Importance of Grades

Importance of Grades Grading and reporting are relatively recent phenomena in education. In fact, prior to 1850, grading and reporting were virtually unknown in schools in the United States. The teacher reported student’s learning progress orally to parents, usually during visits to students' homes. As the number of students increased in the late 1800s, schools began to group students in grade levels according to their age, and new ideas about curriculum and teaching methods were tried. One of these new ideas was the use of formal progress evaluations of students' work, in which teachers wrote down the skills each student had mastered and those on which additional work was needed. This was done primarily for the students' benefit, since they were not permitted to move on to the next level until they demonstrated their mastery of the current one. It was also the earliest example of a narrative report card. In essence, grading is an exercise in professional judgment on the part of teachers. It involves the collection and evaluation of evidence on students' achievement or performance over a specified period of time, such as nine weeks, an academic semester, or entire school year. Through this process, various types of descriptive information and measures of student’s performance are converted into grades or marks that summarize students' accomplishments. Although some educators distinguish between grades and marks, most consider these terms synonymous. Both imply a set of symbols, words, or numbers that are used to designate different levels of achievement or performance. They might be letter grades such as A, B, C, D, and F; Descriptive words such as Exemplary, Satisfactory, and Needs Improvement; or numerals such as 4, 3, 2, and 1. Reporting is the process by which these judgments are communicated to parents, students, or others. However, grades do not come easy to some students. College is really a student’s last chance to get good grades and the noteworthy chance for a person to prove himself to the world. Having said that, grades are very important because they determine the length of time you spend getting your degree, the kind of job you receive, and the livelihood of your future. Continuing to get good grades is a sure way of getting your degree in a timely the working world. Maintaining a 3. 0 GPA is characteristic in being considered for the top jobs in today’ s world. Many companies are only looking for the top scholars in their academic field. You will be compensated for the amount of knowledge that you have. Good grades act as the prerequisites of your future. Therefore, it is up to you to expand with hard work, discipline, and the ability to excel. Excellence is the key to success in the 21st Century. Despite such difficulties in understanding the exact meanings of grades and the GPA, they remain important social metrics and sometimes yield heated discussions over issues such as grade inflation. Although grade inflation has many different meanings, it usually is defined by an increase in the absolute number of As and Bs over some period of years. The tacit assumption here seems to be that any continuing increase in the overall percentage of â€Å"good grades† or in the overall GPA implies a corresponding decline in academic standards. Although historically there have been periods in which the number of good grades decreased significantly. Social concerns usually only accompany the grade inflation pattern. As discussed in essay â€Å"A’s for Everyone. † By Alicia C. Shepard, James Mooney stated â€Å"Certainly there are students who are victims of grade inflation in secondary school,† said Mooney. â€Å"They come to college, and the grading system is much more rigorous. That's one of the most difficult things to convey to the students. If you're getting a B, you're doing well in a course. † When college instructors are asked about the reasons for their emphasis on grades, they report that student behaviors – such as arguing over the scoring of a single question – make it necessary for them to maintain strict and well-defined grading standards in their classrooms. What seems missing in this context is a clear recognition by both the instructor and the student that grades are best construed as a type of communication. When grades are thought about in this way, they can be used to improve learning. Only when grades are integrated into a coherent teaching and learning strategy do they serve the purpose of providing useful and {text:bookmark-start} meaningful {text:bookmark-end} feedback not only to the larger culture but to the individual student as well. Few issues have created more controversy among educators than those associated with grading and reporting student learning. Despite the many debates and multitudes of studies, however, prescriptions for best practice remain elusive. Although teachers generally try to develop grading policies that are honest and fair, strong evidence shows that their practices vary widely, even among those who teach at the same grade level within the same school. Letter grades, for example, offer parents and others a brief description of student’s achievement and the adequacy of their performance. But using letter grades requires the abstraction of a great deal of information into a single symbol. In addition, the cut-offs between grades are always arbitrary and difficult to justify. Letter grades also lack the richness of other, more detailed reporting methods such as narratives or standards-based reports. Parents often are left wondering if their child's achievement is comparable with that of other children or in line with the teacher's expectations. Nowadays Parents are more concerned with the grades as mentioned by Alicia Shepard in the essay, â€Å"There's a term for the legions of parents like me. The parents who make sure to get the teacher's e-mail and home phone number on Back to School Night. The kind who e-mail teachers when their child fails a quiz. The kind who apply the same determination to making sure their child excels academically that they apply to the professional world. We are called â€Å"helicopter parents† because we hover over everything our kids do like Secret Service agents guarding the president. †Most students view high grades as positive recognition of their success, and some work hard to avoid the consequences of low grades. Although educators would undoubtedly prefer that motivation to learn be entirely intrinsic, the existence of grades and other reporting methods are important factors in determining how much effort students put forth. No single grading method adequately serves all purposes, schools must first identify their primary purpose for grading, and then select or develop the most appropriate approach. This process involves the difficult task of seeking consensus among diverse groups of stakeholders. The issues of grading and reporting on student learning continue to challenge educators. However, more is known at the beginning of the twenty-first century than ever before about the complexities involved and how certain practices can influence teaching and learning. To develop grading and reporting practices that provides quality information about student learning requires clear thinking, careful planning, excellent communication skills, and an overriding concern for the well-being of students. Combining these skills with current knowledge on effective practice will surely result in more efficient and more effective grading and reporting practices. Shepard, Alicia. â€Å"A’s for Everyone. † The Contemporary Reader. 9th ed. Ed. Gary Gosggarian. New York: Pearson, 2008. 417-422.

Wind Power Cluster in Denmark

Microeconomics of Competitiveness Final Report The Danish Wind Energy Cluster Warsaw School of Economics – 13th January 2010 1. IntroductionPage 2 PART I: DENMARK 2. Country BackgroundPage 2 3. Performance of the Danish EconomyPage 3 2. 1 Trade 2. 2 Budget and Fiscal Policy 2. 3 Gross Domestic Product and Productivity Growth 4. Cluster composition in DenmarkPage 5 3. 1 History of Cluster Policy in Denmark 3. 2 Today’s Context 5. The Business Environment in Denmark – National DiamondPage 8 5. 1 Factor Conditions 5. 2 Demand Conditions 5. Related and Supporting Industries 5. 4 Context for Firm Strategy, Structure and Rivalry 5. 5 Government – the Influence of Macroeconomic Policies 5. 6 Institutions for Collaboration PART II: THE DANISH WIND ENERGY CLUSTER 6. Historical Development of the ClusterPage 13 6. 1 Wind Energy in Denmark before the 1970s 6. 2 The Danish Wind Energy Cluster in the 1970s – The First Hesitant Beginnings 6. 3 The Danish Wind Ene rgy Cluster in the 1980s 6. 4 The Energy Policy of the Danish Government since the 1980s/1990s 6. 5 The Cluster of Modern Wind Turbines since 1990 7. Description of the Wind Energy ClusterPage 20 7. 1 Vestas: World’s no. 1 Turbine Manufacturer 8. Wind Energy Cluster – Cluster DiamondPage 22 8. 1 Factor Conditions 8. 2 Demand Conditions 8. 3 Context for Firm Strategy, Structure and Rivalry 8. 4 Related and Supporting Industries 9. Strategic Issues Facing Denmark and the Wind Energy ClusterPage 28 10. Policy recommendations for the appropriate constituenciesPage 30 11. ConclusionPage 31 Bibliography Required Disclosures 1. Introduction This paper gives an insight into the Danish economy and business environment. Furthermore, it describes the cluster composition in Denmark and how the policies towards clusters have changed in recent years. The core of the paper is the comprehensive analysis of the wind energy cluster in Denmark where the cluster is analysed with the use of Porter’s diamond model. Lastly, identification of strategic issues facing Denmark and the wind energy cluster will be presented and policy recommendations given. PART I: DENMARK 2. Country Background Denmark is located in Northern Europe between the Baltic Sea and the North Sea and has Copenhagen as its capital. Its population consists of approx. 5. 5 million inhabitants whereof 9. 1% is immigrants and their descendants. The official language is Danish, but the level of English proficiency is very high. The Danish constitution was codified in 1848 and today the country is governed by a parliament consisting of 179 members. The election period is four years but the prime minister can call an election at any time. Furthermore, Denmark has a constitutional monarchy with Queen Margrethe II as the head. The Queen is apolitical and only functions a representative for Denmark. Denmark joined the EU in 1973 and has always seen it as a good place for economic cooperation, but Danes have been more reluctant towards the political integration resulting in Denmark staying out of the Euro. Denmark is known for its Scandinavian welfare model, which ensures a high level of re-distribution through taxes. The model includes among other things the â€Å"flexicurity† system, which will be elaborated later (Ministry of Foreign Affairs of Denmark). 3. Performance of the Danish Economy Danish economy can surely be described as a modern one, oriented primarily at services. In terms of its resources, the economy depends to the greatest extent on human capital, which translates into a more labor-related approach towards business. With over 5. 5 million citizens, Denmark maintains a record low level of unemployment, roughly 2. 1%. All those indicators contribute to a pretty high standard of living. For this reason Denmark was ranked 16th globally in the Human Development Index, which reflects several aspects, such as live expectancy, knowledge and education standards measured by literacy rate and standard of living. . 1 Trade Denmark has a high social support for free trade. Over 76% of the population perceives globalisation as a positive phenomenon (Time). Danish basic trading partners are the countries from European Union (70%), followed by the United States. Denmark’s high involvement in global trade is reflected in the ranking of trade per capita, placing the country on the 9th place globally, with the result of $17. 5 thousand of trade per cap ita (World Fact Book). Danish major export markets are illustrated in the table below. Table 1: Danish major export markets in 2008 (Million DKK) |Germany |Sweden |UK |US |Norway |Netherlands |France |Italy |Finland |Spain | |103. 4 |85. 2 |48. 5 |35. 2 |32. 3 |26. 0 |26. 0 |18. 0 |15. 7 |15. 0 | Source: Danish Exporters As far as exported goods are concerned, the principal products are food, industrial instruments and machinery. Furthermore, Denmark exports chemical products, furniture and pharmaceuticals. In terms of imports, raw materials and semi-manufacturers, as well as consumer goods prevail. 3. 2 Budget and Fiscal Policy Over several previous years Denmark has been recording budgetary surpluses. However, at the same time the country is facing a debt at the level of 43 billion DKK. Because of extremely low unemployment rate, the government has to be very cautious in increasing their spending, as it may translate into dramatic overheating of the whole Danish economy (due to salaries’ increases). Under such conditions, the debt is expected to fall by 2015. Budgetary expenditures are financed primarily through high tax burdens. Denmark is by many described and perceived as a welfare state, which ensures many various social aids for its citizens. One of the most famous elements of the welfare safety net is tax-funded healthcare and unemployment insurance. In addition to this, Denmark has a well developed pension system, embracing all citizens from the age 65. In order to finance expenditures, the fiscal system assumes almost a 50% tax rate, which is by far the highest one in the world (OECD Tax Database). 3. 3 Gross Domestic Product and Productivity Growth Denmark has a high level of GDP PPP per capita, which places the country on the 16th place globally. Moreover, according to IMF data, the country holds a strong 5th position in the world in terms of its nominal GDP per capita (World Economic Outlook Database). The difference can be easily explained by a relatively high level of prices in comparison with other benchmarking countries. Denmark has been facing a gradual GDP growth for several years, which was disturbed by the global economic crisis. The crisis caused mainly an increase in the unemployment rate and drop of private consumption. In addition to this, Denmark suffered under a significant decrease in exports, which naturally translated into problems with trade balance. Although it is clear that such conditions affected GDP growth, economists claim that Denmark has already embarked upon the recovery path. Table 2: Summary of Danish GDP per capita PPP in USD Year |2002 |2003 |2004 |2005 |2006 |2007 |2008 |2009 | |GDP ($) |29637 |30305 |31766 |33528 |35672 |37163 |37304 |36725 | |% change |1. 73 % |2. 26 % |4. 82 % |5. 55 % |6. 39 % |4. 18 % |0. 38 % |-1. 55 % | Sources: Index Mundi report on Danish Economy (2009) In spite of sound economic growth in the preceding years, the country is perceived to have a strong underlying problem with its future development. It is projected that Denmark will have fourth-lowest productivity growth among OECD countries in the following years (Index Mundi, 2009). As well as this, heavy governmental transfer payments create an unhealthy situation for other parts of the economy. Therefore, they might also translate into an impediment in future growth. 4. Cluster Composition in Denmark Denmark is by far one of the most interesting countries from the perspective of clusters. It was among the first ones to introduce certain clustering policies and since that time it has been quickly developing in terms of the final composition. The country – due to its success – was also included in Porter’s Ten-Nation study about the connection between international competitiveness and the existence and strength of clusters (Yettin, et al, 1992). 4. 1 History of Cluster Policy in Denmark The history begins in the early 1990s, when the Danish government decided to implement first steps aimed at development of the cluster concept. The analysis, which was carried out at the beginning of the process, indicated several areas for further cluster development. These were: food products, IT, bio-health and construction. They were firstly defined as so-called Mega Clusters and then narrowed down in the late 1990s. At that time ‘real’ clusters were defined, e. g. industrial design, aluminium processing or biotech. Despite these efforts, the government was still choosing to proceed with an industrial policy, rather than a cluster-oriented one. The situation changed in the 2000s with the introduction of regional initiatives. That assumed strategic decisions being undertaken on the regional level, rather than on the central one. Thus, Denmark nowadays lacks a vivid clustering policy on the national level. However, at the same time there are numerous regional initiatives that contribute to the process. All in all, the shift from governmental planning to the decentralized system proved to be worth the effort, as it significantly supported the development of a sound clustering structure in the country. 4. 2 Today’s Context Clusters in Denmark emerge exclusively on the regional level. The country is divided into 5 administrative regions and 98 municipalities. Local authorities are the trigger for respective cluster policies. Their ideas can be implemented independently or be supported by special agencies, namely the National Agency For Enterprise and Construction, The Danish Forest and Nature Agency, the Danish Agency for Science Technology and Innovation and the Danish Council for Technology and Innovation (Cluster Observatory). Apart from that, the policies involve also third parties in the emergence process, which are companies, research- and educational institutions and distributors of technological knowledge. Their cooperation is expected to result in a long-lasting relationship, as well as knowledge creation. As far as certain clusters are concerned, the 17 regional growth environments were established in 2001. Depending on the geographical location of the region, the main clusters were assigned to specific places. They are illustrated in the table and figure on the next page. Table 3: Summary of Main Danish Clusters |Growth environments commenced in 2001 |Growth environments commenced in 2002 | |Furniture & Wood |Fishing | Wind energy |Foods | |Technology & IT |Sub-suppliers | |Biotechnology |Stainless steel | |Manufacturing |Offshore | |Horticulture |Transportation | |- |Aluminium | |- |Robot technology | |- |Event economy | |- |Finance | |- |Seed-growing | Source: Nordic Innovation Figure 1: Denmark Exports Portfolio by Cluster [pic] As far as challenges ahead are concerned, Denmark still has certain areas for improvement. First of all, the country has to put a strong emphasis on knowledge creation and development of competence environments. As most initiatives are planned and carried out on the regional level, such environments could serve as knowledge centers enabling cooperation of various players and clusters as a whole. Thus, it creates a huge responsibility for respective authorities to move a step ahead towards building a sound network and cooperation on the higher level. 5. The Business Environment in Denmark – National Diamond Analysis By using Porter’s â€Å"Diamond Model† as a framework the competitive strengths and weaknesses of the Danish business environment will be analysed. First it is nalysed how Denmark is performing on the four factors: Factor conditions, demand conditions, related & supporting industries and context for firm strategy, structure and rivalry. Then it will be analysed how the Danish government influences the different factors through macroeconomic policies and institutions. Lastly, it will be described how institutions support collaboration between the business environment, universities and the public sector. 5. 1 Factor Conditions Denmark is ranked no. 6 on infrastructure in the IMD World Competitiveness Yearbook. Especially the basic and technological infrastructure is high whereas the scientific infrastructure in Denmark only reaches a place as no. 15. With regards to education Denmark is ranked as no. 1. University and management education meet the needs of a competitive economy and the business community. Moreover, training of employees is a priority for companies which ensure that labour become more specialised and stay up to date on innovation and developments within their area. Even though, it looks like there is no finger to put on education in Denmark there are several future challenges. In the future Denmark must raise the contribution of human capital to productivity growth (OECD, 2009). With regards to the labour market there has been a slowdown in labour productivity and a strong growth in wages, which makes Danish labour relatively more expensive. The growth in wages has been reinforced by effective exchange rate appreciation. While the demand for labour is weak during the crisis there is still a need to raise labour supply in the future. A need that the Danes probably cannot fulfil and it may therefore be necessary to attract foreign highly-skilled labour. The current crisis has made it harder to lend money and the credit conditions in Denmark are tight at the moment (OECD, 2009). 5. 2 Demand Conditions An example of how the character of the home demand has helped build competitive advantage is the environmental awareness of Danish consumers. This has led Denmark to be competitive within for example water pollution control equipment, but also many other products related to the environment (Dess, et al. , 2004). The Danish consumers tend to be relatively demanding and quality-conscious. Furthermore, they like to boycott products if they somehow get bad news about the products (Agri-food Trade Service). This can pressure companies to meet high standards and prod them to innovate and upgrade (Porter, 2008). The challenges for demand conditions at the moment are the diminished household wealth and the rising employment, which decreases the Danes’ purchasing power. It is hard to say whether the demand conditions in Denmark create a good environment for businesses. It will be highly dependent on the specific business area. 5. 3 Related and Supporting Industries As mentioned, cluster focus on a regional level has increased and several local initiatives have been established (Nordic Innovation, Cluster Observatory). The continuous focus means that cluster development have good conditions and this could also be an indicator for a high level of related and supporting industries. Though, it is hard to give a general picture about related and supporting industries in Denmark. The fact that Denmark geographically is a small country could lead to the thought that the small scale market is not big enough to get suppliers to locate in Denmark. 5. 4 Context for Firm Strategy, Structure and Rivalry One of the main advantages for companies located in Denmark is the co-operative labour-employer relations and the so-called â€Å"flexicurity model†. When rights and forms of governance are developed on the Danish labour market both trade unions and employers’ associations are important players. Trade union density is about 74% and the density of employers’ associations is about 52%. The trade unions and the employers’ association agree that the â€Å"flexicurity† model is an advantage for the Danish labour market and the business environment. â€Å"Flexicurity† refers to the flexible Danish labour market and the high level of social security. The policy was first introduced in Demark in the 1990s as a response to high unemployment rate. First steps of implementation were undertaken in 1994 and concerned in-depth reforms of labor market, aimed primarily at reduction of structural unemployment, as well as introduction of solid welfare schemes. Companies can easier adjust to up and down turns in the economy because of easy hiring and firing as well as work time and wage flexibility. Trade unions accept this flexibility because its members are protected by the state, which provides them with high unemployment benefits and access to health services, education, etc. (Jensen, 2008). Owing to the â€Å"flexicurity† model, Danish economy cherishes now a low level of unemployment, as well as low social exclusion rates. However, the policy requires a trade-off of high fiscal burdens for citizens. Economic slack, weak exports and reduced investment in R&D means that local rivalry could be on a standstill (OECD, 2009). 5. 5 Government – the Influence of Macroeconomic Policies Government through its policies must ensure an environment where businesses can gain competitive advantage. In order to ensure a functioning capital market during the crisis the government has given guarantees to banks and its customers as well as capital injections. This has improved the capital market and given better access to capital for businesses. Because of the slow growth the Danish government has launched a â€Å"Growth Forum†, which will address the issue of productivity growth and how it can be improved. Another policy which helps creating good factor conditions for the Danish business environment is the strong labour market policies, which offer activation and training for unemployed as well as supplementary training for employees. In this way unemployed stay in touch with the labour market and it is ensured that their skills are up-to-date when businesses need them. Furthermore, labour market policies try to support international recruitment and to keep people on the job market longer before they retire to boost labour supply, which will be in high demand after the crisis. Fiscal policy has boosted disposable income and demand by a major tax reform, which means tax cuts for households. Moreover, the government has released the funds from a special compulsory pension saving programme, which give households further liquidity (OECD, 2009). Furthermore, the interest rate is now the lowest ever at 1. 15 %, which are good news for the households with a mortgage loan (Guardian, 2010). In 2006, the Danish government introduced a globalisation strategy for Denmark, which established a lot of new initiatives within education, research and development, entrepreneurship and an innovate society. One of the aims of the strategy is to make Denmark more ready and open for global business (Globalisering, 2006). Furthermore, in 2009 the Danish government has launched several measures to encourage a â€Å"green growth† recovery from the financial crisis. The initiatives include among others â€Å"green transport†, improved environmental performance of the agricultural sector and a home repair and renovation incentive to save energy (OECD, 2009). These strategies, policies and initiatives create a better environment for companies to compete in. Figure 2 pic]Source: Team analysis 5. 6 Institutions for Collaboration There are several institutions supporting and working together with Danish businesses. Universities like the IT University of Denmark, Technical Univer sity of Denmark and Copenhagen Business School work actively with companies, trades and industries (ITU, DTU, CBS). Furthermore, the Confederation of Danish Industries as a representative for many industries also has close ties to different business schools and universities (DI). â€Å"Invest in Denmark†, a part of the Danish Ministry for Foreign Affairs, helps foreign companies to locate in Denmark and create joint ventures with Danish companies (Investindk). Moreover, several knowledge centers like â€Å"Innovation Center Copenhagen†, â€Å"Mind Lab† and â€Å"Innovation Lab† work together with companies to innovate and upgrade technology and business in Denmark (Innovation Lab). PART II: THE DANISH WIND ENERGY CLUSTER 6. Historical Development of the Cluster 6. 1 Wind Energy in Denmark before the 1970s Due to the Denmark’s large coastline, the climate is characterised by consistent and relatively strong winds. The absence of other natural sources than wind influenced Denmark to take a pioneer’s role in starting an effort to implement wind technology as basis for electrification and to experiment with it (Vestergaard et. al, 2004). The first windmill in Denmark was mentioned 1259 in Flong. The modern wind energy utilization has a tradition that covers more than 100 years of research in meteorology and wind turbine manufacturing. In 1891 Poul La Cour, a Danish professor in natural science at the Askov Folk High School, and a team of scientist built the first wind turbine funded by the Danish government. La Cour was drawing on the results of two contemporary Danish engineers and scientists. H. C. Vogt and J. Irminger participated together with the American P. S. Langley in formulating modern theory on aerodynamics and lift drag with the purpose to experiment with wind power to product electricity (Vestergaard, et al. , 2004). In 1918 a fourth of all Danish rural stations (120) used wind turbines to generate power. After the World War I the Danish interest in wind Energy waned, because of the sufficient supply of fossil fuel. The machines were rapidly outdated – in 1920 only 75 turbines were left (Andersen, 1999). By the 1930s Denmark was ahead of many other countries in the wind turbine industry and turbines became traditional in the Danish countryside. La Cour gave courses at the Askov Folk High School so that it became possible to study wind energy for Danish „wind electriciansâ€Å". Soon La Cour and one of his students became the most prominent manufacturers in Denmark. However at that time there was still no real international competition. One of the students in wind energy was Johannes Juul who attended La Cour? s courses in 1904 and later worked as chief engineer for a power company, SEAS. Juul started an R&D programme in wind energy utilization. This R&D effort formed the basis for his design of a modern electricity wind turbine built in 1957, which is today well known as the 200kW Gedser machine. The Gedser machine was installed in 1959 and was in operation until 1967 (DWIA, 2008). 6. 2 The Danish Wind Energy Cluster in the 1970s – The First Hesitant Beginning In the 1970 there was an awakening green movement in the Western countries. This was encouraged by the first and second oil crisis in 1973 and 1979. Denmark which was enormously dependent on imported oil pursued an active policy of energy savings, increasing self sufficiency, and diversification of energy sources until the mid 1980s. Since then, energy policy has increasingly promoted the use of renewable energy to ensure environmentally sustainable economic development (Krohn, 2002). This increasing political focus on environmental protection and sustainable development provided the framework for the development of the Danish wind energy sector. The practical and technical development in the 1970s was first carried out by few entrepreneurs, tradesmen and people with high ideals about renewable energy. Christian Riisager was a carpenter from west Jutland. In the mid 1970s, he was one of the first who successfully designed a turbine to be marketed and connected to the grid. The turbine was a 15kW turbine which generated more electricity than the household could consume, the excess electricity went into the grid. The Riisager turbine was the basis for modern wind turbines with high towers and three blades. Riisager produced more than 70 turbines and later he established the firm Wind-Matic (DWIA, 2008). Karl Erik Jorgensen also started to make wind turbines in the mid 70s. In 1978, he teamed up with Henrik Stiesdal, a young student and worked on a three-blade turbine. In 1978 they developed a 30 kW turbine with an enhanced safety system. Vestas, which manufactured agricultural machines at that time, bought the turbine on a license and started in-house production and development of wind turbines (DWIA, 2008). While these innovative designs of small machines appeared politicians began to take interest in the new development. Partly because of the energy supply crisis, partly as a reaction to the popular opposition to nuclear power in Denmark. An incentives programme in the form of capital grants for installation of wind turbines (30% of installation costs) was established in the end of the 1970s and was dropped in 1989. In 1977 the Risoe National Laboratory which was originally established to research in nuclear power formed its entrance to wind turbine R&D. A measurement programme co-funded by the US department of energy was carried out by the Risoe National Laboratory (Andersen, 1999). Risoe also draw on a tradition on boundary layer meteorology and wind climate studies. The Technical University of Denmark continued the studies of aerodynamics and wind tunnel experiments, so that their research on wind climate, model laws, terrain roughness, and shelter effects formed the scientific platform for Risoe? s work on the Danish and European Wind Atlas which was initiated in the late 1970s. Risoe National Laboratory also occupied the approval job for different types of wind turbines (Andersen, 1999). In order to ensure that the government supported turbines also had a certain quality and safety, legislation on type approval for wind turbines was established. Today more than 100 scientists and engineers are working for the institution which has an important department in wind energy with considerable interactions with the wind energy community worldwide. Risoe? s work on turbine safety has been important in ensuring the reliability of modern wind turbines (Krohn, 2002). On May 4th 1978 the Association of Wind Turbine Owners was formed, and the first Wind turbine guild or cooperative was established in 1980. 6. 3 The Wind Energy Cluster in the 1980s The Gedser wind turbine itself was built and financed by the power company SEAS. In the early 1980s Danish power companies took early interest in wind energy and in large wind turbines and built two experimental machines, one pitch regulated and one stall regulated, of 630 kW each. But the cost of energy from the large turbines was so high that series manufacturing was not even envisaged (Krohn, 2002). Riisager's and other manufacturer’s success motivated some manufacturers of agricultural machinery to enter in the growing turbine manufacturing sector which provided promising commercial possibilities. Among these companies were Vestas, Nordtank, Bonus (now Siemens Wind Power), Nordex, and later Micon (Krohn, 2002). The Danish Wind Industry Association, a non profit association, whose purpose is to promote wind energy at home and abroad, was founded in 1981. Manufacturers soon became members of the association so today there are more than 220 members across Denmark. The condition of receiving the 30% construction subsidy from the government was that the turbine had been approved by the new test station for small turbines set up by the Risoe National Laboratory. The Role of Risoe National Laboratory so changed from being that of a controlling entity to a more technology-mediating unit. In 1982 the test station issued the first combined load paradigm, which established that all wind turbine components had to be dimensioned for twice the load compared to the traditional norm. The result of this policy was that the Danish wind turbines gained the reputation for being reliable and robust (DWIA, 2008). The Wind Energy Department of Risoe National Laboratory became worldwide known for its expertise with tight connections to the Technical University of Denmark and also increasingly connections with Aalborg University (electricity aspects). Gains of productivity thanks to the European Wind Atlas in the years 1980 – 1985 could be realised by better sitting of wind turbines. The Danish type approval certification scheme has been a very dynamic tool to foster better design procedures in wind turbine manufacturing companies. It has also been important in winning the confidence of professional investors worldwide (Krohn, 2002). In the early 1980s the State of California began a programme of supporting wind energy development. Danish manufacturers having the longest track record had already developed several generations of successively larger machines in small series. The California market expanded dramatically, allowing an enormous volume of production of wind turbines. The Danish manufacturers supplied thousands of turbines to the USA from 1982. Bonus, Vestas and Nordtank all participated in the wind boom launched in California until the market came to an abrupt halt in 1986. The problem was that manufacturers had become dependent on a single market. When the California wind programme ended in 1985-1986, a large number of the 20-odd manufacturers went bankrupt because they had few alternative markets for their products (Krohn, 2002). The economic collapse in the industry caused an elimination race in the following years. All the small manufacturers disappeared or were taken over by Vestas, Bonus, Nordtank, Micon and Nordex. Thus began a long haul for the remaining manufacturers, who then tried to broaden their market base to include several countries (DWIA, 2008). 6. 4 The Energy Policy of the Danish Government since the 1980s/1990s In 1985 the Danish government decided that nuclear power should not be an element of future energy supply. Beside the 30% subsidy of the construction costs for wind turbines which endured until 1989 the government began, since the mid 1980s, to push an active agenda with the aim to implement renewable and diverse energy sources (Meyer, 2007). In a 15 year plan for large scale implementation of wind-generated electricity countrywide the government pronounced the country’s goal of meeting 10 per cent of Danish electricity consumption by wind in the year 2005, implying an installed base of 1,500 MW of installed wind capacity (Sharman, 2005). Danish government had very wide ranging powers for regulation of utilities. These regulations took many forms, including energy efficiency and demand-side management measures. Integrated Resource Planning was an integral part of the procedure through which the power companies obtained permission to install new generating capacity. Other measures included price and accountancy controls. The government had ordered the utilities to install 400 MW of wind power on land to date. The first two orders of 100 MW each were already issued in 1985 and 1990. The latest onshore order for 200 MW to be completed before the year 2000 was issued in 1996. In 1998 a new order was issued for 750 MW of offshore wind power. The Danish energy plan â€Å"Energy21† from 1996 set up a target of even 4000 MW of offshore wind power in 2030 (Krohn1, 2002). To avoid disagreements between utilities and wind power producers over conditions for grid connections and tariffs, the Danish government introduced in 1992 regulations about the feed-in tariff, which was fixed at 85% of the utility production and distribution costs (Meyer, 2007). 6. 5 The Cluster of Modern Wind Turbines since 1990 In the early 1990s Vestas, Bonus (now Siemens), Nordtank, Micon and Nordex represented the wind turbine manufacturers in the Danish cluster. Most of them had a track record of more than 10 years. The size of the wind turbines grew enormously in a perpetual race to develop renewable energy which was capable to compete with the conventional technologies in terms of electricity output and price. At the beginning of the 90s, the average wind turbine had a capacity of 200-300 kW, which had grown to 1-2 MW in the late 90s. Successful domestic turbine manufacturers became world leaders in the wind turbine production (DWIA, 2008). A service sector to maintain and repair installed equipment developed. The industry left, after further consolidation, two large manufacturers in Denmark, Siemens Wind Power A/S (owned by German Siemens AG) and Vestas Wind Systems A/S and several businesses which are involved in the industry and organised in the Danish Wind Industry Association. In 1991 the Vindeby offshore wind park opened and in 1995 the wind farm at Tunoe Knob, equipped by Bonus and Vestas. The offshore market played a more and more important role for the cluster and 95% of the offshore installed turbines are of Danish origin (DWIA, 2008). In 2001 Danish wind turbine companies had a market share of 50% of the world market (Krohn, 2002). The percentage of electricity provided by wind power rose from less then 5% in 1995 to almost 20% in 2003. The total installed base of wind power was some 1,100 MW at the end of 1997. This made Denmark to the third largest wind power country in the world. All turbines were produced domestically. In 1997 there were 10,000 people employed in the wind power sector, a number that grew up to 23,500 in 2007. In 2006 the Danish Wind Industry Association created the Talent Factory to improve the career opportunities among engineering students (DWIA, 2008). More than 80% of the 6,300 wind turbines in Denmark were owned by energy co-operatives, or individual farmers. 150,000 Danish families owned wind turbines or shares in wind co-operatives in 2002 (Krohn, 2002). 7. Description of the Wind Energy Cluster Today Denmark hosts some of the world’s largest wind turbine manufacturers. Vestas Wind Systems, a truly Danish company is situated in Denmark (Vestas). Furthermore, German Siemens Wind Power and Indian Suzlon have established their global head quarters in the country (Siemens, Invest in DK1). Also German Nordex (formerly Danish) and Spanish Gamesa have established respectively offices and R centres in Denmark (Nordex, Gamesa). These are big global players; In 2008 Vestas counted for 19% of the world market, Gamesa for 11% and Nordex and Siemens 7% respectively (EcoSeed). Other smaller manufacturers are Norwin A/S, Wincon A/S and Gaia Wind Energy A/S. There is a strong branch of associations connected with wind energy and among them are the Danish Wind Industry Association (www. windpower. org), Danish Energy Industries Association and Danish Wind Turbine Owners’ Association. In 2007, wind energy in Denmark produced about 7,173 GWh. This corresponded to 19. 7% of domestic energy supply or to the consumption of about 2. 03 million Danish households, compared to 16. 9% in 2006 and only 1. 9% in 1990. In 2007, wind power capacity accounted for 3,124 MW (i. . 24. 1% the total electricity capacity), 424 MW being offshore wind turbines. In 1990 wind power capacity was 343 MW (Energy Statistics, 2007). Projections by the Danish Wind Industry Association estimate an increase of the yearly instalment of new c apacity of about 17% by 2011, reaching more than 200,000 MW. As far as offshore turbines are concerned, 7,600 MW are expected to be installed by the same year (EREC). Wind turbine manufacturing, maintenance, installation and consultancy services account for some 16,000 jobs in Denmark, while component supplies and installation of these Danish turbines currently create another 8,000 jobs worldwide. The global job creation of Danish wind turbine companies are substantially larger than these figures indicate: only about 9 billion DKK (1. 2 billion EUR) is due to turbines manufactured in Denmark. The rest are manufactured in Germany, Spain, India, Italy, and the U. S. , i. e. in countries where there is a substantial home market (Krohn, 2002). 7. 1 VESTAS: World’s no. 1 Turbine Manufacturer As Vestas is the world leader on the global market for wind energy and one of the key drivers of the Danish wind energy cluster a short description of the company will be given. Vestas was founded in 1898 by H. S. Hansen, a blacksmith, in Denmark. He and his son manufactured steel windows for industrial buildings. In 1945, his son established the company VEstjysk-STalteknik A/S, whose name was shortened to Vestas. In 1979, Vestas delivered the first wind turbines. Vestas have installed over 39,000 wind turbines in 63 countries on 5 continents. In 2008, Vestas installed a new turbine every three hours worldwide, generating more than 60 million MWh a year. Vestas has developed from a pioneer in the industry with a staff of around 60 people in 1987 to a global, hi-tech and market-leading company employing more than 20,000 people. Vestas reached revenues of EUR 6,035 million with operational margin of 11. 1% in 2008 and they got global market share of 19% (5,581 MW). Vestas’ core business comprises the development, manufacture, sale and maintenance of wind turbines. Their expertise in modern energy covers more than just wind turbines. They specialise in planning, installation, operation and maintenance. Their competencies cover everything from site studies to service and maintenance. Vestas is distinguished by a high degree of vertical integration. At the same time, production and sourcing are carried out as close to the market as possible. In 2008, Vestas opened the world’s largest research and development centre for wind energy in Aarhus (Denmark) which will house more than 900 employees (Vestas). 8. Wind Energy Cluster – Cluster Diamond Now Porter’s Diamond model will be used to analyse the competitive strengths and weaknesses of the Danish wind energy cluster. 8. 1 Factor Conditions Factor conditions important to the wind energy cluster are the natural resource in form of wind conditions and the scientific base as well as human capital within the field of wind energy. Denmark has relatively modest to good average wind. Onshore wind resources are highest in the Western part of the country, and on the Eastern islands with coastlines facing South or West. The country has very large offshore wind resources and large areas of sea territory with a shallow water depth of 5 to 15 m, where sitting is most feasible. These sites offer higher wind speeds (Krohn1, 2002). The relatively good wind conditions have been an advantage in the past when the wind energy cluster was growing and still operated primarily in the home market. As the operations have gone global the Danish wind conditions are not so important anymore. In stark contrast to Germany, Sweden, the USA, Canada, and the UK, publicly financed R projects played a relatively minor role in initiating the early development of the Danish wind turbine industry. The early stimulus came in the form of investment grants, supporting market development for small scale privately owned turbines. Later, the Danish Government and the EU have financed a significant number of basic research projects, and given some support to development projects (Krohn, 2002). One of the reasons for Suzlon to establish its global headquarters in Denmark was exactly the specialised knowledge the country possesses. The chairman of Suzlon declared: â€Å"Denmark is global leader in know-how for wind-energy. That is why our global head quarter will be here. † (Invest in DK1). On the educational front, the universities offer specialized wind engineer educations and the research centres offer various training courses targeted especially at the wind energy industry, for instance the Technical University of Denmark (DTU) – Wind Master Education; Aalborg University – Wind Master. Engineering College of Aarhus (IHA) has developed a specialisation in wind turbine construction with the main focus on mechanical components (DWIA, 2008). Risoe Wind Energy Department, University of Aalborg and University of Aarhus have jointly established a knowledge centre – Danish University Wind Energy Training (DUWET) which offers a research based supplementary education for employees in the wind industry. DUWET collects wind energy knowledge and research and offers courses and specialist training for anyone in the industry. A consortium consisting of the research centres Risoe National Laboratory, Danish Hydraulic Institute (DHI), The Technical University of Denmark (DTU), and Aalborg University form a national power centre within wind energy research and thus a vital part of the wind energy cluster. Therefore, the scientific base for the wind energy cluster is highly developed and provides the cluster with highly skilled labour. 8. 2 Demand Conditions Denmark is somewhat unique among wind turbine markets, since the market really grew out of a popular interest in alternative generating technologies, partly in opposition to the use of nuclear power, partly as a result of the energy supply crisis in the late 1970s, when oil prices skyrocketed due to OPEC action and political and military unrest in the Middle East. The well-organised Danish wind turbine owners have been a very important driving force for debugging and improving Danish wind technology in its earlier years (Krohn, 2002). Private individuals, either as members of wind energy co-operatives, or as owners of a wind turbine (farmers) account for more than 80% of the 5024 wind turbines in Denmark (DWIA, 2009). This number shows the strong interest of Danes in wind energy and their support for building new wind farms. The Danish home market is what created the modern Danish wind industry originally, and gave it the testing ground to sort out both wind technology and manufacturing technology. The openness and interest of the Danish consumers have definitely supported the demand in the early years of the cluster and pushed its development. Today few wind turbines are set up in Denmark compared to the world market and the local demand has lost some of its importance. 8. 3 Context for Firm Strategy, Structure and Rivalry Danish energy policy has indirectly played an important role in fostering the commercial success of the Danish wind industry. The Danish energy policy for renewable energy has been a model for many markets in the world. In countries as close as Germany, France or Spain and as remote as China or Argentina Danish support schemes for renewable energy have been copied and/or adapted to local circumstances. Danish long-term energy planning such as â€Å"Energy 21† has been widely quoted throughout the world. One of the basic reasons why wind energy has such a prominent place in Danish energy planning is the need to reduce greenhouse gas emissions. According to the Kyoto Protocol Denmark has to reduce emissions of greenhouse gases by 21% in relation to 1990. The targets apply from 2008 to 2012 (COP15). More than one third of that target is being met using wind energy to replace coal-fired power generation (Krohn3, 2002). Thus, the Danish policies give good conditions for renewable energy companies. Denmark has introduced feed-in tariffs for renewable energy plants connected prior to 21 April 2004. Renewable energy plants receive the spot market price plus a subsidy to provide a guaranteed price of 8. 1 eurocents/kWh, applicable for 20 years from date of connection. Renewable energy facilities connected after 21 April 2004 are getting production incentives. Wind plants receive the spot market price plus a 1. 3 eurocents/kWh production incentive which will be applicable for 20 years from the date of connection. Moreover, additional subsidies of 1. 6 eurocents/kWh are provided for new facilities that replace decommissioned wind turbines 450 kW and smaller (Porter, 2006). The Energy Agreement of 21 February 2008 contains an objective of increasing the percentage of renewable energy to 20% of the gross energy consumption by 2011. In the projection, the renewable energy share in 2011 is 20. 5% (Energy Statistics 2007). Improvement of incentives to encourage the installation of wind turbines is among the initiatives which will follow up the political accord of 21 February 2008. The new act comprises the framework for overall local government planning for wind turbines and a guarantee fund of DKK 10 million to subsidise the funding of local wind turbine guild preliminary investigations etc. and a model for local co-ownership. In connection with onshore wind turbine planning, the government will enter into an agreement with the National Association of Local Authorities in Denmark on municipal planning for 75 MW each in 2010 and in 2011. In addition, work is being done on establishing a payment scheme which will cover neighbours to onshore wind turbines for losses in property values as a result of wind turbine installations. The continued expansion of offshore wind turbine facilities will make an important contribution to achieving renewable energy targets. The work of offering two offshore wind turbine farms of 200 MW each or possibly one farm of 400 MW started in 2008 with a view to commissioning in 2012. In addition, work started on the updating of the offshore wind turbine action plan, which examines the location of new farms, the possible adjustment of the tender model, considerations of previous building maturity and open doors with payment as onshore turbines. Subsidies for new wind turbines will be increased to 25 oere/kWh for 22,000 peak load hours and 2. 3 oere/kWh in balancing costs and 0. 4 oere/kWh for the â€Å"green fund† (Energy Policy Statement, 2008). Rivalry can hardly be explained on a local level anymore as the wind turbine manufacturers have gone global and are operating all over the world today. In the earlier stage of the cluster, rivalry on the Danish market was tense – resulting in many take-overs and mergers and ending with one single true Danish company, Vestas. 8. 4 Related and Supporting Industries The background of the Danish turbine manufacturers was different from wind power companies in the U. S. , Sweden, or Germany. Names like Boeing, Lockheed, Westinghouse, MBB, and Siemens indicate a strong background in aircraft and generator manufacturing. Interestingly, however, practically all of today's remaining larger wind turbine manufacturers have a machinery manufacturing background rather than an aircraft background. Although modern wind turbine technology resembles helicopter technology, the operating requirements are very different (Krohn, 2002). A number of industrial enterprises have developed important businesses as suppliers of major components for wind turbines. LM Glasfiber A/S is the world's largest producer of fibre glass rotor blades for wind turbines, with an employment of more than 1,000 people. Danish manufacturers of electronic wind turbine controllers likewise have a very large market share worldwide. DanControl Engineering A/S, Mita Teknik A/S and DWC A/S produce controller and communication systems. Svendborg Brakes A/S is a leading vendor of mechanical braking systems. Also Danish subsidiaries of large international industries such as Siemens, ABB, SKF, FAG, etc. have developed businesses in the wind power industry (Danish Energy Authority, 2002). Other industrial service enterprises have created important businesses in servicing the wind power industry. For example companies are specialised in providing cranes for installations of wind turbines; providing transport of turbines, towers and blades domestically and for export. Service and maintenance of the more than 6000 wind turbines in Denmark is carried out by the manufacturers’ own service departments. But also a handful of independent service companies have been established for instance DWP Molleservice A/S and DanService A/S. Moreover, there are also specialised service providers like banks (Ringkoebing Bank has specialized in financing wind power projects), insurance companies, engineering and management consultancies (Andersen, 2003). The major Danish consultancies in wind energy utilisation are BTM Consult Aps, E Data, Tech-wise A/S, SEAS Wind Energy Centre, WEA ApS and Tripod ApS (Danish Energy Authority, 2002). Figure 3: Cluster Diamond [pic] Source: Team Analysis 9. Strategic Issues Facing Denmark and the Wind Energy Cluster Denmark is at the moment the leading centre within the field of wind power. However during the recent years a significant change in technology and markets has taken place. Denmark is faced with the challenge to maintain its leading position in spite of growing competition from firms operating in lower cost countries, especially China. The wind energy cluster and the political system must assume a proactive position towards this change to ensure that Denmark will strengthen its position as unique value creator. Denmark must provide the most effective wind power that ensures its best integration in the accumulated energy system, so that Denmark in the future can still provide wind power technology to energy systems with a large proportion of wind power. The industrial environment is built on a foundation which consists of a significant effort in research and education as well as innovative development focused on environmentally sustainability. This field of wind power is influenced by cooperation and knowledge-sharing to find technological development tracks. Nevertheless this foundation has been weakened regarding the cooperation within the industry, new technological tracks within the industry and education and recruitment. The Danish research-environment has a leading position within a number of areas, but great challenges in step with the rapid development of international markets put a lot of pressure of the Danish knowledge centre to hold on the talented researchers and students. In order to maintain the unique Danish position, an extraordinary effort must be put in. The strategic issues are focusing on both, development of the wind power industry by improving wind turbines and effectiveness of wind power, and the improvement of the knowledge centre regarding research and education. As innovation and demonstration focusing on the testing of windmills has previously been one-dimensional there are strategic issues to mentioned, that recommend an accumulated strategy for esting and demonstration of components and turbine parts, wind turbines and wind farms and wind power plants in the energy system, so that the facilities cover the whole value chain. Creating one strategy for the whole value chain with sub-strategies for each of the three dimensions would strengthen the integration and the competitiveness of the wind power industry. Another important issue regards the research effort. The long-term university research and education should be strengthened by prioritisation of fundamental or generic technologies that are part of the development of wind turbines and power plants. This also considers the whole value chain, so from turbine part until integration of the wind power into the electricity supply system (e. g. urbine design, blades, wind loads and sitting, integration into electricity supply system and offshore technology). Including a roadmap and measurable criteria for every area, this strategy could be developed by using the existing research environment as a basis and build on the efforts from previous research. Especially offshore technology research should be strengthened and framework conditions for cooperation between research institutions and industry. This could b e provided through common guidelines for the frames of cooperation. Following these recommendations, Denmark will be prepared to face the current challenges. 10. Policy recommendations for the appropriate constituencies National and regional authorities As Denmark faces now serious challenges in terms of the development of their cluster structure, it is essential that respective authorities undertake significant steps in order to prepare the environment for sustainable growth. First of all, it is worth mentioning that authorities have to actively participate in funding of regional growth environments. As well as this, they should encourage and support the emergence of appropriate initiatives, especially in those regions, where other constituencies have already been mobilized. Clusters in Denmark have proven to be a sufficient and effective tool in innovation policy and therefore it is necessary to sustain and improve their presence. Next, authorities have to focus on building sound economic framework, in order to create investment-friendly environment. As inflow of capital is inextricably connected with Denmark clustering strategy, it is necessary to maintain an incentive-oriented structure of attracting new investors. That step is also crucial in case the authorities are unable to further finance certain projects. Therefore, respective responsibilities have to be shifted to private sector. Companies and trade associations With the emergence of clusters, companies are starting to play increasingly more important role. They should – along with trade associations – be able to clearly formulate their needs and be able to influence the authorities to implement them. As well as this, it becomes their responsibility to focus more on investments in innovation. That is why it is necessary for respective companies and supporting associations to work together in creation of competence and knowledge centers. Universities As far as academic involvement is concerned, universities specializing in certain arts should play a supportive role in development of clusters. It has proven to work in the past, as Copenhagen Business School provided companies with field research and required theoretical frameworks. Therefore, the ties between academic and business world have to be tightened, so as to achieve a 360-degree cooperation of all the constituencies involved in projects. 11. Conclusion In this paper I analysed Denmark and its wind energy cluster. Denmark has a very stable and solid economy, but also faces some serious challenges in increasing productivity growth and educating and attracting human capital. Denmark’s heavy tax burden might be a hindrance. The wind energy cluster is by the end of its growth stage in its life cycle and now needs to innovate to keep growing. As focus in the cluster has moved from manufacturing to R the cluster face the challenge of ensuring the best conditions for the scientific base to keep the wind companies in the country. A strategic and coordinated effort is needed. Bibliography Agri-food Trade Service: www. sea. agr. gc. ca/eur/4586-eng. htm (07. 12. 09) †¢ Andersen, P. D. (1999) Ph. D. Review of Historical and Modern Utilization of Wind Power, Department Publication, Risoe Wind Energy Department †¢ Andersen, P. D. (2003) Sources of experience in wind energy technology, Ph. D. , January 2003 http://www. iset. uni-kassel. de/extool/Andersen-Sources_of_Experience. pdf (12. 01. 10) †¢ CBS: http://uk. cbs. dk/for_companies (10. 01. 10) †¢ COP15: http://en. cop15. dk/ (12. 01. 10) †¢ Cluster Observatory: Country Report: Denmark (2007) http://www. clusterobservatory. eu/upload/Policy_Report_Denmark_20080116. pdf (09. 01. 0) †¢ Danish Energy Authority (2002) Wind Energy in Denmark Status 2001 http://193. 88. 185. 141/Graphics/Publikationer/Forsyning_UK/Wind_Energy_in_Denmark170402. pdf (12. 01. 10) †¢ Danish Exporters: http://www. danishexporters. dk/scripts/danishexporters/export. asp (11. 01. 10) †¢ Dess, et al. (2004) Strategic Management: Creating Competitive Advantages, McGraw Hill Professional †¢ DI: http://di. dk/English/AboutDI/Pages/confederation. aspx (10. 01. 10) †¢ Doing Business 2010 by the World Bank †¢ DTU: http://www. business. dtu. dk/Research. aspx (10. 01. 10) †¢ DWIA (2008) Denmark – Wind Power Hub, Danish Indus try Association http://www. windpower. org/download/378/profilbrochure_2008. pdf (12. 01. 0) †¢ DWIA (2009) Facts on production, number and capacity, Danish Wind Industry Association †¢ DWIA1 (2009) Past and present – successful developments followed by stalemate, Danish Wind Industry Association †¢ EcoSeed: http://www. ecoseed. org/en/general-green-news/green-business-news/green-business-news/833-global-market-share-in-wind-turbine-manufacturers-unveiled (12. 01. 10) †¢ Energy Policy Statement (2008) The report of the minister of climate and energy pursuant to the Danish Act on Energy Policy Measures †¢ Energy Statistics 2007, Danish Energy Agency †¢ EREC: Renewable Energy Policy Review Denmark †¢ Gamesa: http://www. gamesacorp. com/en/where-are-we/contacts-by-countries/wind-turbines-manufacture (12. 01. 0) †¢ Globalisering, 2006: Government Strategy for Denmark in the Global Economy, June 2006 http://www. globalisering. dk/multimedia/ Globalisering. pdf (10. 01. 10) †¢ Guardian, 2010: Denmark trims key rate to 1. 15 pct to curb crown (07. 01. 10) http://www. guardian. co. uk/business/feedarticle/8888123 (10. 01. 10) †¢ IMD World Competitiveness Yearbook (2009) †¢ Index Mundi report on Danish Economy (2009) †¢ Innovation Lab: http://www. innovationlab. dk/en/node/723 (10. 01. 10) †¢ Investindk: http://www. investindk. dk/visArtikel. asp? artikelID=9663 (10. 01. 10) †¢ Invest in DK1: http://www. investindk. com/visCase. asp? artikelID=13171 (12. 01. 10) †¢ ITU: http://www1. itu. k/sw69583. asp (10. 01. 10) †¢ Jensen, C. S. (2008) Employment Relations in Denmark – Explaining Flexicurity, paper presented at the 103rd American Sociological Association Congress in Boston †¢ Krohn, S. (2002) Danish Wind Turbines: An Industrial Success Story, Danish Wind Industry Association http://guidedtour. windpower. org/media(483,1033)/Danish_Wind_Turbine_Industry,_an_industrial_su cces_story. pdf (12. 01. 10) †¢ Krohn1, S. (2002) The Wind Turbine Market in Denmark, Danish Wind Industry Association †¢ Krohn2, S. (2002) Wind Energy Policy in Denmark: 25 Years of Success – What Now? Danish Wind Industry Association †¢ Krohn3, S. 2002) Wind Energy Policy in Denmark Status 2002, Danish Wind Industry Association †¢ Meyer, N. I. (2007) Learning from Wind Energy Policy in the EU: Lessons from Denmark, Sweden and Spain, European Environment, 17, 5, pp. 347-362 †¢ Ministry of Foreign Affairs of Denmark: Factsheet Denmark http://www. denmark. dk/NR/rdonlyres/916BAEE6-AFB8-4720-B118-03366AB1154A/0/DenmarkOverview. pdf (12. 01. 10) †¢ Nordex: http://www. nordex-online. com/en/company-career/addresses-international. html (12. 01. 10) †¢ Nordic Innovation: Clustering in Denmark and Danish Cluster Policy (2004) http://www. nordicinnovation. net/_img/denmark_backgrounder. pdf (09. 01. 10) †¢ OECD (2009) OECD Economic Surveys: Den mark, volume 2009/19,

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Governor Deval Patrick-Commonwealth of Massachusetts - Essay Example Patrick is much concerned with education and that is his main reason of funding the public education at the highest level in the history of the common-wealth. Governor Patrick also made his state to be the leading in biotech, biopharmaceuticals and information technology. Issues of infrastructure and expansion of affordable health care were solved by Governor Patrick. Massachusetts home through the Governor managed to be the first state to have offshore wind farm. These amazing performances made the people of his state to describe him as a high (Strong) performing culture leader (Lussier & Achua, 2013). Governor Patrick as a person who grew up in a poor family, he understands in detail most of the problems the members of society are facing. For this reason, he must be strict to issues related to society such as leadership. As a matter of facts, we all see the Governor financing public school education at the top level in the past of commonwealth that later emerged top in the national competition (Lussier & Achua, 2013). Education according to him was the main key point to success to a child into adulthood. Governor Patrick and his administration embraced variety of ideas that could help to boost the living of residents who elected him (Lussier & Achua, 2013). Almost 98% of residents could get access to affordable medical care assistance. The administration through the support of the Governor also ensured that the state is entitled to good leadership, modernized infrastructure and quality education. It is clear evidence that Governor Patrick represents in him some core principles of leadership. First, we get to find Patrick growing up in a broken home and in poverty where most of the advices he got were from his teachers and the grandmother where he was being told to hope for the best and work for it (Lussier & Achua, 2013). Patrick’s academic career in Harvard made ways for him. As a student, he was elected as an assistant attorney general for

The Life of David Gale Death Penalty Movie Review

The Life of David Gale Death Penalty - Movie Review Example Proven perpetrators of heinous crimes should be tried in court exhaustively, and when truly found guilty – complete with all the circumstantial evidence to boot – should be convicted relative to the degree of the crime they committed. If a person is found guilty of murder, rape, kidnapping, torture and other similar crimes which could be categorized as â€Å"inhuman†, then immediately, he/she should be sent to the death penalty straight away. Otherwise, if there is some doubt to his/her personal involvement and/or active participation, then it should be lowered to a life imprisonment or a similar long-term prison sentence. David Gale’s arguments are as follows: 1) capital punishment is not a deterrent to the commission of crimes; 2) there is a sprouting of â€Å"phony ‘expert’ testimony† for the convicted felons; 3) it is possible to condemn/convict innocent men; 4) and a flawed justice system, among others, which are agreeable to a certain point. Yes, there is no proof that shows that death as punishment stops crime or the offenders. However, there is still that possibility that actually carrying out capital punishment can somehow instill fear among potential criminals and their devious plans. Fake testimonies are also achievable, and can lead to innocent people being incarcerated, but at the end of the day, this is still a subjective argument. Likewise, there are jurors and judges who could be bought or manipulated, hence, the final verdict can actually be flawed. Still, it all boils down to the right people being placed as part of the jury and how objective they can reall y be. The choice is still done by the judges themselves with a strict screening procedure so if the verdict is faulty, then perhaps, the people who did the selection are themselves unsound with their assessment. As a pro-Death Penalty activist, I would defend my standpoint by stating that even if human life is precious, as being asserted by the con-Death supporters or Abolitionists, it is something which was not respected by the crime offenders, hence, they no longer deserve to be given significance or distinctive worth. The flaws in the justice system cannot be avoided because no system can ever be perfect. The action taken by David Gale in orchestrating the death of Constance was a truly extreme act of proving his point to the Governor of Texas when he had this live interview pertaining to the numerous executions in the locality. Gale was somehow challenged by what the governor stated during this event â€Å"name one innocent man that Texas has put to death in my tenure†. I t is something that not every man can do or attempt to do – which is also related to the class lecture Gale delivered – stating that life should be measured â€Å"not by what you’ve attained in terms of your desires, but those small moments of integrity, compassion, rationality, even self-sacrifice.† Self-sacrifice was the goal taken by both Constance and Gale in order to underscore the advocacy they were fighting for. Gale’s perspective is truly an idealistic way of looking at life, and this, he pushes to the ultimate when he fakes the death of

What causes wars Essay Example | Topics and Well Written Essays - 1750 words

What causes wars - Essay Example Second reason for failure to bargain is that resources that parties can take over through a war have higher benefits than the benefits that may be obtained from reaching an agreement (Schultz, 2001, p.55). Thirdly, there may be a difference between the benefits that the leaders foresee and the benefits that the population foresees. Fourthly, information about the advantages and disadvantages of having a war are unclear to both the parties and, lastly, agreement cannot be practiced because other parties involved are against all agreements. A war may end up lasting longer if both the sides fail to reach an agreement or if the sides keep realizing that the cost of war is lower than its benefit. While on the other hand, if a war starts as there is little or unclear information of the strength of the parties, and as the war continues and information becomes clearer, the possibility of reaching an agreement becomes higher and the chances of the war ending soon even increases. Reasons that lead to failure to bargain between two parties are considered as rational reasons for war, but in general there are various irrational causes of war (Levy, 2010, p.67). These causes have certain amount of rationality as these causes are related to bargaining failures. Religion has been a cause of war for several years, two countries or states having different religious believes fight against each other on the basis of war (Salter, 1932, p.21). In this cause of war, it is thought that there is no material involvement, while the idea behind this cause of war may be to eradicate the existence of the population of one religion or increasing the population of one of the religious party at war. In this cause of war, parties fail to reach an agreement as they believe that they are being directed to fight this war by a higher authority. Leaders in this kind of war fail to reach an agreement as

Arts & Visual Literacy Exploring Visual Tactics and Strategies Assignment

Arts & Visual Literacy Exploring Visual Tactics and Strategies - Assignment Example The essay will relay more information on the visual literacy and some of the tactics used by Frida Kahlo as depicted in her portrait, â€Å"The Two Fridas†. The portrait is a full description of Frida’s two different personalities. On the right is the image of Frida holding an amulet, the amulet bears the image of Diego, her former husband. The image on the right portrays a Frida that was not only respected but also loved by Diego and the amulet having Diego’s image is evident how close they were while still couples (â€Å"Frida Kahlo Fans†). The image also Shows Frida wearing a Tehuana costume, this costume was always worn by native Mexican women and by wearing it, Frida portrayed her love for Diego who was a Mexican. Conversely, on the left is a very different Frida. Unlike the Frida on the right who is in love, the other Frida is in pain and anguish since she is no longer married. She is wearing a white Victorian wedding gown symbolizing she was once married and the wedding gown is the proof. Unlike the first Frida that was holding an amulet bearing Diego’s image, the Frida in white is holding surgical pincers. The amulet in Frida’s arms is the source of a vein that goes through the women’s hearts. The Frida in Tehuana costume is not bothered with the vein connecting her with Diego because she is in love; conversely, the rejected Frida has cut the vein linking her to Diego. Cutting the vein has caused bleeding and Frida is not able to stop it, this symbolizes that after the being divorced, she went through trauma to the extent that she felt like dying (â€Å"Frida Kahlo Fans†). The two Fridas hearts are exposed; the heart of Frida in love is whole whereas the divorced Frida has a broken heart. This is clear indication that Frida is in in agony after her lover left her and in the process left her heart incomplete with no one to

Federal Reserve Paper Essay Example | Topics and Well Written Essays - 750 words

Federal Reserve Paper - Essay Example 3. Maintaining the stability of the financial system and containing systemic risk that may arise in financial markets. 4. Providing financial services to depository institutions, the U.S. government, and foreign official institutions, including playing a major role in operating the nation's payments system. Discussion Since the Federal Reserve Act of 1913 the Federal Reserve has been in governance of monetary policy. The policy is controlled by maintaining open market operations, reserve requirements, and discount rates (Monetary Policy, p.1). In section 2A of the Federal Reserve Act the objectives of the monetary policy read â€Å"The Board of Governors of the Federal Reserve System and the Federal Open Market Committee shall maintain long run growth of the monetary and credit aggregates commensurate with the economy's long run potential to increase production, so as to promote effectively the goals of maximum employment, stable prices, and moderate long-term interest rates† (About the Fed, p. 1). In this process the primary function of the central bank is to increase the credit and cash flow. The way this task is completed is by acting as a hub for the Federal Open Market Committee (FOMC). The Federal Reserve Bank relinquishes the funds from depository institutions into public funds. ... 1). Generally in order for the central bank to be successful at this agenda there has to be something of monetary value. The basic function of money is used as a stake horse for the Reserve bank. When the economy is in high demand of currency the Federal Reserve Bank issues it to institutions. When the demand for cash is low the bank will recover money from institutions and allow them to access a credit account (The Structure of the Federal Reserve, p. 1) These involvements along with the influence of the monetary policy will have a visible impact on the economic state. In light of the recent recession there has been some progress made toward fulfilling the monetary policy. The Federal Reserve Chairman, Ben S. Bernanke, made a testimonial over the recent effects of the economic recovery. Based on his report the new monetary policy has not yet had a positive effect. According to the report given by Bernanke the objective for the Federal Reserve to maximize employment and stabilize pri ces is near but offset by an expected decline of employment in 2011. It is expected that with the policy in place the unemployment rate will go down to 8% by 2012. The effects of the currently high unemployment rates force the economy into lower inflation periods. That force places us in range for deflation and is the cause of less production (Bernanke, p. 1). To enforce a consistent upward turn in the objectives of the monetary policy several Acts have been implemented. Of the lot, the Government Performance and Results Act Strategic Planning Document (2008-2011) outlines that the monetary policy goals will be met using the following objectives: 1. Stay abreast of recent developments in and prospects for the U.S. economy and financial markets, and in those abroad, so that monetary

Determining the Formula of an Unknown Hydrate Essay Example for Free

Determining the Formula of an Unknown Hydrate Essay The final equations that was concluded after the experiment and the calculations are CuSO4 à ¯Ã‚ ¿Ã‚ ½ 5H2O and MgSO4 à ¯Ã‚ ¿Ã‚ ½ 5H2O. There are 5 water molecules per Copper (II) Sulphate and 7 water molecules per Magnesium Sulphate. The compounds are all hydrates which is a substance that contains water. This occurs when crystals form from the evaporation of an aqueous solution of a salt and water molecules become included into the crystal. The hydrates were heated and lost its water of hydration and made it possible to calculate how much water was in the hydrate and the water to salt ratio. The percentage error for the Copper (II) Sulfate was 4.61%. It is a large error but the coefficient was correctly rounded to the accepted value of 5. The percentage error for Epsom salts was 5.51% which is also very large but can also be rounded to the accepted value of 7. Errors and Limitations Error Explanation Suggested Improvements No lid Without a lid on the evaporating dish, the powder popped out the dish when heated therefore causing the mass of the remaining substance to be lower Using a lid Imprecise measurements of mass Causing the mass of the evaporating dish, H2O and the remaining hydrate to be lowered or raised and therefore makes the final formula incorrect Making sure the surface of the scale is clean and waiting until the weight displayed has completely stopped No depth in experiment More experiments can be done for comparison and further our knowledge of hydrates Another Sulfate hydrate to compare the hydrates and see if there is a pattern of the different hydrate and the number of water molecules due to factors of periodicity. Also we could have also just used sulfate hydrate to observe how adding another element affect the water and salt ratio. Overheating of the substances The hydrates were heated under the Bunsen burner and were left under the heat for too long. This could alter the result by lowering the mass, which would increase the water to salt ratio. Mixing the powder to evenly distribute the heat to prevent overheating the salt. Not letting the substance cool before weighing it This would raise the mass of the anhydrate because the water molecules would not be entirely evaporated making the substance left heavier. Having more patience and letting the salt completely cool before weighing Oval chunks of CuSO4 remain after burning Not all of the water of hydration has been removed which will throw off the result by decreasing the mole of water and the increase the final water to salt ratio. Break up the chunks before heating or while heating.

Ant 101 Australian Aboriginals Essay Example for Free

Ant 101 Australian Aboriginals Essay The Australian Aborigines are a nomadic band of people that roam the outback of Australia. They walk for miles a day, rest at night, and then walk some more the next day. The men kill the animals of Australia for food and the women gather what roots and berries that they can find. They travel from place to place according to the seasons. They go where the food is. The Aborigines know that they cannot control the weather or the condition of the land so they learn to live with it. They believe that all plants and animals contain a spirit. They treat nature with respect knowing that the land will provide what they need for their survival. They are a kinship band that has many families. They use the method of general reciprocity to survive. What one male of one family kills for food, they share with the other families in the band, expecting nothing in return. They also use the balanced reciprocity. When they meet other bands they will trade left over food or other items for something of equal value. There are small markets where they can take their belongings and trade for things that they need. The Aborigines believe in the cross-cousins marriage. They marry within the family. Cross-cousins are the children of the opposite-sex siblings. They marry their uncle’s or their aunt’s children. The male will usually move in with his new wife’s family and help to furnish food and other things that they need. Divorce is very easy among the bands because there is no property to divide. It is usually the woman who initiates the divorce. When she gets tired of her mate, or decides that she want Aborigines 4another mate, she leaves him. When a couple no longer sleeps together, then they are considered divorced. When a couple divorces it usually does not affect the family ties. If the woman is breastfeeding then the baby goes with her. The children that are old enough can choose which parent they want to live with. Since they are all in the same family, custody is shared. The men are considered the hunters of the band and the women are the gatherers. The women are the ones who control the population. Because of their constant roaming, their children must be at least 4 years apart. Breastfeeding is a natural form of birth spacing. While a woman is breastfeeding she produces a hormone that stops ovulation and they cannot get pregnant. They cannot carry more than one baby at a time so their other children must be old enough to walk. It is not unusual for a woman to kill or leave a newborn behind to die because of deformity or starvation. They will mostly kill the female and try to keep the male. A Shaman is a healer among the people. They can be male or female, depending on the cultural rules. In some cultures, shamans use their power to cause rather than heal illness. Shamans who make people sick are sometimes said to be using sorcery. Among one Aboriginal community, bad feelings can be caused between groups if it is believed that sorcery has caused someone to die. Religion among the Aborigines is more spiritual. They believe that every living thing has a spirit. Also that a certain totem gave birth to their ancestors in a mythical time and that it holds their spirits. They also believe that the totem controls their health and wellbeing. Their belief is so strong that they will have certain rituals to make sure that the totem is taken care of. Aborigines 5 They believe that Dreamtime is the time that the earth was created. It is what the aborigines live by. Dreamtime has different meanings. They are the source of all spirits, the moral order, ancestral beings and the period of creation. It can all so mean a totem’s spirit. And a certain lay of the land. They believe that their ancestors put certain spirits on the earth during Dreamtime. Also that their ancestors still exist in Dreamtime and they can be used to bridge the natural world with the spiritual world. They believe that the ancestors walked the earth during Dreamtime and marked the territories for all the bands. They also created singlines. They are songs that describe certain mountains and lays of the land so that the bands know what to look for and which way to go in their travels. The Aborigines are adapting to the modern world. They are working with the organizations that are helping them to get ownership of their territories, using dreamtime and songline to point out their boundaries. Aborigines6 Conclusion The Aborigines are a resourceful group of people that get along with nature and know how to survive in the wild. I believe that they will be here for a long time. Aborigines7 Resources Barbara Nowak and Peter Laird/ Cultural Anthropology/ Chapters 3 and 4/ Ashford Libraries.

Explanation of Human Resource Planning in the workplace

Explanation of Human Resource Planning in the workplace These reasons have made Human Resource Planning to become a major objective in organizations. The process of Human Resource Planning include analysis of level of skill in the organization (skill inventory) analysis of current and expected vacancies due to retirement, discharges, transfers, prootions; sick leaves, leaves of absence or other reasons and analysis of current and expected expansions as pointed out by This also indicates that plan has to be made internally by the Human Resources for training and development of present employee, for advertising job opening recruiting and hiring new people. A good Human Resource Planning must respond appropriately to the rapid changing in the society and must go beyond forecasting to all aspect of Personnel Management. Human resource or manpower planning is of great important in the general development and growth of organizations. Thus personnel and Human resources experts, managers and practitioners have now made it known to management that adequate attention be given to it with a view to ensuring better use of other resources especially capital. Organisations have also realized that with increasing competition and complexity in business, more time should be devoted to effective human resources planning to achieve desired goals. Furthermore organisations have known that not only is the overall cost of human resources high , that human element is complex, unpredictable and sometimes difficult to develop or change unlike capital that is relatively easier to acquire, manager or control. Definition Human Resources Planning is defined as the process of assessing an organizations human resources needs in the light of organizational goals and changing condition and making plans to ensure that a competent, stable workforce is employed. The actual planning process will vary a great deal from organization to organization According to Walker, effective human resources planning is a process of analyzing an organization human resources needs under changing condition and development of the activities necessary to satisfy those needs. Walker sees human resources planning as two step processes, planning as they pertain to all aspects of personnel management. This will include for example planning with respect to desired organizational climate and development of staff reward and appraisal system appropriate to short range and long range organizational goals. This implies that help must be proactive and as well as reactive. Pattern states that Human Resource Planning is the process by which a firm ensures that it has the right number of people and the right kind of people in the right place at the right time doing things for which they economically most useful. Fayana (2002) emphasized that human resource planning deals with the systematic and continuing process of analyzing a firms human resources needs under mutating conditions and developing workforce policies suitable to the long-term effectiveness of the organization. It is a vital part of corporate planning and budgeting procedure since human resources costs and forecasting both effect and are affected by long-term corporate plans. Characteristics : Dynamic Activity : Manpower planning is a continuous or never ending process because the demand and supply of manpower are subjectto frequent change. It is dynamic activity. Development of Policies : It resultsin the development of policies, programmes and procedures for the acquisition, development, preservation and utilization of the organizations human assets. Inventory of Human : It includes the inventory of present human in the organization. The manager should know the persons, who will be available to him, for undertaking higher responsibilities in the near future. Objectives : Human resources in object should be most important aspect for the orabisation. Without object organization or company do not run and do not achieve target, market or goal. Objectives : Economic Development : At the national level, manpower planning is essential for economic development. It is particularly helpful in the generation of employment in educational reforms and in geographical mobility of talent. Helps fill the gap : Manpower planning identifies the gaps in existing manpower so that suitable training programmes may be developed for building specific skills, required in future. Promoting New Employees : The database available provides a comprehensive skill repertoire, which facilties for decision making as to the promotional opportunities to be made available for the organization. Forcasting on future : Human requirement must be important an effective for any organization of department. Without human resource organization do not run and other factor are useless. Focus of Human Resource Planning According to Bramham, Torrington and Hall, the process of matching future organizational requirement with the supply of properly qualified, committed and experience staff in the right place at the right time. These staff can be drawn from both the internal and external labour market This requires a focus on the following: An assessment of future product market trends and requirement. A specification of the type and numbers of staff required to satisfy these product market trends and requirement. An estimate of the type and number of staff likely to be employed by the organization in five years. A specification of the number/type of staff to be recruited or made redundant. A development plan for restraining and re-focusing existing staff and, if appropriate, for recruiting additional staff from the external analysis. A re-examination of broader business strategies in the light of this analysis. Need of Manpower Planning Manpower Planning is a two-phased process because manpower planning not only analyses the current human resources but also makes manpower forecasts and thereby draw employment programmes. Manpower Planning is advantageous to firm in following manner: Shortages and surpluses can be identified so that quick action can be taken wherever required. All the recruitment and selection programmes are based on manpower planning. It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be avoided. It also helps to identify the available talents in a concern and accordingly training programmes can be chalked out to develop those talents. It helps in growth and diversification of business. Through manpower planning, human resources can be readily available and they can be utilized in best manner. It helps the organization to realize the importance of manpower management which ultimately helps in the stability of a concern. Human Resources Planning Process The stating point of human resource planning process (HRPP) is the determination of corporate or organizational goals. This will now help us to have a clear vision of the future aspiration of the organization and plan towards the realization of its objects. Identify the direction the organistion wants to take to achieve those goals e.g through the introduction of new technology, a new project of by diversification. This will then be translated into human elements needed for the actualization of the set objectives. Take inventory of current manpower position to determine future needs.Information such as educational qualification, skills , experience, type of job, sex, age and geographical location should be considered in planning manpower needs. In other words, we have to take stock of our current manpower to enable us forecast what we need in future. This involves job analysis, job description and job specification A manpower audit is equally important: This will show the actual number of employees on the establishment which will form the basis of operations. For instance, if there is manpower deficiency, the organization could correct the situation through its personnel/administrative programmes. This could be achieved through the following means. Recruitment Training and staff development Promotion and transfer etc The purpose, then, for establishing a human strategic plan is to: Decide where your department is going over the next three to five years Establish an action plan (tactics) to get where you want to go Help your staff focus on the truly important activities Define the resources youll need to accomplish your objectives Create a plan to acquire necessary resources Advantages : There are many advantages of human resource in an organization some of them include: Human resource helps in employee management: There are many advantages that human resource provides in an organization but the foremost advantage of human resource in an organization is the assistance it provides in Recruiting staff and in training employee. The human resource department is mostly responsible to develop the systematic plan according to which they hire the staff and help to build a professional work team. There are series of strategies that the human resource system implements in employment appointing which includes: Allocated training sessions for employees Develop test plans for employee To manage and analyze employee interviews To create internship opportunities Human resource provides consultancy: There are many issues that the employee or work-team of an organization faces. The advantage of human resource is that its a medium which provide all the consulting that a employee needs and also answer general queries. Human resource is very effective in an organization to settle down any managerial dispute or employee problem in a professional and proficient manner. Building business plan : On more advantage of human resource is that these departments actively participate in business and marketing decision. The human resource system comprises of highly dedicated professionals who have the ability to devise new plan and implement marketing strategies that would bring more business and capital to the organization. Forethought of business : Human resource also deals with the long-term management of the business. This department evaluates the future scope of the business and devises strategies which would be profitable to the organization in the longer run and bring in stability to the business and provide it an established medium to stand on in the future. Building public relations : Human resource also helps the business and commerce to make public relations and built a proper referral system. It is very necessary that the business develops an association with other businesses in the market so it could propel its earning through collaboration with other business sectors. The human resource department arranges seminars, business meetings and official gathering for the company so that it gets acquainted with the market and other businesses. These advantages therefore clearly illustrate how important the human resource is for an organization. Whether the business is small or its a big budget industry, building and maintaining a high profile human resource system is very necessary if the business wants to avoid disputes and problems in the longer run. The human resource can be deployed in a small organization at a low scale by hiring minimal staff and growing it gradually as the business progress. Disadvantages : More Time Consuming Future Uncertainity Coordination with other managerial function Management Information System Resistance from employees It is depend on company future activity and current activity. Future is uncertain then manager have a problem to make a best alternative. Summary : Delphi system involves the use of large number of experts and managers who are required to present their own idea of future manpower or human resources requirement for a particular time. They are expected to fill questionnaires on human resources needs in each unit, section or department within the organization. These statements and assumptions are passed anonymously to others by an intermediary. These inputs are reviewed and analyzed by different experts and managers until a final forecast paper on human resources needs qualification, skill, experience etc, is acceptable by the experts/managers. It is the belief that inputs and criticism of experts before a consensus forecasts was accepted would make it more accurate for implementation in the organization. This method has been shown to produce better one year forecast than the linear regression analysis. It is m mostly used to generate predictions. It is however criticized because of the problem of synchronizing or integrating the opinions of experts. Nominal grouping technique: This is another type of expert forecast. With this system, managers/experts are brought together to discuss for about 10-20 minutes. Their views ,ideas or criticisms are listed on a sheet of paper before a consensus is reached. This system is advantageous in that experts are brought together to discuss unlike the Delphi technique. It is also use to identify orgnaisation problems and proffer solutions to them. This system is similar to managerial judgment forecasting method used in small organizations that are not rich enough to have data banks for their human resources information and job analysis