1982 Falkland Conflict - Operational Logistics and Command...

BACKGROUND The Falklands conflict began on Friday, 02 April 1982, when roughly 500 Argentinean special forces landed at Mullet Creek on East Falkland Island. Under Operation Rosario, Argentina advanced on the Government House at Port Stanley against an unorganized garrison of British Royal Marines stationed on the island. Little opposition was encountered and the Argentinean Junta quickly assumed control. On the same day, Brigadier General Mario Menendez was appointed governor of the islands and Port Stanley was immediately renamed Puerto Argentino. Argentina expected at this point that the British would cede sovereignty over the islands through negotiations and with little or no armed conflict. Argentina had been claiming the†¦show more content†¦COMMAND AND CONTROL A professional military staff organized in a complicated command arrangement led the Argentinean Junta combat operation. In addition, they commanded a poorly trained and inexperienced combatant force. A theater command, the South Atlantic Theater of Operations (TAOS), was established under Vice Admiral Juan Lombardo to command Argentine naval units and the Falklands garrison. Subordinate to Admiral Lombardo, Brigadier General Benjamin Menendez commanded all Argentine army, air force, and navy units. The Fuerza Aerea Sur (FAS), or Southern Air Force, was established under the command of the air force Brigadier General Ernesto Horacio Crespo. The FAS was outside the authority of the theater commander and reported directly to the Argentine Junta. The command structure, lacking a sole theater commander over all forces in the Area of Operations (AO), proved ineffective at strategic planning and joint operations. In a 1994 article in Joint Forces Quarterly, Robert L. Scheina, stated the following: Jointness existed at the operational and tactical levels within the Argentine armed forces during the Malvinas conflict, but did not exist either strategically or doctrinally. Brigadier General Ernesto Horacio Crespo and Army General Benjamin Rattenbach led two separate studies reviewing Argentinas command performance during theShow MoreRelated Military Operational Art Essay1494 Words   |  6 PagesMagnitude of the Falklands/Malvinas conflict in 1982 between Britain and Argentina dictated that both employ a handful of military operational arts particularly logistics, command and control. In the heart, of the 1982 conflict in the contentious issue of the Falklands/Malvinas islands ownership, Command and control, and logistical func tions featured prominently among the operations and preparations of both warring parties. According to Hime (2010, 4), â€Å"Ownership of the Falklands/Malvinas IslandsRead MoreCombat-Support Air Operations2083 Words   |  9 Pagesdelivery of other warfare functions and may also support and enhance the capability of inter related elements from the deep or ground forces or other agencies. Combat Support capabilities include the provision of aircraft and civil engineering, logistics, airport facilities, workforce and health facilities. A successful combat support air operation relies greatly on personnel interoperability achieved through appropriate training. Under mention are some of the combat support air operations substantiatingRead MoreTHE CHALLENGES OF JOINT OPERATIONS IN THE RBAF ‚Äà ¬ PROBLEMS OF DOCTRINE AND EQUIPMENT PROCUREMENT7447 Words   |  30 Pagesthe requirements of the country’s defence policy must be achievable within its resources and so econ omics plays a fundamental part in determining defence policy. Operational Roles And Tasks 7. With its roots in Brunei’s foreign and security policies, its Defence Policy is expressed in the DWP 2004. The DWP 2004 identifies 6 ‘Operational Roles’ in which Brunei forces could be engaged in the future3. These likely roles are, in turn, broken down into a number of ‘military tasks’, which define the activitiesRead Moredrawing from the preceding examples, what factors do you think differentiate occasions when mediation was successful and when it failed14461 Words   |  58 PagesPittsburgh Why do some mediation episodes produce successful negotiated settlements between the disputants of international conï ¬â€šict while others fail to achieve success? This article examines how certain characteristics of a mediator, that is, a mediator’s information about the disputants and a mediator’s bias toward them, affect the success of mediation of international conï ¬â€šicts. By drawing a conceptual distinction between absolute and relative bias and measuring the type of information that is relevant

Apple Marketing Plan - Individual Essay - 2007 Words

[pic] Principles of Marketing Individual Essay by Segmentation, targeting, differentiation and positioning strategies adopted by Apple for its iPad Rome, November 2011 EXECUTIVE SUMMARY Paper examines segmentation-targeting-positioning process on the case of newest mass product of Apple – iPad. It is focused on specific nature of iPAd, segment between established market segments – cell phones of third generation and notebooks/laptops. Further iPad is direct competitor to eBook readers as well as competitor to some of the products from Apple portfolio, like iPods of different kinds. Key words: Apple, iPad, strategy, STP INTRODUCTION This essay giving short overview of STP process and analyze as much as it is†¦show more content†¦Some resources and efforts should be focused on each targeted segment, and mix of tools should be different. (Lehmann, D. and Russell S. 1994) In the case of iPad marginal efforts in targeting of each chosen segments are the key of whole process. Apple continually target own existing and potential customers. In the Casa iPad targeting is investment of extra efforts that are enhanced on the roofs of enormous bran name capital. Therefore targeting is easier, but mistakes are also more dangerous. In the case of, for example iPad failure, company brand losing non-proportional amount of brand equity. Therefore, this situation in Apple is blessing and curse. Most important issue in targeting is magic word HOW. In the case of iPad it is specific mix of promotion, formal and informal in order of attracting the potential buyers. iPad is basically toy, gadget or whatever, friend of PC/Mac rather then device per se. In some extent, it is computer for dummies and Apple invested lot of efforts to change picture of blond buying iPad and using it together with scarves, purses and shoes. Therefore, action had to be directed into the creation of atmosphere of cool product for cool people. iPad is shown as matter of life style, useful supplement, competitor to e-book reader and iPhone. The most challenging task in targeting is estimating of efforts success, bearing in mind that development ofShow MoreRelatedMarketing Is A Major Part Of Business Activity Since The 1960 S1730 Words   |  7 Pages Marketing has become a major part of business activity since the marketing revolution in the 1960’s. Keith (1960, p.35) identified that â€Å"marketing is emerging as the most important single function in business,† around 50 years since its emergence, marketing is now a fundamental function in any businesses operations. While most people believe that marketing is exclusively about promotion and selling, the marketing process entails conducting many more essential functions and activities before theRead MoreApple Inc. 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Penalty Rates of Coles Supermarket

Question: Discuss about the Penalty Rates of Coles Supermarket. Answer: Penalty Rates: A Case Study on Coles Supermarket In 2016, the Fair Work Commission (FWC) passed a landmark ruling refusing to approve an enterprise bargaining agreement that would see 78,000 employees at Coles Supermarket disadvantaged due to penalty rates that were lower than the Industry Award recommended rate. The industry rate was set at 200% while Coles agreement proposed a 150% rate. Despite the ruling, the Supermarket chain declined to adhere to the FWCs requirement. The study aims to identify the legitimacy of Coles Supermarkets position and outline an amicable solution to the issues raised by employees. It is important to note, however, that in 2017 the industry rates were reviewed to 150% by the Commission. The effect of these changes will also be highlighted by this research. Review of Literature Penalty rates have a long standing history in Australian labour relations; the Commonwealth Court of Conciliation and Arbitration (CCCA) in 1904 set out minimum terms and conditions which required employers to pay penalty rates in certain industries(Steegstra, 2016, p. 15). There were two underlying principles at the time that led to the adoption of these rates. Firstly, was to compensate employees for work done outside ordinary hours or in excess of the ordinary work week. Secondly, they served to deter employers from taking advantage of employees. Guided by this principle and the CCCA guidelines, Higgins J in 1909, awarded a pay rate of time and a quarter for work done on Sundays or Public Holidays(Barrier Branch of Amalgamated Miners Association v Broken Hill Pty Company Ltd, 1909). This position was reiterated by Drake-Brockman J in 1932 where he held that the purpose of these rates was to compensate employees who had to work outside ordinary hours and to penalise employers and discourage others from having employees work at these times(Commonwealth Railways Commissioner v Australian Workers Union, 1932). This reasoning is believed to emanate from the Australian culture that would rather people not work than to work and have low pay(Coleman, 2016, p. 138). The community at the time was more family-focused and as such employers had to pay for limiting the opportunities that employees has to interact with their loved ones(Taylor, 2014). Recently there seems to be a shift from these principles; in 2005 Philip Lewis argued that there was a negative correlation between employment and wages. According to him, the minimum wage made it difficult for firms to employ more workers and maintain profits at the same time. He believed lower wages made it possible for businesses to hire and pay more workers(Lewis, 2005). The Fair Work Commission seems to have adopted a similar view in the recent past, although it still upholds the payment of penalties, the commission has begun to see the rates as too high. In 2014 the commission reduced the penalty rates payable to casual restaurant staff who worked on Sundays from 75% to 50% arguing they were overcompensation(Maguire , 2014). Inefficiency, outdatedness and international competitiveness are the arguments raised in the case against penalty rates. With regard to inefficiency Cole (2016) avers that opponents have argued rates have increased costs to businesses operating outside ordinary hours; they reduce profits and increase government cost thus reducing demand for labour. However, the increase in incomes through the rates serves to increase consumer demand and build economic growth(Economics Cole, 2016, p. 16). A 2014 AWALI survey indicated that employees would rather work ordinary hours than the unsociable hours thus quashing the out of date argument(Skinner Pocock, 2014, pp. 2-3). Internationally, Australia has the highest minimum wage and most controlled wage system; it also surpasses its comparators with regard to GDP(Economics Cole, 2016, p. 17). It is notable, as Coleman(2016) outlined, that no other country, comparable to Australia, has legislated national wage standards and tribunal-influenced wages(2016, p. 133). In the UK, where there is a well-established union movement, there are no specific legal provisions for the payment of penalty rates, employees and employers are open to creating their own agreement. This is however guided by the National Minimum Wage rates. In the US, there are no statutory provisions for penalty rates; the Fair Labour Standards Act (FLSA) does not require extra payment for employees working at night or during the weekend(Suchecki, 2017). However, some states have adopted shift differentiation systems with a 50% loading rate for Sundays. As such, penalty rates are more common and much higher in Australia than other comparator states(Coleman, 2016, p. 139). Organisations that pay the rates, even where not required, are driven by the belief that the payment boosts productivity; where rates are in place, due diligence dictates that businesses adhere to these guidelines. Conceptual model. Main(2015) believed that the earlier position on penalty rates was guided by moral principles and Marxist ideologies. It was their belief that longer working hours meant more exploitation of workers; exploitation in that they only get a portion of the wealth they produce. The relationship between employers and employees is guided by Contract Law to the extent that they are bound by an employment contract which bestows on both parties certain rights and obligations(Gibson Fraser, 2013, p. 949). As such, employers are expected to pay for services offered; this payment in Australia is guided by certain provisions of the Fair Work Act 2009 which include penalty rates. Employers, therefore, are bound by contract and by law to pay them. Additionally, as an agreement entered into in good faith, Business Ethics principles dictate that firms should uphold such an agreement in exercise of their duty of care and due diligence towards employees. However, these agreements are s ubject to the Better-Off Overall Test (BOOT) which will be relied on as well to determine Coles culpability. Methodology The methodology employed in this study will rely on a variety of literature to identify key information as to the significance of penalty rates and best practice principles that can be adopted by Coles Supermarket to mitigate the issue with its employees. The study will rely on secondary sources; that is, academic books, reports, government policies, explanatory notes, and articles regarding the subject matter. The search strategies adopted will be modelled from the sources in question; for government sources known item, subject, agency, statistical and special technique search strategies will be considered(Sears Moody, 2001, p. 5). Keyword and phrase searches will suffice for other relevant information. The tools to be used will include catalogues, bibliographies, libraries and web search engines. The reason for adopting this methodology is that it saves on time, additionally, technological advancements make it simpler and cheaper to use; it also offers a wide variety of sources. Summary In conclusion, the objective of this study is to provide a suitable solution to Coles Supermarkets Group with regard to the penalty rates issues it is facing with its employees. Guided by the literature above, the study will consider the history and purpose of the policy regarding penalty rates; this is aimed at determining why Coles Supermarket should pay penalty rates in the first place. The study will also look into the development of this position into what it is today; the current opinions held on penalty rates and the arguments for and against them. Using the principles identified in this literature, the research will determine whether Coles Supermarket has a legitimate cause. However, it is important to note that the policies relied on by the Fair Work Commission at the time of the ruling in 2016 have since changed as evidenced by the 2017 penalty cuts and these changes provide new opportunities for the Supermarket to revise its enterprise bargaining agreement upon expiration. References Barrier Branch of Amalgamated Miners Association v Broken Hill Pty Company Ltd, 3 (CAR 1909). Coleman, W. (2016). Only in Australia: The History, Politics and Economics of Australian Exceptionalism. Oxford: OUP. Commonwealth Railways Commissioner v Australian Workers Union, 31 (CAR 815 1932). Economics, E., Cole, M. (2016). The Importance of Penalty Rates for Our Health Workforce: The economic health benefits of cutting penalty rates. McKell Institute. Gibson, A., Fraser, D. (2013). Business Law 2014. NSW: Pearson Higher Education AU. Lewis, P. (2005). Low pay or no pay? Policy, 14-20. Maguire . (2014, May 19). Sunday Penalties for Casual Restaurant Staff Reduced. Retrieved from Maguire Consulting: https://maguire.com.au/news/er-updates/sunday-penalties-for-casual-restaurant-staff-reduced#.WOaqR8klHIU Main, A. (2015, October 20). Penalty rates: The logic behind the extra pay. Retrieved from Socialist Party Australia: https://www.socialistpartyaustralia.org/archives/7824 Sears, J. L., Moody, M. K. (2001). Using Government Information Sources: Electronic and Print (3rd ed.). Oryx Press. Skinner, N., Pocock, B. (2014). AWALI 2014- The Persistent Challenge: Living, Working and Caring in Australia 2014. Centre for Work+Life University of South Australia. Steegstra, E. (2016). Who's Paying the Penalty?- An examination of the historical legal basis of penalty rates and consideration issues relating to their retention. RMIT LSS Law Journal, 15-21. Suchecki, P. M. (2017). Might Shift Workers Rights. Retrieved from Chron: https://smallbusiness.chron.com/night-shift-workers-rights-67153.html Taylor, M. (2014). Why Penalty Rates? Retrieved from QORF: https://qorf.org.au/industry/resources-master/industrial-relations/penalty-rates/