that when the SC has at least been able to use its Character VII powers at an unprecedented rate, it has been forced to rely on a decentralized approach to enforcement the action and entrust operations to those actors willing to conduct them on its behalf†. Most of the time, this calculation is made in terms of cost-benefit analysis; when the conflict provides more loses than gains, the state will be reluctant to provide troops at the beginning of Rwanda crisis in 1993, most Member States where not interested to intervene. But, this is a double-sided sword. States can also see the opportunity to defend her interest as it was the case of UK in Sierra Leone in 1999 and Franc e in Rwanda. It could also be the case that the SC approves a Resolution and Member States agree to provide the troops as it was the case of USA with Bosnia (1992) and Somalia (1992) respectively. However, when the purpose of the mission is not clear, the precision on the solving-conflict situation is inexistent and incoherent, creating a disarticulates mission. This difficulty can be solved. Resolutions already deployed are reinforced by the events on the conflict area; a new Resolution can then answer the needs of the conflict. This was the case, for example, of UNOSOM I and a later UNOSOM II. However, when the Secretariat is not supportive enough, there is not real response to the conflict situation, and then, the mission failed Secretary-General Boutros-Ghali with UNAMIR. The complexity of levels and coordination between the spheres and within them are not following any patter. Although, the interdependence between decision-making -systematic setbacks that decrease the possibilities to obtain a coherent mandate- and conflict events -the necessity of a strong mandate to operate consistently- determines the character and effectiveness of the mission. Gilligan and Stedman (2003) address the vagueness of this UN internal process, â€Å"standards of the UN provide little guidance as to the actual decisions of the Security Council regarding when and where peacekeepers will be deployed†. This links the criteria problem; UN decision between Chapter VI or Chapter VII to generate the mandate that will determine the core of the peace operation. Mandates under Chapter VI lack the strength needed UNMOP (1996-2002) -, and mandates of enforcement under Chapter VII are costly for state members UNOSOM (1992-1995).[7] The inadequacy of institutional structure to respond effectively, the intermittent communication between spheres, and the vacuity of the mandates ended with the dominant tendency to fail. By the end of 1990s, UN was aware of this setback. The result to this declined support for peacekeeping operations was the Brahimi Report (2000). Composed by fifty-seven explicit recommendations and over one hundred implicit ones, it was prepared for the Millennium Summit. It claims for a relation between the magnitude of the conflict and the resourced and supported operation deployed to solve it. It also stresses (i) the need of criteria to avoid the intervention in conflicts that cannot be solved, and well-supported plans when it is required an intervention; (ii) a better understanding of the conflict, and coherence between the mandate and the real situation. (iii) This implies more flexible administrations rules capable to show in the Resolution a â€Å"greater delegation of authority to the field†; (iv) Clear and concrete mandates; (v) and, last but not least, a rapid deployment of the peace operation to be ready to operate within week six and twelve. Since then, a slightly modified typology has been applied. Mission as UN MIL (2003-Present), MINUSTAH (2004-Present), and UNAMID (2007-Present) were designed under this focus.[8] From my point of view, this repost stresses the most controversial points that generate inappropriate mandates. However, this only recommends certain actions on the operational sphere that can help to increase the effectiveness of the peace missions. It does not mention that the problem of coordination also involves part of the structure of UN. Even though it is possible to improve the articulation between the two spheres, states members can provide or move back troops from the operation if they consider it appropriate, interest will remain in the atmosphere of the SC, and the criteria for intervention will depend on the SC decision. Hence, the Brahimi Report is a valid document to improve the immediate problems, but does not mention the roots of them. C. Harvesting failures. The problematic coordination between the political level and the operational one, and also problems within the structure of peacekeeping operations, carry with it another obstacle: time. Since the beginning of the conflict till the deployment of the peace forces, the conflict has different picks of intensity. During this time, more elements are involved in the conflict (children soldiers, natural resources) and more destruction is generated (infrastructure, deaths, famine, etc). The longer it takes to deploy the peace operation, the more complex it will be to solve the magnitude of the problem. And this was the case of most UN peace operations during the 1990s. Nonetheless, the complexity and wide range of areas that the mission should cover, made the peace operations complicated to assess. A problem arrives then, the criteria to determine how much forces and commitments should be taken to solve each conflict. It is generally argued that UN â€Å"should have been done less in Somalia, and cold have done much more in Rwanda† (Frarrel, 2007). The case of MONUC (1999-Present), UN mission in the Democratic Republic of Congo, is a good example. The recommended force of 6,000 troops is too small to present a credible military deterrence, but is too large for a symbolic presence considering the extension of the territory; the lack of infrastructure represented and extra complication to an already difficult operation. In same line of a criteria problem, we also have the lack of consistency in the decision-making of UN -discussed in the former section. Generally, in peace operations, the objectives are not well defined. Mandates produced by the UNSC can be indecisive, written with abstract concepts that make its application inconsistent with the real conflict -too pretentious for the force deployed or too scarce for the actual need. Military commanders will applied the mandate as precisely as possible to solve the actual situation where they find, but this does not solve the problem. The unity of command is another setback. On the one hand, troops are provided by a number of Member States, with different training and equipment. The motley composition of troops needs to operate with determination, a good coordination and synchronization. However, such adequation in time and space is nearly idealistic. On the other hand, the states members that provided troops can end their cooperation to the mission if they consider that their troops are in serious threat cost-benefit analysis. This was the case of USA in Somalia during UNOSOM II, who showed to be really sensitive to casualties withdrawing its forces after the death of eighteen soldiers. Here I describe two of the most sounded UN peace missions that gather together all the difficulties mentioned before: UNOSOM, and UNAMIR.[9] The reason why I chose these two cases is the relation that connects the two: the passive reaction to the later one was a consequence of the negative results of the former. The first conflict represents the new challenges that peace operations faced at the beginning of the 1990s. The second one a passive attitude toward the conflict, consequence of the Bosnia (1992-1995) and Somalia (1992-1995) failures. Somalia (1992-1995) United Nations Operations in Somalia (UNOSOM I) was deployed in mid-1992 when the country reached the lower situation of her civil war and a terrible famine hit her population. The civil conflict took the country into a complete anarchic situation, where the distribution of aid failed landlords manipulated it as power. By the end of the summer of 1992, 300,000 Somalis were dead. The UNSC approved the Resolution 794 to let UNITAF, a US 37,000-strong force, to resolve the situation and establish the adequate situation for a proper distribution of aid. However, by December 1992, 95% of the population was malnourished and 70% in imminent danger of death by starvation (Western, 2002, p.115). The mandate was created to demilitarized zones to get a better distribution of the aid. In mid-1993 UNOSOM II was deployed with 28,000-strong UN force to fulfil a more ambitious mandate: the disarmament of the parties and the reconstruction of the Somalia government. However, all the efforts were truncated; the ceasefire with the warlords was broken when the paramilitary group attacked a UN patrol killing twenty-four Pakistani soldiers. UNSC Resolution 837 determined the end of the conflict; but the result was the opposite when the 3rd of October of 1994 a US helicopter was shot down; eighteen US soldier were killed. The Clinton administration withdraws her troops within months and UNOSOM II kept active till 1995 without a strong leadership and too ambitious objectives to be accomplished. [10] Even though the money invested and the strong military presence in Somalia, UNOSOM II failed in its mandate: to restore a long-term order. The difficulties faced in Somalia made the Security Council members reluctant to engage in similar conflicts, the passive reaction to the genocide in Rwanda can be explained under this focus (Semb 2000). Rwanda (1993-1994) The ethnic conflict in Rwanda ended in a terrible massacre of 800,000 Tutsi and moderate Hutu. The precedent of such irrational situation was an instable political situation when the Hutu-moderate government introduced a multi-party democracy that ended with the exclusion of the Hutu extremists.[11] This radical faction started a terror camping, after the accidental death of the President, to exterminate the Tutsi population of the country. By April of 1993, when the genocide started, there was a UN peacekeeping force with a limited mandated deployed in Rwanda. Composed by 2,500-strong United Nations Assistance Mission for Rwanda (UNAMIR) was designed to monitor the ceasefire between the government and the Rwandese Patriotic Front.[12] The peace operation was â€Å"understaffed, under-resourced, and unauthorized to use force to prevent crimes†.[13] The UN response the 27th of April was inadequate: to re-establish the ceasefire. The awaited Resolution 918 to expand UNAMIR to 5,500 troops to protect the population arrived the 17th of May, too late. By July the genocide was already committed. The disintegrated situation in Rwanda was denounced by the UNAMIR Force Commander, Major General Romà ©o Dollaire, in February 1993. The UN could have been able to do much more; if not to stop the genocide, at least it could have reduced the terrible consequences of it. Boutros-Ghali was unable to push an adequate resolution and the SC was blocked by USA and UK. It can be appreciate from the examples examined the difference of commitment to bring into an end the conflict. However, both situation ended in failure. Both cases have in common the weak coordination between the political and operational spheres that generated late and inconsistent mandates. Somalia demonstrates the compromise of USA to finish it, but in the end the situation was reversed and such commitment was shown not to be that strong. Rwanda is in the opposite side of the spectrum, there was no interest part as the failure of Somalia for intervention. After a decade of rarely successful operation, the ‘credibility of UN was damaged, as it was assumed by the UNSC in November 2000, Resolution 1327. D. Conclusion: awaiting for a better harvest. The main reasons why UN peacekeeping operations during 1990s rarely succeeded were problems with coordination to approve a resolution and the inconsistence of delayed responses. I argued that the intensity of the conflict aggravated through this ‘decision time determined the structure, durability, complexity, and the final balance of these peacekeeping operation. In a simple line, we can say that the objective of the UN forces were not clear by the time they went into the conflict area. This triggered a whole succession of complications such as a deficient coordination, an irregular institutional behaviour, and the lack of criteria to establish the adequate measure of forces. Missions were then no strong enough to be able to take robust actions against peace spoilers. Overall, missions tended to fail. As I argued before, the complexity of intrastate conflicts and the corresponding peace operation can get worse rather than better if (i) the expected peace operations has not a clear objectives already designed by the time of it implementation, (ii) there is no coordination between the area of the conflict and the SC to empower the strategy to wage the conflict, and (iii) if there is no suitable ‘time-reaction from the authorities to operate on the conflictive area to stop the violence. Conflicts experience different waves of violence, and the grade of destruction increases when the peace forces are not effective. So, the longer the conflict, the more elements are involved, and the more complex the peace operation should be to re-establish peace (e.g. Children soldiers, infrastructure, mechanism of corruption, etc). In other words, the longer to make a resolution and deploy the peacekeeping troops with a specific and consistent mandate, the less effective the operation will be. The structural and functional problems considered here made clear a claim for robust mandates, that is, the implementation of the appropriate force to achieve the mission mandate, to protect civilian in danger, and provide the suitable condition to deploy the mission (Yamashita, 2008). A strong justification must support this type of robust mandates. As it was the case of Sierra Leone in 1999 (UNAMSIL); the Resolution 1313 of the 4th of August of 2000 was the result of the breakdown of the Agreement. This Resolution authorized peacekeepers to deter and counter the threat of RUF responding robustly to any imminent direct use of force (Yamashita, 2008 p. 620). This new direction of peacekeeping has also its institutional consequences. Recently published, the 2008 Principles and Guidelines Material for Peacekeeping[14] outlines the interconnection between the two spheres mentioned before. In order to get that, the SC decisions are influenced by the agreement reached and the parties that compose the conflict. The result of a good coordination will produce a suitable mandate for the conflict see also the Brahimi Repost already mentioned. To sum up, peacekeeping is not risk free, this is the main reason why if UN is going to intervene in a conflict must do it with the strength and consistency required for an effective action. Once the operation is in the conflict, it must be able to complete the mission successfully fruit of the satisfactory coordination between the political sphere and the operational one being able to bring peace where it is needed.[15] The actual deployed missions generated under this new wave of peace keeping MINUSTAH (2004-Present), UMIT (2006-Present), UNAMID (2007-Present) will show if the coordination and consistency problems, that were the pulse under which peacekeeping was shaped during the 1990s, has been solved. E. Bibliography. Annan, K. â€Å"Reflections on Intervention† in Kofi Annan, The question of Intervention, New York: United Nations, 1999. A.J. Bellamy, ‘The â€Å"Next Stage† in Peace Operations Theory? International Peacekeeping, Vol. 11, no. 1, 2004, pp. 17-38. J. Boulden (ed.) Dealing with conflict in Africa. (London: Palgrave-McMillan, 2003). D. Byman T. Seybolt, ‘Humanitarian Intervention and Communal Civil Wars: Problems and Alternative Approaches, Security Studies, Vol. 13, No. 1 (Autumn 2003), pp.33-78. Donald, ‘Neutrality, Impartiality and UN Peace-keeping at the Beginning of the 21st Century, International Peace-keeping, Vol. 9., No. 4, (2002), pp. 21-38. J. Darby R. MacGintty, (eds), Contemporary Peacemaking: Conflict, Violence and Peace Processes, (London, Palgrave, 2003) Doyle and Sambanis (2000) â€Å"International Peacebuilding: A theoretical And Quantitative Analysis† American Political Science Review, Vol. 94, No. 4 (Dec. 2000), pp. 779-801. David M. Edelstein, ‘Occupational Hazards: Why Military Occupations Succeed or Fail, International Security, Vol. 29, No. 1 (Summer 2004), pp. 49-91. Also useful for following week. T. Farrell, ‘Humanitarian Intervention and Peace Operations, in J. Baylis, J. Wirtz et al, (eds), Strategy in the Contemporary World: An introduction to strategic studies, (Oxford, Oxford University Press, 2007), pp. 313-334. Fortna, V. (2006). Does peacekeeping work? Shaping belligerents choices after civil war. Oxford: Princeton University. Fortna, V. (2004) â€Å"Does Peacekeeping Keep Peace? International Intervention and the Duration of Peace After Civil War†. In International Studies Quarterly, Vol. 48, No. 2 (Jun. 2004), pp. 269-292. Findlay, T. (2002) The use of force in UN Peace Operations. Oxford: Oxford University Press. M. Goulding, ‘The Evolution of UN Peacekeeping, International Affairs, Vol 69, No 3, 1993, pp. 451-464. J-M. Guehenno, ‘On Challenges and achievements of Reforming UN Peace Operations, International Peacekeeping, Vol 9, No. 1, Spring 2001, pp. 69-80. Guilligan and Stedman (2003) â€Å"Where do the Peacekeepers Go?† International Studies Review, Vol. 5, No. 4, Dissolving Boundaries (Dec. 2003), pp. 37-54. M. Pugh, ‘Peacekeeping and Critical Theory, International Peacekeeping, Vol. 11, no. 1, 2004, pp. 39-58. A. J. Semb, ‘The New Practice of UN-Authorized Interventions: A Slippery Slope of Forcible Interference?, Journal of Peace Research, Vol. 37, No. 4, (2000), pp.469-488. The United Nations Blue Books Series, Volume VIII The United Nations and Somalia 1992-1996. (New York: Department of Public Information, 1996). J. Western, ‘Sources of Humanitarian Intervention: Beliefs, Information, and Advocacy in the U.S. Decisions on Somalia and Bosnia, International Security, Vol. 26, No. 4 (Spring 2002), pp. 112-142. G. Wilson, ‘UN Authorized Enforcement: Regional Organisations versus ‘Coalitions of the Willing, International Peace-keeping, Vol. 10, No. 2, (Summer 2003), pp. 89-106. H. Yamashita, Impartial Use of Force in United Nations Peacekeeping, International Peacekeeping, Vol 15, No 5 November 2008, pp. 615 630. [1] J.M. Guà ©henno (2002) [2] Francisco Villagran de Leon, Embassador of Guatemala to Canada (January 1997) for the New York Time, available at [3] The P5 has had the tendency to pas the resolutions, but has not been able to provide the means. [4] Edelstein (2004) [5] Semb (2000) [6] This can take place once a ceasefire agreement for the deployment of peace forces was reached. [7] Doyle and Sambanis, 2006. [8] For more detailed information, [9] Due to the complexity of the intra-state conflicts, I do not discuss the historical facts that composed the each of these operations. I will only concentrate in those events that where significant for the failure of the mission and that allow me to establish a critical analysis of the cases. [10] The United Nations and Somalia (1996), Boulden (2003) [11] Wilson (2003) [12] Boulden (2003). [13] Farrel, T. (2007) p. 320 [14] Available at [15] â€Å"Military intervention is a nasty business. It should never be the first option considered, but sometimes it is the only choice† (Beyman and Seybolt, 2003 p. 77). UN Peacekeeping Operations UN Peacekeeping Operations Peacekeeping was never has been mentioned in the UN Charter, but it has been a very effective means to respond to regional conflicts or civil wars. Peacekeeping, according to Mingst and Karns (2000), is the respond to deadlock of the Security Council to intervene civil wars due to the great veto powers. It helps the implementation of cease-firing agreement, prevents hostilities and it uses troops and civilian personals from the member states that voluntarily contributes their personals. It was first used, he adds, in the late 1940s to monitor the cease-fire agreeing in the land of Palestine and Kashmir. Since 1991, The UN has deployed many peacekeeping operations. It was launched in such countries as, Angola, El Salvador, Western Haiti, Cambodia, Rwanda, Yugoslavia etcà ¢Ã¢â€š ¬Ã‚ ¦. Some of which were successful, yet some of which were not. Here, we will only examine on the UN peacekeeping operation in Rwanda (UNAMIR). We will discover whether or not the UNAMIR was successful. Firs t, we will go briefly through the root cause of the conflict inside Rwanda. Second, we will look at UNAMIR mandate to see what task it was assigned to undertake. Later, as it is well-known that this peacekeeping operation was a failure, we will examine on why it was not able to fulfill its job. Yet, we still believe that there were some positive points of this operation too. Therefore, we will also find out what are all those points are. At last, we will come to the conclusion with the outcome of UNAMIR, and answer the objective question, Was the UN peacekeeping operation in Rwanda successful or not? Root Causes of the Conflict In order to understand the root causes of civil war inside Rwanda we need to look back to colonial periods. In one of her research, Heleta (2006) illustrates that Rwanda was made up of majority Hutus and Minority Tutsis. Hutus were mainly lower class people whereas Tutsis were mainly the nobles. They spoke the same language and lived side by side, yet they sometimes intermarried. Since 1890, according to Howard, Rwanda was under the colonization of Germany, and Belgium after the end of World War I. During colonial period, minority Tutsis was in favor of both colonial masters. Rwanda gained independence in 1962 after the majority Hutus raised up against Belgium, who promoted and placed many Tutsis in many positions of the administration. They also threatened the Tutsis to leave the country. Eventually, Major General Juvenal Habyarimana, a Hutu, in 1973, created an authoritarian government after staging a coup. Bruce says, the civil war erupted when Rwandese Patriotic Front (RPF), a mo vement which was mainly made of Tutsis, started the offensive in from Ugandan-Rwandan border. After a series of fighting between the RPF and the FAR (Forces Armà ©ss Rwandise) or the government military; and many negotiations resulted in cease firing that did not really last for long, the two warring parties agreed on Arusha Agreement of August 4, 1993. During the peace talks progress, Howard says, a new Hutu movement started to gained power and established their own militias to disrupt the peace talk and reconciliation. This is the Hutu extremist group that plans the genocide of the minority Tutsis. Heleta (2006) says, à ¢Ã¢â€š ¬Ã‚ ¦Hutu radicals, who saw no other solution to the Hutu-Tutsi problem but to exterminate the entire Tutsis Population in Rwanda. The Arusha agreement was signed by both warring parties, and both parties consented the UN intervention to facilitate the implementation of the agreement. UNAMIR Mandate The UN resolution of peacekeeping operation is authorized by the Security Council to determine the size and its mandate in which any decision requires at least nine out of 15 votes, and is subject to a veto by any of the five permanent members- United States, United Kingdom, Russian Federation, France, and China. Importantly, to implement the peacekeeping operation, the member states are asked to voluntarily contribute in term of troops and civilian polices, equipment, supplies, transportation, and logistical support, and also the General Assembly is responsible for approval of budget and resources of the mission. Each and every United Nation peacekeeping operation is implemented with its own purposes and objectives. A paper that unequivocally describes the purpose and objectives is called mandate. Now we will examine what UNAMIR was originally assigned to do. From the outset, UNAMIR was created to facilitate the implementation of the Arusha agreement. The mandate stated that UNAMIR would observe the cease-fire, provide security and stability in Kigali, ensure the disarmament and create the non-military zone, assist in land mine clearance activity, monitor human right and the return of refugees, and prepare for the election. As it was implemented under the Chapter VI of the UN, the use of its force was strictly limited for only self-defense (Howard, 2008). Later, after the eruption of the mass killing, UNAMIR mandate was extended to mediate the two warring parties, protect the civilian who sought refuge with UNAMIR and provide many other humanitarian aids (Bruce, 2007). UNAMIR did receive consent from both warring parties, but why was it impossible to achieve? We will answer this question in the following section. Failure and Causes Why it is a failure? The outbreak of the genocide in the face of the presence of the UN peacekeeper clearly demonstrates that the mission is a failure. According to Howard (2008), the mission was mandated to maintain peace, security and stability inside the country, but apparently it could not accomplish its tasks. The genocide killed approximately 800,000 people in just over 100 days. The UN peacekeeper was not able to respond when they were under attack from the Hutu extremists. They proved to be militarily weak, when 10 Belgium peacekeepers were killed and no respond was given from them. Instead of giving any response, the Belgium withdrew all their force; this paved the way for the genocide. What could have been worse while UNAMIR could not even prevent the outbreak of the genocide, and UNAMIR also was voted to reduce its size for the operation? In the following section, we will examine what were the obstacles, impediments and other contributing causes that contribute to its frustrating failure. What made it a failure? The failure of United Nation Peacekeeping Operation in Rwanda was result many contributing causes. The major cause is the lack of political interests from member states, especially the United States, the most prominent member of the United Nation Security Council, to take any action in response to the crisis. Howard (2008) argues that the Security Council intentionally did not want to identify the problem, the genocide. None of the members inside the council would dare to challenge the new disinterest of the US. The reason of the disinterest, he adds, was the incident of October 5 1993, in which the US rangers died in Somalia. The encouragement of new peacekeeping operation also declined. Similarly, the Secretary-General, Boutros Ghali, was dysfunctional. The report of violence in April 1994 in Rwanda did not come into the hand of him in time. The Secretary-General was touring around Europe, and came back to New York only a week after the report had been submitted. Eventually, the Secretary-General did produce a report to the Security Council, a mere report. In the report, the Secretary-General did present but did not recommend any of the following suggestion: withdraw all the force, send in massive peace enforcement force, and withdraw majority of the force to save the peacekeepers life while maintaining international community presence inside the country. In the report to the Security Council, the Secretary-General missed one crucial point; identify the violence as genocide. If the report had mentioned about the genocide, the Security would have decisively taken action against it (Howard, 2008). If the Secretary had mention genocide in the report, the action would h ave been taken decisively under Article II and 1948 Genocide Convention. Found in same book, Vaccaro (1996) says The failure [UNAMIR] was twofold: not enough accurate analysis was available to the Council, and the information that was reported seems to have fallen on deaf ears. Some particular members such as US and Belgium endorsed the immediate withdrawal of the troops from the operation, complaining that they were under pressure of the mounting billion dollars operation debt; therefore, they need save up in order to pay off the debt. Besides, the United Kingdom opposed the suggestion of sending more forces into operation arguing that lessons learned from Somalia case proved that stronger force still would not be able to complete its mission, and would even worsen the situation there (Howard,2008). Eventually, the decision to downside the scale of operation was reach unanimously. The US disinterest and Secretary-Generals dysfunction created many problems. As the most prominent member of the council, no member was willing to challenge US. The US did not support the mission in Rwanda; therefore, this leads to many problems such as troop contribution, funding, etcà ¢Ã¢â€š ¬Ã‚ ¦ Howard (2008) states, The council did not recommend adequate funding nor did countries provide adequate troops, given the extensive mandate assigned to UNAMIR. Jones (2007) argues that the political uncertainty during the birth of UNAMIR illustrates its destiny. Such uncertainty would provide limited implementation of its mandate, communication to its political master to respond to the problem effectively. Not only the Secretary-General that was dysfunctional, the UN headquarter also was. A report, known as black file by Canadian Major-General Romeo A. Dallaire, was sent to the UN headquarter. The report explained the plan for genocide that was not planned by President Habyarimana but by a group of Hutu extremist. It also stated the plan to kill Belgian peacekeepers to provoke the withdrawal of them, and kill all the Tutsis. The information of this report was given by a high-level official in the government who gave this information in the return of protection from the UN. When the report come into the UN headquarter, it was put aside and ignore. General Dallaire was only told to alert Belgian, French, and US, and not to attack the weapon warehouse that he wanted to. Three months later, everything mentioned in the report became real. Ten Belgian peacekeepers were killed along with Prime Minister Agathe Uwlingiyimana. Another contributing cause to the failure is the finance and logistic problems. The deployment of the UN peacekeeper to Rwanda was conducted in such a very slow manner. Jones (2007) describes the UNAMIR as financially and logistically very weak. He explains that the force was deployed in small detachment rather than concentrated force. The deployment of such small detachment did not provide much deterrence, and proved to be weak when the ten Belgium peacekeepers were killed by the extremist Rwandan. In term of financing the operation, it received its budget installment 8 months after the budget planned went to the UN Fifth Committee; the Advisory Committee on Activities and Budgetary Questions (ACABQ). Its budget was endorsed only two days before the genocidal attack broke out, and ultimately received all its financial support one month after the attack had stopped. Moreover, UNAMIR never obtained critical asset such as intelligence capacity and defensive equipments (Jones, 2007). UNAMIR was only equipped with such armored personal carriers that was contributed from the UN operation in Mozambique. Many of those were not working, and this proved no sign in respond to the genocide. And when they were not equipped with advanced equipment, how could they face with the army with such sophisticated weapon? According to its mandate, UNAMIR was deployed under the Chapter VI. Therefore, the weakness of UNAMIR lays in its mandate, in which it was stated that the use of force was strictly limited to only for self-defense. Jones (2007) argues that this weakness contribute a lot to the failure. When the genocide broke out, the UN peacekeepers were not able to respond and to confront the army with such sophisticated weapons. Moreover, the collecting weapon method was not included in its mandate. Howard stressed that While the Secretary-General had recommended that the force be charged with collective weapons as a way to enhance the security, the Council did not include the provision in the mandate. After the killing of the Belgium peacekeepers, Belgium government unilaterally withdrew its own force from Rwanda to prevent further causalities of their personals. According to Jones (2007), this action is called Non-response. Belgium did not seek for further method to keep peace inside the region, but they withdrew their own force and this decreased moral of the other peacekeepers there. They did not only withdraw their force, they also persuaded the others troop contributing nations to do so as well. Obviously, they did this because they wanted to lower their embarrassment. This would make the peacekeeping force even weaker, and also made other countries reluctant to contribute their force. Even the new reinforcement of UNAMIR (later known as UNAMIR II) was approved in December 1994, with the mandate to protect civilians by granting 5,500 peacekeepers; however, there were not adequate troops and equipment to operate its mission. The reason of this is straightforward. UNAMIR II got narrow support from the Security Council with ten votes in favor and five abstentions by China, New Zealand, Brazil, Nigeria, and Pakistan. As a result of no immediate available force to operate, the reinforcement was only deployed in August 1995, by which the genocide had already reached its peak in mid-may and started become less severe (Jones, 2007). In short, UNAMIR II was a humanitarian mission rather than an effective peacekeeping operation. Positive points about UNAMIR The operation of UN in Rwanda is mostly considered as the failure because the lack of resources of UNAMIR in field and the limited political will commitment of UN member states and international community. Even though, they are recognized as the failure; UN had done several commitments to help Rwanda as well. These commitments would be counted as small success for UNs operation. First of all, In October, 1993 the Security Council, by its resolution 872 (1993), established the international force, the United Nations Assistance Mission for Rwanda (UNAMIR) to help the parties implement the agreement, monitor its implementation and support the transitional Government. In addition, UNAMIR troops managed to protect thousands of Rwandese who took shelter at sites under UNAMIR control. Howard (2008) says, à ¢Ã¢â€š ¬Ã‚ ¦some UNAMIR troops had begun to protect civilian against genocidal attacks, which was the morally appropriate action to take civilian protection could have been included as part of a new mandate, but it was not. Next, UNAMIR also continued its efforts to ensure security and stability, support humanitarian assistance, clear landmines and help refugees to resettle. Then, when Rwanda conducted the meeting with the United Nations Development Program in 1996, international donors pledged over $617 million towards the reconstruction of the country, United Nations agencies have continued to provide humanitarian aid and to assist in the return of the refugees. After that, On 8 November 1994, the Security Council established the International Tribunal for Rwanda for the sole purpose of prosecuting persons responsible for genocide and other Rwandan citizens responsible for genocide and other such violations committed in the territory of neighboring States, between 1 January 1994 and 31 December 1994. And UN also support Rwandas national program for capacity building and contribute to the strengthening of local government and local development partner, as well as civil society actor. Conclusion In short, United Nations peacekeeping operation in Rwanda was a failure. Even though, it also had some positive points. Later in this section, we will access a very brief summary, personal analysis and recommendations. Summary UN peacekeeping operation in Rwanda (UNAMIR) was created to facilitate the implementation of the Arusha Agreement after many bitter fighting between the government and Rwandan Patriotic Front. It was mandated to ensure peace and stability in the capital Kigali, to create weapon-free zone around the city, to help clearing land mines, and to assist the returning of Rwandan refugees. However, it was not a satisfied and successful story. Ten Belgian peacekeepers were killed by the radical Hutus, and the number of international force was decrease. This paved the way for genocide to break out, which killed almost 800,000 minority Tutsis and moderate Hutus of Rwandan. Disinterest of the member states to deploy the mission in time and effectively, dysfunction of the Secretary-General were the two main reasons contributing to the failure. UNAMIR was also weak in term of financial, logistical, and military, while it was only allowed to use weapon in the means of self-defense. Personal Analysis and Recommendations After examining UNAMIR, we have found its weakness and we also have come out with what could be done to improve future peacekeeping operation. We will begin with our personal analysis. We have found that the most prominent cause of the UNAMIR is the US disinterest in authorizing the mission. After the US peacekeepers were killed in Somalia, the US became reluctant to deploy another mission, fearing further casualties of their soldiers. Therefore, the peacekeeping was lack of leadership. As Jones (2007) says, The political reluctance, which attended the birth of UNAMIR, shaped its destiny. Another significant factors contributing to the failure is the inadequate of the information by the Secretary-General. The report that the Secretary-General submitted to the Security Council did not mention the violence as genocide, while it was genocide in every aspects of its but its name. If the Secretary-General had mentioned about the genocide, serious action could have been taken. After giving our own analysis, here we will articulate our recommendation. What should be done to improve the effectiveness of the UN peacekeeping operation? First, UNAMIR should have been deployed under Chapter VII (peace enforcement) rather than under the Chapter VI. UNAMIR was in no position when the genocide broke out, because its use of weapon had been restricted to only self-defense. Therefore, we suggest that future peacekeeping operation to be deployed under Chapter VII (peace enforcement). If the mission is deployed with a broader use of weapon, the peacekeepers might use it to protect civilian to raid weapons warehouse, and for many other humanitarian purposes. Second, so far we have seen that only after the mission is authorized, then the troops are mobilized. UNAMIR II was authorized, but at that time it did not have immediate available troops, and it needed to wait for the member states to contribute their troops. This is a time wasting process. Therefore, we would sugge st that the peacekeeping troops to be mobilized in advance. In other word, we suggest that UN should have the reserved troops for emergency.

Talkshow on Rom Whittaker

Romulus Whitaker was only four years old when he caught his first snake in the country estate that he shared with his mother and sister in northern New York State. It was the beginning of a fascination with reptiles and a journey to conserve nature. Although born in the United States in 1943, Rom Whitaker grew up in India where he nurtured his passion for reptiles exploring the wild as a student in a boarding school up in the mountains in south India. Dr. Whitaker is one of India's leading herpetologists and conservationists. His efforts have helped to put numerous endangered wildlife on the conservation map.The world-renowned herpetologist and author is changing perceptions of reptiles through his innovative work while championing the cause for conservation of India’s rich biodiversity. (He’s 69) In an exclusive interview Romulus Whitaker shares some of his thoughts and interesting experience through the course of his work. 1. What is it about reptiles that got you fas cinated about them? My love affair with reptiles began before my ‘age of reason', in fact I was catching and keeping snakes at the tender age of 5 years at Hoosick, NY I found my first snake, a Dekay's snake and I was hooked.I Kept a terrarium full of local snakes and when I was seven I moved to India, the land of snakes. Over the years my interest broadened to all herps. 2. Were your parents or friends influential in your decision to go into herpetology as a profession? My mother in particular was very supportive of my ‘unusual' interest and bought me books by Pope, Ditmars etc. 3. Where is your favorite herping spot in the world? I guess my best place in Agumbe, Karnataka State, near the west coast of India, where we have one of our research stations. 4.What herp in the wild still gives you chills and sends your excitement levels through the roof? What herp is at the top of your list to find in the wild? I guess the king cobra tops the list but I get great pleasure in seeing any of the wonderful herps we have here in the wild. Well, having found a lot of species in a lot of places I guess it's just the mere idea of finding ‘new' species, which I've never seen in the wild, which excites me. 5. Aside from the conservation programs you’ve set-up, do you keep any herps as personal pets?Nope, no herp pets. We live on an 11 acre farm with Russells vipers, cobras, kraits, saw-scaled vipers, rat snakes, trinket snakes, vine snakes and so on, so there are rarely ‘dull' moments here. 6. What’s the best avenue people can help your conservation trusts and efforts? People can donate out right of course but perhaps more of them might be interested in coming over to India on a ‘paying volunteer' program which allows people to stay on site and do work to help keep the research and general work going, bringing their own special inputs. 7.Any advice for students looking to get into the herpetological field? Handling venomous snakes? I think the best way is to attach yourself to an existing herp program in any capacity just to get that experience and to work with people who are obviously doing it right and learning from them. 8. Do you think the increase of interest in the herp-keeping hobby has helped or hindered reptile & amphibian conservation? I can't say much about the herp keeping hobby, I know that it should be done responsibly and people should learn and know where their animals are coming from.If most of the herps on the market are from captive bred stocks fine, but taking them from the wild can be a fatal rip-off and that has hammered several species worldwide. 9. What are some of the most fascinating aspects of your job as a Reptile Expert? Every day is a fascinating experience, simply because so little is yet known about reptiles, as compared with more ‘obvious' creatures like birds and butterflies. Perhaps most interesting of all is the fact that once you have studied and been close to reptil es long enough, you realize that they too are complex beings with individual personalities, some nice and some not so nice.Venomous snakes have their tremendous killing power yet they are timid and shy and want nothing more than to stay clear of horribly dangerous human beings. I don’t have dull moments except for when I have to go into the awful city to do some chore like renew my driver's license! 10. In the course of your career, you must have had several close and dangerous encounters with crocs, komodo dragons and snakes. Is there any incident that stands out in your mind which left you completely speechless? It's kind of hard to say which experiences stand out as being exciting and memorable, in my kind of life excitement is never far away.Perhaps the incident that sticks in my mind is the first time I encountered a king cobra. It was in Agumbe (where we now have a research station) and I saw the black tail of a large snake disappearing into the bushes. Thinking it was a large, harmless rat snake I did what any snake hunter would do, I leaped on it. I managed to grab the tail and in my now prone position I looked up to see the hood of a large king cobra spread over me and a pair of not so friendly eyes glaring down at me. I needed no more encouragement and quickly released the king cobra's tail and rolled out of the way.Luckily the snake didn't want to tangle with me any more than I wanted to tangle with it and it slid away into the forest. Phew! 11. What are the challenges you have faced to dispel some of the misconceptions people have about reptiles? The main challenge is to get people to realize that their old folk tales and beliefs about snakes are usually wrong and that the reality of snakes and other reptiles is of course much more interesting than these old tales. People have a tendency to think that wild animals are ‘out to get them' when actually it's just the opposite. 2. Do you think there is adequate support / assistance for cons ervation of reptiles today or more can be done? How? Certainly reptiles are still not too high in the popularity charts and there is always a need for understanding the misunderstood creatures that we share the planet with. More media exposure to the facts about reptiles, their usefulness to us in controlling rodents and cleaning the waterways (in the case of crocs) and controlling harmful insects in the case of lizards, will certainly help their plight. 13.What do you hope people will take away from your work and films on reptiles? Is there anything you would like to do in the future? Well, I know people are not going to start hugging reptiles overnight, but I do feel we are making headway by writing, making films and bringing people to the Madras Crocodile Bank and teaching them about the wonders of the reptile world. What will I do in future? Probably just what I'm doing right now. One project is to promote research on snake venoms and the perfection of the anti-venom serum again st snakebite in India. All good fun!