Misconception of African Americans Essay Example for Free

Misconception of African Americans Essay Since the beginning of time African Americans have been viewed negatively. We have always been viewed as a threat to society and frowned upon by many races. There are many cliches displayed in the media of what African Americans are supposed to act like. These conclusions cause almost immediate negative feelings from other races and sometimes by our own race. African American females in television shows and movies are often shown as the loud â€Å"ghetto† acting, angry black girl who is always â€Å"telling someone off†. Actor Tyler Perry has been criticized for illustrating African American females as â€Å"big momma†, another negative portrayal of black women. Other times shapely video vixens cause other black females to be portrayed as â€Å"jump-offs† or gold diggers. African American males have even greater judgments to overcome. They are viewed as a menace to society. They are illustrated as wild, angry, dangerous â€Å"gang bangers†. Black men are viewed as absentee fathers or abusive husbands. Although, in some cases, African American males do possess some of these characteristics, there are just as many black men that are positive role models. These ignorant judgments are called stereotypes. A stereotype is defined as â€Å"a widely held but fixed and oversimplified image or idea of a particular type of person or thing†. Stereotypes, in my own words, are judgments blindly made by people who use ignorance as an excuse to be biased against those who are different from them. There are many different types of stereotyping. Racial stereotyping, sexist stereotyping, stereotypes about cultures, and sexual orientation stereotypes are all judgments that can affect one’s life in many ways. Stereotypes are, sadly, made by everyone. Racial stereotyping, however, is the most common type of stereotyping, and can sometimes be dangerous. The Trayvon Martin story, for example, is a situation where stereotyping turned tragic. Trayvon Martin was a young African American boy who was walking from the store with nothing but Skittles and a drink in his pockets. Because of his race, and the stereotype of what black Males are capable of, he was targeted, and tragically killed. There have been many similar cases of dangerous stereotyping. People’s fear of what the media shows we are suited to do, has gotten out of control. Too many of us are dying because of this fear. While many stereotypes do seem to be believable, people like Barack Obama, Michelle Obama, my grandparents, and my mom allow me to realize that not all stereotypes are true.

Principles Underpinning A Rewards Strategy

Principles Underpinning A Rewards Strategy Various scholars/writers contributed to the study of reward management strategy, by providing a wealth of information to increase the body of knowledge. This section therefore contains the views of them on the subject reward management strategy and the various method adopted. The views of these authors will be related to this current study. This Literature Review will be divided into the five main parts of the study: Reward Management Performance Management Motivation Staff Retention Labour Turnover The areas being analysed will aid in understanding whether the organisations reward management strategy is effective, which is reflected in labour turnover and the ability of the organisation to retain and motivate staff of the organisation. This literature therefore sought to ` critically analyze other views on the main areas of the research title, compare and contrast them and use the views/perspectives of the published work by other accredited authors to guide and inform this present study. 2.2 Reward Management What is Reward? Bratton and Gold (1999, p. 238) defined reward in the following terms, Reward refers to all forms financial returns and tangible services and benefits employees receive as part of an employment relationship. According to Thompson and Martin (2005, p. 229) reward are an important motivator, but it is important to appreciate that an individual may feel rewarded by things other than money or promotion. The demands and responsibility of a job, and the freedom that people are given to decide how to do things, can be rewarding. Berry, J. (2000, p. 45-46) as cited in Henley Management College (2000, p. 23) advocates that reward may very well be more than just pay and benefits, but will increasingly be base on skills and knowledge and will be innovative. In the context of the studies Philbean and Corbridge (2002, p. 204) argues that reward encompasses pay, remuneration and compensation. It represents a portfolio of managerial practices where financial and non financial elements are flexibly directed at enabling and rewarding employees who add value in the interests of competitive advantage, he went further to say that reward is total remuneration concept of pay and benefit together with non- financial recognition and motivation applied in a contemporary context. What is Reward Management? Reward Management is about how people are rewarded in accordance with their value to an organisation. It is concerned with both financial and non-financial rewards and embraces the philosophies, strategies, policies, plans and procedures used by organisations to develop and maintain reward systems. Armstrong (2001, p. 126) This statement underlines the importance of reward management to an organisation success. According to Beardwell and Holden (2004, p. 501) reward management has often been viewed as the poor relation of human resources management concerned with systems, figures and procedures. Another definition states Reward Managements is one of the central pillars of human resources management. While the term reward management is problematic, we consider that the term best captures the current changes in management assumptions and practice about pay. Bratton and Gold (1999, p. 238) Principles Objectives of Reward Management The three principal objectives of reward management as cited in Bratton and Gold (1999, p. 238) are to: Attract and retain suitable employees Maintain or improve levels of employee performance Comply with employment legislation and regulations These objectives have to be achieved within an agreed budget for rewards. First, the new and must be competitive to encourage membership of the organisation. In other words, it must attract and retain qualified and competent people to the organisation. Reward that are perceived by prospective members to be inadequate or inequitable will make it difficult for the organisation to attract the types of people necessary for success. Second, reward systems are designed and managed to improve productivity and control labour cost. The question of what motivates employees to perform effectively is difficult to answer. Among practising managers there is a wide spread conviction that pay alone motivates workers. In comparison to this Thorpe and Homan (2000, p. 12) advocates that the principal objectives of reward management are to: Minimize expenditure on wages and salaries over the long term; Attract and retain staff of the desired calibre, experience and qualifications; Motivate the workforce so as to maximize organisational performance; Direct effort and enthusiasm in specific directions and to encourage particular types of employee behaviour; Underpin and facilitate the management of organisation change; To help us examine the complexities of pay, we have developed a framework of reward management. Figure 2.1: illustrates a model for reward management that contains three basic elements, internal equity, external competitiveness, and the objectives. Our model shows two broad areas that any organization must consider in reward management, internal equity and external competitiveness. Internal equity refers to the pay relationship among jobs within a single organisation. This is translated into practice by the basic techniques of reward management, job analysis, job evaluation and performance appraisal. The focus is on comparing jobs and individuals in terms of their relative contributions to the organizations objectives. Reward Management Strategies According to Stephen Taylor (2000) as cited in Thorpe and Homan (2000, p. 11), there are two key questions, which an organisation has to ask when formulating reward strategies and policies, they are: how much should be paid to each employee and what form should that payment take? There is nevertheless a large choice of payment systems and methods available for management to choose from and many methods of determining pay levels available for manages to choose from. However, Taylor (2000) as cited in Thorpe and Homan (2000, p: 12) states the principal determining factor when deciding on rewards for employees of the organization are the objectives the organization has for their HR policies and reward systems in particular. In the context of the studies Armstrong and Lybrand (1992, p. 41) states that reward strategy is concerned with: developing a positive, performance orientated culture; underpinning the organisations values, especially those relating to excellence, innovation, performance, teamwork and quality; conveying a message to prospective high-calibre employees that the organisation will satisfy their reward expectations; ensuring that the right mix and level of reward are provided inline with the employees and the environment in which the business operates; linking reward policies, systems and procedures to the key business and human resources strategies for innovations, growth development and the pursuit of excellence; also developing a strong orientation toward levels of performance throughout the organisation by recognising successful performance and increase in levels of competence, thus contributing to the processes of empowering, enabling and energising all employees; and indicating to existing employees what types of behaviour will be rewarded and how this will be place, thus increasing motivation and commitment and improving performance. In the same vein, Armstrong (2001) also states in order for organisations to achieve their strategic objectives it must have a skilled, competent, committed and well motivated workforce which is supported by a reward strategy that: flows from and fits the business strategy; links reward to performance; aligns individual and organisational competencies; integrates with other human resources management and development strategies; and evolves from consultation with key stakeholders. A useful way of conceptualizing different reward philosophies is provided by Rajan (1997: 75). Figure 2.2 shows how reward can be categorized along two dimensions, identifying rewards that are money-related and non money-related; and rewards that are group-related (available to all or most staff) or individual-related. Thus Rajan (1997) argues that there are four types of approach to reward. 1) Types of reward Group-related 2) Security -driven Tradition-driven Lifetime jobs Cost of living increases Corporate prestige à ¢Ã¢â€š ¬Ã‚ ¢Perks Non-money-related Money-related 3) Employability-driven: Contribution-driven Training and development Performance-related pay Personal career plans Merit bonus Individual-related Source: Rajan (1997: 75). Reproduced with the permission of Eclipse Group Limited cited in Beardwell, and Holden, (2001), Human Resources Management, A Contemporary Approach, Third Edition, Pearson Educational Limited p. 511 Types of reward are important in terms of motivation where by different types of reward may motivate an individual; the diagram above illustrates this by highlighting different elements. Motivation can take the form of money-related or non-money related an individual may become motivated by security driven knowing that they have a lifetime /permanent job as compare to those that prefer to become motivate by money-related issues such as cost of living or perks offered by the organisation. On the other hand their are employees whose motivation stems from employability driven that is motivated through the use of training and development or personal career path, in comparison to those that are contribution driven, believing performance related pay or merit bonus are better form of motivation. Best Practice versus Best Fit Approach to HR Management The best fit approach stresses significantly on the strategic alignment of HR policies and ensuring that it fits the objectives of the organization, while the best in terms of attracting, retaining and motivating human beings. Taylor 2000 as cited in Thorpe and Homan (2000, p. 15). There are however significant challenges to the best fit approach to HRM. According to Walton, 1985; Guest, 1987 as cited in Thorpe and Homan (2000, p. 16) There is nothing new about challenges to the best fit perspectives from those arguing that some form of best practice approach to HRM is more likely to lead to performance improvements at the organizational level in most all circumstances. Maund (2002) states there are a number of words used to describe what employees receive for their efforts at work. All the words  commonly used can be housed under one word; payment. Foot and Hook (1999, p. 123) defines Payment as the most straight forward of à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ terms and seems to be the most appropriate terms to use. It can include monetary or non-monetary payment. New Pay and Old Pay Systems In addition to reward, Lawler, 1995; Armstrong and Murlis, 1998; Lewis, 1998) as cited in Philbean and Corbridge (2002, p. 205) reveals that New pay and its juxtaposed stereotypical opposite of Old pay are concepts which are used to distinguish between contemporary and traditional reward practices. Old pay is characterized by bureaucratic salary administration, organisational hierarchy, rigid job evaluation and grading system, incremental progression, lack of horizontal integration with other HR activities and the detachment of pay from the strategic objectives of the organisation. The primary concerns of old pay are fairness, consistency, equity and transparency. This is arguably more compatible with the traditional organisation structures and employment relationships of the 1970s and 1980s. In the twenty-first century old pay, it is alleged, will inhibit organisational responsiveness and development in more turbulent organisational environments. New pay can be viewed as a functional adaptation to change in the external context and increasing competitive pressures. There have been significant changes in the reward strategies adopted by organizations in Europe, moving from the traditional based payment system to Wheat Howler (1990) called new pay. This new pay has introduced more flexible and variable rewards systems. This consisted of: Bonuses; Performance Related pay; Promotion and Career Advancement; and Performance Related Pay pay based on performance at work, based on the acquisition of new skills and knowledge. Maund (2002) argues that new pay is seen as being more suitable for fast moving organizations of the 21st Century. This will form the analysis of the organization as to determine whether the organization uses new pay as compared with traditional forms of pay. In comparison Stacey (1996), states if the rewards are suitable it will stimulate individuals to make actions which are directly relevant to the strategy of the organization Stacey 1990 as cited in Maund (2002, p. 439) implies this will result in the aims of the organization being realized through employees. Bowey and Thorpe as cited in Thorpe and Homan (2000, p. 81) in order for remuneration systems to be effective there needs to be a sound understanding of how people at work are motivated. This forms the basis of the next section of the literature review, which focuses on method used to encourage motivation of employees that is performance. Performance Management Baron and Armstrong, (1998: 38-39) as cited in Beardwell and Holden (2001, p. 538) states that performance management can be defined as a strategic and integrated approach to increasing the effectiveness of organisations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors, and also can be seen as a continuous process involving reviews that focus on the future rather than the past In the same vein, Bartol and Martin (1998, p. 529) states that performance management focus on ensuring that specific goals that have been set are achieved. Henley Management College (2000, p. 25) states that performance management is about people and motivation the system can get in the way, it further states that performance management is a management process and the key if the relationship between a manager and his her people performance management system are often an elaborate way to foul that up. Hendry et al., (1997) as cited in Beardwell and Holden (2001, p. 538), advocates that performance management is not simply the appraisal of individual performance: it is an integrated and continuous process that develops, communicates and enables the future direction, core competences and value of the organisation, and helps to create an horizon of understanding. It identifies who or what delivers the critical performance with respect to business strategy and objectives and ensures that performance is successfully carried out. Effective performance ensures that employees and managers understand each other expectations, and how corporate strategy and objectives impact on their own context- their roles, behaviours, relationships and interactions, reward future. Performance management is a holistic process that ensures that the following are developed and effectively carried out: setting of corporate, department, team and individual objectives; performance appraisal system; reward strategies and schemes; training and development strategies and plans; feedback, communication and coaching; individual career planning; mechanisms for monitoring the effectiveness of performance management system and interventions. Thus performance management incorporates the effective day to day management and support of people, and is not simply concerned with appraisal forms, procedures and interviews or the paternalistic evaluation by superior of a subordinates performance. Employee commitment and performance are secured through a mutually supportive strategy of reward-driven integration, developmental integration and culture management. Figure 2.3: outlines the steps of systematic and integrated performance management. Figure 2.3: The performance management cycle Business Strategy Training and development 1. Setting direction and planning Resourcing 3.Reviewing 2. Coaching and support Reward decision Employee relations Source: Beardwell and Holden (2001), Human Resources Management, A Contemporary Approach, Third Edition, Pearson Educational Limited  p. 538 However it is argued that for performance management to be effective these activities should be carried out throughout the year as normal part of the interaction between employee and manager, and not simply through the annual performance appraisal. All these activities should involve joint problem solving and the acceptance of joint responsibility for action. Linking Performance appraisal with Pay Performance appraisal is seen as a major element that forms the bases of any performance management system. Foot and Hook (2002, p. 241) states performance appraisal basically entails trying to reward employees for their past work, while hoping that the incentive of a reward will encourage other employees also to strive to work harder in the future. Bartol and Martin (1998, p. 331) defines performance appraisal as the process of defining expectations for employee performance, measuring, evaluating, and recording employee performance relative to those expectations; and providing feedback to the employee. The link between individual behaviour and organisational performance, effectively linking rewards to a performance management system requires a clear line of sight between individual behaviour and corporate performance. It also requires a view of corporate performance which looks at ends as well as means, and which is not limited to accounting measures. Foot and Hook (2002, p. 242) further states that it is difficult to imagine that a person being appraised is likely to admit to any development need, or be willing to accept any help in their performance, if their salary increase depends on a good appraisal. It is therefore recommended that employers should in general try to keep reward considerations separate from the other areas of appraisal. In spite of this advice and research evidence which suggests that performance rated pay (PRP does not always motivate everyone in a work force, many employers think that the offer of an incentive or reward is the only way to motivate employees to work harder, and this is often their main reason for introducing performance appraisal. However Foot and Hook (2002, p. 242) also went further in stating that great care needs to be taken if appraisal systems are linked to pay. It will be especially important to ensure that the criteria being appraised are objective and free of unfair bias, and that there are genuine opportunities for all employees to be rewarded for their efforts. Therefore the link between performance and pay is considered Performance Related Pay Torrington and hall, (1996) as cited in Philbean and Corbridge (2002, p. 219) states performance related pay is some attempt to relate pay to performance is the dominant feature of current reward strategies. According to (Swabe, 1989: 17) as cited in Beardwell and Holden (2001, p. 523) performance related pay can be defined as: a system in which an individuals increase in salary is solely or mainly dependant on his/ her appraisal or merit rating. The critics of performance related pay (PRP) cited several advantages and disadvantages, Beardwell and Holden (2001 p. 523) states the possible reasons for introducing performance related pay (PRP): to increase the motivation of employees; to encourage certain behaviours; to help in recruitment and retention; to facilitate change in organisational culture; to encourage the internalisation of performance norms; to weaken trade union power; increased role of the line manager; greater financial control and value for money; a moral justification; encouragement of flexibility. Hague (1996) argues that performance related pay can demotivate staff rather than reward performance. Beardwell and Holden (2001, p. 526) states the possible problems with performance related pay (PRP): it is not a guaranteed motivator; it is difficult to produce realistic performance measures and as a result, ratings may be unfair, subjective and consistent; it places undue emphasis on individual performance which can be damaging to teamwork; it can produce poor quality performance as people concentrate on achieving quantitative targets; it leads to short-termism in the pursuit of quick results to the detriment of longer term strategic goals; reinforcement of status, control and power differences; financial constraints; crowding out intrinsic motivation. The underlying theoretical basis for performance related pay is motivation theory. Content theories, such as those of Maslow (1943,1987) and Herzberg (1959), draw attention to pay as one of many sources of human need. The satisfaction of this need can contribute to motivation at work, but the relative importance of pay as a motivator will vary with individual circumstances. More specific to performance related pay are the process theories of equity (Adams, 1965) and the expectancy theory (Porter and Lawler, 1958; Lawler, 1973; Vroom, 1964) and it is useful to have an understanding of these. This will form the basis of the next section of the literature review, which will focus on the motivation of employees. Motivation As a consequence of competitive pressure, organisations encourage their employees to increase the added value and also increase their performance beyond the acceptable standard, As a result, the study of employee behaviour and more particularly, motivation, remains a real managerial concern. Maund (1999, p. 87) defines motivation as the process by which an individual wants and chooses to engage in certain specified behaviours. Cole (1995: 119) as cited in Cole (2000, p. 28) states Motivation is the term used to describe those processes, both instinctive and rational, by which people seek to satisfy the basic drives, perceived needs and personal goals, which trigger human behaviour. There are several theories that help us to identify specific factors that motivate people including the content or needs theory, the two-factor model and the cognitive theory. The underlying assumption is that individuals have needs that must be satisfied. Motivational Concepts Motivation as revealed by Abraham Maslow (1943) is highly individualistic and is either determined by intrinsic or extrinsic factors. According to Maslow human beings are motivated by different motivators at each stage of there life. Maslow presented a Hierarchy model of motivation which consisted of Physiological needs at the lowest point, next was the safety needs, then love needs, esteem needs and finally the highest needs was the self actualization needs as depicted in Figure 2.4 below. By Managers understanding the physiological, safely, love, esteem and self actualization needs, they can therefore appeal to the individual employees present needs in life therefore motivating them. Douglas Mc Gregor (1960) has identified the theory X and theory Y worker, this theory differs significantly to Maslow (1943) theory in that Maslows theory focuses on the needs of individuals, while Mc Gregors theory focused on the behaviour of employees at work. According to Mc Gregor the theory X worker has an natural dislike for work and will avoid it at any time possible on the other hand the theory Y worker as conductive to problem solving techniques and given the opportunity will not only take but desire responsibility. In order for mangers to put theory Y worker into practice they must use the four basic aspects of the theory Y worker, they are: Decentralization and Delegation this would give employees a sense of freedom to act. Job Enlargement this would encourage employees to accept responsibilities. Participation and Consultation Management this would allow employees to voice there opinions of matters affecting them and encourage creativity. Performance Appraisal this should be done to assess management abilities. Frederick Herzberg presented a theory similar to Mc Gregor, which focused on the needs of employees at work, Herzberg presented a two factor theory that identified two sets of needs of individuals at work the need to avoid pain and discomfort and the need to develop Psychologically, he identified two areas that are of concern to the organization, first was hygiene factors such as job security, working condition, status and administrative concerns, the second area of concern to mangers was motivators; recognition from supervisors, the opportunity for growth and advancement, if managers were able to avoid pain and discomfort such are by fostering good employees relations, providing safe and comfortable working conditions, managers will be able to motivate employees. However, this study gives little insight into how managers can motivate manual or unskilled workers. Adams (1965) brought forward the Equity theory of motivation, this theory of motivation differs significantly as it attempts to show how individuals determine the amount of effort that needs to be exerted. According to Adams an employee desires to be treated fairly by the organization, they wish to be treated fairly compared to others and to avoid inequity. Employees evaluate rewards by a comparison with others, if an employee perceives his contribution to be the same as the person they compare themselves with (referent) then a state of equity is perceived, if an employee however sees there self as being unequal, a state of inequity arises. In the context of the studies Bartol and Martin (1998, p. 397) states that equity theory is a theory that argues that we prefer situations of balance, or equity, which exists when we perceive the ratio of our inputs and outcomes to be equal to the ratio of inputs and outcomes for a comparison other. Thorpe and Homan (2000, p. 22), the major determ inant of satisfaction at work is the extent to which workers judge the outputs that accrue from their work (such as pay levels, pay increases, promotions) to be distributed equitably. We are less interested in how far these outputs equate to our inputs (effort, skill, experience, qualifications) than we are in the extent to which the ratio between the two compares with that achieved by others. Rensis Likert (1976) also saw extrinsic rewards as most important in motivating employees to achieve organizational rewards. According to Likert (1976): Motivation is by economic rewards based on goals which have been set in participation. Likert claimed that in order for organizations to achieve maximum profit, good labour relations and high productivity, every organization must make best use of their human assets. It is through effective human resources management that productivity will be increased. Likert identified the participation group system which is the optimum solution, were leadership is by superiors who have complete confidence in their subordinates. Fowler and Lawler (1968) modified Vrooms (1964) expectancy theory and developed process theories of motivation as they consider the relationship between effort, performance and reward for each individual. The principles of the Fowler and Lawler model are as follows: Employees value intrinsic arising from the work itself as well as extrinsic motivation such as bonus or rewards; Effort will be increased if employees believe that good performance will lead to the achievement of desired rewards; Employees must have the opportunity, resources and effective management to carry out tasks; Expectations and objectives need to be communicated so employees know what is expected of them; 2.5 Staff Retention Browell (2003, p. 64) simply defined staff retention as keeping those members of staff that one wants to keep and not loosing them from the organization, for whatever reasons, but especially to competitors. According to Browell (2003), Wages and Salaries are insufficient to maintain staff successfully within an organization in the long term, organizations in retaining staff must introduce a successful staff retention strategy, as there failure to do so can result in demotivated staff and a high level of labour turnover. Hannagan (2003, p. 176), states A successful staff retention plan must contain a competitive rewards strategy, proper recruitment standards must be set and there must be an effective appropriate selection process, the training and development process must include a good induction process and must have room for development for both the organization and the individual employees. There must be flexible working conditions and ensure the leaders of the organizations have the skills necessary to manage effectively. Training and development is seen as an important implementation tool by many authors, according to Hussey (1991) as cited in Maund (2002, p. 440) training and development acts as a motivator and provides the skills necessary for strategy implementation, In the same vein Buckingham (2000), cited in Hannagan (2003, p. 176) employees are more likely to remain with an organization if they believe that their managers show interest and concern for them. Browell (2003) states, organizations need to compare the costs of staff going with the cost of them staying and determine whether it will have an adverse effect on the rest of the organization if they leave. Henley Management College (2000, p. 21), recent IDS study showed the average turnover rate with considerable variation between industries and sectors are high, however the financial costs of this turnover can be up to 150% of salary for key staff. Add in the non-financial costs, including loss of key skill morale and the overall price of a departure to an organisation can be considerable. Because of these cost companies should carry out external benchmarking, and gather information on internal factors affecting turnover, such as monitoring wastage rates, and carrying out exit interviews and attitude surveys. The following measures may help to improve staff retention: pay competitive rates and consider other types of compensation such as retention bonuses and share-options schemes; put together an attractive employee benefits package; recruit the right people in the first place; pay more attention to induction processes, especially in the critical first few weeks; provide career paths, more interesting work and support for personal development; offer more flexible work options and implement family friendly policies as work-life balance issues come to the fore; provide good line management; evaluate the effectiveness of the measure taken. Not all employee turnover, though, is a bad thing. An acceptable level, dependant on the organization and the labour market, allows the entry of new blood and ideas, and creates new opportunities for careers, staff development, and restructuring. Maund (2002), there are three (3) particular areas that an organization must monitor in order for them to maintain motivated and loyal staff, they are: The Terms and Conditions of employment must be such that employees feel valued by the organization, these terms and conditions of employment includes both the remunerations and conditions at work w

Secularism in France

Secularism in France ESSAY QUESTION: Discuss the French 2004 Law which prohibits state school students from displaying any religious signs. Briefly introduce the law, explain the reasons why this law was adopted and show how it fits with the principle of secularism in the French Republic. Since the French Revolution in 1789 and the law established in 1791, requiring the state to be neutral and all public and church matters to be totally separate, France has been considered a secular state. France has been incredibly strict on this law since it was established, believing that neutrality meant equality, which is one of the main principles in France. After a rather long period of time, the government in France eventually brought in a set of laws referred to as the Jules Ferry laws. These laws declare that all state schools are required, in buildings, staff and curriculum to be secular, no signs of religion to be shown at all. This led to the adoption of the 2004 law stating that all conspicuous signs of religion in school were to be banned. A law that arose from a crisis which started in the late 1980’s, where Muslim girls were wearing the headscarves which represented their religion in a state school. While mostly unopposed in France, the introduction of this law brought about some controversy, within France itself and around the neighbouring countries. This essay sets out to explain the 2004 law, and the reasons why it was adopted. It also intends to explore how this law fits in with France’s principles on secularity, and equality. The law that president at the time, Jacques Chirac signed off on 15th of March 2004, came into effect on 2nd September 2004, the beginning of the new school year. This law prohibits any forms of religious signs being worn in schools. Because within the law itself, there is no referral to any specific signs, the law prohibits everything, including but not exclusive to, Christian, Muslim, and Jewish religious symbols. The official name for this law is, in English, Law No. 2004-228 of 15 March 2004 regulating, in accordance with the principle of secularism, the wearing of symbols or clothing denoting religious affiliation in schools, colleges and public high schools[1]. The title of the law itself is very specific, thereby tying off the loophole that existed in the previous laws, in which the crisis began in the first place. The deep roots of the secular state of France comes from the French revolution in 1789. Before this period France was ruled by an absolute monarchy, meaning that the king and only the king had all the power to rule the country. There were no limits to how the king could rule, so frequently, kings abused that power. The king, during this period of time ruled, as he and the church believed, as a favour to God, and so the church was highly involved with the way the king ruled. After the revolution, the way the country was ruled was changed in a very large and impacting way, the state became secular, â€Å"the king now ruled by the will of the people, and not by the grace of god† (Jones 1994) France was also now ruled under the new constitution, as a constitutional monarchy, and as a republic. The people now had a rather large say in how their homeland was controlled. The constitutional monarchy brought in many new laws for how the king could rule for example, if a new law was to be passed it had to go through a series of councillors before it got to the king himself. This new constitution involved a bill for the new rights of men and citizens (excludes women and slaves). This allowed for all men and citizens to be born and remain free; this involves freedom of religion and freedom of speech, for all men and citizens to be equal; this involves equality of property ownership, and equal taxes, and lastly the republic is one and indivisible; which includes national sovereignty and the state being secular. Nearly a century after the start of the revolution, new laws came into government by the means of a man called Jules Ferry. Ferry is best known for his educational laws, which were brought in in 1882. These laws state that education for state schools in France was to be free of charge and compulsory for children aged between six and thirteen years old, and all state schools had to be secular. â€Å"Ferry’s ‘schools without God’ were bitterly opposed by the churchmen†¦ †¦Yet despite their contested beginnings the schools proved one of the most enduring cultural achievements of the early Third Republic.† (Jones 1994), this goes to show that although there was an opposition for these schools at first, they became very successful, and it was a strong support for the secularity principles of France. This practice seemed to work without a hitch for over 100 years. In 1989, a problem occurred that needed to be addressed by bringing in a new law which eventually came into effect in 2004. The issue that arose was, in 1989 three young female students were expelled from their state school which they attended near Paris, for wearing their religious head scarves to school and refusing to remove them. They even persisted to wear them during physical activity periods, and this seemed to be extremely unnecessary. This seemingly harmless act in the students eyes, led to their expulsion. It was a complication, because teachers and headmasters did not know how to deal with this issue, as it had never occurred before, so it was decided upon as the students had broken the law they were to be expelled. Many people found this disciplinary act excessive, and it caused a great uproar, involving young female students all over the country to wear their headscarves to school as well. Because of the la rge scale of unhappiness of the people of France, the news was all over this case, which led the High Administrative Council to realise that some higher form of discipline had to happen to regain control of the state. This was the key issue that led to the development, and adoption of the law in 2004. The students most likely thought their act was acceptable, because of one key mistake in the Jules Ferry Laws of 1882. These laws only refer to the buildings, curriculum and staff to be secular at all times. There is no mention of students at all. Therefore, the three students who inadvertently started the conflict in 1989 obviously saw this as a loop hole, and that nothing was wrong with what they were doing. Which in terms of the law, there wasn’t. It mostly came down to the fact that the French people had a very ‘set in stone’ opinion on the way the country should be, in regards to the way that they were interpreting the laws. The past events of the country led it to become secular, and the people of France believe that this consists of everything. Even as the new law has come in, there are still certain places which are not actually stated in the laws at all, like universities and private schools, the laws on this subject are rather specific. The wearing of headscarves in public places in France could be viewed as a negative also because of the links that it has with Islamic fundamentalism. Though most of the 5 million Muslims, or 8.3%[2] of France’s population, practice moderate religion, there are is a small percent of those who are fundamentalists and are using the steady increase in the Muslim population to their advantage. France battles severely with the fear of having terrorist attacks on its hands from people of its own soil e.g. Algeria and also attacks from Saudi Arabia. Although there is an option for people to attend religious private schools in France, there have been some cases where organised Islamic militant groups have forced young female students to wear the headscarf to school in order to pressure other girls to do the same. There have also been cases of withholding these students from certain classes in school which the groups believe are against their beliefs. This is an example of another just reason of why the law was adopted. On the other hand, although there were many reasons for adopting this law, there were also many reasons against. One of these reasons was, the adoption of this new law faced a lot of opposition from other nations- on an international level. One of the opposing nations was Britain. A great deal of British Muslims were against the adoption of this rule, many taking on the belief that it contradicted France’s law of religious freedoms. The British government were also on board â€Å"in condemning the French for trying to ban religious headwear and symbols in state schools† (Adenekan 2004). The ban faced all sorts of opposition, even from other religious divides in Britain, saying that it was among their basic rights as humans to wear symbols of their religion. Many believe that is part of their identity, and taking that away will cause divides in the community. Another nation which is severely against the law is United States. The nation of the United States believes that students can wear their religious symbols in schools without challenging the secularity of the state. One of the biggest problems that America has with this law is that it does not allow the integration process, â€Å"In this view, banning headscarves in public schools is meaningless in the face of problems that are primarily social and economic.† (Vasse 2004). The United States holds a similar secular principle, but the primary purpose for this adoption was to make sure that the government would not interfere with church business, to keep religion protected from the state, not the other way around. There were groups of people who were backing the law because of the women’s rights. They thought that the Muslim women who were having to wear the religious headscarves made the women inferior, as their rights were oppressed heavily by the men, and their religion. Some could argue the other side of this argument though, it is said that when the protests occurred when the law was first on the cards in 2004, the women who turned up to protest all claimed to wear their headscarf of their own free will. This shows the diversity of the way people reacted to this law being brought in, there were many reasons for the law to be brought in, and just as many reasons to oppose it. The law fits in very well with the secularism principles of France, and a key example of this is the French motto itself, which is still used today in modern day society, Libertà ©, à ©galità ©, fraternità ©, meaning liberty equality and fraternity. The reasons for this law fitting in with these principles are stated under the declaration of rights for citizens and men that were established during the revolution in 1879. The first, Libertà ©, states that all men should have freedom of religion. The laws which France has relating to religion, is to ensure that all citizens and men have that right to their own religion. This way there is no stat church so no real pressure on citizens to conform to the normal religion. That in part is what this new law is trying to fit to, to make sure that students do not feel pressured, or offended for that fact, because everyone has different belief. The option for religious students to go to a private religious school, means that there is no real excuse for the behaviour that caused the adoption of the law in the first place. The way that the French society stands, is that there is options for everyone, to fit with the principles that the state runs by, for religious freedom. There are those who will argue that people should be able to express their religious freedoms everywhere, but it is fair to say that this just does not simply fit with France’s secularity principles, if it was the case to express religion everywhere there would be too many complications. It is clear to see from the evidence that France may have had no other choice but to adopt this law. As the only way to regain control of the country, and as a way to keep to the principles and practices of the French state. After the adoption of this law, there was talk of Germany taking on similar laws. It is plain to see that although there were many protests against the law at first, the country runs smoothly with it in place, and it creates a blanket of peace, and keeps the majority of people happy. The problem of religious symbols being worn in schools was resolved by the ruling of this law, which won in government by the majority of the vote. A country that has similar principles as France is New Zealand. In New Zealand there is more leniency within the laws, as in New Zealand it is not against the law to wear religious symbols in public, but it is a secular country all the same. â€Å"France is not the only Western country to insist on the separation of church and state but it does so more militantly than any other† (Astier 2004). This is reflected in the current events of France. After the introduction of this law, it was thought that the conflict of the wearing of religious symbols in public schools was resolved. But recent news stories have revealed a new perception on what religious symbols actually are, and how other innocent pieces of clothing and appearances are being viewed. A very recent news story on BBC states how â€Å"France is facing a fresh backlash against its strict secular policy after it emerged a 15-year-old Muslim girl was sent home from school because she was wearing a long black skirt.† But the harsh reality is, how can a long skirt be considered a religious symbol? There are plenty of non-religious people who wear skirts, whether they be long or short, as an everyday item of clothing. The real questions are ‘where is the line defined with the extent of what a religious symbol is?’ and ‘when is enough, enough?’ Bibliography Adenekan, Shola. 2004. British criticism of headscarf ban. February 12. Accessed May 03, 2015. http://news.bbc.co.uk/1/hi/education/3477109.stm. Astier, Henri. 2004. The deep roots of French secularism. September 01. Accessed April 13, 2015. http://news.bbc.co.uk/1/hi/world/europe/3325285.stm. Britannica, Encyclopaedia. n.d. Jules Ferry. Encyclopaedia Britannica Inc. Accessed April 29, 2015. France, Law department of. 2004. Law No. 2004-228 of 15 March 2004 regulating, in accordance with the principle of secularism, the wearing of symbols or clothing denoting religious affiliation in schools, colleges and public high schools. 09 01. Accessed 04 30, 2015. http://www.legifrance.gouv.fr/affichTexte.do?cidTexte=JORFTEXT000000417977dateTexte=. Jones, Colin. 1994. Cambridge Illustrated History Of France. Cambridge University Press. Lyon, Dawn, and Deborah Spini. 2004. UNVEILING THE HEADSCARF DEBATE. Legislative note, Netherlands: Kluwer Academic Publishers. Unknown. 2015. France outcry over Muslim schoolgirls skirt ban. 04 29. Accessed 05 01, 2015. http://www.bbc.co.uk/news/world-europe-32510606. —. 2004. French MPs back headscarf ban. 02 10. Accessed 04 29, 2015. http://news.bbc.co.uk/2/hi/europe/3474673.stm. —. n.d. The official website of france. Accessed 04 30, 2015. http://www.france.fr/en.html. Vasse, Justin. 2004. Veiled meanng: The French Law banning religous symbols in public schools. Research report, Washington: The Brookings Institute. [1] Name of law acquired from http://www.legifrance.gouv.fr/ on 24 April 2015 [2] Estimated number, retained from the work of Vasse page 3

The Hon. Dr :: essays research papers

Among the gay press's responses to my 1993 book A Place at the Table was the charge by some critics that I'm "sex-negative." Frank Browning griped that I want to "to have everyone put on 30 pounds, buy a Brooks Brothers suit, and wander off on the golf links, becoming [an] upper-class version of Ozzie and Harry. Those who don't want to take risks should join Mr. Bawer on the golf course. Those who want to feel alive will benefit from the exploration of our bodies and what our bodies can grant." Golf? Ozzie and Harry? Brooks Brothers? What, I wondered, does any of this have to do with what I've written? I've never been on a golf course. Or worn a Brooks Brothers suit. And when did I join the upper class? Of course I want gay people to enjoy what their bodies can grant. I also want them to have equal rights under the law, the love and respect of their friends and families, and a meaningful life beyond their orgasms. I want gay kids to grow up knowing that, as wonderful as sex can be, gay identity amounts to more than belonging to a "culture of desire." Browning and others mocked me for being "serious." Well, isn't discovering oneself as a gay individual in this society a serious challenge? Isn't gay rights a serious issue? Being serious about gay rights in public discourse doesn't preclude being able to have fun in one's personal life. Yet if some right-wing critics can't write about homosexuality without smirking, some gay writers seem unable to address the subject without prattling frivolously about their own sex lives and longings. Which is a shame, because it's vitally important for us to recognize that at the heart of homophobia lies an inability to see that gays can love each other as deeply and as seriously as straights can. Explaining why he'd refused to print my review of the film Longtime Companion, an American Spectator editor told a New York Observer reporter, "Bawer was striking a total equivalence between a heterosexual couple in love and a homosexual couple in love. To me, that wasn't convincing." That editor isn't alone in rejecting the idea of the moral equivalence of gays and straights. It's not only heterosexuals who draw these sex-related distinctions. "The defining thing about being gay," a gay man tells Susan Bergman in her new memoir, Anonymity, "is that you like to have sex a lot.

Employee Privacy In the Workplace Essay -- Business Managemant

Employee Privacy Rights in the Workplace For many years, there has been an ongoing fight between employers and employees pertaining to employee rights. The main thing that they have fought about is computer and email monitoring. Many employees don’t seen to understand exactly employers do this. Employers monitor email accounts and company computers mainly for two reasons. Reason one is that they don’t want their employees wasting company time for personal use. In most places, that is considered a very good reason, because if an employee is using company time for personal things, then work isn’t being done. Then it causes problems for everyone. Reason two is that employers want to make sure that employees aren’t doing anything illegal through either email or other internet sites. ..

Rural-Urban Linkages, Their Role in Sustainable Development

Although policy makers and the development community have widely used the phrase â€Å"rural development. The concept of rural development has changed significantly during the last 3 decades. Until the 1970s, rural development was synonymous with agricultural development and, hence, focused on increasing agricultural production. This focus seems to have been driven primarily by the interests of industrialization to extract surpluses from the agriculture sector to reinforce industrialization. With the focus on increasing agricultural production, the stated objective of most countries was to promote smallholder agriculture. Over time, this smallholder agriculture-centric concept of rural development underwent changes. By the early 1980s, according to Harris, the World Bank defined it as â€Å"†¦a strategy designed to improve the economic and social life of a specific group of people—the rural poor. Four major factors appear to have influenced the change: increased concerns about the persistent and deepening of rural poverty; changing views on the meaning of the concept of development itself; emergence of a more diversified rural economy in which rural non-farm enterprises play an increasingly important role; and increased recognition of the importance of reducing the non-income dimensions of poverty to achieve sustainable improvements in the socio economic well-being of the poor. The establishment of the Millennium Development Goals has significantly reinforce d the concerns about non income poverty. With the paradigm shifts in economic development from growth to broadly defined â€Å"development,† the concept of rural development has begun to be used in a broader sense. It is also more specific, as Harris noted â€Å"in the sense that it focuses (in its rhetoric and in principle) particularly on poverty and inequality. † In more recent years, increased concerns on the environmental aspects of economic growth have also influenced the changes. Today’s concept of rural development is fundamentally different from that used about 3 or 4 decades ago. The concept now encompasses â€Å"concerns that go well beyond improvements in growth, income, and output. The concerns include an assessment of changes in the quality of life, broadly defined to include improvement in health and nutrition, education, environmentally safe living conditions, and reduction in gender and income inequalities. â€Å"Today there seems to be a universal consensus that the ultimate objective of rural development is to improve the quality of life of rural people. As the concept of rural development changed so has the focus and approach to tackling and planning for rural development also change. Thus as already explained, today rural development is an integrated concept that that requires an integrated approach to development . thus the focus now is on sustainable development; hence an integrated sustainable rural development strategy is used to plan for rural development. However in order to successively design a strategy for integrated sustainable rural development, one must take into consideration rural-urban linkages because of the significant role it plays in sustainable rural development. Before proceeding with a discussion about the role that rural-urban linkages play in integrated rural sustainable development strategy, it may be necessary to define rural-urban linkages. In general, â€Å"rural-urban linkages† refers to the flow of (public and private) capital, people (migration, commuting) and goods and services (trade) between rural and urban areas. It is important to add to these three economic flows, the flow of ideas, innovation and information. These rural urban linkages could be expanded as; * The movement of people between rural and urban households many of which are of circular nature. These include temporary migration(as in seasonal moves ) and labour migration including weekly commuting; * The more permanent migration of people from rural to urban areas and vice versa. * The movement of people operating from a single rural urban household as in daily commuting or school trips, shopping and short term visits. * The movement of resources such as money and remittances, commodities and services. * There is also the more permanent type of linkages found mostly in infrastructure such as roads railway lines water and electricity telecommunication etc. Over the past few years, interest in the linkages between urban and rural areas has increased considerably. This is clear, for instance, from the activities of the United Nations. The Habitat Agenda, adopted at the second United Nations Conference on Human Settlements (Habitat II) in Istanbul in 1996, states that â€Å"policies and programmes for the sustainable development of rural areas that integrate rural regions into the national economy require strong local and national institutions for the lanning and management of human settlements that place emphasis on rural-urban linkages and treat villages and cities as two ends of a human settlements continuum. † (UNCHS, 1997: 93-94). however, Studies of rural urban linkages indicate that the nature of the linkages differs from one place to another and differs for different sectors in the same place. It is equally necessary to identify successful practices that promote local rural and urban development and alleviate poverty, using rural-urban linkages, and to build the capacity of rural and urban local governments to review, adapt and replicate such practices. The growing understanding and the pool of good practices should form the basis for capacity building of local governments. Among the above linkages the ,focus would be on the point 1 and 4 that’s the migration and the economic exchange of goods and services and their implication on rural development . this is because they are among the important rural urban linkages necessary for integrated sustainable rural development. These would be dis cussed shortly. To begin with the economic exchange between urban and rural areas can be beneficial or detrimental to either or both areas . hus with economic links between rural and urban areas, the extent to which economic development in the one area benefits or obstructs economic development in the other area. For instance an exclusive focus on rural areas would result in an under-investment in urban areas and this would limit the growth of the urban sector and its ability to absorb the rural labour surplus. Likewise an exclusive focus on urban development would produce similar results, because it would accelerate rural-urban migration and reduce food production per capita (Richardson, 1987: 210). Reardon (n. d. : 8-9) distinguishes three stages in the development of rural non-farm sector and of rural-urban linkages: †¢ During the first stage, rural non-farm activity tends to have a production or expenditure linkage with agriculture while farming directly employs a large share of the rural population. Rural non-farm activity tends to centre on the countryside itself, with little dependence on rural-urban links. Rural non-farm activities are mainly home-based and small-scale production of goods, mainly sold locally. During the first stage, agriculture tends to depend on local supplies of farm inputs and services and on local processing and distribution of farm products, usually carried out by small to medium-scale firms. †¢ A greater mix of situations characterizes the second stage. The mix includes activities based on linkages with agriculture as well as on other, separate activities (e. g. tourism, mining and services), although the latter did grow out of a historical rural non-farm sector based on linkages with agriculture. The share of rural population dependent on farming is lower than during the first phase. Rural-urban links as the basis for rural non-farm employment have a greater weight than in first stage with nascent sub-contracting of rural companies by urban or foreign businesses and a rapid rise in the labour force commuting between the countryside and rural towns and intermediate cities. †¢ The third stage shows an intensification of the characteristics that differentiate the second stage from the first stage. There is a greater weight of urban-rural links manifested by the greater importance of more advanced forms of business linkages, such as subcontracting arrangements and labour commuting. A number of other tendencies also characterize this stage: the expansion of subcontracting beyond light durables to medium durables. The great heterogeneity of the non-farm sector in rural areas implies that there is little scope for general, broad, policy prescriptions. This observation may well provide an important lesson for our thinking about the process of policy formulation. A wide variety of interventions may be required to promote the non-farm sector, each tailored to specific local conditions. Decentralized decision-making may be necessary: mechanisms should be devised whereby local information flows upwards so that the localized bottlenecks are relieved and specific niches can be exploited (Lanjouw, 1999: 9). From the above it can be realised that, rural-urban linkages can play an important role in economic development and poverty alleviation in urban and rural areas. However,it is important to recognize that the nature of the rural-urban linkages differs from one place to another and from one function to another. As Douglas (1998) has pointed out, a particular urban centre may play a crucial economic role for the surrounding rural areas in one respect, while the rural area may completely bypass that same urban centre and link directly to more distant urban centres and cities in other respects. It is, therefore, dangerous to generalize about the nature of rural-urban linkages and to base policy interventions on such generalizations. What is necessary is the recognition of (a) the existence a regional economy as a reality, rrespective of administrative boundaries, and (b) the need to develop knowledge about such regional (i. e. sub-national) economies (World Bank, 2000). The development of this knowledge should be demand-driven, as urban and rural local governments come to recognize their shared interests and constraints. The political impetus for this process of knowledge development may be t decentralization. In order to distribute economic and social opportunities equitably, the Government s hould strengthen grassroots economies that can provide sustainable incomes for the rural population. The Government should establish economic clusters that link rural and urban areas, and the cluster-based economic development should be consistent with the economic potentials, preferences and functions of each area. Another important rural urban linkage that has immense implication for today’s rural development is the rural urban migration. Thus the movement of people between rural and urban households . these include temporary migration and labour migration. Rural-urban migration reduces population pressure in the rural areas and, thereby, should improve economic conditions and reduce rural poverty. However, disparities between urban and rural areas in terms of income and employment and the availability of basic infrastructure and services persist. Urban areas offer more and better opportunities for socio-economic mobility of the poor and rural-urban migration, therefore, will continue. Labour migration could result in shortage of labour force for productivity in the rural areas which would intend result in low productivity and underdevelopment in the rural areas. Whereas the urban areas may not also be able to absorb the all the labour from the rural areas ,resulting in unemployment and increase in sanitation costs and government expenditure. it also increase population pressure in urban areas resulting in pressure on the few social amenities in urban centres. in this case, rural urban migration has more adverse effect on rural development. In addition to the above, Circular and temporary migration is already a common pattern in many countries, but working and housing conditions in the urban areas may not always be conducive to this form of migration. Housing is often an acute problem for temporary migrants who prefer to rent rather than to own housing, because they feel that their home is in the rural areas. Temporary migrants are sometimes not entitled to urban services and this makes their life in the urban areas more difficult than necessary. Local governments and private employers in the urban areas should accept temporary rural-urban migration as inevitable and perhaps even as desirable, and they may consider measures to facilitate such forms of rural-urban migration. For instance, Remittances are a crucial component of rural households’ incomes and a key element of the continued links between migrants and their home areas across all wealth groups. In northern Mali, migrants’ remittances have become probably the most important source of family cash, and are used for consumption and for the purchase of consumer goods such as radios and bicycles, but also for the purchase of agricultural inputs or for investment in livestock. In southeast Nigeria, it would be socially unacceptable for migrants not to send remittances and gifts: financial support to their parental households has greatly contributed to making young women’s migration socially acceptable. Most importantly, remittances and gifts ensure that migrants can maintain a foothold in the home area, and that they will be welcome upon their return. Gaile (1992: 134) argues that the problem is not urbanization as such, because the urban areas need to absorb the additional rural labour. The problem is that migrants have only a limited choice when migrating, because most local economic development occurs in one or a few large cities. He points out that the problem is really â€Å"under-urbanization†, i. e. the underdevelopment of the urban system. The major impediment to the working of the general market and the consequent development of a labour market is the undersupply of centres of sufficient minimal size to provide sites for market development. The above implies that in developing a strategy for sustainable rural development projects that encourages the bridging of gab between rural and urban areas should be considered. This would help reduce rural urban migration. Besides, major effort is required to ensure that the urban areas can absorb the growing urban population and that urbanization will not result in an urbanization of poverty. Small and medium-sized towns can play an important role in the urbanization process by absorbing rural-urban migrants. For instance Economic development in small towns can have a positive impact on the economy of the surrounding rural areas, if the increase in purchasing power results in the purchase of agricultural and non-agricultural products from the surrounding rural areas. This will obviously depend on the types of products produced, their quality and cost and their competitiveness compared to products from other parts of the country (and elsewhere). The development of the local urban economy may also lead to a reduction in rural-urban migration to the larger urban centres and the city and redirect migration flows to smaller urban centres. This in the long run led to sustainable development in both the rural and urban areas. Conclusion and Recommendations From the above discusions, it can be observe that there is growing interdependence of urban and rural areas that reduces the significance of the rural-urban distinction. The flow of people, capital, goods, services and ideas between urban and rural areas, made possible by improvements and cost reductions in communication and transport, is reinforcing the existing rural-urban linkages and more than ever conditions and developments in the urban areas have an impact on the rural areas and vice versa. Rural residents adopt urban lifestyles and occupations; small settlements require urban infrastructure and services; residents of rural areas commute between rural and urban areas; industries move to rural areas; urban waste pollutes natural resources in the rural areas; and agriculture in urban areas is becoming important for both economic and environmental reasons. It is, therefore, an anachronism that governments still design policies and programmes that are focused either on urban or on rural areas, but rarely on both. Rural and urban communities need to have an interest in each other’s conditions, and policy-makers need to consider these when formulating policies and programmes for sustainable rural development. Coordination of decision-making and cooperation between authorities of urban areas and their surrounding rural areas are critical to ensure that the development of urban areas and rural areas support each other. However, the continuing integration of rural and urban areas requires more than simply coordination and cooperation, it requires planning that incorporates rural and urban development. Such regional planning should not be an urban-centred exercise as it often has been in the past. Rural and urban areas need each other and each can benefit when the other’s needs are met. Backward linkages and forward linkages between agricultural production and industry and services can foster positive rural-urban interactions and a virtuous circle of development. However, policies that encourage such mutually reinforcing linkages need to overcome the traditional separation between rural and urban planners. They also need to avoid generalizations and be grounded in the specifics of the regional context (Tacoli, 1998: 13).

Afghanistan and Turkic States

Turkmenistan formerly also known as  Turkmenia  (Russian: ), is one of the  Turkic states  in  Central Asia. Until 1991, it was a constituent republic of the  Soviet Union, theTurkmen Soviet Socialist Republic  (Turkmen SSR). Turkmenistan is one of the six independent  Turkic states. It is bordered byAfghanistan  to the southeast,  Iran  to the south and southwest,  Uzbekistan  to the east and northeast,  Kazakhstan  to the north and northwest and the  Caspian Sea  to the west. Turkmenistan's GDP growth rate of 11% in 2010  ranks 4th in the world, but these figures are subject to wide margins of error. 5]It possesses the world's fourth largest reserves of natural gas resources. Although it is wealthy in natural resources in certain areas, most of the country is covered by the  Karakum (Black Sand) Desert. The Turkmen government operates as a  single-party system. [6]  Turkmenistan was ruled by  President for Life  Saparmurat Niyazov  (c alled â€Å"Turkmenbasy† — â€Å"leader of the Turkmens†) until his sudden death on 21 December 2006. Gurbanguly Berdymukhammedov  was elected the new president on 11 February 2007.The territory of Turkmenistan has a long history, as armies from one empire after another decamped there on their way to more prosperous territories. The region's written history begins with its conquest by the  Achaemenid Empire  of ancient Persia, as the region was divided between the  satrapies  of  Margiana,  Khorezm  and  Parthia. [citation needed] Alexander the Great  conquered the territory in the 4th century  BC  on his way to  Central Asia, around the time that the  Silk Roadwas established as a major trading route between  Asia  and the  Mediterranean Region. citation needed] Approximately 80 years later, Persia's  Parthian Kingdom  established its capital in  Nisa, now in the suburbs of the capital,Ashgabat. After replacement of the P arthian empire by Persian Sassanids, another native Iranian dynasty, the region remained territory of the Persian empire for several centuries. [7] In the 7th century AD,  Arabs  conquered this region, introducing  Islam. The Turkmenistan region soon came to be known as the capital of  Greater Khorasan, when the caliph  Al-Ma'mun  moved his capital to  Merv. citation needed] In the middle of the 11th century, the  Turkoman-ruled  Seljuk Empire  concentrated its strength in the territory of modern Turkmenistan in an attempt to expand into  Khorasan  (modernAfghanistan). The empire broke down in the second half of the 12th century, and the Turkmen lost their independence when  Genghis Khan  took control of the eastern  Caspian Sea  region on his march west. For the next seven centuries, the Turkmen people lived under various empires and fought constant inter-tribal wars. Little is documented of Turkmen history prior to  Russian  engagement.