Suchergebnisse

Cover -- Copyright -- Title -- CONTENTS -- INTRODUCTION -- WHAT A WASTE -- TOO MUCH -- NOT ENOUGH -- CATEGORIES OF WASTE -- MAJOR TYPES OF WASTE -- METAL WASTE -- WASTE COLLECTIONS -- A LOCAL SERVICE -- HOW MUCH RUBBISH? -- SORTING AT SOURCE -- INDUSTRY AND WASTE -- THE "WASTE CHAIN" -- WATER-POLLUTING WASTES -- SPECIAL PROBLEMS -- DANGEROUS WASTE -- TOXIC WASTES -- SAFELY STORED? -- NUCLEAR WASTES -- WHERE DOES WASTE GO? -- FOUR FATES FOR WASTE -- WHAT HAPPENS TO THEIR WASTE? -- LEFT IN PILES -- WASTE TO BURN -- HARMFUL FUMES -- HAZARDOUS REMAINS -- OUT OF SIGHT -- LANDFILL RISKS -- LEACHATE AND METHANE -- SAFER BURIAL -- WASTE AT SEA -- DUMPED IN THE DEEP -- HARMFUL TO HUMANS -- ON THE OPEN OCEAN -- LET'S RECYCLE! -- LESS WASTE ALL AROUND -- TALKING TRASH -- GET INTO THE HABIT -- METALS AND GLASS … -- HOW TO SAVE A RAINFOREST -- SAVINGS AT EVERY STAGE -- PAPER AND PLASTICS -- MUST TRY HARDER -- NEW PAPER FROM OLD -- FAST PROGRESS -- LESS WASTEFUL FUTURE -- LEAD THE WAY -- FOR MORE INFORMATION -- For further reading -- Web Sites -- GLOSSARY -- INDEX.

Stock values and earnings of Ashland Oil and Exxon were analyzed to determine if a correlation existed between a rapid, positive management response and minimization of the financial impact following an oil spill. The results showed a positive correlation for the company that employed, what experts call, 'good'crisis management techniques.

Formerly a top operational manager with multinational organizations, John Harte applies his hands-on knowledge of the business world to provide a realistic examination of workplace and marketplace conditions. In place of reasoned management and disciplined organization, Harte depicts daily distractions, disorder, vagueness, and confusion. Instead of the logical processes described in classroom case histories with rational solutions, he provides tales of an abundance of irrational judgments, personal foibles, and business follies. Harte has witnessed the demise of many companies--some of which, in his opinion, could have been saved. With over thirty years' experience to draw on, he analyzes why so many businesses and products fail, when others succeed. He examines the amazing progress of Japan and other Pacific Asian countries; explains the decline of German, Canadian, British, and French management practices; and provides strategies for top management and the marketplace. The business sectors described in this all-encompassing book include: high-technology; fast-moving packaged consumer goods; manufacturing and retailing consumer durables soft goods; fashion products; service sector industries; manufacturing, wholesaling, and retail trade; and a whole range of new service industries. His unusually tough-minded view will benefit business entrepreneurs, managers, and executives, as well as those interested in the study of business and marketing.

Responding to Paul Piccone's discussion of the emergent social conflicts between the technocratic-bureaucratic elite & those they manage in the contemporary US (see abstract in this section of SA 41:1), it is argued that conflicts also exist among the technocratic-bureaucratic elites themselves; ie, the US government has become overadministered, yet undermanaged, because the rules & regulations have expanded much more quickly than management, rendering senior- & middle-level administrators unable to manage effectively. As this process unfolds, the US problems appear increasingly akin to those of developing nations. A comparison is drawn to make this point. M. Maguire

Clearly, this is a symposium driven by the recent spate of crises in our still new 21st century. We hope to present a timely symposium relevant to currents of public policy. Our intent is broader than dealing with these great world crises. We have collected a series of papers that broadly address numerous types of latent, impending, & possible disasters: natural, technological, manufactured, & those of obsolescence. Beyond differences of policy type, the papers in this symposium focus on different sets of activity within the policy process, tie process actions together, & examine the outcomes & consequences of crisis policy. Adapted from the source document.

School Crisis needs a response. Leaders in schools are not trained crisis managers and to work well and achieve better results in times of crisis, needs planned actions set aside to preempt any eventual crisis in our schools. This study aim at bringing out credible plan activity as a preemptive measure ready to subside any crisis that may erupt in the school environment. Survey research design was used, specifically qualitative approach in bringing out the research findings. A uni-directional question was asked respondents. The question was: "What school crisis management plan to preempt school crisis can you propose to the minister of secondary education in Cameroon?" using purposeful and convenience sampling technique, the respondents (teachers and administrators) were selected from secondary and high schools in Benoue Division in the North Region of Cameroon and also from Secondary and High Schools from Fako Division in the Southwest region of Cameroon. A total number of 120 respondents were sought from the schools. Another category of respondents selected was five executive members of Parents' Teachers Association from 10 (ten) schools in Fako division, south west region of Cameroon. A total of 50 (fifty) respondents emerged in this category. Findings reveal a combination of ideas ranging from creating an adhoc crisis committee in schools, the training of school leaders in crisis management, the institutionalizing a school crisis management team and the implantation of trained security operatives in the schools. The study recommends that policy makers in government and particularly the ministry of secondary education strategize through school legislation in making sure all schools in Cameroon implant a crisis committee re-enforced with professional security operatives ready to synergize at all times with the crisis committee.

A workshop paper on water rights, conflict and water management in Zimbabwe. ; Any resource, such as water, when used by more than one person, tends to attract conflicts about how it is shared. This is especially true when the resource is scarce and yet the number of users is large. In such cases, conflict resolution mechanisms are an important component of sustainable resource management. This chapter sketches the dilemmas posed by the absence of conflict resolution mechanisms in the Umvumvumvu catchment in eastern Zimbabwe, a catchment composed of non-homogenous users (see Figure 11.1). The chapter goes a step further and attempts to isolate the main causes for this situation. The principal factor was the main legislation governing water allocation in the country, the Water Act (1976) No. 41. The inappropriateness of this piece of legislation vis-a- vis the realities in the catchment had to do with some of its central tenets. Practically all the actors in the catchment did not relate to the difficult system of defining property rights (water user rights). The doctrine of priority system, the basis of water allocation in Zimbabwe, espousing the principle of first-come- first served in granting water rights, and first-come-last out during water scarcity, was a problem as will be shown below. Another problem was a centralized conflict resolution structure located far away in the capital city (Harare), which moreover, embodied alien concepts of conflict resolution. Compounding this situation were a group of actors who, although sharing a common water source, found little reason to co-operate. The hydrologic behaviour of the water source, the Umvumvumvu River, further complicated matters as the fluctuations in the supply was not accompanied by flexible water sharing arrangements. ; Special thanks are due to the Netherlands Organization for International Cooperation in Higher Education (NUFFIC), The Hague, for providing financial support towards the hosting of the workshop upon which this book is based. NUFFIC also met part of the publication costs. The two coordinating committees of the Zimbabwe Programme on Women, Extension, Sociology and Irrigation (ZIMWESI), a NUFFIC-funded inter-university exchange programme in research and training between the University of Zimbabwe and Wageningen Agricultural University deserve special mention for the moral support they gave us.