Olmstead vs. United States Term Paper Example | Topics and Well Written Essays - 1000 words

Olmstead vs. United States - Term Paper Example As the conversation obtained from such wiretaps was the evidence to decide this case and other similar cases like Green, Mcinnis and several others vs. United States, individually. All convicts were convicted on the same charges based on wiretap-recorded conversation. Based on this, the defendants were charged for violating National Prohibition Act by selling or importing as well as processing illegal liquors. However, as there was no approval for the installation of wiretaps in any of such cases, the evidence based on obtaining record of conversation from such illegally installed wiretaps was debatable and under question.........................(1) Evidence was obtained from the use of private telephone conversation as disclosed by the wiretaps, illegally installed. The question was put before the court if the use of such conversation as any evidence violates the recorded party’s rights under the Fourth and Fifth amendments of the constitution. While the court had a clear answer to the above question as a plain â€Å"NO†; it laid importance on the nature of conversation and not how it was obtained. The court further ruled that since none of the defendants was illegally forced to conduct those conversations. Therefore, the court upheld that there can be no evidence of any violation of their Fifth Amendment protection against self incrimination, while maintaining that the conversations were made voluntarily throughout. Whereby the Fourth Amendment meaning refers to the search and seizure or arrest without warrant, the court ruled that in these cases no such action was present. Therefore, the court upheld that none of the evidences presented violated any rights of the defendants under the fourth amendment, as well. Moreover, there was no physical examination of any papers, any substantial, material effects or the home searches etc., involved in any of these cases. The

Visual Arts - The Light Programme Essay Example | Topics and Well Written Essays - 2000 words

Visual Arts - The Light Programme - Essay Example To understand the influence of this modern technology to the present society, and how it had influenced several past evens, there should be an understanding on how it was discovered. Historical Development of Television History and development of the television was inspired by a chain of attempts to develop the device. It was argued further that in order to reach its full invention, one inventor improved on the works of the other to gain his purpose in the invention technology. The television invention first got inspiration from the development of the telephoneoscope by Thomas Edison. The gadget revealed a technology that enabled pictures and sounds produced to be transmitted to a separate location that was not the initial transmission area. The device used a wire to relay the sounds revealing the images through electric camera-obscura. This marked the onset of the first device to transmit sound and images concurrently. Edison had made the initial step towards inventing a light messa ge machine (Smith & Paterson, 1998, 10). Though he did not directly participate in the invention of the current set known currently, this device greatly inspired a chain of inventions that eventually influenced the television set. Zworyki though his mentor Rosing later did experiments on Braun’s cathode-ray-tube to attempt the production of a television set. His efforts at Westinghouse in 1923 failed as he did minimal to convince his superiors on the importance of this invention. Through Sarnoff, Zworyki got the funding he had desired to develop the iconoscope in 1929; this device was invented with the ability to scan pictures. In 1939, he was given allowance to be able to transmit images and sound concurrently where he made major progress in the field finding competition from other inventors like Philo Farnesworth. Farnesworth was a creative inventor of the time who had no funding but his ideas to govern his desire of developing the set. He later saw progress in his inventio n as he got financial aid from Californian businesspersons to promote his ambitious desire to develop television set. By 1927, he successfully managed to transmit splotches of light from the camera tubes he had invented. Though not entirely successful, his method to relay images produced a not clear product but in turn proved that his concept would be successful with proper developments. The developments made were greatly impaired by World War II that saw the haul of the invention process. The process to advance on the technology that these two inventors created found major boosts over the years and prompted the marketing of the idea to the world. The marketing process, in 1939 conducted by Sarnoff greatly changed individual’s perspective into accepting the new communication gadget. He had managed to introduce the set into the market making profits through purchases of the sets by most America households. Sarnoff saw the importance to have television for individual entertainm ent and to boost the businesses of the merchants as it provided a platform to advertise their products. This development later prompted other advances to the set by the â€Å"Radio Corporation of America† RCA, Sarnoffs’s company completing the television set known presently. Major Developments and influences of Television Ever since its invention, the television

Careers & Career Management Term Paper Example | Topics and Well Written Essays - 1750 words

Careers & Career Management - Term Paper Example The purpose of career management is to support the people in achieving their aims and goals. Career management program involves a number of human resource management concepts which assist individuals in enhancing their performance through reviews and feedbacks. It enables individuals in identifying their skills and implementing them for their benefit along with the progression of the organization at large. This will assist them in developing a correct career path as per their capability and knowledge. The success of the individuals depends on the selection of the correct principles and guidelines which would enrich their skills. It is often observed that career success and career failure depends on certain decisive factors within the career path of an individual that ultimately create the difference (Public Service Commission, â€Å"Defining Career Management†). Correspondingly, the objective of the paper is to understand the reason behind the success and the failure of a pers on depending on the career management aspects. The importance of career management and the positive outcome are also evaluated in this paper. DESCRIPTION OF THE SUCCESS STORY OF ALAN MULALLY Alan Mulally is the present Chief Executive Officer (CEO) of the Ford Motor Company. He is as an American engineer by education who has attained unparalleled success in his careers in Ford Motors and the Boeing Company. He became the CEO and the President of the Ford Motor Company in the year 2006. Before his career with Ford Motors, he was the President and CEO of Boeing from September 1998 to September 5, 2006. He was responsible for the working and service deliverance by Boeing (Bloomberg Business Week, â€Å"Alan R. Mulally†). Alan Mulally is a graduate from the University of Kansas. He had a degree in the aeronautical and astronautical engineering and is also a management degree holder which he completed in 1982. He started his professional career in Boeing just immediately after he was out from his college as an engineer. He contributed in the progress of the company through his ideas and hard work. He demonstrated his hard work through making designs which were benefiting the company. Through his dedication, attitude and thoughtfulness, he soon became the Vice President for his project work on 777. In a little while, he was promoted as the Senior Vice President as he displayed his skills and knowledge of engineering in his work. His interests, focus towards the company, along with depiction of knowledge and skills had been driving him towards success. Subsequently, through his entrepreneurship, values and communication skills, he became the CEO of the company. The objective of the company and his individual skills were allowing him to flourish as the key decision maker within the organization. Through his perception and a clear mind-set, he has always remained aware of the needs and wants from his professional life (Bloomberg Business Week, â€Å"Alan R. Mul ally†). The contribution of Alan Mulally in Boeing through his efficiency and storing vision acted as key factor in bestowing him with the role of CEO in Ford Motors in the year 2006. He was appointed as the CEO to save the company from the financial crunch it was facing. Throughout his career, he has been recognized for his contribution along with leadership style, and for which he has been awarded with the â€Å"

Harley Davidson in Pursuit for Female Riders Essay

Harley Davidson in Pursuit for Female Riders - Essay Example The project talks about the objective of the event, the marketing strategy applied by the company to gain success in the market and stay ahead of its competitors and the promotional methods adopted by Harley Davidson in respect to the event. Recommendation to HD is not required as it has adopted all the necessary strategies needed to make an event a success and HD being a big brand, the brand names is enough for it to generate potential customers and create awareness. Overview about the Company Harley Davidson is a US based manufacturing company of motorcycles which was founded way back in 1903. Harley Davidson started with a mission to ride with every customer and apply with them the connection in each and every market the company serves in order to create a superior value for the stakeholders. The company’s vision is to fulfill the dreams of every biker on the road by providing them with extra ordinary bikes and with satisfied experience. Harley Davidson aims to fuel the pas sion for freedom in their customers and express individuality. Hardly Davidson provides an emotional connection with Harley Davidson bikes and other related products. The company believes in providing superior quality of products because of the trust and brand loyalty the customer’s shows in the brand and the company1. As male section is often known for their urge to drive a Hardly Davidson and own one, similarly for the female riders Harley Davidson has introduced bikes and has conducted events to encourage the female riders to drive their HD. The Harley Davidson community has organized an event for females, the Garage Party mainly targeting the female sections2 . Situation Analysis Situation This project on event management talks about the event that Harley Davidson organizes for its female riders. The events are conducted by the dealers of HD and it continues for around a month in different states of US. HD conducts two events for females, the Garage party and women riders ’ month. It was conducted in the month of May when thousands of women across the world came together to become a part of HD. Women participated in events like Garage party and supported worthy cause3. Objectives The objective of such an event was to fulfill the dreams of females from learning to ride a HD to buy the right bike and to ride in the road with great confidence. The event was conducted for a cause which was attended by thousands of females across the world. Marketing Strategy HD had released that the bikes were not only ageing but also the percentage of female customers have increased over the years. The company knew that with a change in demographics the sales could be affected and realized the necessity to tap into the new market segment for females. The company’s initial strategy was to take over the brand Buell in order to tap the new market segment. The Buell bike was ideal not only for new riders but also for small riders and particularly for female ri ders. Seeing the growth in female customers Harley Davidson adopted the marketing strategy of product extension. The company introduced new bikes specially made for the women customers. Women are not only purchasing the smaller and light bikes but according to information on HD website, females purchasing the 883 Sportster Hugger which is designed with lower seat and short

Promoting a exsiting manger Essay Example for Free

Promoting a exsiting manger Essay I feel that if dalman and lei created a new position between the location managers and the ceo, it will help the business prosper. Because it will free up some of the time that lei feels like he doesn’t have to focus on other things and his position. If he used his authority to delegate and make sure that he puts together a specific team that can not only do the job but preform at the level he does if not above it, they will end up with a good outcome. Also working with the location managers I think is the smartest move because l ocation is what they specifically oversee so who better than them to do the job? It gives the company the perk that it needs to expand like they want to as well. Promoting a exsiting manger is a great option but only with certain requirements, if the current manger has the experience,knowledge and drive theres no problem with promoting form within. I feel that prominting from within is a great aspect to any job or career, because if you’re with a company that you plan to stay at you wanna move up the company latter and for the employers it will help make their business more appeling to prospective employees. By making the company more appeling you’ll have more people happy to come to work because of that insentive, creating longevity because happy employees create happy custoners. The descion should be made by dalman and lei because they are the company owners and not only if something goes wrong their livly hoods depends on it. I feel that if they were to bring someone in to make that desion with them it would have to be someone they both were comfortable with like one of the manager they would be considering for the new position then that way that person would have an more in deph look at the outcome both Dalman and Lei are seeking.

Effect of culture in business Essay Example for Free

Effect of culture in business Essay 1. A growing number of Americans work for foreign-owned firms in the United States. Do you think that these American employees are being influenced by the foreign owners approach to management and the culture of the country of the owner? Because of globalization, businesses are open to do business in new markets and improving profits. Also because of globalization, companies are faced with different cultures, religion and norms. For a company to do business in another country, a manager needs to understand the differences associated with the host country. Globalization is defined as this interdependency of transportation, distribution, communication, and economic networks across international borders (Gibson, Ivancevich, Donnelly, Konopaske, 2012, p 57). Each firm has their own organizational culture. According to Hellriegel, Slocum and Woodman (2001), organizational culture represents a complex pattern of beliefs, expectations, values and behaviors shared by organizational members. The knowledge of the culture in which an employee is working is crucial. In a dynamic and fast changing environment the inter and intra organizational behavior changes the productivity and growth trends (Chaturvedi, 2002). Because of the organizational culture most foreign-owned firms will tend to impose that culture on their employees. Just like U.S. companies settling abroad, foreign-owned companies will face some difficulties operating in a country with different culture. Based on Hofstedes research, which studies how values in the workplace are influenced by culture, four dimensions have been identified as explaining: Uncertainty avoidance: degree to which people are comfortable with ambiguous situations and with the inability to predict future events with accuracy (Gibson et al., 2012, p 69). Masculinity-Femininity: A culture that has a high masculinity orientation tends to emphasize on dominance, assertiveness, and interdependence. A culture with tendency of femininity orientation will emphasize more on interdependence, compassion, and emotional openness. Individualism-Collectivism: Tendency of a cultures norms and values to emphasize on satisfying individual needs or group needs (Gibson et al., 2012, p 69). Power distance: Degree to which members of a society accept differences in power and status among themselves (Gibson et al., 2012, p 69) Because each culture fits differently in the four dimensions, a foreign-owned firm will keep its own culture as it will be easier to deal with than having different organizational cultures in each country it operates. Americans who work for those companies are indeed influenced by their approach of management. 2. Assume that you want to develop your global skills so that you can pursue international assignments with your company. Identify five skills that you would want to develop and describe how you would go about improving these skills. Globalization is defined as this interdependency of transportation, distribution, communication, and economic networks across international borders (Gibson, Ivancevich, Donnelly, Konopaske, 2012, p 57). Managers are more and more in contact with different cultures. According to HRMagazine (2012), business skills, clture and customs skills, geographic, political and economic skills need to be developed. Based on Gibson, Ivancevich, Donnelly, Konopaske (2012), the five main skills are: Global strategic skills: knowing how the economy (i.e. global financial markets), politics (i.e. foreign affairs, international law) are good ways for managers to know how to conduct business in another country. Team-building skills: Companies require more and more that their employees know how to work as part of a team. Team-building is a way to have more done more efficiently. A manager should know how to delegate work and know what each team members can or cannot do. Organization skills: It is important to know how employees react to certain management approach. McGregors motivational theory X and Y provides management approaches that can apply to motivate employees. Communication skills: Communication is essential when working abroad. It is imperative that a manager or employee be able to communicate with peers and superiors effectively. Transfer of knowledge skills: Learning about a practice, technique, or approach in one country that can be transferred elsewhere is a skill that managers can apply on a regular basis (Gibson et al., 2012, p 62). 3. Describe the attitudes a manager would need to be successful and effective in managing in India, China, and Saudi Arabia. A manager would need to have the same basic skills in order to a successful and effective manager in India, China, and Saudi Arabia. According to Gibson, Ivancevich, Donnelly, Konopaske Strong technical skills Good language skills Strong desire to work overseas Knowledge of the culture Well-adjusted family situation Spouse support Behavioral flexibility Adaptability Good relational ability Stress management skills According Goodall and Warner (2007), a manager who wants to work in China would need to be: Open-minded to the culture shock. Desire to learn the language and culture. Good communication skills. Strong organizational commitment: Think not what your company can do for you, but what you can do for your company (Goodall et al., 2007, p 13). In China, it is hard to retain employees due to the competition of labor. China does not have enough skilled labors and is experiencing tremendous growth economically. To be an effective manager, one should be able to retain employees and adapt to the culture in order to not lose such precious asset. According to Bhuian, Al-shammari, Jefri (2001), a manager needs have a strong organizational commitment, strong desire to work with foreign assignment, and especially good communication skills in order to work in Saudi Arabia. Trainings should be available to the expatriate manager. Gibson et al. identified three steps: Predeparture, which helps the manager prepare for the culture shock. Overseas Assignments, which is to help the manager ease into the culture. Having a mentor or a guide to introduce him or her to the culture. Repatriation, which is helping the manager adjusting back to his own culture when returning from assignment. References Assess-and improve-your global skills. (2012). _HRMagazine, 57_(8), 79. Retrieved from http://www.shrm. org/countryguides Bhuian, S. N., Al-shammari, E. S. and Jefri, O. A. (2001), Work-related attitudes and job characteristics of expatriates in Saudi Arabia. Thunderbird Intl Bus Rev, 43: 21-32. doi: 10.1002/1520-6874(200101/02)43:13.0.CO;2-B Chaturvedi, A. (2002). Organizational behavior. _Finance India, 16_(4), 1482-1484. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docview/224360708?accountid=6579 Gibson, J.G., Ivancevich, J.M., Donnelly, J.H., Konopaske, R. (2012). _Organizations: Behavior, structure, processes_ (14th ed.)_._ New York: McGraw-Hill. Goodall, K.L.N., Warner, M. (2007). Expatriate managers in China: The influence of Chinese culture on cross-cultural management. _Journal of General Management._ Retrieved from: http://www.jbs.cam.ac.uk/research/working_papers/2007/wp0701.pdf Hellriegel, Don, Slocum, John W. Woodman, Richard W.; Organizational Behavior, South-Western Thomson Learney, 2001, pp 671.

The Evolution Of The Mauritian Economy Information Technology Essay

The Evolution Of The Mauritian Economy Information Technology Essay In the past two decades, the world scenario has considerably changed with one of the pioneering factors leading such changes as globalisation being information technology (IT). The pervasiveness of information and communications technologies (ICTs), may it be at home, within offices, or at schools cannot be denied today. The phenomenal growth of ICTs worldwide has had economic, social, political, and legal implications. For instance, businesses operate in more competitive environments today while others have closed down due to unforeseen pressures. ICTs have also been the foundation blocks for globalisation. Global network systems are today considered as being the new basis for power. The core elements propelling developing and developed economies to surface have been free trade, unrestricted investment, deregulation, balanced budgets, low inflation, privatisation of state owned institutions and infrastructure among others (APC, 2003). Few multinationals are dominating a large part of the market share in the majority of countries. ICTs have been contributing largely to such encroachment in the social and economic conditions of states. With the advent of ICTs instantaneous, global and electronic information is widely available to all. Today, a world without ICT cannot be fathomed. Increased dependence on the new forms of information has marked the whole world: financial markets, competition, research and development, educations and innovation are all sustained by the recent developments in ICT. According to Castells (2000) ICTs are the equivalent to the importance of electricity in the Industrial Era. Various other authors have appraised ICTs as being the tool to leapfrog economic growth through modernisation of production systems and increase competitiveness. Economies ignoring the developments in technology will only remain poor, marginalised and cast aside while those taking advantage of it will simply gain further by going beyond the traditional restrictions of space and time (ITU, 2004). The Mauritian Economy has not been left unscathed by phenomenal changes brought about by globalisation. Reduction in trade barriers and the erosion of trade preferences enforced by the World Trade Organisation (WTO) has exposed the economy to diverse hazards on the world market. Fiscal measures are currently being tightened with a view to sustain the economy in the long-term; increased dependence on local quality products is being encouraged. Consultancy services are being sought from knowledgeable persons with a view to identifying means as to how the economy can survive the impact of globalisation. Among the long-term strategies put forward, lies the development and progress of the Mauritian ICT sector as a means of reducing reliance on other pillars. The ability of ICTs to counter the effect of globalisation has been proven by countries such as Singapore as a reliable path towards sustaining competitiveness in the world market. Indeed, several years have elapsed since Mauritius has engaged itself in a new vision of transforming the country into a cyber-island. As such, numerous changes and developments have been achieved taking from infrastructure to the legislative framework for ICTs. Contribution of established pillars to economic progress Agriculture Manufacturing Tourism Financial and Services The ICT Sector Contribution to the economy Given the lack of figures for GDP contribution, the main emphasis has been on the level of employment generated in the ICT sector to describe its growth. However, in 1997, the ICT sector has been reported to have generated 3.3% of total sales to the economy and by 2002 this figure had grown to a total of Rs.4.1 Billion (2.9% of the Gross National Income). The Mauritius IT Industry Association (MITIA) estimated the ICT sectors turnover to be around $70 Million for the 2001/2002 period. The telecommunications sector has been accredited with bringing in the major contribution from the ICT sector to Foreign Direct Investment (FDI). This result is due to approximately 300 companies operating in the ICT sector, involved in a wide range of activities including software development, call centre, Business Process Outsourcing, IT Enabled Services (ITES), training, hardware assembly and sales, networking and other support services. World leaders such as IBM, Microsoft, Oracle, HP, Infosys, Accenture, Hinduja Group have started operations on the island. ITES-BPO so far is the strongest segment of the local ICT industry, experiencing a robust growth recently. These ITES-BPO companies have already invested some MUR 727 M and were employing around 5513 people at the end of September 2006. This figure includes an increase of 27.2% from January 2006 to September of the same year. Call centres contributes most to ICT sector employment in Mauritius with 42% of the workforce pooled into their activities (2338 persons). A remarkable increase of 158% should also be noted with regard to software development where employment incre ased from 277 to 716 lately, indicative of a rise in demand for software developers as well (BOI, 2008). Furthermore, with respect to encouraging small local entrepreneurs to invest in ICT, some 18 start-ups have benefited from the National Computer Board (NCB) Incubator Centre. These start-ups have in turn contributed towards the creation of 86 jobs and an investment of MUR 12.75 M. When it comes to IT Export, companies like Blanche Birger, DCDM Consulting, State Informatics Limited and Mauritius Telecom have extended their operations to the regional market (NCB, 2006). Investment The Mauritian government has realised the huge potential of ICT, in boosting the economy. It wants ICT to offer efficient, effective and citizen-focused public services 24 hours a day, 7 days a week (ITU, 2004). Mauritius is presently ranked 32nd worldwide as an easy and attractive location for business (BOI, 2008). Foreign investment being constantly sought; the government offers a range of facilities and incentives aimed at creating a favourable climate for FDI; for both the Individual and Corporate Investor. At the international level the government maximises on its political, economic and diplomatic endeavour to secure market access and investment guarantees (NCB, 2006). Mauritius has been a leader in Africa in making tax concessions and giving other investment incentives, dating from 1970. All of these benefits have now been extended to the ICT sector. It is now emphasising a targeted promotion project instead of an incentive driven approach. The government has, in that respect, given many facilities regarding FDI. The package of incentives as listed in the ICT Incentive Regime is as follows: low corporate tax of 15% instead of 25% VAT at 15%, refundable No capital gain tax 100% foreign ownership Free repatriation of profits, dividends and capital No minimum foreign capital required 50% annual allowance on declining balance for the purchase of electronic and computer equipment Streaming of all administrative procedures exemption of customs and excise duties on the import of materials and equipment exemption from tax on dividends FDI is governed by the Non-Citizen (property restriction) Act of 1975. This investment regulation is in line with WTOs agreement on TRIMS. A World Bank study conducted in collaboration with the Board of Investment (BOI) indicated that delays in the issue of business licenses and operating permits severely and negatively affect investment. Consequently, recent developments have led to the creation of business within three days. Most activities in the ICT sector are undertaken by a few big groups and governmental entities. The latter fare fairly well, as compared to other regional countries. Most of our investment in 2005 has been obtained from Indian companies with the objective of using the island as a channel to the African market. For example Mahanagar Telephone Mauritius Limited (MTML) has started operation in July 2005 with international long distance telephone services. As from this year, it has launched fixed phone services and will soon be offering cellular phone services. It was estimated in 2005 that MTML would have invested $25 million in its network. Many European companies are also reported to have entered into joint ventures with Mauritian organisations in the ICT sector. The potential for BPO, call centre services and offshoring is increasing. Many foreign-owned call centres have invested in Mauritius, such as V-Lines from France, and Infinity; joint venture between French and Mauritian organ isations. As such, the potential for BPO, call centre services and offshoring in particular are increasing. In fact, BPO is the most thriving activity at the moment. Investment in BPO activities has increased by 38.3% (to the number of 148) over seven months (January 2006 to September 2006). Following Mauritius, France brings the most funds in the sector (forecasts indicate a figure of MUR 529 million). India is the next big investor in BPO, with a forecasted investment of MUR 440 million (BOI, 2006). The ITES-BPO sector is actually intended to bring investment of MUR 1.94 billion in the island. So far, MUR 1.01 billion has already been pooled in the economy. By September 2006, ITES-BPO activities were distributed as follows: Figure 1: ITES/BPO Activity in Mauritius (In Numbers) Many foreign-owned call centres have invested in Mauritius such as V-Lines from France, and Infinity; joint venture between French Mauritian organisations. Software Development companies are coming in larger numbers, with a 43% growth rate, followed by BPO (40%) and Multimedia Companies (33%). By end September 2006, the BOI has approved of 29 ITES/BPO investment projects. 24% of these come from call centres and 21% from Software Developers. The main target markets of investing companies are France, United Kingdom (UK), United States (US), and India. Legislations Given the increasing growth of the ICT sector, there has been a shift in the paradigm of regulation during the last decade. The development of the ICT sector is not solely dependent on the technological advancements but also on a strong and supportive regulatory and legislative environment. The ICT Authority (ICTA) has identified seven major market segments where regulation is deemed to be imperative. The market segments are as follows: 1. Fixed telephony a. Local b. International i. Conventional ii. Internet Telephony 2. Mobile telephony 3. Services related to fixed and mobile telephony 4. Dial-up Internet 5. Broadband Internet 6. Wholesale 7. Sale of Equipment Mauritius has been accredited with having a sound and an impartial legal system based on the Napoleonic Codes and the British Common Law. Intellectual Property rights have been strengthened by recent trademark, patent and industrial design laws which comply with the WTOs TRIPS agreement. Furthermore, Mauritius is also a member of the World Intellectual Property Organisation (WIPO) and party to the Paris and Bern conventions for the protection of industrial property and the Universal Copyright Convention (Bank of Mauritius, 2006). Over the past decade, the Government of Mauritius (GOM) has taken a proactive role in the regulation of the ICT Sector and has passed five laws to deal with issues such as recognition of digital signatures, protection of copyrights and combating cyber-crime. A brief description of each act is provided below: Table 1: Overview of Main Legislations for the ICT Sector Regulation Law Description Date Passed The Computer Misuse and Cybercrime Bill Provides for repression of criminal activities perpetrated through computer systems and protection against computer misuse and new forms of Cybercrime May 2003 Information and Communication Technologies Act Provides for the establishment, management, regulation and promotion of ICT sector December 2001 Electronic Transaction Act (ETA) Covers electronic records and electronic signatures and the security thereof. (ICT Sector in Mauritius, ICT Authority, 2004) July 2000 Information Technology (Miscellaneous Provisions) Act Deals with admissibility of electronics documents as evidence in court cases; data protection and security, computer misuse and patenting of software. December 1998 Copyright Act Pertains to the protection of software and electronic databases. September 1997 Data Protection Act 2010 As per the provisions of the ICT Act, a number of institutions, namely the ICTA, the ICT Appeal Tribunal, the ICT Advisory Council and the Internet Management Committee have already been set up. This regulatory framework has encouraged and allowed international ICT players such as Microsoft, Infosys and so on to successfully conduct their business from Mauritius while allowing the state to meet its social and economic goals. The GOM has also proposed one more bill, entitled the Data Protection Act, which is planned to reassure the ITES companies and their customers on the safety of their data (BOI, 2008). This bill has been in the pipeline for the past 2 years now. Liberalisation There has been a marked difference in the ICT sector structure as from 2000 to 2004. The international long distance and Internet Service Providers (ISPs) have changed from having a monopolistic structure to a highly competitive one. The mobile operators have also drifted into full competition, as compared to a previous situation characterised by partial competition (World Bank, 2004). As per the WTO agreement, in 1997, to liberalise the telecommunications sector, the ICT Act was laid as a foundation for proper legal framework governing and enabling liberalisation to take place (ICTA, 2001). It was agreed that all state monopolies and exclusivity rights in domestic and international services would be terminated by 2004. This date was however advanced to the 1st January 2003 as the legislative environment was then deemed insufficient to meet the development of the ICT Sector as regards to foreign investment. Prior to 2003, Mauritius Telecom (MT) held exclusive rights on most national and international services. However, with liberalisation, the Mauritian population has seen the emergence of several new entrants in the sector to their benefit. In 2001, the ICTA replaced the MT Authority as per the ICT Act of 2001. It oversaw the full liberalisation of the telecommunications sector and in its first year it granted several licenses. The liberalisation of the telecommunications services since 1st January 2003 has given a major impetus to the ICT sector (African Economic Outlook, 2006). Exclusive rights of ownership of the SAFE cable have been given to MT however. The mobile market on the other hand, involves two major competing firms: Emtel and Cellplus, and a third likely in the near future: MTML. Current State of Information Technology in Mauritius People Mauritius is a highly erudite economy with 88% literacy rate (BOI, 2006). The island is on the go towards increasing its IT literacy rate. For this purpose, it has started at the ground level i.e. from schools. Another project launched in 2001, was the School Information Technology project, where primary and secondary schools will have computers, with at least one computer lab. In 2002, 100% of schools in Mauritius had a computer but only 18.7% of these had access to the internet (ITU, 2005). All the universities have LANs and high speed internet access. In 2004, 48% of the secondary schools and 4% of the primary schools had internet access (BOI, 2006). With regard to the distribution of the educational level in Mauritius, in the year 2005, there were a total of 11,814 school leavers in S.C. and 5555 school leavers in H.S.C. Only 4444 tertiary students enrolled in Mauritian institutions of which 2,020 enrolled for IT Courses taking from Diploma to Master degrees (BOI, 2006). Adding to the tally of developing IT skilled professionals is the high number of students who are returning to Mauritius each year with degrees from leading universities in Europe, Australia, India, Canada and South Africa. There are five main institutions offering courses leading to certificates, diplomas and degrees in IT. These include the University of Mauritius (UOM), Mauritius Chamber of Commerce and Industry, Swami Dayanand Polytechnique, De Chazal Du Mee Business School (DCDM) and University of Technology Mauritius (UTM). Other institutions include Formation, Recruitement et Conseil en Informatique, State Informatics Limited and NIIT Computer Education and Training Centre (NCB, 2006). However, the Mauritius College of Air (MCA), which is the countrys leading public distance learning institution, has very few Computer Science courses and in the year 2002 only 3.6% were enrolled in the Computer Science field. Nevertheless, there are many other international universities which provide distance learning courses. Distance learning accounted for the largest share of tertiary Computer Science students with a total of 1,962 students in 2002 (ITU, 2004). The Tertiary Education Commission (TEC) and the Task Force on E-Education and Training projected the number of graduates to join the ICT labour market up to 2005 at around 4000 (NCB, 2006). The following diagram illustrates this distribution by the type of institution: Figure 2: Enrolment in Tertiary Computer Science Courses by Institutions (2001) [Adapted from ITU (2004)] However, the forecasted demand of IT workers and/or IT specialists far exceeds the forecasted supply. It was forecasted, in 2003, that if GOM accelerated training accompanied with a low demand for IT professionals, Mauritius will just meet the demand for IT professionals in 2006. If the contrary was to be true, then Mauritius would face an acute shortage of capable labour which was forecasted to be around 8000 IT professionals. In the year 2000, there were approximately 1,900 IT Professionals according to a survey carried out by the NCB. Three years later that figure had increased to 3,200 professionals. Furthermore, an annual growth rate of 15% per annum of newly trained IT graduates is estimated by the TEC. However, as stated earlier, it would prove to be grossly inadequate to meet the demand if there is the expected and the desired growth of the ICT sector. The GOM is providing incentives to attract internationally renowned institutions and universities to set off-campus branches in Mauritius (ITU, 2004). Due to Mauritius relatively poor adoption of the internet, the GOM has sharpened its focus on education at all levels. Promotion of an ICT Culture at the national level has been acknowledged through operation of: An IT Coach Project (Cyber Caravan) to raise ICT awareness around the country A Computer Proficiency Program a joint Government Private-Sector initiative by the National Productivity and Competitiveness Council (NPCC) on basic computer skills is available to the community at large at a subsidised fee of Rs.700. Also, the GOM has recently launched an ambitious and enormous training programme of 400,000 Mauritians in ICT over the next four years on the 4th September 2006. Commonly known as the IC3 programme, it aims to dispense a series of training sessions under the Universal ICT Education Programme (UIEP) which will eventually lead to the highly recognised Internet and Computing Core Certification (IC3). In that respect, the NCB has been delegated the task of implementing the project which will include people from various background, be it educational, social, or work. The IC3 Certification which was developed by Certiport Incorporation (USA) is the first globally accepted, standards-based, validated certification program for basic computing skills. It consists of three modules, namely: Computing Fundamentals, Key Applications, and living Online. IC3 being a foundation course for ICT studies, the trainees can further evolve in the sector by going as far as the MCSE (Microsoft Computer Softw are Engineer) qualification. IT Penetration among the Mauritian Population Since it has adopted a vision of becoming a cyber-island, the state has been strongly emphasising the need to bring the technology to the reach of one and all. On one hand, the younger generation has been heavily benefiting from the inclusion of ICT in their curriculum. 2004 reports confirm that around half of all secondary school and a number of primary institutions benefit from internet access. A large portion of the educational institutions have been equally fitted with computers for students use. On the other hand, the government has also been providing training in IT. As per October 2004, 2500 civil servants had already been trained. The table below illustrates some economic and ICT indicators for 1999-2004: Table 2: Economic and ICT-related indicator (1999-2004) Year Indicators 2003 2004 Estimated Population (Millions) 1.186 1.196 GDP per capita (MUR at Market Price) 128,288 141,826 GDP Growth at basic prices +3.7 +4.5 Mobile Subscribers/100 inhabitants 38.13 47.58 Fixed Telephone Penetration (%) 91 92 Estimated Internet Users 180 000 230 000 No. of Internet Subscribers (dial up) 60 052 77 558 Estimated Household Internet Penetration (%) International Internet Bandwidth (Mbps) 45 61 Estimated Internet Hosts 3985 4836 Source: Central Statistics Office, Mauritius A survey conducted by the NCB in 2002 showed that the main reason why people did not have a PC at home was that they already had one at work and the second reason was cost. The government started a Computer in Every Home campaign and also provided subsidised loans to civil servants for buying PCs; but CSO figures claim that people did not know about these initiatives. Furthermore, the Ministry of Health had implemented the National Health Information System, so as to make health care more efficient. By 2002, seven health centres had been computerised. Mauritius also has the cheapest internet access rates in the African Continent. However, on a global basis, the price of internet connection is relatively high. Indeed, in July 2004, there was a 15% VAT charge on internet services. Such diverging strategies directly hinder the governments policy of spreading internet use throughout the island. With prospective competition from MTML, the internet tariffs were expected to fall by the end of 2006. This would have rapidly increased the number of internet users. Nowadays, post offices also provide electronic services, namely for payment of bills and the sale of telephone services. Mauri-Post is further expected to launch online banking services. Conclusion The ICT Sector in Mauritius has undeniably emerged as a sector in its own right today. The vision of the Mauritian government to make it the next engine of economic growth is in its making as ICT starts to make important inroads to the contribution of GDP. An analysis of 18 economies on their abilities to effectively implement ICT putting Mauritius in 5th position clearly supports this view. The Mauritian government has taken several steps to make the islands outlooks more favourable to investors in the ICT Sector. Additionally, infrastructural developments, especially in the physical terms, are highly conducive to the foreign investment and the GOM is taking pro-active measures to attract further FDI in the ICT Sector. The legislative framework for the sector clearly demonstrates the countrys willingness to foster competition, openness, and an attractive business environment as well as the provision of universal service with efficient interconnectivity. With the liberalisation of the local telecommunications market, investors can expect lower rates of internet access as well as better services from international brands in the future. The liberalisation is also attracting investment in the telecommunications field. To complement the above, several unprecedented initiatives, with the IC3 programme being the latest, have been undertaken to create a first-time-ever educated population in respect of information technology. The combination of the discussed issues, projects, and factors in this chapter will irrefutably link Mauritius firmly to the global information highway in the near future. Yet, development cannot happen in a vacuum, and Mauritius will need to keep pace with the fast changing environment of ICT as it develops the sector further. Pro-activeness, responsiveness, and flexibility represent key requirements for the ICT sector development to prevent the country from losing its position. Literature Review This chapter describes the strengths, weaknesses, opportunities, and threats (SWOT) of the Mauritian ICT industry. The following diagram illustrates the main elements of the analysis: STRENGTHS WEAKNESSES Language- Bilingual Workforce Political Willingness Infrastructure Physical Telecommunications Attractive Fiscal Incentives Sound Legal Framework Geographical Location Political Stability and Low Risk of Terrorism Infrastructural Weaknesses Poor education system Deteriorating economy Lack of Research and Development (RD) OPPORTUNITIES THREATS Membership in major Regional Trade Blocs Indian Government support Rapid Development Pace Brain Drain Competing ICT economies in the region Risk of natural disaster/s Table 3: SWOT for the Mauritian ICT Industry Strengths Bilingual Workforce Mauritians are bilingual being conversant in both French and English and can therefore service both English-speaking and French-speaking markets (Novatech, 2008). The Industrial Vocational Training Board (IVTB) furthermore organises the training of call centre and BPO operators (which currently constitute a high proportion of the ICT sector) on a regular basis. Additionally, ten public and some thirty private institutions, in collaboration with reputed foreign universities and international training centres provide professional training courses in the IT sector. Key players operating in Mauritius include NCC, NIIT, Aptech, University of Surrey, University of Birmingham, University of Witwatersrand, Università © of Poitiers, Dale Carnegie, BCS, ACCA, CIMA. Additionally, Mauritian employees are commended for their loyalty by Indian, French and British firms. This, according to them, improves the quality of the Mauritian workforce. Infrastructure Telecommunications The SAT-3/WASC/SAFE submarine optical fibre cable links Europe to the Far East through Mauritius and provides connectivity to worldwide destinations through ADSL, ISDN and high bandwidth international leased lines (IPLCs). Government has equally accelerated the liberalisation of the telecommunications sector by an early termination of the exclusivity of the incumbent operator, Mauritius Telecom (MT) as mentioned earlier. As such, new operators have entered the local telecommunications industry offering value added services in the field of International Telephony, Internet Service Provider and Voice over IP. The market has become highly competitive and new entrants compete mainly on prices to gain new clients. A further asset is possessed by Mauritius Telecom, the national operator, with a Point of Presence (PoP) in Telehouse, Paris where major international bandwidth providers and key telecom operators are present for interconnection, thereby providing end-to-end service at very competitive rates (BOI, 2008). Another underwater cable of East Africa, EASSy (Eastern Africa Submarine Cable System), will soon add to the bandwidth provided by the SAFE cable. The cable of a length of more than 8000 km will link Mauritius to around 20 countries of the Eastern coast of Africa including Kenya and Madagascar. As such, telecommunications and internet costs, which have already been reduced substantially over the past few years, are deemed to further decrease. The Minister of Information Technology and Telecommunications, has signed the protocol for linking Mauritius to the EASSy project on the 20th November 2006. This will give Mauritius a competitive edge in telecommunications costs. Physical The Ebene Cybercity is the first IT Park in the African region. It is spread over an area of 172 acres and with consist of various facilities such as video conferencing, conference halls, 24/7 restaurants and banks. The first Ebene Cyber Tower has already been constructed with many international ITES-BPO players are already operating within the most intelligent building in Mauritius. A second cyber tower is also now operational and has already been booked up to 70%. Among the operators are the French company, Phone Sales Experts, which has already started its activities with 50 employees and an American BPO which has booked five floors and is expected to employ around 600 employees. Political Willingness The dedication of the Mauritian government to achieve its goal of making Mauritius a cyber-island has also been reflected over the past few years by its e-government initiatives (e-government, 2004). E-government is the use of ICT to deliver public services which provides greater convenience for citizens (G2C) and to businesses (G2B), as well as between different ministries (G2G). Such initiatives include: The setting up of a Government Online Centre (GOC) as a point of interaction with citizens and businesses. The setting up of a Government Intranet System (GINS) as a medium for collaboration between civil service departments. The designation of Chief Information Officers to champion IT developments and for the provision of learning materials. The approval of international standards to benchmark the internal level of security. Indeed, the government took the initiative to invest in an e-government scheme gearing towards e-management, e-services and e-democracy. E-management consists of computerising all governmental departments while E-services are a platform for the exchange of information between the population and the state. E-democracy on its part is a concept that allows citizens to participate in government decision-making through the posting of queries. Citizens are also provided with e-services such as Application for Lump Sum, Drivers License, Scholarships and Passports are offered online (Govt. Mtius, 2010). The enactment of various legislations for regulating the ICT sector equally reflects such willingness at top level. Attractive Fiscal Incentives Fiscal incentives are being used as a means to increase FDI and investment potential in the island. Such differing tax