Morphemes

As stated in the video, morphology is the process to understand the words and how they work in a particular language. If we examine this definition, it’s clear that the root of every language is the word; therefore, if we want to truly understand a language we need to understand what a word is. The dictionary defines a word as â€Å"a sound or a combination of sounds, or its representation in writing or printing that symbolizes and communicates a meaning and may consist of a single morpheme or of a combination of morphemes†, simple enough to understand, except for that last part.So, to understand what a word is, we need to know what a morpheme is; here we go: a morpheme is the smallest meaningful unit a word can be broken into. Not so difficult to understand. Let’s try some examples, let’s use the word â€Å"love†. We know what love is, we can feel it, we can see it in someone else’s eyes; so it’s safe to say that the word â€Å"loveà ¢â‚¬  has a meaning on its own, therefore, is a morpheme. What about the word â€Å"trees†? Let’s think this carefully. We know what a tree is; we can walk to a park and see one, but â€Å"trees†?Common sense tells me that this word means more than one tree. So let’s count: if I say, 2 trees, I have one tree and another tree. We can see that the word â€Å"trees† has no meaning; instead it uses the meaning of the word â€Å"tree† to create its own definition as a group of them. Then, we can say that the word â€Å"trees† is formed by: tree + s. We know that â€Å"tree† is a morpheme (same reasoning used for â€Å"love†) and consequently, following the definition of a word; â€Å"s† needs to be a morpheme too. Now we know what a morpheme is but, why is â€Å"s† a morpheme?And that’s the next point we are going to talk about. We have two kinds of morphemes in English. The first one is the free morphem es. They can stand alone as meaningful words; some examples of them are: love, tree, house, cat, dog, fly, butter, cup, etc. We can define these morphemes as they are. The second kind of morphemes is the bound morphemes. They need to be attached to another free or bound morpheme, otherwise, they lack of meaning; some examples of them are: ad-, sub-, un-, -ful, -ness, -less.They are used to change the meaning of a word or to alter some of its attribute. That’s all we need to know about morphemes so let’s go back to the words. To truly understand the words we have to know how they are classified. Following the morpheme approach, we can classify words in three categories: simple words, formed by one morpheme; complex words, formed by a free morpheme and one bound morphemes (dogs, hats, worker, etc. ); and compound words, formed by two free morphemes (butterfly, sunlight, backpack, etc. ).There’s also another approach when classifying words and that’s the tra ditional approach. According to this, words have two classes: content words, which carry the meaning in a sentence (nouns, verbs, adjectives or adverbs); and function words, which serve to a variety of functions (determiners, quantifiers, auxiliaries, conjunctions, etc. ). We know how words are classified and what are the elements that form them, but we are still missing something: how do we make new words? To form new words we have several processes.The first one we can mention is the Affixation which is no more than adding an affix (suffix or prefix) to a word (predict+able, work+er, in+expensive); we also have the Compounding where we join two words to make a new one (rain+bow, with+out, over+do); Acronyms, formed by taking the initial letters of a phrase (RADAR: RAdio Detecting And Ranging); Blending where we form new words by combining parts of other two (smoke+fog=smog) and Clipping which is the process to form words by shortening parts of longer words (doctor=doc, veterinaria n=vet, dormitory=dorm); among other slightly more difficult to understand processes.New words can also be added by popular consent, for instance, the word â€Å"coke† is used to refer to almost any kind of soda but it’s a trademark of Coca Cola Company, same thing with Band Aid which applies to personal bandages. Finally, we can get new words from other languages like: mosquito(Spanish), dime(French), golf(Dutsch), etc. And that’s it.Now we can be sure we know the entire basis about words, we can begin to analyze them anytime we want. ——————————————– [ 1 ]. Information obtained from: http://www. thefreedictionary. com/word [ 2 ]. For more infomation visit: http://www. ling. ohio-state. edu/~kdk/201/autumn01/slides/morphology-4up. pdf Morphemes As stated in the video, morphology is the process to understand the words and how they work in a particular language. If we examine this definition, it’s clear that the root of every language is the word; therefore, if we want to truly understand a language we need to understand what a word is. The dictionary defines a word as â€Å"a sound or a combination of sounds, or its representation in writing or printing that symbolizes and communicates a meaning and may consist of a single morpheme or of a combination of morphemes†, simple enough to understand, except for that last part.So, to understand what a word is, we need to know what a morpheme is; here we go: a morpheme is the smallest meaningful unit a word can be broken into. Not so difficult to understand. Let’s try some examples, let’s use the word â€Å"love†. We know what love is, we can feel it, we can see it in someone else’s eyes; so it’s safe to say that the word â€Å"loveà ¢â‚¬  has a meaning on its own, therefore, is a morpheme. What about the word â€Å"trees†? Let’s think this carefully. We know what a tree is; we can walk to a park and see one, but â€Å"trees†?Common sense tells me that this word means more than one tree. So let’s count: if I say, 2 trees, I have one tree and another tree. We can see that the word â€Å"trees† has no meaning; instead it uses the meaning of the word â€Å"tree† to create its own definition as a group of them. Then, we can say that the word â€Å"trees† is formed by: tree + s. We know that â€Å"tree† is a morpheme (same reasoning used for â€Å"love†) and consequently, following the definition of a word; â€Å"s† needs to be a morpheme too. Now we know what a morpheme is but, why is â€Å"s† a morpheme?And that’s the next point we are going to talk about. We have two kinds of morphemes in English. The first one is the free morphem es. They can stand alone as meaningful words; some examples of them are: love, tree, house, cat, dog, fly, butter, cup, etc. We can define these morphemes as they are. The second kind of morphemes is the bound morphemes. They need to be attached to another free or bound morpheme, otherwise, they lack of meaning; some examples of them are: ad-, sub-, un-, -ful, -ness, -less.They are used to change the meaning of a word or to alter some of its attribute. That’s all we need to know about morphemes so let’s go back to the words. To truly understand the words we have to know how they are classified. Following the morpheme approach, we can classify words in three categories: simple words, formed by one morpheme; complex words, formed by a free morpheme and one bound morphemes (dogs, hats, worker, etc. ); and compound words, formed by two free morphemes (butterfly, sunlight, backpack, etc. ).There’s also another approach when classifying words and that’s the tra ditional approach. According to this, words have two classes: content words, which carry the meaning in a sentence (nouns, verbs, adjectives or adverbs); and function words, which serve to a variety of functions (determiners, quantifiers, auxiliaries, conjunctions, etc. ). We know how words are classified and what are the elements that form them, but we are still missing something: how do we make new words? To form new words we have several processes.The first one we can mention is the Affixation which is no more than adding an affix (suffix or prefix) to a word (predict+able, work+er, in+expensive); we also have the Compounding where we join two words to make a new one (rain+bow, with+out, over+do); Acronyms, formed by taking the initial letters of a phrase (RADAR: RAdio Detecting And Ranging); Blending where we form new words by combining parts of other two (smoke+fog=smog) and Clipping which is the process to form words by shortening parts of longer words (doctor=doc, veterinaria n=vet, dormitory=dorm); among other slightly more difficult to understand processes.New words can also be added by popular consent, for instance, the word â€Å"coke† is used to refer to almost any kind of soda but it’s a trademark of Coca Cola Company, same thing with Band Aid which applies to personal bandages. Finally, we can get new words from other languages like: mosquito(Spanish), dime(French), golf(Dutsch), etc. And that’s it.Now we can be sure we know the entire basis about words, we can begin to analyze them anytime we want. ——————————————– [ 1 ]. Information obtained from: http://www. thefreedictionary. com/word [ 2 ]. For more infomation visit: http://www. ling. ohio-state. edu/~kdk/201/autumn01/slides/morphology-4up. pdf

LITERATURE REVIEW OF DATA, INFORMATION, KNOWLEDGE AND WISDOM - Free Essay Example

Sample details Pages: 15 Words: 4631 Downloads: 10 Date added: 2017/06/26 Category Education Essay Type Research paper Did you like this example? 2.5 Why Knowledge management is so important? Knowledge as a resource causes huge misunderstanding for economists, because unlike the physical commodities, it is the only resource which increased returns as it is used rather than reduced or diminished over time (Clarke, T. 2001). Knowledge may be costly to generate but there is modest cost to diffusion. Don’t waste time! Our writers will create an original "LITERATURE REVIEW OF DATA, INFORMATION, KNOWLEDGE AND WISDOM" essay for you Create order Massa, S. Testa, S. (2008) believed that the determinants of success of organizations, and nationwide economies as a total, is ever more dependent upon their efficiency in assembling and utilizing knowledge. Accordingly to Malhotra, Y. (2000) knowledge has turn into a key production factor; though the monetary accounts are still leading by conventional factors of production, including buildings and machinery. The idea of knowledge flowing to where it is most needed is the critical point and it should not flow only from the top down, but flow in all ways in an organization, (Davenport, T. Prusak, L. 2000). Davidson, C. Voss, P. (2004), Lin, L. Kwok, L. (2006) claimed that knowledge is no longer a source of power; it is knowledge sharing that counts in the knowledge economy but author like Kakabadse, N. et al., (2003), viewed knowledge itself is power. Creation and codification of knowledge do not necessarily lead to performance improvement or value creation. Value is generated onl y when knowledge is allocated all the way through in an organization and linked where it is needed (Chena, C Huang, J. 2007). It is not sufficient to have smart people in the organization. Instead, the key is to create systems that tap into the knowledge, experiences, and creativity of your staff, your customers, your suppliers, and even your competitors. Knowledge strategy needs to be concerned with the quality of information, not the quantity; and with the timeliness of information delivery, not its speed. Smart systems are excellent but smart people are superior. Despres, C. Chauvel, D. (1999) identified that knowledge management occurs on three ends: the individual, the team and the organizational. 2.6 Framework for knowledge approaches Knowledge management is linked to diverse business fields and it has always been entrenched in the individual behavior. It is not all about creating an index or register that detains the whole thing that anyone ever knew. Collison, C. Parcell, G. (2004) suggested that it is about maintaining track of those who know the procedure, techniques and fostering the culture and technology that will get them talking. It is challenging to understand the nature of knowledge and the way it is managed. Also the management approaches towards knowledge management is varied. Knowledge can be created from re-describing and re-labeling the past knowledge, it also created from connecting people (the relationships) and connecting technologies (networks). This might be flexible social or stiff technical networks. These discussions vibrate with the managerial paradox of developing organizational performance via rigid or free control systems and this was interpreted in the following model adopted from A rmistead, C. Meakins, M. (2002) for describing four approaches to knowledge management stand on whether it is in an organizational or an individual context, and whether knowledge management is imposed or empowered by managerial approaches. Armistead, C. Meakins, M. (2002) Figure No: 2.3 Framework for knowledge approaches Imposition is linked with bureaucracy, structured and controlled systems and attempts to codify all aspects of knowledge. It might expect such perceptions to be more inclined to explicit rather than tacit knowledge. In contrast, Empowerment recognized the potential in the social and individual for knowledge creation and sharing, in which the tacit as much as the explicit aspect of knowledge is engaged. The authors considered that managers are likely to be concerned with knowledge at an individual and organization level and with particular approaches to managing knowledge. Consequently they proposed a managerial framework which uses the constructs of impo sed and empowered as one axis and the individual and the organization as the other. Prescribed recommends a official approach to knowledge and its management at an organizational level. It might see technology set up widely to detain, store up and guard knowledge. Compliance means individual engage in knowledge activities through contract and regulation. Resources are distributed via prescribed performance management processes. Adaptive engages with the informal within the social fabric of the organization in the logic of communities of practice and the self-management of teams. Self-determination supports individuals to get responsibility for their part to learning in the knowledge creation and sharing processes. From the above management paradox of how the knowledge is manage at an organizational and individual context. There is another well known model, called SECI or knowledge spiral model. The model did not only described that how the knowle dge is managed but it also explained the overall knowledge creation process. 2.7 SECI Model In 1995, (Nonaka, I. Takeuchi, H. 1995) introduced their SECI model, which stands for Socialization, Externalization, Combination and Internalization. The purpose of this model is to offer an understanding of how organizations create knowledge and formalize organization processes which are mostly tacit in nature. It further provides an understanding of knowledge sharing, its management and application at an organizational level. According to Nonaka, I. Takeuchi, H. (1995) knowledge is formed from the interaction between tacit and explicit knowledge. These four knowledge conversion processes interconnected by moving from tacit to explicit knowledge as it moves from socialization to internalization then return to socialization to shape a spiral model of knowledge creation. Hiscock, J. (2004) stated that the first generation earlier to 1995, completely dependent on technologies in their daily task often known technocratic, but this is the second generation of knowledge management, w here knowledge exchange is illustrated as a spiral a thing to be managed and something which can be made explicit. As the purpose of this research it is to look at the barriers to knowledge management thus the only focal point from this model is to observe overall knowledge creation process. Nonaka, I. Takeuchi, H. (1995) discussed that how tacit and explicit knowledge interrelate to successfully create knowledge in an organization via four conversion processes: Nonaka, I. Takeuchi, H. (1995) Figure 2.4 SECI Model 2.7.1 Socialization tacit to tacit Socialization is the process through which tacit knowledge is passed to others; it is directly related to the group processes and organizational culture. Tacit knowledge is often attained through sharing experiences, observations and the processes that arises without formal discussions and using language for instance face to face interaction. Interviewing and focus groups techniques are also creating tacit knowledge amongst people. 2.7.2 Externalization tacit to explicit Externalization of tacit knowledge is the conversion of tacit knowledge to explicit. As tacit knowledge is embedded in the peoples mind and that is externalize or express by sharing of paradigms, metaphors and concepts through formal discussions. Nonaka, I Takeuchi, H. (1995) declared that we have conceptualized an image; we generally tend to express it in language. Externalization is developing notions which facilitate tacit knowledge to communicate. Redesign of existing information can escort to new knowledge in the shape of written statements. Wakefield, R. (2006) argued that when knowledge is externalized and turn into explicit it is in fact converted back into information or data. Both have values, but this cannot be out until the data and information is internalized again to form knowledge that is used for some productive purposes. 2.7.3 Combination explicit to explicit Combination is a process of systemizing concept into a knowledge system, at this level explicit knowledge merged with written reports and other strategic documents through formal discussions (i.e. meetings, documents etc.). This process includes gathering significant knowledge then sorting, editing and distributing it, which allows knowledge sharing within organization. Formal education and training are also comprise in this type of knowledge conversion. 2.7.4 Internalization explicit to tacit Internalization is a mechanism of altering explicit knowledge into tacit knowledge. It is achieved through individual expression and learning by doing. Once the explicit knowledge shared with individuals to internalize what they have experienced and then their understanding becomes tacit knowledge in the form of shared intellectual models or technological know-how which further become a valuable asset for the organization. For example: customer complaint are recorded and then read by other team members. 2.8 key components and its related barriers to Knowledge Management DuPlessis, M. (2008) point out that knowledge management is a holistic solution integrating mixture of perspectives: people, process, technology and culture perspectives and every single one should hold equal influence. According to Gillingham, H. Roberts, B. (2006), people, process and technology (soft and hard aspects) reveals the most essential features engaged in capturing, disseminating and sharing knowledge. These elements require to be balanced to guarantee that the complete benefits of knowledge sharing are exploited. Of course, people, process, and technology (PPT) are intertwined and no organizations get very far benefits without having a basic competency in all. But the tougher challenge in knowledge management is how to built PPT into an organization. Collison, C. Parcell, G. (2004) suggested that involving people who knows, and the behaviors to ask, listen and share, some processes to make things easier for sharing, validation, distillation, and a familiar, reliable technology infrastructure to facilitate sharing. Knowledge management is all concerning the integration of people, process, technology but strategy and structure too (Armistead, C. Meakins, M. 2002). According to Quinn, F. (2008) the development of knowledge managements exposes many issues that firms claim to have solved completely. The issues for example related to business benefits, people and culture, technology and process. These issues reflect all the main areas of concern in a knowledge environment and can be produce the barriers or road block to achieving the corporate success that most of would wish to inhabit. 2.8.1 People The biggest misunderstanding that the Information Technology (IT) leaders composed is that the knowledge management is all about technology. Gillingham, H. Robert, B. (2006) confirmed that people are the most central and complex element in knowledge management. It is a people who create and share knowledge, Since, (tacit) knowledge is set aside in the individuals the most essential thing for knowledge management is the system to allow the conceal knowledge within an individual be spread to others in order for them to share, exploit, and then alter it into (explicit) knowledge within an organization (Yeh, Y. et al., 2006). Knowledge management helps us do what we do better and its connect information and people, and people and people. Call, D. (2005) suggested that people are not being able to gain knowledge in a minutes and hours but they learn over days or weeks and one of challenge is to detained knowledge from what people said and did as part of their everyday job and to build it reachable to rest in an organization. According to Gundry, J. Metes, G. (1996) people behaviors is often manipulated by their beliefs, values, attitudes, and the organization culture. Influencing what people believe should direct to changes in values, attitudes and behavior in which knowledge is shared behavior. Gillingham H. Robert, B. (2006) stated that it is complicated to get people to do things in a different way because people can simply fall back on defensive routines. A state of willingness require from individuals to get people to modify the way that they do things, it is central to manage those who are willing to create and share their knowledge (Yeh, Y. et al., 2006). According to the Abell, A. and Oxbrow, N. (2001) people ask numbers of question in organization towards knowledge management for example: What is in knowledge for me? How does it make my job easier? What appreciation will I get for sharing my knowledge? Etc. It is important to identify what knowledge p eople need and what knowledge people already possess and how to link people and knowledge process. In any system where information or knowledge is accessible, there must be adequate security to ensure that only appropriate people are able to see what knowledge is held and by whom, in that case confidentiality is the barrier to crafting a knowledge sharing culture in the organization (DuPlessis, M. 2008). But from the organizational point of view, one can comprehend that it is in national interest that the particular knowledge stays confidential. In other word the right information and knowledge should distributed to the right people at the right time and right place. For example in defense sectors and utilities provider such as countries like South Africa where they have one and only major energy provider, their key knowledge and information would be exceptionally secret hence it should be strongly managed (Sutton, S. Leech, S. 2002). Employee often does not know what is the concept of knowledge management their perception about knowledge as resources in not clear as capital assets resources. In the view of McCann, J. Buckner, M. (2004) people do not include knowledge into their work process to make final products and services and even do not feel responsible for sharing their own knowledge with colleagues. Kols, A. (2004) submitted that people do not even realize that they have knowledge worth sharing. Employees viewed knowledge management as an additional job, processes and formal channel of communications which is not incorporated into their daily working environment (DuPlessis, M. 2008). Another potential factor; employed turnover, where experienced employees transferred, promoted, retired, or fired from the organization, both their tacit and explicit knowledge may be lost unless the organization makes a concerted effort to assure that it is shared. Knowledge management setup and implementations requires sufficient time which is often claimed c onstraint. Time can be a difficult area or barrier, where employees are considered on the hourly basis, for example; accountants, lawyers, solicitors and engineers. For them, time is wealth and it is hard to modify the view that knowledge management be able to make them work smarter and quicker, even if they do expend some time on it upfront (DuPlessis, M. 2008). When the organization was steady and developing smoothly, it would be feasible for people to take extra time and effort to get involved in such knowledge management activities. Once the circumstances changed, these practices would be easily gone down because they were peripheral to business operations (Lin, L. Kwok, L. 2006). 2.8.2 Process Armistead, C. Meakins, M. (2002) declared that knowledge management is a process rather than an asset, and hence to facilitate maximize its value an organization must have to form an environment that facilitates the flow of knowledge. The argument between technology and people is about the ways of managing knowledge processes. Barnes, P. (2007), Probst et al., (2000) categorizes knowledge management in six core processes; knowledge identification, knowledge acquisition, knowledge expansion, knowledge sharing or distribution, knowledge exploitation and knowledge preservation. In order to share knowledge, one requires tools or processes: Expert locater systems, communities of practice (formal and informal), distance learning information-sharing tools, emergent expertise, storytelling, knowledge repositories, conferences/workshops/ seminars, e-learning applications and virtual communities are some of the methods organizations can use to disseminate knowledge. Abell, A. Oxbrow, N. (2 001) believed that people make process work, often through informal steps- how can these be formalized and how to build communities around business processes. Process must learn how to achieve the commitment of people to the learning process and how to integrate knowledge creation and utilization into business process. Processes need technology support- how to integrate business benefits and technology capability, it also require formal and informal communication between employees. Lack of communication, non-standardized processes and information systems and not knowing where to get knowledge. Gillingham, H. Roberts, B. (2006) stated that location and distance (geographical, legal, cultural and lingual) to access of vast organization knowledge can be a bottleneck Informal communication outlook as just chitchat or chatty activity, managers do not see the advantage of (tacit) knowledge process or transfer from one employee to another hence often employees are restricted to engage in discussing projects or ideas at meeting places such as near to water coolers or coffee machines (Webb, S. 1998). However organization confusion over the focus of the initiative often creates barriers to knowledge management: information or knowledge management; knowledge management or learning organization; which should lead human resources (HR) or information technology (IT). However there is danger in attempting to identify and collect everything available. According to Giannetto, K. Wheeler, A. (2000) if too much detail is gathered, it is impossible to distinguish what might be of value to employees and it will become a huge unmanageable, bureaucratic nightmare Organizations focus on collection not connection and attempt to capture all organization knowledge in repositories, often creating electronic bucket in place of physical filing cabinets also misunderstand the difference between tacit and explicit knowledge and treat it in the same way. 2.8.3 Technology The role of technology is significant; it is ultimately a facilitator of human knowledge in the organization. Technology or IS does not hold tacit knowledge, as it is held in the human brain (Rock, S. 1998), although it is transfer medium of tacit into explicit knowledge to some extend because tacit knowledge alters with each new experience and technology should be updated frequently. Armistead, C. Meakins, M. (2002) affirmed that information technology can enable speedy search, access and retrieval of information, and can support collaboration and communication between organizational members. In real meaning, it can undoubtedly play a variety of roles to support an organizations knowledge management processes. Technologies and knowledge management are strongly tied, because both assist the circulation of structured knowledge vertically and horizontally in the organization. (Yeh, Y. et al., 2006) argued that technology plays following roles in knowledge management: acquiring k nowledge; classify, store, index, and tie knowledge related digital items; search and identify related content; and flexibly communicate the content based on the different utilization backgrounds. Knowledge management classifications are broadly defined technologies which improve and enable knowledge generation, codification and transfer. Peoples experiences and interpretations that add value, transforms into knowledge by using technologies. Knowledge management (technology) tools for instance: e-mail, document systems, groupware, the internet, intranet and video conferencing are all knowledge collaboration tools which can be use for gathering, organizing and sharing knowledge in the organizations (Gillingham, H. Roberts, B. 2006). Not everyone is computer literate and that sort of illiteracy become a cause which brake knowledge management processes also people finds that working with complex systems is not easy (DuPlessis, M. 2006). Sometimes it is more challengi ng for the organization to get people trained to using the KM tools (technologies) to facilitate knowledge sharing and retention. Holland, J. Johanson, U. 2003) recognized that organization consideration towards technological costs sometimes restrain in respect of installing knowledge management softwares and hardwares. Perhaps both are very expensive in terms of getting licenses for every member in a large organization. Since knowledge is an intangible asset, it is more complex for organization to calculate return on investment in hard form (cash), therefore step back from any initiative; however Collison, C Parcell, G. (2001) believed that knowledge benefits can be defined in qualitative and quantitative measures. Another barriers occur when technology is not up to date with the business processes as well as with the improvements in the technological world then knowledge and information might become rapidly old-fashioned and if maintenance and back-ups is not done regularly, knowledge can be vanished in a catastrophe situation, which is not only costly but also irretrievable. The advance type of communications for example; intranet if organizations only rely on this then it will be a huge barrier to the exchange of tacit knowledge. Davenport, T Prusak, L. (2000) suggest that knowledge sharing events happen when people connect via communities of practice and in person meetings. 2.8.4 Culture Chen, C. Huang, J. (2007) described organizational culture as shared value, beliefs, and work atmospheres that could have considerable impacts on the behaviors of employees. According to Yeh, Y. et al., (2006) culture is the combination of value, core belief, behavior model, and emblem. Culture is normally reflected in the form of organizations corporate structure, management and leadership style, learning from experience, norms, and practices, trust, rewards and recognition, networks and community of practices etc (DeLong, DW. Fahey, L. 2004, Al-Hawamdeh, S. 2003). Culture can play a role for organizational learning and every organizations culture is an independent entity different than any other organization. Alavi, M. Leidner, D. (2001) suggested that it is significant to comprehend that knowledge management is not as much of technical problem, but it is more of cultural problem. Culture is not only intangible and illusive, but it can also be observed at multiple levels in an organization. Trust and honesty are elements of culture sometime not clearly visible, Davenport, T. Prusak, L. (2000) confirmed that without these elements knowledge management would not function properly between individuals. Employees ask many questions themselves for instance; if I share knowledge will others misuse it, can I belief the knowledge that others created (Abell, A. Oxbrow, N. 2001). Another familiar barrier point out by Kols, A. (2004) knowledge as a source of power or authority and therefore hoarding it, similarly organizations are naturally unwilling to share their skills and know-how with rivals. Employees possibly will not willing to share their knowledge because they might lose control/power, they spotlight on continued existence in the organization rather than willingness to share knowledge (Clegg, S. Palmer, G. 1996). The following Chinese sayings depicting this philosophy with influences from such widespread beliefs, knowledge sharing becomes more co mplex. A good mastery of a single skill ensures a lifetime employment (Lin, L. Kwok, L. 2006). Internal divisions are general obstacle. Each department, field office, service delivery site, or project team tends to focus on its own problems, have limited contact with outsiders, and unaware of what other subdivisions are doing. Davenport, T. Prusak, L. (2000) stated that employee often assumes that the people in top of organizational hierarchy have greater knowledge and expertise and this difference amongst individual may be seen as a barrier. Employees on different hierarchical or designations frequently struggle to share knowledge between these levels, as they feel they may have much or more knowledge on a particular subject but not consulted or totally ignored because of their position in organization. Furthermore Webb, S. (1998) revealed that managers often try to avoid consult subordinates because they might fear for losing face. If skills are greatly diverse within pro fessional areas and/or within ranks, it might obstruct the tools and practice through the knowledge is shared between levels. Organization consists of multiple genders and seeking assistance from same gender whether the person is helpful or not is normal cause and may be a barrier. Bartram, S. (2005) stated that women in managerial position often seen as one of the cultural barrier. Also assorted age makes a differentiation at the point of exchanging knowledge. Webb S. (1998) believed that employees are unwilling to share knowledge if the future economic growth of organization is unstable and they strive to secure their position by retention of tacit knowledge as power. The overall organization instability may spoil social networks and reduce flow of knowledge from one corner to another in an organization (Lesser, E. Prusak, L. 2001). Management emphasis on individual rather than team, disincentive to knowledge sharing, competition between employees, motivational limitations, lack of acknowledging for the supplier of knowledge, sub-standard physical layout of work space, and fewer management commitments could be a constraint for knowledge sharing environment (Chase, R. 1997). 2.9 How the barriers of knowledge management can be managed? Knowledge management is a lengthy and iterative process and its related benefits realized over a period of time. There are no rapid fix solutions to counter these barriers. However to overcome these barriers an organizations require to undertake essential approaches and actions. According to Du Plessis, M. (2008) knowledge management barriers directly line up with organizational, national and personnel culture. Top and senior managements can play a significant role for instance by raising the awareness of knowledge management activities and its benefits into work place (Birkinshaw, J. 2001). At any level of knowledge management it is compulsory to make sure that employees trained on the basis of knowledge management, once the knew the insights of knowledge management they are enough able to see how its adds value into their routine jobs and how organization can create social and intangible capital. However if employees ignore or do not understand the notion of knowledge management then they will not be capable to leverage it completely, even though organizations have elegant knowledge management plans and systems. Flexibilities between departments could span knowledge sharing boundaries. Employees should not reserve by position in a hierarchy and retain by resources. Davenport, T. Prusak, L. (2000) stated that the components of knowledge management: people, process and technology must be uniformly supplied in terms of time and money. The most powerful force in knowledge management is people because they can able to change their environment so trust in people is an extraordinary phenomenon in managing people and their knowledge. Milton, N. (nd) described two other ways to manage knowledge called connect and collect, however these terms are vastly similar to the Nonaka, I. Takeuchi, H. SECI model (see section 2.7). The S mean Socialization and it begins through the connecting people into social networks where they can able to talk, to share dialogues with other people where the other three boxes named Externalization, Combination and Internalization is all about revolving tacit knowledge into explicit into tacit knowledge. For example knowledge is documented, recorded into knowledge system or knowledge repository in an organized way thus the others can access it. Organizational culture should abide for mistakes by recognizing and gratifying innovative errors, also there should be no fear of losing position from not knowing the entire thing (Gillingham, H. Robert, B. 2006). In the view of Barnes, P. (2007), decentralize structure gives opportunities to know where the decisive knowledge is located and able to make more accurate decisions. Incentive and reward systems not only influence members to support knowledge management activities but it also encourage their willingness to take part in the creation and sharing knowledge (Yeh, Y. et al., 2006). Lack of trust alters into culture of trust and confidence get by face to face interacti ons; its not only the way of transferring tacit knowledge between individuals but it allows to evaluating the trustworthiness of both the giver and the receiver. Use of technology in knowledge management stipulates user training and members should have skills available other than technical ones such as interpersonal skills. According to the Abell, A. Oxbrow, N. (2001) technologies should not be the driver and substitute of social interactions; neither should it be a barrier. 2.10 Summary Every organizations is a knowledge based and they possesses particular knowledge in various forms such as in human capital, structure capital, intellectual capital etc. and the issue of knowledge management is essential because organization lives in uncertain world. The above literature has been identified potential barriers to knowledge management which was categorized into organizational culture, people perceptions, ineffective processes and obsolete technologies. There is no cause to believe that those barriers will not impact on knowledge sharing to a more or fewer extent within an organization and between personnel. However the rationale of this study was not to classify an extensive organizational barrier profile but the principle was merely to recognize a set of commonly studied barriers in knowledge management which can be apparent in various means across an organization. When organizations managed and implement knowledge in a logical and structure way it can add value to b oth the employees and organizations effectiveness. The literature review also fascinated that knowledge management is a social activity or relies on social models, even though sharing of knowledge can be possible from technologies but recipient and sender of knowledge are still humans. Organizational culture, employees perceptions and their characteristics, sources of knowledge creation and the context in which knowledge is shared are key consideration in knowledge management.

The Oxford Dictionary Defines Racism As “Prejudice,...

The Oxford Dictionary defines racism as â€Å"Prejudice, discrimination, or antagonism directed against someone of a different race based on the belief that one s own race is superior.† If further defines the same as â€Å"The belief that all members of each race possess characteristics, abilities, or qualities specific to that race, especially so as to distinguish it as inferior or superior to another race or races.† (Oxford Dictionaries | English, 2017).There are different types of racism based on religion, nationality, ethnicity, culture, gender, sexual orientation etc.Racism expressed individually, through explicit and implicit thoughts, feelings, or acts is Individual Racism. Racism expressed socially, through institutions that promote†¦show more content†¦When people and specifically youngsters are exposed to stereotypes of a specific group for the first time, then they are bound to assume that all people belonging to that group are that way. Similarly wh en a source constantly displays negative things about a particular race, then it affects the overall opinions too. (Media Racism, 2012) An example of typical stereotypes in America is the Asian Americans Stereotypes. The media frequently depicts Asians American college students as academic overachievers or nerdy persons with poor social and communication skills. It is suggested by various studies that this opinion affect their interactions with peers as non-Asian college students don’t initiate friendship with Asian students (Zhang, Q., 2010) and hence they are more likely to be neglected by the majority. Asian Americans are also usually portrayed as hardworking, technologically savvy, industrious and law-abiding. 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Domestic Violence A Serious And Grave Social Concern

Domestic violence is a serious and grave social concern. Domestic violence essentially affects everyone. It is not merely a personal or private problem in families. According to the Bureau of Justice Statistics, a woman is beaten every 15 seconds somewhere in the United States. (www.bjs.gov). According to the AARDVARC 960,000 incidents of violence against a current or former spouse, boyfriend, or girlfriend each year to 4 million women who are physically abused by their husbands or live-in partners each year. (AARDVARC.org) The National Domestic Violence Hotline has received more than 700,000 calls for assistance since 1996. (National Domestic Violence Hotline.) There are many different forms of domestic violence from mild to severe forms of abuse with mild forms occurring more often than severe abuse. Mild abuse includes pushing, grabbing shoving, or slapping a woman. 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Public Administration Dichotomy Free Essays

string(182) " the Japanese experience and to emulate the success of the Koben system led to the institutionalisation of community policing as the new policing strategy and philosophy of the SPF\." RESOURCE MATERIAL SERIES No. 56 COMMUNITY POLICING IN THE CONTEXT OF SINGAPORE Jarmal Singh* I. INTRODUCTION Singapore has grown in many ways over the last 40 years to become a city-state that enjoys a high level of economic growth, political stability and most importantly, a sense of safety and security. We will write a custom essay sample on Public Administration Dichotomy or any similar topic only for you Order Now It was not a smooth journey, as the country experienced its turbulent periods in the 1950s and the 1960s, characterised by problems of political instability, communist insurgency, secret societies, unemployment and communal riots. Today, Singapore’s crime rate is low by international standards and has declined successively for 9 years from 1989 till 1997. Crime rate has only edged up slightly by 5. 2% in 1998 when the entire South East Asia region plunged into financial and economic crisis. The rise was mostly attributed to theft of handphones and cash cards, and immigration offences. Amidst the rapid modernisation of society, much of the transformation from the old crime-ridden town to a safe city today can be attributed to the Singaporean government’s tough stance towards criminals and criminality in the form of strict laws and heavy penalties. Apart from the strict laws and rigorous enforcement, the improvement of the social and economic situation helped to control crime. Over the past 15 years, the Singapore Police Force (SPF) has made two significant innovations in the area of policing in light of social and economic changes. The first being the introduction * Deputy Director Operations, Police Headquarters, Singapore Police Force, Republic of Singapore. of a community-based policing strategy through the Neighbourhood Police Post (NPP) system in 1983 and the shift towards community-focused policing through the creation of Neighbourhood Police Centres (NPCs) in 1997. Prior to 1983, policing strategies were reactive in nature. Police services were dispensed centrally, mainly through the 8 police stations existing at the time. Each police station served a very large area and these areas were patrolled by cars. Impacted by urbanisation, social and economic transformations, the police were faced with rising crime and a loss of public contact and support. The SPF then realised the importance of fostering closer police-community relations in an effort to prevent crime. By re-orienting a patrol strategy that was skewed towards the motorised mode to one that was community oriented and emphasised foot patrol, it is felt that the police could create a heightened sense of presence and visibility to deter crimes. The Neighbouhood Police Post (NPP) system, adapted from the Japanese Koban System, was introduced in 1983. Eight NPPs were set up as a pilot in a constituency, with a view to assess the impact and success of the system in Singapore’s environment. The trial was a success. By 1993, the entire set of 91 NPPs was set up throughout the island. This was accompanied by falling crime and increased sense of safety and security amongst the public. However, in view of rising expectations of both the public and police officers, and the need to address new challenges arising 126 RESOURCE MATERIAL SERIES No. 56 IV. SPF’S ADOPTION OF THE COMMUNITY POLICING STRATEGY The key strategic driver for the SPF’s adoption of the community-oriented policing model was to establish and leverage community support for our own law enforcement policies and strategies in the face of a changing operating environment. The key changes in the operating environment were as follows. A. Increasing Crime Trend (1974 to 1983) Firstly, although the crime rate in Singapore was low by world standards, there was a disturbing trend of an overall increase in all types of crime (except violent property crimes) for the period 1974 to 1983. Analysis revealed that 70% of such crimes were house-breaking, theft of vehicles, and robbery which could have been prevented. The promotion of community-oriented policing would help the SPF to battle crime, as improved policepublic relationships should result in a higher level of crime prevention awareness and greater public co-operation with the police. B. Change in Population Distribution Secondly, the population distribution was changing. In the 1960s, before the creation of the Housing Development Board (HDB), the bulk of Singapore’s population was concentrated in the centre of the city. However, as a result of the HDB success in providing low cost public housing, about 84% of Singapore’s population shifted from the city area to new towns and estates all over the island. These new public housing estates comprised mainly of high rise buildings and these lessened the opportunities for the public to interact with the police. The SPF could no longer simply rely on the 8 divisional police stations for efficient and speedy service. There was a pressing need to develop a new, efficient response system that could cope with the changing operating environment and at the same time, offer opportunities for meaningful police-public interaction in a densely populated, urban environment. This spurred the SPF to develop the decentralised system of the NPP to serve the needs of the urban population better. C. Rising Public Expectations Thirdly, the general population was increasingly affluent and educated. This raised two challenges for the SPF. One was to meet rising public expectations of the police service. The other was stiff competition from the public and private sectors for quality recruits. The nature and prospects of police work was deemed by the younger generation as comparatively unappealing. Community-oriented policing addressed these two challenges by raising the quality of police services through attracting better quality officers seeking job challenge and satisfaction in the enhanced job scope. D. Learning From the Japanese Koban System At this stage, the SPF was in search of a successful community policing model. This was found in the form of the Japanese Koban (or police post) system. In Japan, the high crime clearance rate of 60% was due to the trust and co-operation that the public had with the police. Statistics also indicated that 80% of the Japanese public readily provided information to help the police arrest offenders. The desire to learn from the Japanese experience and to emulate the success of the Koben system led to the institutionalisation of community policing as the new policing strategy and philosophy of the SPF. You read "Public Administration Dichotomy" in category "Papers" 28 112TH INTERNATIONAL TRAINING COURSE VISITING EXPERTS’ PAPERS V. THE NEIGHBOURHOOD POLICE POST (NPP) SYSTEM A. Study Team In November 1981, a team of Japanese experts was invited to help implement the Koban System in Singapore. The Koban system was to be adapted for use in the Singaporean environment, with varying social settings and attitudes of the populace. With the recommendation of the Study Te a m t o e s t a b l i s h o n e N P P p e r constituency, 8 NPPs were first established on 1 June 1983 in the 8 onstituencies in one police division. The second phase of implementation began with the setting up of several NPPs in two other police divisions. Positive public response to the NPP system lead to the acceleration of the final implementation phase ending in December 1994. There are now 91 NPPs throughout the island. One division was merged with neighbouring divisions so that manpower saved could be deployed to the frontline, to meet the needs of the new system. B. Purpose of the NPP system The NPP system was implemented in Singapore with the following objectives: †¢ To i m p r o v e p o l i c e – c o m m u n i t y relations in Singapore; †¢ To prevent and suppress crime through the co-operation of and support from the community; and †¢ To project a better police image and win the confidence of the public in the police with more community-oriented services. C. Infrastructure / Location NPPs are the most familiar police contacts of the community within their neighbourhood. They are kept small to be personal, but big enough to make an impact in the community. The area of coverage of each NPP is based largely on the political boundaries. The average population covered by each NPP is about 35,000. Being the most familiar police contacts, the NPPs have been located where their services will be demanded most. Factors such as the number of households and population are taken into consideration in setting up and locating NPPs, to reach out to the widest possible section of the population. D. Oganisational Structure A NPP is manned by a team of about 12 29 112TH INTERNATIONAL TRAINING COURSE VISITING EXPERTS’ PAPERS in crime prevention. Another effect of the NPP system is the decentralisation of police functions from the divisional level to neighbourhood level. The police at the frontline are more empowered with greater autonomy and discretion to discharge their duties. This has expedited police response to crime incidents and improved quality service. The decentralisation principle has also enabled the police to penetrate deeper into the society and thereby effectively pre-empt criminogenic conditions. It is possible for the police to tap valuable information about the people and the conditions that are causing criminality. Community policing has shifted its emphasis from car patrols to foot and bicycle patrolling. Together with house visits, this has brought the police very much closer to the community. The increased visibility of the police in the neighbourhoods has helped to deter crimes and eliminate the general fear of crime in society. This is also noted in the decreasing crime rates each year. With community policing, the public has also become more aware of its role and responsibility in crime prevention and detection. The number of public-assisted arrests had steadily increased from 33. 6% in 1992 to 34. 8% in 1993 and 36. 1% in 1994. That is about 1/3 of the total arrests made! The close co-operation is not only reflective of the high level of public spiritedness but also the evolving partnership between the public and the police in crime busting. The SPF has strengthened the trust of the public in the police. Two surveys conducted in 1987 and 1991 confirmed that: †¢ NPPs have created more and closer contact with the public; †¢ NPP system has increased the confidence of the general public in the police; †¢ NPP system has had a positive impact on the image of the police. Community policing and the NPP system has brought the police services to the community, helped Singapore achieve a low crime environment, and enabled SPF’s to reach out to the public. There is ample evidence that the community policing strategy and the NPP system in Singapore is a success. The 1996 Global Competitiveness Report ranks Singapore the safest city in the world in terms of its resident’s confidence that their person and property are protected. VII. BUILDING ON THE COMMUNITY POLICING STRATEGY The NPP based system of community policing has served the SPF well for 14 years from 1983 to 1997. In 1996, the SPF initiated a review of its operational strategy. The review was driven by the realisation that the future would not be built through perfecting the past, no matter how successful it had been. More importantly, the SPF must ensure that the success of the NPP system itself does not become a limiting force that stifles growth and innovation in meeting new policing challenges and public needs. As the SPF enters the new millennium, being the sole provider of policing services, the organisation owes its fellow citizens to further improve the already low-crime environment and strive to make Singapore even safer than it already is. Policing must be done smarter and more effectively than before. It is also clear in the SPF’s vision to become a strong service organisation by 31 RESOURCE MATERIAL SERIES No. 56 making continuous improvement to work processes to meet rising public expectations. At the same time, the SPF wants to offer every officer within the organisation a more enriching job scope and experience that stretches the officer’s abilities and helps maximise their potential. Since the implementation of the NPP system, the SPF has retained its traditional, rea ctive policing capabilities (namely, fast response patrols and investigation teams) in its 7 land divisions. Only the 91 NPPs that report to these police divisions have evolved along the direction of developing community-based policing capabilities. Community-based policing has also been refined incrementally over the past 14 years. One recent innovation is the doctrine of ‘problem-solving’, under which NPPs initiate the resolution of certain community law and order problems that arise from simple systemic causes. The problem-solving approach makes community policing more effective because it is proactive and pools the whole community together in a concerted effort to ensure a safe, peaceful and cohesive society. An example of a good problem-solving case is that by Hong Kah South NPP. The NPP used to receive many complaints about coffee-shop patrons consuming beer, after midnight, even when the coffee-shops in question were closed. Residents complained about the incessant noise pullution, littering, vandalism (often vulgar words written on walls), urinating in public places, and fighting. The coffeeshop patrons’ unruly behaviour caused sleep deprivation to the residents, dirtied the neighbourhood and created a sense of public unease (especially to young ladies returning home late at night). Aware that repeated one-off responses to such incidents is not an operationally effective solution to the problem, Hong Kah South NPP adopted the following solution. A. Co-operation with Coffee-shop Owners Mindful of the need to maintain good rapport and act in partnership with community resources to resolve local community problems, Hong Kah South NPP officers sought the co-operation of the owners of the problematic coffee-shops in the following areas: (1) Stop the sale of beer and start preparations to close half-an-hour before the end of the stipulated licensing time, so that ample time is given to the patrons to finish their drinks. 2) Stack up the chairs and chain them up, before closing the coffee-shop. (3) Remove all empty bottles from the tables to prevent their use as weapons. B. Dialogue Sessions with Coffeeshop Owners Based on the recommendation of Hong Kah South NPP, regular dialogue sessions with the coffee-shop owners are conducted at the Division Headquarters. Besides crime prevention advice and police recommendations, there is also sharing of good practices between the coffee-shop owners. This is effective in exerting peer group pressure on the owners of problematic coffee-shops to follow the good example set by their counterparts. The above measures were successful in curbing the problem. Residents now enjoy restful nights, the neighbourhood is pristine in appearance, and a sense of peace and security prevails. 132 112TH INTERNATIONAL TRAINING COURSE VISITING EXPERTS’ PAPERS VIII. NEW OPERATING ENVIRONMENT The SPF is expected to work in an increasingly complex environment, with forces that affect community safety and security arising from a multiplicity of causes. These complex social ills are characterised by seemingly intractable problems such as juvenile delinquency, spousal violence, the link between substance abuse and property crime, or the law and order problems posed by foreigners working in Singapore. The SPF’s traditional tool of effective enforcement can no longer, by itself, adequately address these challenges. The doctrine of problem-solving, which is targeted at simple systemic causes, and analysed and solved at the level of the NPP, is also impotent in the face of higher-order social dysfunction. In addition, the SPF must continue to meet the rising public expectations of its service standards, as well as its ability to enhance safety and security. A recent survey, commissioned by the Service Improvement Unit (SIU), revealed that one area where the SPF failed to provide high levels of satisfaction, but which was highly important to the public, was the ability of the police to help solve the problems that have been brought to the attention of the NPPs. In October 1997, the SPF made another significant and bold move to re-design the NPP system in a bid to strengthen its community policing approach, in light of the changing environment and factors. A system that can carry the strengths of the previous NPP system, like tapping on local knowledge to solve crimes, and at the same time can enable the SPF to grow and address key policing needs, ensures its continued relevance. The Neighbourhood Policing Centres (NPCs) system has been created to enhance the community policing approach by: †¢ Strengthening the SPF’s front-line operating system; †¢ Building a strong service organisation; †¢ Increasing community involvement and responsibility for its own safety and security; and †¢ Optimising the value contributed by each police officer to the policing process. IX. NEIGHBOURHOOD POLICE CENTRES A. Changes to NPP System In order to deliver decentralised, flexible, integrated and community-focused capabilities, the existing structure of land divisions and NPPs will be modified. At the centre of the new operating system is the Neighbourhood Police Centre (NPC). The existing seven police land division will be reconfigured into six policing regions. Reporting to each of these regional commands will be the NPCs. NPCs will be the sole vehicle for front line policing to ensure the community’s safety and security. In the redesigned system, NPCs will be accountable for the total outcome of policing in the community. A short summary of the key differences between the NPP system and the NPC system is given in the below figure. 133 RESOURCE MATERIAL SERIES No. 56 NPP System †¢ Community policing post with limited services †¢ Disparity in workload due to electoral based boundaries †¢ General services to attract residents and establish points of contact †¢ Low value tasks and narrow job scope †¢ Compartmentalisation of services with many officers each performing a separate task †¢ Lower priority on proactive work †¢ Community-based policing NPC System †¢ One-stop total policing centre provding the full range of policing services †¢ More efficient pooling of manpower resources to serve the community †¢ Focused on services that are critical to safety and security †¢ High value, board job challenge, better quality officers †¢ Integrated service process with one NPC officer handling the entire service process †¢ Dedicated resources for proactive work †¢ Community-focused policing B. One-Stop Total Policing Centre Today, the areas policed by NPPs vary significantly. Some NPPs have jurisdiction over areas with 2,000 households, while other NPPs serve up to 5,000 households. NPCs will however serve areas of similar residential population sizes. On average, each NPC will serve about 100,000 residents. The size of each NPC is kept to between 100-120 officers, with administrative overheads, such as personnel and logistical support borne by the Regional Command Headquarters. It also ensures that the NPCs are not so large as to present a cold and impersonal image to the public. A total of 32 NPCs will be created by the year 2001 to serve an indigenous population of 3. 2 million in Singapore. NPCs, as centres of total policing, have a variety of policing options, ranging from reactive patrols and investigations, to proactive policing activities. These 32 NPCs islandwide will be supplemented by at least another 66 NPPs, with each NPC managing between 1 to 4 NPPs. With the creation of NPCs, the current 91 NPPs would be re-distributed to achieve a balance of easy accessibility to police counter services for the public and an optimal number of NPPs to be deployed in the NPC system. The emergence of the NPC as the sole vehicle for the provision of policing services means that NPPs cease to be sub-units of a larger police unit. The officers manning each NPP will come from the NPC itself. NPPs therefore represent service points only, with the deployment of patrol, investigative and pro-active policing resources based on the overall needs of the entire NPC area of operations. Each of the six policing regions will have a dedicated Regional Command Headquarters to oversee police operations. Six Regional Commands will replace the existing seven police divisions. These Regional Commands will comprise the command and support elements for the region. They will also include specialist investigation units, focusing on investigations into serious crimes and other investigations likely to lead to prosecution in court. Each Regional Command will house a NPC to serve as the frontline service point for public interaction. 1 A DGP is a development plan that defines and builds a particular township. In the plan, each town’s boundaries are clearly mapped out. 134 112TH INTERNATIONAL TRAINING COURSE VISITING EXPERTS’ PAPERS C. Relationship to Development Guide Plans (DGPs) Unlike the current NPP boundaries which are linked to political constituencies that may change after a General Election, NPC boundaries are based on Urban R e d e v e l o p m e n t A u t h o r i t y ’s ( U R A ) Development Guide Plan1 (DGP) areas for the following reasons: (a) The DGP areas, being geographicallybased, provide additional leverage by creating a sense of territorial ownership for the community. This will enhance the community’s identity. (b) Each DGP area also has an expressed vision, which further reinforces a coherent identity for the communities living within that area. (c) DGP areas are permanent, unlike electoral boundaries. Over time, distinct identities can emerge for different communities, without being interrupted by changes in constituency boundaries. Each NPC operates out of police facilities sited within its area of operation. Facilities for the NPCs could be co-located with other community agencies. A single edifice, representing all the community agencies for that area, will tity for the comm the sense of community identity and permanence. As NPCs or NPPs are the means through which the SPF engages in community-focused policing, they can easily blend into a building that encompasses community clubs, community libraries, and service points for other community agencies. Most NPCs would be sited at 0. 0heart of 0. 0residential area in photing geilities commonmay other 135 12TH INTERNATIONAL TRAINING COURSE VISITING EXPERTS’ PAPERS The shift to a community-focused model fundamentally alters the SPF’s operating strategy. Successful policing will no longer be measured solely in terms of falling crime rates. As the focus shifts from the police to the community, what matters to the community, for example, its level of safety and security, will determine the success or otherwise of the police mission. Arising from this, it will no longer be appropriate for formulaic approaches to be applied uniformly across the different communities. Police units operating in different communities must develop customised solutions tailored to meet the needs of, and which take into account the constraints on, each community. The need for specific, custom-made and workable solutions will redefine the required levels of operational competence. These demands will fuel the need to develop, at the organisational level, learning competencies so that each customised solution enhances the quality of the future solutions. An operating strategy that is focused on the community also entails a skillful management of relationships between the police and the individuals, grassroots organisations and volunteer groups that form part of the community. Structurally, the SPF will be empowered and decentralised, so that at the front-line, police officers can ‘broker’ for total solutions in response to community law and order concerns. Such an approach also has other benefits, in particular, by providing opportunities for individual participation in improving the quality of life in their community, so that emotional bonds to the community are strengthened. It therefore forms an inportant element in the overall Singapore 21 vision to build a civil society with strong community ties and active citizenry. It is also an integral part of the Government’s strategy to gradually lower the community’s level of dependency on the authorities and to engender shared responsibility for social problems and their solutions. This is done through a new initiative known as the Community Safety and Security Programme (CSSP). A CSSP is an action programme jointly drawn up by the grassroots leaders, residents and the police. It consists of the profile of the community and its needs, the key agencies involved and the action plans to tackle the community problems affecting the safety and security of the neighbourhood. Through CSSPs, the NPC system aims to shift the community’s mindset from what the police are doing about safety and security to what we can do together. One CSSP is crafted for each precinct / constituency and each differs from another, since different communities in different neighbourhoods might not share the same concerns. The CSSP aims to get the residents more involved and be responsible in taking actions to address the safety and security concerns affecting their neighbourhoods. The driving belief is that each citizen can make a difference to society. G. Optimising the Contribution of Each Police Officer The SPF currently has a regular component of nearly 8,000 officers and 1,000 civilian staff. With falling birth rates, the size of new cohorts joining the workforce grows smaller each year. As an organisation competing within a limited pool of labour resources, the SPF must be attractive and challenging to bring in the best talents. Whilst the SPF may face the challenge of attracting the best talent to join the organisation, it has to contend with retaining officers over the medium to long term. 137 RESOURCE MATERIAL SERIES No. 6 SPF Commissioner, Khoo Boon Hui, during one of his dialogue sessions with NPC officers said â€Å"†¦ That is why not only do we have to take care of those who are with us, but to get the best people to join us †¦ one of the main motivations of why we are going into the NPC system, †¦ is to bring our officers to match the expectations of the job, and to be proud of what we do. ’’ Through the NPC system, the SPF is able to redesign its front-line jobs so that it can continue to recruit quality manpower from each graduating cohort. At the same time, in line with the national policy of continuous upgrading, the SPF also needs to upgrade the qualifications of its officers after they have entered the service. Redesigning jobs to create viable and attractive front-line careers in the NPC system will serve to enhance the credibility of the SPF as an institution, and instill trust in the ability of the police to carry out their tasks effectively. The educational profile of police officers serving the community must be kept high to match the broad rise in educational qualification of the society. This will enable the SPF to meet new job demands, greater challenges and the expectations of the public. H. Organisational Structure In order to fulfil its role as being community-focused, and responsive and flexible to the needs of the community, police officers in the NPC operate in an empowered and self-directed fashion. They work as a team, rather than as individual officers. The basic unit in the NPC is a group of three front-line officers, led by one group leader. This group of four officers is selfdirected, and undertake the entire range of policing responsibilities of the NPC. Each group is also responsible for nurturing and building a network of community relationships within a precinct of about 1,200 – 1,500 households. As this group is deployed as an operational entity, it will facilitate the process of team learning, a key lever of change and innovation in the redesigned system. An average of 5-6 such groups form one team, which is led by a team leader and one assistant team leader. Each NPC have four teams, reporting to an NPC commander. Each NPC comprise, on average, 100 regular officers. With another 15 full-time national servicemen attached to the NPP, the total strength of the NPC will be about 115 officers. X. NPC IMPLEMENTATION PHASES As the NPC system is a major change for the entire the SPF. It involves major re-organisation. Many of these changes will take some time to implement. A phased implementation approach has been adopted: Pilot Phase Oct 1997 1st pilot: Queenstown NPC created in Central West Region. Apr 1998 Another 3 NPCs, namely Bukit Timah NPC, Bukit Merah West NPC and Jurong East NPC were created in same region. Phase I Jun 1999 6 NPCs in West Region to be created. Phase II Jun 2000 4 NPCs to be created in North, North-Eastern and East Regions. 138 112TH INTERNATIONAL TRAINING COURSE VISITING EXPERTS’ PAPERS Phase III Jun 2001 SPF believes that its policing changes are set in the right direction. Our success will depend on our willingness to learn and change the way we operate. Our commitm ent and passion to learn collectively as a team, from the top police chief to the front-line officer, may turn out to be the most significant success factor in our journey into the new policing environment presented by the next millennium. 8 NPCs to be created in Central-Western Region. In Commissioner Khoo’s words, â€Å"A pilot is not to test whether the system will succeed or not. It is a pilot in the sense that we allow officers more leeway to improve the system, to share experiences, resolve operational problems and tell us what is wrong. ’’ XI. PRELIMINARY NPC’S RESULTS A recent review of the pilot phase implementation has shown positive results and all the NPC objectives are largely met. A large majority of the officers felt that they had stronger working relationships with their team mates, between teams, supervisors and key officers. 74% of the officers were confident of their abilities in performing the various aspects of NPC duties (information technology systems, procedures and investigative duties). 81% of the officers rated the facilities in the NPC to be much better than their previous workplace (NPPs and Land Divisions). Compared to one year before the NPC was set up, one-third of the residents in the precincts felt that the safety in the neighbourhood now was â€Å"much better†. Two-thirds of the residents felt that the police had at least made some improvements to increase security in the neighbourhood with the creation of NPCs. XII. CONCLUSION The community policing framework in Singapore has been shifted to uplift the professionalism in front-line jobs and getting the community more involved in safety and security matters. The re-design of the NPP system builds on the achievements the SPF has made over the past few years – community policing, empowerment and quality service. The 139 How to cite Public Administration Dichotomy, Papers

Corporate Entities Companies Act - 1993

Question: Discuss about the Corporate Entities for Companies Act, 1993. Answer: (a). (i) Section 128 of the Companies Act, 1993[1], says that a companys affairs and business are to be administered by the board of the company. It further states that the board has the all the powers that are needed in doing so. Section 130[2] of the act holds that the board can delegate its powers to a director, committee or an employee subject to certain conditions. The board stays responsible for such acts. As per section 138[3] of this act, the directors can rely upon reports, statements (or other information) which have been prepared by experts or professionals. The decisions taken by directors in a board meeting have to be based on the deliberations and discussions between the directors. These directors are the members of the Board. Any person who is not a director cannot take part in such meetings (exception section 130). The discussions of board are confidential in nature. Section 145[4] of this act states that a director should not disclose any such information, which is not available to the director or public in the normal course. Keeping in mind the above provisions, the presence of WSBPLs directors in Fancys board meetings would result in breach of confidential information by the directors. The affairs of Fancy have to be administered by the board of Fancy and any interference from the board of the WSBPL would result in contravention of this section. Further, taking inference from Section 130, Fancy can delegate its powers but that has not been done here. Moreover, a disclose of confidential information of Fancy would be done if WSBPL attends such board meetings. In such a case, director would have performed a contravention of responsibility to function in good faith as per Section 138A(1)[5]. (ii) In case where the WSBPLs directors were not present at Fancys board meetings and the board was simply relying on the recommendations of the report, the matter would be covered under Section 138 of the Companies Act, 1993. As stated above, this section gives directors the liberty to use information or statements prepared by professionals or experts in matter where the directors believe such expertise is necessary. This section is applicable only when a director of the company performs in good faith and carries out thorough investigation (if necessary). In this case, only reliance was made on the report and the meeting of the board was held properly, so the directors would not be liable for any breach. And no offence would have been committed. (b). (i) Section 145 of the Companies Act, 1993 holds restrictions for utilization of company data. As per this section, a director or an employee of a company cannot disclose or use any information unless it is required by the company or law. This means that the sensitive information of a company cannot be used by a director or an employee for their personal benefits. This has been famously held in the matter of Pacifica Shipping Co Ltd v Andersen Ors[6]. The cases of Kawhia Offshore Services Ltd v Rutherford and Marine Mooring[7] and Industrial Development Consultants Ltd v Cooley[8] further affirm the judgment of Pacifica v Andersen case. In all these cases, the central theme of the decision of the judge stated that a director is not allowed to take advantage of the possible business opportunities or benefits available to the company. These cases further hold that the economic benefits may be negligible or nil. Even in such cases, a director is prohibited from using the information of the company for his personal benefits. Here, Dunstan and Swindle are two directors of the company and there are two employees of the professional firm hired to write the report. These people had thorough knowledge about the financial condition of the company. They also had confidential information relating to various aspects of Fancys business. Most importantly, these people are aware about the expansion opportunity available with Fancy and also the huge demand of Fancys products in Canterbury. These parties are also aware about the profitability of Fancy which has exceeded the companys expectations in the last ten years. The actions of the four individuals would result in a contravention of the fiduciary duties of a director. Under section 131 of the act, it is the fiduciary duty of the directors of Fancy to act in good faith and best interest of the company. Forming a new company would prove them guilty of contravention of this section. It is the duty of the director of Fancy to act as a responsible director. Also, sect ion 145 dictates that the information be used in diligent manner, and here formation of new company results in direct violation of this section by both the directors and the employees. And as a result he would have committed an offence as stated under Section 138A(1). (ii) In order to avoid being held accountable for their actions they must fulfill certain conditions. These conditions have been stated as a test by the judge (Davison CJ) in the case of Pacifica Shipping Co Ltd v Andersen Ors[9]. The judge stated a test which the parties would have undertake to prove that the information used by them was public and not confidential. Secondly, they must prove that the information was freely communicated and there was no secrecy or confidentiality duty. Lastly, they can show that the use of information has caused no harm to Fancys business or otherwise. This last point is the most advantageous point for these parties and from the view of the company this is the most disadvantageous one. In order to show that the use of particular business has caused harm to the company, a link between the information and damage has to be clearly established. The parties can prove that there was no direct link. They dont have to go to the hassle of proving that there was a direct link that is the responsibility of the company. These parties can simply show that there was no interconnection and that the points are mutually exclusive. A notable case in this matter is Holden v Architectural Finishes Ltd[10] where the judge held that director used the information which was public knowledge and not confidential in nature. The judge also held that no special opportunity was utilized by director. (c). (i) Section 138 of Companies Act, 1993 states that a director can, in order to fulfill his duties, make a reliance upon reports or statements or other information prepared by an employee of the company who is competent in the related matters. A director can also rely on such persons professional advice. But this section further says that a director has to do so in good faith and has to make necessary inquiry where needed to use such information or advice. Also, the director has to make sure that there is no reason to decline such information or advice. In case the directors is aware that such reliance may prove harmful for the company, he should not use such information or advice In the given case, the directors of Fancy have access to the accounts of the company. They also have knowledge about the PAYE and GST being unpaid and that cheques of the company have been dishonored. Despite this the accountant and the general manager of the company have advised for continuation of operation of business. The directors should not let the company continue its trading. Though the advice has been received from professionals/experts on the matter (being an accountant) but everything is in front of directors and they are aware of the weak financial conditions. The Act through section 131[11] contains that it is the duty of the directors to perform acts in good faith and in foremost interests of the company. Section 135[12] of this act holds that the directors must not allow the business to be continued when there is a considerable risk of major loss to the creditors of the company. The act through section 137[13] holds that directors should exercise due diligence, care and skill while performing their duties. A director is supposed to be loyal to the company they work for. Section 131 of the Act indirectly points towards the fiduciary duty of any director to be loyal to the company. This was famously held in the matter of Regal (Hastings) Ltd v Gulliver[14]. The directors were held responsible for breach of their duties by failing to capitalize an opportunity which would have resulted in reasonable profits. To further answer this question, a reference must be made to the case of AWA Ltd v Daniels[15]. The judge of this case held that a director has to have the basic knowledge about the companys business. The judge also held that the director has to make sure that he is intimate with the foundations of the business of the company. In case of Norman v Theodore Goddard[16], it was held that a director should exercise due diligence, care and skill while performing their duties in such a way as a normal person may undertake his own sake. In this case, if the directors continue the operations, they would be held as having committed an offence stated under Section 138A(1). (d).(i) In order to promote transparency and accountability, the law requires every company to maintain certain records. Section 189[17] of the Companies Act, 1993 contains the requirement of keeping company records. As per this section, the company has to keep certain documents at the registered office of the company. This includes the company constitution; the minutes of every meeting plus the shareholders resolutions (last seven years); register of interests; minutes of every meeting of directors plus the resolutions passed by directors committees and the directors (last seven years); certificates provided by the directors (last seven years); details of directors including their names and addresses in full; duplicates of the written transmissions to shareholders (last seven years) with the annual reports; duplicates of financial statements (last seven years); the accounting records of ongoing accounting period (last seven years complete financial statements); and the share register. Section 87[18] of the Companies Act, 1993 states that a share register must be maintained by a company. This register should record the issue of share by the company. The register should clearly state if the constitution of the company applies any restriction on transfer of shares. And it should also contain how the documents containing such restrictions can be inspected. As per sections 200[19] and 201[20] of Companies Act, 1993, every large company has to compile financial statements annually[21]. Such financial statements should be compiled within five months of the date of the balance sheet and have to be signed (and dated) by the directors of the company. Also, these financial statements are to be compiled by following the generally accepted accounting practice. (iii) Section 194[22] of Companies Act, 1993 contains the legal obligations of Fancys board to ensure accounting records are kept. This section states that the board of company needs to make sure that the accounting records are retained at any and all times; and that the records rightly document the companys deals. The board also has to ensure that, the records clearly show that, the financial statements of the company have been complied as per the accounting practices which are accepted generally. Lastly, it is also required from directors to ensure that the statements can be audited properly and at any instance. This section requires the directors to form and sustain adequate system of control of the accounting records. The section further requires that the records/ documents must be retained in English or in a language which can be easily and readily be converted into written form in English. Section 195[23] of the Companies Act, 1993 contains that such accounting records can be retained at a place other than New Zealand. In case where the accounting records are not kept in the country, the company has to make certain that the conditions stated in section 195(2)(a)[24] are fulfilled. Also, a notice stating where the accounting records have been kept has to be provided to the Registrar. (iv) As per section 194 this act, if companys board is unable to fulfill the essentials covered in this section, every director is considered to have committed an offence. Such director(s) is also liable to the penalties stated in section 374(3) of this act. Such penalties are applicable only if the director is held responsible and is convicted under the sections of this act. Section 374[25] of the Act contains the provisions regarding penalties that can be imposed on the directors where the board is unable to fulfill the provisions of this act or where the company is unable to fulfill the provisions of this act. As per section 374(3)[26] of Companies Act, 1993, a director convicted of an offence in this Act is culpable to a penatly. The value of such penatly, in this given case, cannot exceed $50000. In the present case, if Fancys board fails to fulfill the terms contained in section 194, each director would have committed an offence. And as a result, each director of Fancy would be liable to penalty of upto $50000. References Cases New Zealand Pacifica Shipping Co Ltd v Andersen Ors [1986] 2 NZLR 328; (1985) 2 NZCLC 99,306 Holden v Architectural Finishes Ltd (1996) 7 NZCLC 260, 976 at 261,027. Kawhia Offshore Services Ltd v Rutherford and Marine Mooring HC Hamilton CP61-99, 24 April 2002 Australia AWA Ltd v Daniels (1992) 7 ASCR 759; 10 ACLC 933 at 101 United Kingdom Industrial Development Consultants Ltd v Cooley [1972] 2 All ER 162 Regal (Hastings) Ltd v Gulliver [1942] 1 All ER 378 Norman v Theodore Goddard (1991) BCLC 1027 Statutes New Zealand Companies Act 1993. Other sources Maintaining and keeping records (30 March 2015) New Zealand: Companies Office https://www.business.govt.nz/companies/learn-about/compliance-requirements/maintaining-keeping-records#accounting-records