Intelligence Led Policing: Ethical Issues

Intelligence Led Policing: Ethical Issues The second important report by Her Majestys Inspectorate of Constabulary set out the main elements of intelligence led policing and crime reduction Policing With Intelligence (HMIC, 1997). Both report accepted the use of intelligence led policing tactics in crime reduction of high volume crimes such as vehicle theft and burglary which so far had only been used in tackling serious crime. The use of information technology was seen as the major vehicle and conduit for managing the increased information generated as a result of a change in policy to intelligence led policing. The increasing fear in the community about crime and the fear of crime, coupled with a loss of confidence in the police, fuelled a drive towards an increase in private security arrangements. This move is seen in the growth of private security companies both residential and in shopping centres, initiated by both private citizens, commercial premises owners and insurance companies. The desire and practice of amassing information resulted as part of the increase in the risk society (Maguire, 2000), but increased information and data does not necessarily lead to crime reduction. Although the police may benefit from access to huge amounts of statistical data, some academics have suggested that the impetus for this has in fact emanated from other external institutions such as health, insurance and education establishments (Ericson and Haggerty, 1997). The data processed by the police has been used by these establishments for their own risk assessment purposes rather than being used for crime reduction purposes. The recent requirement for the police service to produce annual and other reports and publishing key performance indicators which required statistical returns was another fundamental reason for the computerisation of criminal records. In fact some commentators argue that the computer systems are barely used in the fight against crime reduction (Ratcliffe and McCullalgh, 1998). The unease which the police feel about the drive towards intelligence-led policing is set out in a report on Merseyside Police (Barton Evans, 2001). This research was undertaken over a twelve month period from April 1996 to April 1997. It uncovered that an intelligence-led approach was adopted for all key service areas and not just crime with an emphasis on the importance of circulating intelligence and focusing on the role of intelligence-led crime prevention strategies. The implementation of the new policy was achieved by the introduction of crime management units, force intelligence systems and a force intelligence bureau. In evaluating the new systems, the researchers were hindered because statistical data standardised across areas was not available. However based on a mixture of observation and talking to various officers, the researchers concluded that some areas of the process worked well whilst others displayed shortcomings. The obstacles to the new policy lay in different officers comprehension of proactivity with only limited training offered; no distinction between information and intelligence; no consistency of tasking meetings whose purpose was to increase intelligence gathering in each area; the diverting of officers onto reactive investigations. - The use of informers is seen as particularly valuable in crime investigation strategies. In a publication issued ten years ago the Audit Commission stated that informants are the life blood of CIA and have been vocal in calling for their increased use in the fight against crime (Giddens, 2004). Informants have been in use by the British police for many years and is sometimes referred to as the second oldest profession The use of informers is fraught with complex connotations particularly around the integrity of the information received from them in the light of their motivation. An increase in intelligence-led policing has led to the traditional police-informer relationship being modernised and put on a professional footing. The modern term for engaging with informants is human source capability whereby the police can capture and utilise the knowledge and skill of those persons in society who have access to the criminal element within the community via an organised and structured HSC framework. It has been argued that there has been a dearth in the use of informants outside the sphere of organised crime (Innes, 2000). With the advent of intelligence-led policing the police-informer relationship has moved to a more sophisticated professional and ethical system in respect of both recruitment and management of sources. The introduction in the UK of specific source handling units and HSM units in certain police areas have advanced a more professional approach to intelligence gathering. The relationship between police and sources remains a highly controversial area of law enforcement. In particular when participant informers are encouraged to commit crime due to their particular relationship with the police, major concern is expressed (Billingsley) A participant informer is one who is permitted to carry on committing a crime so that the police can identify those main participants involved in organising the criminal activity. Research shows that some police officers have a tendency to rely very heavily on informants and to condone various criminal acts undertaken by some of their sources. If the use of informants becomes prolific it undermines the whole criminal investigation process as it is shrouded in secrecy, and intrigue and somewhat lacking in legitimacy itself, undermining the precept of transparency and openess within the police service and compromising the adage that justice must be seen to be done. Additionally some relationships between officers and their sources are seen as unhealthy involving the controlling of sources by selective distribution of information by police officers handling the informants. (Cooper and Murphy, 20). The potential harm to police legitimacy given the ethical difficulties posed by the police/informer relationship has been highlighted by several commentators, (Dunningham and Norris, 1999). Dealing with informants often places police officers in invidious circumstances. The police officer has to balance their official duties to detect and reduce crime with a moral obligation to be above bribery and corruption. They also have various official duties and all of these obligations need to be balanced when dealing in the slightly murky world of the criminal underworld with its temptations and people who would benefit from an officers downfall. Nothing it seems can be taken at face value when dealing with informants. In his study of Melbourne police informers Settle noted the wide discrepancy between the legal and the actual position of the police/informer relationship. Police are expected to be accountable to the law for their methods whilst at the same time are under pressure to maintain order pragmatically (Settle, 1995 p.3) Basically this means that their actions must be justified in legalistic terms but such terms are at variance with several of the informal practices used in crime control such as informants.

Ford :: essays papers

Ford The Good Soldier, utilises a variety of literary techniques to construct meaning and propel imaginative power. Ford uses figurative language to initiate the polarity of â€Å"Convention and Passion†(1) and a divergent narrative style and structure to present cultural issues such as the quest for human knowledge and the imprisonment of society. â€Å"The long afternoon wore on† commences in the context of Nancy’s revelations. She has read the account of the Brand divorce case in the newspapers and is apprehending the manifestations of recently discovered phenomena. Ford employs a vocabulary that is mournful and dull to conjure up images of shadow and anguish. He uses words like â€Å"frightened,† â€Å"writhed,† â€Å"agony,† â€Å"pain† and â€Å"gloomy† to connote feelings of â€Å"affaissement.† These are juxtaposed with the vocabulary of the second half of the passage: â€Å"lover’s,† â€Å"flame ,† and â€Å"cheerful† which signifies the corruption of Nancy’s chastised mind. Knowledge of convention takes â€Å"all sweetness†¦out of life.† The lexicogrammar interplays the theme of â€Å"Convention and Passion† as being unable to exist congruently in â€Å"the law of the land† and cognition of human nature as futile, leading only to darkness. Ford expresses the degenerative nature of human passion in the metaphor: a tune in which major notes with their cheerful insistence wavered and melted into minor sounds as, beneath a bridge the highlights on dark waters melt and waver and disappear into black depths. The anagoge alludes to images of passion fading into darkness. An antithesis of light and dark, black and white, the certitude of Passion succumbing to Convention: Society must go on, I suppose, and society can only exist if the normal, if the virtuous, and the slightly-deceitful flourish, and if the passionate, the headstrong, and the too truthful are condemned Samuel Hynes, ‘The Epistemology of The Good Soldierâ⠂¬â„¢, The Good Soldier, Norton Critical Edition (1995. W.W. Norton & Company) to suicide and to madness. Nancy’s love must regress, as the etiquette of society must prosper. Fatally for those who were unable to conform to â€Å"the technicalities of English life† due to burgeoning eroticisms, â€Å"the end was plainly manifest.† Ford creates imagery of umbra and shadow elsewhere in the novel: â€Å"inevitably they pass away as the shadows across sundials.† Ford’s adumbrations of unillumination may also reflect the restrictions of human knowledge. Darkness reflects the tenuousness of human cognition. Dowell proposes earlier: what is there to guide us in the more subtle morality of all other personal contacts, associations, and activities?

Haier, an international icon: Success Factors and Market Challenges Essay

Born out of Qingdao Refrigerator Factory in 1984, the Haier (pronounced â€Å"high-er†) Group is China’s largest home appliance manufacturer (Wang and Ong 2007), and the world’s fourth largest white goods manufacturer (Chen 2008). Haier was ranked first among China’s Top 10 Global Brands by the Financial Times in 2005 (Haier’s company facts 2008). It was also ranked 86th among the world’s 500 Most Influential Brands by World Brand Lab in 2006 and is the only Chinese brand to be among the top 100 for three consecutive years. (Haier’s company facts 2008). Its Chairman and CEO, Zhang Ruimin who was appointed in 1984 as the director has been credited for pulling Haier out of bankruptcy to become a global corporation (Zhang Ruimin 2006) with annual turnover of USD16.2 billion in 2006 (Haier’s company facts 2008). Zhang was ranked 26th among World’s Most Respected Business Leaders by the Financial Times in 2005 and 6th among Asia’s 25 Most Powerful People in Business by Fortune magazine in 2004Haier’s key markets are China, Europe, USA, Japan (Beebe et al 2006) and India (Mumbai 2007). It has over 240 subsidiaries and 87 trading companies, design centers and industrial parks and over 50,000 employees worldwide (Haier’s company facts 2008). HAIER’S PATH TO SUCCESSIn 1984, CEO Zhang Ruimin took over the nearly bankrupt refrigerator factory (Lin 2005, 1). Today, Haier is known as a global brand. How did it become such as a success (Lin 2005, 1)?Strong leadership, customer service, product quality, innovation, speed, pricing, positioning, localisation of design, production and sales, latecomer advantages and market entry strategy are among the top ten factors for Haier’s success. Strong LeadershipZhang Ruimin (Zhang), Chairman and CEO of Haier is described as down-to-earth and a charismatic leader who has worked his way up (Chinaview People: Zhang Ruimin 2003). Zhang demonstrated out-of-the-box thinking and risk-taking when he combined traditional Chinese philosophy with modern Western management style (Chinaview People: Zhang Ruimin 2003) and avoided following norms of the industry (Wu 2003). â€Å"From the OEC management model of â€Å"Never Leave Today’s Work Till Tomorrow† and â€Å"Daily Settlement Leads to Daily Improvement† to the market chain management†, Zhang’s unique management ideas have won praises and is much of a discussion topic among management specialists and top universities around the world (Chinaview People: Zhang Ruimin 2003). Zhang’s aspiration for Haier to become a global brand began during the early stage he took on the factory (Liu and Li 2002, 701) With this ambition, Zhang set clear objectives and focuses in building the brand, diversifying product lines, going international and now building a global brand name in different phases (Haier’s development strategy 2008). In 2006, for the fourth consecutive year (Haier introduction 2008), Haier was ranked first for overall leadership among Chinese companies in the Wall Street Journal Asia’s annual survey of Asia’s 200 Most Admired Companies (Areddy 2006). Customer ServiceHaier aims to provide excellent customer service to gain an advantage over Western rivals who can be more complacent (Business in China: Double Star Group and Haier Group succeed without the consultants 2003, 14). To achieve this, Haier developed a customer-focused culture by reducing the distance between employees and customers requiring all employees to sell products, listen to customers and understand rivals’ products on a regular basis (Denison 2001, 222). Haier also set up more than 11,000 customer service centres in 160 countries (Yi and Ye 2003, 204) hiring and training locals to provide after-sale service to local customers (Li and Chen 2007). Haier’s dedication to customer service has won the â€Å"Five Star Diamond Award† presented by the American Quality and Service Society (Haier 1996). Product QualityZhang knows that the key to survival and future development is to establish and continue to improve product quality. To drive the  importance of quality, Zhang ordered responsible workers to destroy 76 defective refrigerators (Xu et al 2006, 30-31). As a result, Haier received the first ever National Gold Medal Award in China’s refrigerator industry (Haier 1988) and ranked first in China’s Top 15 Brands by Forbes (Kim 2003). InnovationTo improve its technology knowledge and create innovative products, Haier has been increasing investment in research and development (R&D) (Duysters et al 2008, 16) establishing an extensive global R&D and design network (DiPaolo and Li 2007). Its R&D investment is significantly higher than the market average – RMB6.7 billion in 2006, equivalent to 6.2 percent of its sales (DiPaolo and Li 2007). Haier also formed alliances with leading companies such as Liebherr, Philips, Mitsubishi and Toshiba to acquire manufacturing and technological know-hows, expand product lines as well as enter foreign markets (Duysters et al 2008, 11-12). The basis of China’s advantage is low-cost labour (Zeng and Williamson 2007, 27). Haier is take advantage of the cost advantage to provide high technology, choice and customised and specialty products at low price (Zeng and Williamson 2007, 55). Using cost innovation, Haier gained brand awareness in the US by making compact refrigerators and wine chillers to the mass market (Jain, Malik and Cruickshank 2006, 21). SpeedHaier understands that the speed in bringing products to customers to satisfy their needs before rivals is important to win them over (Wu 2003). Since entering US markets, Haier has gained one-third (Lin 2005, 2) of market share in the compact refrigerators for dormitories and offices and created the market for stand-alone wine coolers (Haley and Haley 2006, 46). PricingChinese products are often viewed as low quality (Xin and Yeung 2007). Aware of the poor image of Chinese products, Haier price its products at a five per cent premium over its Korean rivals, LG and Samsung (Chinese consumer durable firms eye a bigger piece of action 2008) so that its products will be perceived as â€Å"top-of-the-line† (Gupta 2006). PositioningHaier positions itself as a premium brand and aims to develop Haier as a dependable, high-technology global leader (Gupta 2003). Haier is not targeting at different classes of consumers instead â€Å"it wants consumers to feel that Haier is closest to satisfying their needs† (Haier’s Aim: â€Å"Develop Our Brand Overseas† 2003). Localisation of Design, Production and SalesHaier set up local design, production and sales facilities, and industrial parks in US, Europe, Asia Pacific and Middle East and employs mainly local people (Haier Press Room 2008). With localised operations, Haier is able to respond more quickly to changing customers’ needs (Young and Nie 1996, 12) and to be accepted by the local community (Haier Press Room 2008). Latecomer AdvantagesInstead of creating a new business model from scratch (Duysters et al 2008, 8), Haier, as a latecomer, has the advantage of comparing and modifying its business models against those of established rivals identifying niches, for example compact refrigerators in the US (Wu 2003) that larger rivals have overlooked (Duysters et al 2008, 8) or do not have the flexibility to adopt (Bartlett and Ghoshal 2000, 139). Market Entry StrategyHaier started exporting to tough markets such as United States (US) and Germany as Zhang (Wu 2003) believes that once it gained brand recognition in these markets, it will be easier for Haier to enter neighbouring developing countries (Liu and Li 2002, 702-703). When entering a new market, Haier introduced one product at a time. It first introduced refrigerators in the US market. Once the product becomes successful, Haier began introducing washing machines lines and other products capitalising on the brand awareness (Liu and Li 2002, 703). CHALLENGES AHEADChinese manufacturers including Haier now face increasing challenges posed by â€Å"decrease in orders from overseas markets† (Global recession hits China 2008), lack of resources, negative Chinese brand image, further margin squeeze and rising costs. Lack of R&D InfrastructureAlthough Haier increased investment in R&D, it can take years to catch up on the standard of the research in the West (Isaksen 2006). One big obstacle that marketing research firms face in China is the lack of infrastructure to carry out surveys (Isaksen 2006). Lack of Qualified Human ResourcesManagers with experience managing an international operation are scarce (Beebe et al 2006, 7). This shortage can negatively influence Haier’s global expansion (Liu and Li 2002, 703). For example, managers from the Chinese and American operations find it difficult to have productive discussions due to language barrier (Liu and Li 2002, 703). Global Brand Awareness and ImageChinese companies including Haier lack global brand awareness in developed markets in the US and Europe (Xin and Yeung 2007, 3) and suffer negative brand image of cheap, poor quality and unreliable (Swystun, Burt and Ly 2005, 3). This negative image is further weakened with the recent milk scandal (Made in China 2008: The Challenge for Chinese Brands Going Global 2008). Changing Western consumers’ perception requires years of marketing efforts (Liu and Li 2002, 704). Dominant Bargaining Power of BuyersHaier distributes its products with retail giants like Wal-Mart who have large buying power (Rosenbloom and Diane 1993, 78). These retail giants pursue mass merchandising strategies that emphasize low prices and low margins (Rosenbloom and Diane 1993, 80). With the global recession of 2008, retailers are likely to further squeeze Haier’s margins (Bhaskaran 2008, 2). Rising CostsThe increasing cost of labour, raw materials especially steel (Industry analysts forecast price rise for white goods 2008), oil as well as the strengthening of the yuan has greatly affected Haier’s margins (Roberts 2008). REFERENCES Areddy, J.T. 2006. 2006 Asia 200 Report: Asia’s 200 Most Admired Companies. Wall Street Journal. http://www.wsj-asia.com/ (accessed December 28, 2008). Bartlett, C.A. and Ghoshal, S. 2000. Going global: Lessons from later movers. Harvard Business Review 78 (2): 132-142. EBSCOhost. http://web.ebscohost.com.dbgw.lis.curtin.edu.au/ (accessed December 28, 2008). Beebe, A., Chee, H., Feng, Y.Q. and Dr Shi, D.L. 2006. Going global: Prospects and challenges for Chinese companies on the world stage. IBM Business Consulting Service. http://www-935.ibm.com/ (accessed December 16, 2008). Bhaskaran, M. 2008. 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DiPaolo, P. and Li, J. 2007. A Chinese company’s route to successful innovation: Stay true to it’s strategy. Bain. http://www.bain.com/ (accessed December 28, 2008). Duysters, G., Jacob, J., Lemmens, C. and Hu, J.T. 2008. Internationalization and technological catching up of emerging multinationals: A case study of China’s Haier Group. Working paper, UNU-MERIT. http://www.merit.unu.edu/publications/ (accessed December 15, 2008). Global recession hits China. 2008. China Knowledge, November 11. China Knowledge. http://www.chinaknowledge.com/ (accessed December 17, 2008)Gupta, S.D. 2003. The lowdown on Haier. Rediff.com, August 23. http://www.rediff.com/ (accessed December 15, 2008). Gupta, S.D. 2006. Chinese firms aim big in India. Rediff.com, April 29. Rediff.com http://www.rediff.com///money/2006/apr/29spec.htm (accessed December 16, 2008)Haier introduction. 2008. Haier. http://www.haier.com/ (accessed December 15, 2008). Haier’s Achievements. 2006. 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Historical Development Of Religious Research - 3743 Words

Abstract Researches on religiosity have always faced some obstacles due to its sensitive nature. The lack of reliable research can be considered one factor which makes it difficult for both Islamic and Western society to understand each assertion. The purpose of this paper is to suggest questions which should be examined for further and more correct understanding on religiosity by analyzing and comparing the results of ten articles. This paper reviews ten articles which respectively deal with research methodology, empirical survey on religious attitudes in Islamic society and empirical survey on religious attitudes in Western society. As a result, it is emerged that there is common tendency in religiosity. In addition, it is revealed that†¦show more content†¦Of all collisions that exist today, the one between Islam and the West is one of the most evident and the most influential confrontation. In most cases, the collision occurs due to different observances of international law lik e women’s rights or the criminal law. In addition, the difference in observance is caused by different attitudes towards a religious idea or religion itself. Therefore, cultivating an understanding on religious attitudes and tendencies of each country can be a way for two antagonists to ease the discrepancy. Is it because for Western countries religious adherence is not as important as Muslims that they one-sidedly try to impose on Islamic society an international idea which has roots in a Western thought? Or even though Western citizens are also as religious as Muslims, are they able to think of a political matter separately from religion? To reply to these questions, religiosity of each religion followers must be analyzed and compared. The purposes of this paper are firstly to detect what is needed for further understanding of Muslim religiosity. Secondly, it is to explore what can be done to moderate the conflict. Accordingly, this paper analyzes the results and suggestio ns from ten articles on religious controversy or religiosity itself. The articles can be roughly classified into three sections according to its main focus; 1) Introduction of measurement scale of