Rule of Law and Democracy: Addressing

                        the Gap Between Policies and Practices

      The Declaration adopted on 24 September 2012 by the United Nations General Assembly at the High-level Meeting on the Rule of Law at the National and International Levels reaffirmed that “human rights, the rule of law and democracy are interlinked and mutually reinforcing and that they belong to the universal and indivisible core values and principles of the United Nations”. Indeed, government responsiveness to the interests and needs of the greatest number of citizens is strictly associated with the capacity of democratic institutions and processes to bolster the dimensions of rights, equality and accountability.

      If considered not solely an instrument of the government but as a rule to which the entire society, including the government, is bound, the rule of law is fundamental in advancing democracy. Strengthening the rule of law has to be approached not only by focusing on the application of norms and procedures. One must also emphasize its fundamental role in protecting rights and advancing inclusiveness, in this way framing the protection of rights within the broader discourse on human development.

      A common feature of both democracy and the rule of law is that a purely institutional approach does not say anything about actual outcomes of processes and procedures, even if the latter are formally correct. When addressing the rule of law and democracy nexus, a fundamental distinction has to be drawn between “rule by law”, whereby law is an instrument of government and government is considered above the law, and “rule of law”, which implies that everyone in society is bound by the law, including the government. Essentially, constitutional limits on power, a key feature of democracy, require adherence to the rule of law.

      Another key dimension of the rule of law-democracy nexus is the recognition that building democracy and the rule of law may be convergent and mutually reinforcing processes whenever the rule of law is defined in broad, endsbased terms rather than in narrow, formal and exclusively procedural terms. The nexus is strong whenever the rule of law is conceived in its relationship with substantive outcomes, like justice and democratic governance.

(https://unchronicle.un.org/article/rule-law-and-democracy-addressinggap-between-policies-and-practices. Adaptado)

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                      Technology has created more jobs than it has destroyed

   The battle between men and machines goes back centuries. Are they taking our jobs? Or are they easing our workload? A study by economists at the consultancy Deloitte seeks to shed new light on the relationship between jobs and the rise of technology by searching through census data for England and Wales going back to 1871. 

    Their conclusion is that, rather than destroying jobs, technology has been a “great job-creating machine”. Findings by Deloitte such as rise in bar staff since the 1950s or a surge in the number of hairdressers this century suggest to the authors that technology has increased spending power, therefore creating new demand and new jobs. Their study argues that the debate has been twisted towards the job-destroying effects of technological change, which are more easily observed than its creative aspects. 

      Going back over past  figures paints a more balanced picture, say authors Ian Stewart and Alex Cole. “The dominant trend is of contracting employment in agriculture and manufacturing being more than balanced by rapid growth in the caring, creative, technology and business services sectors,” they write. “Machines will take on more repetitive and laborious tasks, but they seem no closer to eliminating the need for human labor than at any time in the last 150 years.”

   According to the study, hard, dangerous and dull jobs have declined. In some sectors, technology has quite clearly cost jobs, but they question whether they are really jobs we would want to hold on to. Technology directly substitutes human muscle power and, in so doing, raises productivity and shrinks employment. “In the UK the first sector to feel this effect on any scale was agriculture,” says the study.

   The study also found out that ‘caring’ jobs have increased. The report cites a “profound shift”, with labor switching from its historic role, as a source of raw power, to the care, education and provision of services to others. Technological progress has cut the prices of essentials, such as food, and the price of bigger household items such as TVs and kitchen appliances, notes Stewart. That leaves more money to spend on leisure, and creates new demand and new jobs, which may explain the big rise in bar staff, he adds. “_______ the decline in the traditional pub, census data shows that the number of people employed in bars rose fourfold between 1951 and 2011,” the report says.

   The Deloitte economists believe that rising incomes have allowed consumers to spend more on personal services, such as grooming. That in turn has driven employment of hairdressers. So, while in 1871 there was one hairdresser or barber for every 1,793 citizens of England and Wales; today there is one for every 287 people.

                 (Adapted from: https://goo.gl/7V5vuw. Access: 02/02/2018.)

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                 Technology has created more jobs than it has destroyed

      The battle between men and machines goes back centuries. Are they taking our jobs? Or are they easing our workload? A study by economists at the consultancy Deloitte seeks to shed new light on the relationship between jobs and the rise of technology by searching through census data for England and Wales going back to 1871.

      Their conclusion is that, rather than destroying jobs, technology has been a “great job-creating machine”. Findings by Deloitte such as rise in bar staff since the 1950s or a surge in the number of hairdressers this century suggest to the authors that technology has increased spending power, therefore creating new demand and new jobs. Their study argues that the debate has been twisted towards the job-destroying effects of technological change, which are more easily observed than its creative aspects.

      Going back over past figures paints a more balanced picture, say authors Ian Stewart and Alex Cole. “The dominant trend is of contracting employment in agriculture and manufacturing being more than balanced by rapid growth in the caring, creative, technology and business services sectors,” they write. “Machines will take on more repetitive and laborious tasks, but they seem no closer to eliminating the need for human labor than at any time in the last 150 years.” 

      According to the study, hard, dangerous and dull jobs have declined. In some sectors, technology has quite clearly cost jobs, but they question whether they are really jobs we would want to hold on to. Technology directly substitutes human muscle power and, in so doing, raises productivity and shrinks employment. “In the UK the first sector to feel this effect on any scale was agriculture,” says the study. 

      The study also found out that ‘caring’ jobs have increased. The report cites a “profound shift”, with labor switching from its historic role, as a source of raw power, to the care, education and provision of services to others.

Technological progress has cut the prices of essentials, such as food, and the price of bigger household items such as TVs and kitchen appliances, notes Stewart. That leaves more money to spend on leisure, and creates new demand and new jobs, which may explain the big rise in bar staff, he adds. “_______ the decline in the traditional pub, census data shows that the number of people employed in bars rose fourfold between 1951 and 2011,” the report says.

      The Deloitte economists believe that rising incomes have allowed consumers to spend more on personal services, such as grooming. That in turn has driven employment of hairdressers. So, while in 1871 there was one hairdresser or barber for every 1,793 citizens of England and Wales; today there is one for every 287 people.

                                  (Adapted from: https://goo.gl/7V5vuw. Access: 02/02/2018.)

Read the article and answer the following three questions.

Trump aide cites 'massacre' that never occurred to defend immigrant ban

A Trump administration aide corrected herself on Friday after a wave of criticism for referencing a 2011 "massacre" in Kentucky that never occurred to defend President Donald Trump's temporary ban on immigrants from seven Muslim-majority countries.

During an interview with MSNBC's Chris Matthews on Thursday, White House counselor and spokeswoman Kellyanne Conway said Trump's recent executive order was justified in part because of the "Bowling Green massacre" of 2011, which never took place.

Conway corrected herself on Friday in a post on Twitter, saying: "Honest mistakes abound."

The phrase "Bowling Green massacre" was the top trending topic on Twitter on Friday morning as thousands of social media users mocked Conway's error.

On television late on Thursday, Conway spoke about two Iraqis who came to the United States and were radicalized, adding, erroneously, "and they were the masterminds behind the Bowling Green massacre."

She then said: "Most people don't know that because it didn't get covered."

In fact, in May 2011, two Iraqi men were arrested in Bowling Green, Kentucky, and charged with attempting to send weapons and money to al Qaeda in Iraq. They admitted to using improvised explosive devices against U.S. soldiers in Iraq.

Mohanad Shareef Hammadi and Waad Ramadan Alwan pleaded guilty and were sentenced to life in prison and to 40 years in prison, respectively. Neither was charged with plotting attacks within the United States, prosecutors said.

Conway said on Twitter that she meant to say "Bowling Green terrorists" on the show. She also slammed a network reporter for criticizing her.

"NBC reporter texted me at 632am re:a diff story; never asked what I meant on @Hardball b4 slamming me on @TODAYshow Not cool, not journalism," Conway (@KellyannePolls) wrote.

TEXT II

Like Castles In An Aquarium, Offshore Drilling Platforms Are Sprawling With Residents

Just beneath the ocean’s surface, there’s an unseen world that most people will never have the opportunity to witness firsthand. A place where nature and mankind have struck a balance – a mutual respect, a friendship of sorts.

Offshore drilling platforms have become home to vast communities of sea life. Florid carpets of coral encrust their massive pylons, along with sponge, sea urchins, crabs, and snails. Swimming in the sanctuary of their enormous risers are schools of rockfish, bright orange garibaldi and angel fish. And splashing about on the surface is the occasional sea lion.

Now scientists have confirmed what some had suspected all along. Most of the sea life was actually created at the rig rather than having come from other parts of the ocean and settled there, according to the National Academy of Sciences. And fish that would otherwise perish in vast expanses of open ocean, settle within the safety of the structures.

Like castles in an aquarium, offshore platforms are sprawling with underwater residents. Scientists say these are the richest marine ecosystems on the entire planet. They are even more productive than coral reefs and estuaries, according to marine biologists.

The first thing anyone – trained scientist or casual recreational diver – notices around a rig is the big fish -- lots of them, say marine researchers and divers, alike.

For a decade and a half, researchers used submersibles to survey fish at 16 different platforms. When the researchers tabulated the data, they were surprised to discover that, by one standard, California’s oil rigs are among the most productive marine habitats ever recorded.

At the end of their production, however, the offshore rigs must be decommissioned. Scientific insight is adding momentum to efforts to convert some of these rigs into artificial reefs […].

(From http://thesurge.com/stories/like-castles-aquarium-offshore-drilling-platformssprawling-residents. Accessed July 18th, 2017)

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THE INNOVATORS OFFERING EXPATS CHEAPER SCHOOLS

A few years ago, competition for places in Dubai’s best international schools was so intense that British expat Jemma Schilbach felt she had to get her two children on the waiting lists for her preferred schools before they were even out of nappies.

Work ended up taking the family away from Dubai for a couple of years. When they returned in 2014, they were relieved to discover there were plenty more schools to choose from, but there was another issue: cost.

Both Schilbach and her husband, who’d previously worked in jobs where companies paid for children’s schooling, were now self-employed, and would need to pay for their children’s education themselves.

Schilbach, 43, who now runs expat community website BritishMums.com, enrolled both her children at Foremarke Dubai, which is affiliated with the UK independent school Repton.

She was impressed with the small class sizes and Foremarke’s reputation, but with tuition fees there starting at 65,000 AED ($18,000) a year, it meant the family had to be more careful about spending to ensure they had the money to send their children, aged five and seven, to the school.

“We economize on other costs during the year,” says Schilbach, adding that ordering some household items from the UK and closely watching what the family spends on weekends have helped to save pennies. “In our opinion, the money is better spent on educating our children to a high standard.”

(Fonte: bbc.com)

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.