Text for the question.

Higher life expectancy worldwide 

TEXT I

In Europe, Weber still rules

Statecrafting

Jul 13, 2016

Steven Van de Walle

True, many tools and management practices associated with the NPM such as staff performance talks or management by objectives have become very common. Across all countries, the almost 7000 top civil servants we surveyed list achieving results and ensuring an efficient use of resources among the most important roles they have. They are also in agreement that, compared to five years ago, the public sector has made major progress in terms of efficiency and service quality — two main objectives of the NPM.

There are ‘NPM champions’ — countries that have gone further than others in reforming the Weberian state. Think the UK or the Netherlands, where public employment is increasingly normalised, and delivery contracted out. But even there, the structures of traditional public administration remain firmly in place.

Some elements of the NPM are still mainly absent from current management practice in European countries. Internal steering by contract is not very common, and performance related pay is very rare despite the popularity in reform talk. The weak presence of flexible employment also shows that the Weberian model still dominates. Despite attempts to normalize public employment in some countries, civil servants still enjoy a unique statute. We also observed this during the fiscal crisis, where outright firing permanent civil servants or cutting salaries has been relatively rare.

For civil servants, referring issues upwards in the hierarchy is still the dominant response in situations when responsibilities or interests conflict with that of other organisations. European top civil servants consider the impartial implementation of laws and rules as one of their dominant roles, and largely prefer state provision of services over market provision, with the exception of the British, Danish, and Dutch.

There are clear country differences, with management ‘champions’ such as the UK, Estonia, Norway and the Netherlands, and more legalistic and traditional public administrations such as in Austria, France, Germany, Hungary and Spain. The adoption of newer reform ideas suggest that the Weberian state may now be in decline. Yet some of the other findings of the survey, reported above, show that Weberianism’s main ideas are still deeply embedded in European countries.

(Source: https://statecrafting.net/in-europe-weber-still-rulesa851866dbf02. Retrieved on January 21st, 2018)

READ THE FOLLOWING TEXT AND CHOOSE THE OPTION WHICH BEST COMPLETES EACH QUESTION ACCORDING TO IT:

                                        Saving Energy

Just a century ago, humans used very little energy because we had less of the things that consume it. There were no computers, phones, TV, cars, lights, washing machines and all that. After the industrial revolution, people started using a lot more manufactured items such as electronics, automobiles, and home appliances. These items use a lot of energy, but if we all cut its use by half, that would be huge savings, and make a great difference.

Saving energy can be achieved in different ways: 1. Energy conservation, 2. Energy Efficiency, and 3. Recycling. These first two are not the same, even though people often use them to mean the same thing.

1- Energy Conservation: This is the practice that results in less energy being used. For instance, turning the taps, computers, lights, and TV off when not in use. It also includes running in the park or outside instead of running on the treadmill in the gym. Energy conservation is great because we can all do this everywhere and anytime. It is a fundamental behavior we must acquire.

2- Energy Efficiency: This is the use of manufacturing techniques and technology _______ produce things that use less energy for the same result. For example, if a heater is designed to warm your home with less energy than regular heaters, that would be an energy efficient heater. If your washing machine uses less energy to do the same job as other washers, that is an energy efficient washer. An interesting fact is that homes built in the U.S. after 2000 are about 30% bigger, but they use less energy than older homes.

3- Recycling: This involves the use of waste or old materials to make new ones, like collecting all old newspapers from the town at the end of every day and turning the papers into fresh paper for printing again. We can collect all plastic bottles and send them to be used for new plastic bottles or used for children plastic toys. Recycling saves energy __________ less energy is used to recycle than to turn new raw materials into new products.

This means that to save energy, we should use all these great ways. If we all try to do this, together we can save some money and use less natural resources too.

                          (Adapted from: https://goo.gl/AyZdzW. Access: 01/30/2018)

The Operations Function

Although somewhat ‘invisible’ to the marketplace the operations function in a typical company accounts for well over half the employment and well over half the physical assets. That, in itself, makes the operations function important. In a company’s organization chart, operations often enjoys parity with the other major business functions: marketing, sales, product engineering, finance control (accounting), and human resources (personnel, labor relations). Sometimes, the operations function is organized as a single entity which stretches out across the entire company, but more often it is embedded in the district, typically product-defined divisions into which most major companies are organized.

In many service businesses, the operations function is typically more visible. Service businesses are often organized into many branches, often with geographic responsibilities – field offices, retail outlets. In such tiers of the organization, operations are paramount.

The operations function itself is, often divided 

.................two major groupings .................tasks:

line management and support services. Line management generally refers.................those managers directly concerned................the manufacture of the product or the delivery of the service. They are the ones who are typically close enough to the product or service that they can ‘touch’ it. Line management supervises the hourly, blue-collar workforce. In a manufacturing company, line management frequently extends to the stockroom (where material, parts, and semi-finished products – termed ‘work-in-process inventory – are stored), materials handling, the tool room, maintenance, the warehouse (where finished goods are stored), and distribution, as well as the so-called ‘factory floor’. In a service operation, what is considered line management can broaden considerably. Often, order-taking roles, in addition to orderfilling roles, are supervised by service line managers.

Support services for line management’s operations can be numerous. Within a manufacturing environment, support services carry titles such as quality control, production planning and scheduling, purchasing, inventory control, production control (which determines the status of jobs in the factory and what to do about jobs that may have fallen behind schedule), industrial engineering (which is work methods oriented), manufacturing engineering (which is hardware-oriented), on-going product engineering, and field service. In a service environment, some of the same roles are played but sometimes under vastly different names.

Thus, the managers for whom operational issues are central can hold a variety of titles. In manufacturing, the titles can range from vice-president – manufacturing, works manager, plant manager, and similar titles at the top of the hierarchy, through such titles as manufacturing or production manager, general superintendent, department manager, materials manager, director of quality control, and down to general foreman or foreman. Within service businesses, ‘operations manager’ is sometimes used but frequently the title is more general – business manager, branch manager, retail manager, and so on.

SCHMENNER, Roger W. Production/Operations Management. 5th Edition. Prentice-Hall, 1993.

The Pros and Cons of Nuclear Power

Since the disaster at the Fukushima nuclear power plant in Japan in 2011, a debate has been raging (1) the future of atomic energy. Consequently, the safety risks have been well publicized in the global media. But do the risks outweigh the damage that could be done to the planet because of our ongoing addiction to fossil fuels?

Even environmentalists don’t have the answer. They are split over nuclear (2) , and its pros and cons. Some say it is neither safe nor economical because it produces potentially (3) radioactive waste, and reactors are so costly to build. However, others believe nuclear energy is a necessary evil. They say we should continue using it until (4) energy sources, like wind turbines and solar panels, can meet global demand. Supporters also argue that nuclear energy helps cut down on carbon emissions from fossil fuels such as coal and natural gas, which are linked to global warming and pollute the environment. They say this is because nuclear reactors produce a tiny fraction of the carbon dioxide generated by burning coal.

But perhaps the biggest hurdle for atomic energy to overcome is its image problem. Despite industry claims of a strong safety record, critics remain unconvinced because each reactor annually produces up to 30 tons of nuclear waste, which can continue to be radioactive and hazardous for thousands of years. Furthermore, the Chernobyl disaster in 1986 left the public with vivid images of the impact of a nuclear meltdown, including deformed babies, mutated vegetables, and abandoned towns.

While nuclear reactors may continue to be installed in some countries for decades to come, after Fukushima others have decided to rethink their energy policies. For example, the German government has revealed plans for a “green” renewable energy plan, even though it has relied on nuclear power for up to 23 percent of its consumption in the past. It has been announced that all seventeen nuclear power plants would be phased out by 2022. The policy will also promote energy-saving measures encouraging people to insulate their homes, recycle, and reduce waste. Experts argue it could be a risky strategy because Germany doesn’t have natural gas or oil supplies, and coal supplies have been depleted.

Meanwhile, in Brazil, there is just one nuclear plant at Angra dos Reis. Nuclear power represents only three per cent of Brazil’s energy production. After sharp oil price rises in the 1970s, the country’s leaders anticipated future energy supply problems. So they concentrated on developing alternative energy sources including biofuel, hydroelectric schemes, and wind power. 

This approach seems to be working because by May 2012 plans to build more nuclear reactors were shelved by Brazilian officials. The move was welcomed by environmental lobby groups, which had feared a potential ecological catastrophe in case of an accident. If a big country like Brazil, which is the tenth largest energy consumer in the world, can survive and improve its economy without much nuclear power, maybe others can do so, too.