Guide to performing a Job Evaluation

Guide to performing a Job Evaluation What are the main issues faced by the residents in Portugal? Click on the play button to watch the video. Highlight the issues and look for the solutions. Share your opinions in the LMS Forum. [MMP: Create video screen and embed video as shown in link] Source: http://www.youtube.com/watch?v=0vKDyPJmQD0 Job evaluation is the process of determining the worth of jobs assigned to employees.The worth of a job is determined by the demand for it in relation to its job description, job specification and the expected outcomes from that job. In some cases, it is found that an employee who holds a similar position as his colleague may hold a different role, and have different responsibilities and accountability. In such cases, he/she should receive different pay. This chapter discusses the importance of job evaluation, basic job evaluation methods, the hay guide chart method, and inputs to refer to when pricing jobs. Job Evaluation and Its Importance Job evaluation is the process of determining the value of one job in comparison to the other jobs within the organisation so a fair salary system can be established. The job evaluation process is the most common method used to provide a rationale for a pay structure and to assign a job to a pay grade. Job evaluation can also be defined as a practical technique for trained and experienced employees to judge the size of one job relative to others. It does not directly determine the pay levels but establishes the basis for an internal ranking of jobs. Among other definitions are as follows: Job evaluation is concerned with assessing the relative demands of different jobs within the organisation. Its usual purpose is to provide a basis for relating differences in rates of pay to different in-job requirements. It is therefore a tool which can be used to help determine a pay structure. (Advisory Conciliation and Arbitration Service (ACAS), London 1984) A job evaluation system consists of compensable factors and a weighting scheme based on the importance of each compensable factor to the organisation. Compensable factors are the characteristics of jobs that an organisation values and chooses to pay for. These characteristics may include job complexity, working conditions, required education, required experience and responsibility. (Noe et. al. 2003) Job evaluation is a systematic procedure to determine the relative worth or value of jobs. Although there are several different approaches, each one considers the duties, responsibilities and working conditions of the job. The objective of job evaluation is to identify which jobs should be paid more than others. (Schwind et. al. 1999) The objectives of a job evaluation process in an organisation are as follows: Establishes the relative value or size of jobs, i.e. internal relatives. Produces the information required to design and maintain equitable and defensible grade and pay structures, critical in any organisation. Provides as a basis for grading jobs within a grade structure, thus enabling consistent decisions to be made about job grading. Ensures that the organisation meets ethical and legal equal pay for work of equal value obligtions. More recently the use of job evaluation is the hinge of most equal pay cases. Despite its popularity, it is often misunderstood. So, the following facts about job evaluation must be made clear: SELF-CHECK What is job evaluation and why is it important? What are the four facts about job evaluation? Job Evaluation Methods The human resource management is usually responsible for administering the job evaluation programme. However, actual job evaluation is typically done by a committee. The committee might include the human resource director as the chairperson and the finance, marketing and production heads. Job Evaluation Committee Chairperson (Human Resource Director) Head of Finance Head of Marketing Head of Production Figure 8.1: The job evaluation programme is typically performed by a committee within the organisation Small and medium sized organisations may elect to use outside consultants as they often lack job evaluation experience. When employing a qualified consultant, management should require the consultant to develop an internal job evaluation programme and train company employees to administer it correctly. This can be done by reviewing information obtained through job analysis regarding the duties, responsibilities and working conditions of the organisation. With this knowledge, the relative worth of jobs is determined and the consultant will be able to shape a job evaluation programme suitable to the company by selecting an appropriate job evaluation method. Figure 8.2: The 10 basic steps in conducting an effective job evaluation There are four basic job evaluation methods commonly used by organisations. They are job ranking, job classification (or job grading), factor comparison and the point system. Job ranking and job classification are categorised as non quantitative methods while factor comparison and the point system are classified as quantitative methods. A job evaluation committee or an outside consultant needs to choose one method and modify the method to suit the organisations particular need. Figure 8.3: Job evaluation methods Job Ranking Method In the ranking method, jobs are compared to each other and arranged in order according to their worth to the organisation. The worth of a job is usually based on judgements of skill, effort (physical and mental), responsibility (supervisory and fiscal), and working conditions. The steps involved in ranking jobs are Rank Jobs Make an overall comparison between jobs, by focusing on certain factors such as, responsibility, skills, effort, and working conditions. It is possible that elements of some jobs may be overlooked or weighed too heavily. Rank jobs from the highest to the lowest. The highest and lowest are ranked first, followed by the next highest to the next lowest, until all jobs are ranked. Conduct job analysis and write job descriptions. Pay scales are established based on the rankings, where more important jobs are paid more. However, as the ranking of jobs are subjective and lack precision, the pay levels may be inaccurate. The job ranking method is perhaps the simplest method of job evaluation but it is also known to be the least precise among the four evaluation methods. WEB-SITE Find out the ten worst jobs in the US of 2010. Go to: http://www.huffingtonpost.com/2010/01/06/worst-jobs-2010-careercas_n_413511.html Job Classification Job classification is a form of evaluation that assigns jobs to an existing grade/category structure according to their relative worth to the organisation. First, job grades or categories are established and each is given a standard description, as shown in Table 8.1. Table 8.1: A Job Classification schedule for use with Job Grading Method Job Grade Standard Description I Work is simple and highly repetitive; done under close supervision; requires minimal training and little responsibility, or initiative. II Work is simple and repetitive; done under close supervision; requires some training or skill. Employee is only rarely expected to assume responsibility or exhibit initiative. III Work is simple, with little variation; done under general supervision; training or skill is required. Employee has minimum responsibility and must take some initiative to perform satisfactorily. IV Work is moderately complex, with some variation; done under general supervision; requires high level skills. Employee is responsible for equipment and safety, and must exhibit initiative regularly. V Work is complex and varied; done under general supervision; requires advanced level skills. Employee is responsible for equipment and safety, and must show a high degree of initiative. Next, the standard description that most nearly matches a job description determines the grade of that job. Job classification or job grading is slightly more sophisticated than job ranking, but it too is not very precise. Factor Comparison In the factor comparison method, each job is ranked according to a series of factors. This method includes five major steps. Under this method, instead of ranking complete jobs, each job is ranked according to a series of factors (as shown in Figure 8.3). Figure 8.4: The five universal job factors Job evaluators must then identify factors relevant and common in a broad range of jobs as shown in Table 8.2. A numerical point value is assigned to each job factor. The weights might be different for different job positions. Some organisations use different factors for managerial, professional, sales and other positions. Table 8.2: Factors relevant and common in a broad range of jobs Job Mental Skill Physical Responsibility Working Condition System Analyst 1 4 2 1 3 Data Entry Clerk 4 1 1 4 1 Programmer 2 3 3 2 4 Operator 3 2 4 3 2 Note: In the mental requirement, systems analyst ranked highest (1), followed by programmer (2), operator (3) and clerk (4). The evaluation allows the committee to determine the relative importance of each job. In this method, pay will be assigned by comparing the weights of the factors required for each job. This method of job evaluation is more systematic. Point System This method evaluates the critical factors of each job. But instead of using wages, as the factor comparison method does, it uses points. Under the point rating system, a number of factors such as skill, effort, responsibility and working conditions are identified as being common to all jobs being evaluated. Each factor is then given a weighting indicating its values relative to the others and for each factor there are varying degrees (as shown in Table 8.3). Table 8.3: Point system matrix No. Critical Factors Levels or Degrees Minimum I Low II Moderate III High IV 1 Responsibility Safety of others 25 50 75 100 Equipment and materials 20 40 60 80 Assisting trainees 5 20 60 50 Product/ Service Quality 20 40 60 80 2 Skill Experience 45 90 135 180 Education / Training 25 50 75 100 3 Effort Physical 25 50 75 100 Mental 25 70 105 150 4 Working Condition Unpleasant condition 20 20 60 80 Hazards 20 40 60 80 Total Points 100 A job description is prepared for each job and a committee then considers each description in turn, comparing it factor by factor, with the degree definitions. Points are allocated for each factor and the total point value determines the relative worth of each job. A point system is more precise than the factor comparison method because it can handle critical factors in more detail. This method is also used more than the other methods. Some 95% of the major corporations in the US are thought to use some variation of this method to evaluate jobs. Accountability Accuracy Analysis and judgment Complexity Contact and diplomacy Creativity Decision-making Dexterity (clever, skilful, neatness) Education Effects of errors Effort Initiative Judgment Know-how Knowledge and skill Mental effort Mental Fatigue Physical demands Physical skills Planning and coordination Problem-solving Responsibility for cash/material/confidential Information equipment, process, record and reports Social skills Supervision given/received Task completion Training and experience Work condition Work pressure Figure 8.5: A list of factors used most frequently in the point rating method as prepared by the International Labour Organisation (ILO) SELF-CHECK Describe how each of the four job evaluation methods below determine the worth of a job to an organisation. a) Job ranking b) Job classification c) Factor comparison d) Point system Hay Guide Chart The job evaluation process is enormously time consuming, complex and often a frustrating task as it is subjected to political pressures and biases that is natural among committee members who represent different functional areas. It has been proven that the job evaluation process is easier to do if the committee compares factors common to all jobs (compensable factors). For evaluating management jobs, the Hay Guide Chart Profile Method is the most popular method. This method provides a common language, an organised framework and the criteria to ensure that judgements applied can be tested and defended in an objective, consistent and equitable manner. This method is based on assessing three main factors, which are: know how problem solving accountability INPUT PROCESS CONTRIBUTION KNOW-HOW PROBLEM SOLVING ACCOUNTABILITY Figure 8.6: The Hay Guide Chart Method (a) Know How Knowledge, skills and experience needed for acceptable job performance. It consists of three dimensions which are: Scientific disciplines, specialised techniques, and practical procedures The depth and range of specialised knowledge required to perform the job. It requires a deep authoritative knowledge in areas of considerable significance to the organisation disciplines or general knowledge required to deal with strategic issues at the most senior level within the organisation. Managerial know-how Requirements needed in the job to plan, supervise, coordinate and integrate different activities, resources or parts of the organisation. Human relation skills Skills needed to communicate with and influence individuals and groups within and outside the organisation to achieve the necessary results. (b) Problem Solving The span, complexity and level of analytical, evaluative and innovative thought required in the job. The problem solving factor has two components. They are: Thinking environment The environment in which thinking takes place. Identifies and addresses problems that arise. Depends on the absence or presence of policy, procedure, supervision as well as other guidance. Thinking challenge Thinking done to assess the complexity of problems encountered, ranging from simple to complex situations. Also involves the extent of original thinking needed to arrive at conclusions. (c) Accountability Discretion given to the job holder to influence or determine the course of events and his/her answerability for the consequences of his/her decisions and actions. Accountability has three dimensions which are: Freedom to Act Assesses the degree of freedom of action given to a job by the organisation. Magnitude Gauges how much of the organisation is effected by the job holders accomplishment of the job. Job impact on end results Concerned with how directly the job affects end results in that area. SELF-CHECK Explain the three factors that the Hay Guide Chart method considers in evaluating the worth of a job to the organisation. Pricing Jobs Pricing jobs are divided into two activities: Establishing the appropriate pay level for each job. Grouping the different pay levels into a structure that can be managed effectively. It would not be unusual, for instance, for the personnel manager of Motorola to regularly share wage data on key positions. Firms in the community like Hewlett Packard identify job positions such as maintenance engineer, electrical engineer, key punch operators or clerk-typists and give comprehensive descriptions of these jobs. During the wage survey, various information can be requested (as shown in Figure 8.7). Figure 8.7: Information that can be requested when conducting a wage survey (a) Pay Level The appropriate pay level for any job reflects its relative and absolute worth. A jobs relative internal worth is determined by its ranking through the job evaluation process. The absolute worth of the job is controlled by what the labour market pays for similar jobs. Figure 8.8: Pay level Source: http://www.nursingtimes.net/whats-new-in-nursing/acute-care/pay-levels-confirm-lower-status-of-nurses/5008226.article (b) Scattergram In order to set the right pay level, the job evaluation ranking and the survey wage rates (the going rates in the industry) are combined through the use of a graph called the scattergram. [GD: Insert image of scattergram] Figure 8.9: Scattergram (c) Wage-trend line Through the dots that represent key jobs, a wage-trend line is drawn as close to as many points as possible (the line can be drawn freehand). Most importantly, this method can be used to identify jobs whose pay is out of the trend line. When a jobs pay rate is too high, it should be identified as a red circle rate. Undervalued rates (wage rate is too low) carry a green circle and attempts should be made to grant these jobs an average pay increase. Figure 8.10: Wage-trend line (d) Pay structure Jobs that are similar, in terms of class grades and points, are grouped together. For instance, pay grade 1 may cover 0-100 points, pay grade 2 from 1-200 points, and so on. The result is a hierarchy of wages. The more important jobs are paid more, and as individuals assume jobs of greater importance, they rise within the wages structure. Figure 8.11: Pay structure Source: http://skorcareer.com.my/images/salary-survey-asia.jpg Rate ranges are simply pay ranges for each job class. For example, the wage-trend line indicates that $8.00 is the average hourly rate for a particular job class. With a rate range of $1 for each class, a marginal performer is placed at a midpoint or $8.00. When performer appraisals indicate above-average performance, the employee may be given a merit rise of, say 25 cents per hour. Once the employee reaches the top of the wage range, no more wage increase will be forthcoming. Either a promotion or a general across-the-board pay raise needs to occur for this worker to exceed $8.50 an across-the-board increase moves the entire wage trend line upward. As new jobs are created, the wage and salary section of the personnel department performs a job evaluation. For this evaluation, the new job is assigned to an appropriate job class. If rate ranges are used, the new incumbent will start at the bottom of the range and receive raises, where appropriate, to the top of the rate range. SELF-CHECK What are the inputs that can be requested when conducting a wage survey to price jobs? Case Study The Thai Silk Company, Ltd. Source: http://www.retireearlylifestyle.com/ThaiSilk.html (a) Thai Silk Industry The production of Thai silk involves a number of stages. The earliest fiber production, was carried out by approximately 500,000 individual peasant families primarily in the economically-depressed northern portion of the country. Several hundred family firms located in the larger provincial towns and in Bangkok undertook intermediate stages dyeing, spinning and weaving. The final stages printing, converting and retailing were dominated by fewer than 100 enterprises located in Bangkok. (b) Finishing and Converting Thai silk moved directly from weavers into retail channels to be sold as fabric. However, a portion was finished (e.g. printed with a design) and/or converted (e.g. made into a pillow case, garment, window drape, etc.) before reaching retail. There were seven finishing establishments in the country, all located in Bangkok. The largest of these was a 51%-owned joint venture of Thai Silk Company Ltd. (TSC). It contained 16 hand painting tables compared to only 10 by its next largest competitor. It was the only finisher in the country specialising in silk to own an automatic printing machine. (c) Proposed New Weaving Mill On top of these changes, an important new development is currently under consideration. It involves a proposed 51-owned weaving joint venture, the Thai Silk Handweaving Co. Ltd. (TSHC). The plant was to be located at Pakthongchai in Korat Province about 100 miles northeast of Bangkok. It would initially contain 120 hand looms of the tradiational variety with capacity to supply about 20% of TSCs fabric needs. Currently, there are plans for an increase in the number of looms to 600 over a 6 year period. TSCs share of initial capitalisation would amount to 2.4 million Baht. SELF-CHECK The silk production involves many processes and stages, from dyeing to printing and retailing. As the Human Resource manager, how would you price the pay for employees working in the different stages of the silk production? Summary This chapter introduced you to job evaluation, its methods, the hay guide chart method, and inputs to refer to when pricing jobs. We have learned that: Job evaluation is the process of determining the value of one job in comparison to the other jobs within the organisation so a fair salary system can be established. It is the most common method used to provide a rationale for a pay structure and to assign a job to a pay grade. Job evaluation is usually administered by the human resource manager. However, it is typically performed by either a committee within the organisation or by outside consultants. The four basic job evaluation methods commonly used by organisations are: Job ranking Job classification (or job grading) Factor comparison The point system The hay guide chart method of evaluating jobs assesses three main factors: Know-how Problem solving Accountability When performing a job survey to price jobs, the following information can be requested: Pay level Scattergram Wage-trend line Pay structure Glossary Terms Definition Factor comparison Each job is ranked according to a series of factors, namely mental requirement, skill, physical requirement, responsibilities and working conditions. Hay guide chart method A job evaluation method that considers know-how, problem solving and accountability. Job classification/Job grading A form of evaluation that assigns jobs to an existing grade/category structure according to their relative worth to the organisation. Job evaluation The process of determining the value of one job in comparison to the other jobs within the organisation so a fair salary system can be established. Job ranking Jobs are compared to each other and arranged in order according to their worth to the organisation. Pay level What the labour market pays for similar jobs. Pay structure Jobs that are similar, in terms of class grades and points, are grouped together. Point system method Evaluates the critical factors of each job. But instead of using wages, as the factor comparison method does, it uses points. Scattergram A graph that uses plotted points to represent a set of data. Wage-trend line A line drawn as closely as possible to as many points representing key jobs in a graph.

Strategic Market Planning

Tutorial 2. 2 Strategic Market Planning 1. 4 – Discuss the concept of balanced strategic planning and the approach outlined by the Balanced Performance Scorecard. What are the five common principles associated with implementing the balanced approach to strategic planning? The idea of having balanced strategic planning outlined by the balanced performance scorecard is to allow organizations to implement strategy rapidly and with great efficiency by integrating the measurement system with the management system.The balanced performance scorecard converts an organizations vision and strategy into a number of action measures that provide the basis for a strategic management and measurement system. The balanced scorecard approaches strategy from four complementary perspectives: financial, customer, internal process, and learning and growth. The five common principles associated with implementing the balanced approach to strategic planning are :- 1. Translate the strategy into operat ional terms. 2. Align the organization to strategy. 3.Make the strategy a part of everyone's everyday job. 4. Make the strategy a continual process, i. e. through every stage of the development, manufacture and distribution of a product. 5. Mobilize change through executive leadership. 2. 4 – Describe the role that a code of conduct plays in ensuring ethical compliance within a firm. How should a code of conduct be developed, what should it contain, and what are the keys to ensuring that the code is successfully implemented? Codes of conduct are formal statements that describe what an organization expects of its employees.Codes of conduct define good practice by reflecting on the core values of rights, relationships, responsibilities, standards and safety. A code of conduct should be more than a list of rules for employees to adhere by. It should also be an expression of a company or organizations values and an extension of its policies. It should be well thought out, so as t o be a meaningful, useful document that employees actually use. The main things contained in a code of conduct should include the following:- 1. Freedom of association and the right to bargain collectively. 2. Forced and bonded labour. 3.Child labour. 4. Non- discrimination. 5. Health and safety. 6. Hours of work. 7. Wages. 8. Security of employment. Also trustworthiness, respect, responsibility, fairness, caring, and citizenship should be included. To ensure that the code is successfully implemented it should be used by everyone and at every stage within an organization. Everyone should be accountable if it is they do not adhere to the code of conduct. 2. 5 – What is the relationship among marketing ethics, strategic planning, and organizational performance? How is being market oriented different than having a stakeholder orientation?Adhering to good marketing ethics and being socially responsible will increase an organizations performance while pressure to meet performance objectives can also lead to unethical activities. Strategic planning sets out long term goals and objectives for a company so they can see where they want to be performance ways. It ensures that a company will have a good performance for a number of years, and not just for the present, it is a vital attribute for a company to half whether the company is large or small if it is to achieve its objectives and meet performance targets.Being market oriented means a company or organization reacts to what the customers want and all decisions taken are based around information about customers needs and wants rather than what the business thinks is right for the customer. A company that is shareholder oriented typically views the impact of business operations on profit, furthermore the length of concern for changes in business operations is usually short term such as meeting quarterly or annual results.

Andrew MarvellS Poem, ‘To His Coy Mistress’ (Hereafter

Andrew Marvell s poem, ‘To His Coy Mistress’ (hereafter I shall refer to the poem as ‘Mistress’) is a beautifully provocative poem. ‘Mistress’ encompasses many literary techniques including tone, imagery, alliteration, metaphor, irony, enjambment and similes. It is written in iambic tetrameter as a three part proposition to his mistress, and Marvell employs alternative poetic styles (as mentioned previously) to enhance each of the three arguments in the poem. In essence, ‘Mistress’ examines the assertion that after death, morality is of no value. Marvell accentuates the triviality of his mistress being vain during her lifetime, emphasizing that she must do away with all trepidation when it comes to temptation. Like many metaphysical poets†¦show more content†¦To further woo and enchant his audience, alliteration is also used to great effect, in line 1 ‘we’ and ‘world’, in line 2 ‘coyness†™ and ‘crime’, in Line 3 ‘we would’ and ‘which way’ and finally in line 4 ‘long love’s’. In the next 16 lines, it can be sensed the reader has upon his lips a slow smirk forming that coincides with the sly tone of the first argument. Marvell conjures up ethereal, tantalizingly beautiful images to flatter his mistress with an insincere exaggeration of her beauty and virtue. The imagery is insincere because it travels the full, albeit completely unrealistic, gamut of time and space. The first example of this is with ‘Thou by the Indian Ganges’ side Should’st rubies find’ where he uses the metaphor relating the magically distant, recently discovered unspoilt Ganges’ river to the equally uncharted waters of his mistress’ sexuality. The image of his mistress searching for rubies set in stark contrast of his whereabouts ‘I by the tide Of Humber would complain’ whilst being a romantic image also reinforces her virginity. With lines 7-8‘I would Love you ten years before the flood’ refers to Genesis 6-9 and the image of the incredibly pious Noah et al in his ark after forty days and forty nights of rain; (This is in itself an ironic image as God actually tells Noah and his three sons to engage in sexual intercourse. ) in conjunction with lines 9-10 ‘And you should, if you please, refuse Till the conversion of the Jews’ sets up the

The Washington Rules Of Us Foreign Policy - 1513 Words

The â€Å"Washington Rules† project of US foreign policy has managed to sustain and regenerate itself since the end of World War Two. According to the theory of â€Å"Washington Rules,† the world must be ordered by the United States and cannot be permitted to order itself. This notion is considered to be a self-mechanism; the United States has a duty and moral obligation to be the world’s policeman to the point where other nations just naturally expect us to act. Nonetheless, we sometimes forget that by following â€Å"Washington Rules,† we do not follow the limit and extend our powers. As a result, there are â€Å"blow backs† when the United States attempt to control the world; as seen by the Cuban Missile Crisis and 9/11. There are many ways the â€Å"Washington Rules† project of US foreign policy has managed to sustain and regenerate itself since the end of World War Two. First, let us to start with the concept of Flexible Response. Accord ing to Maxwell Taylor, flexible response would empower the president to have additional choices to answer to Soviet or Communist act at any level of ferocity. It was a strategic middle ground that expended the scope of the National Security State. What is Flexible response? Flexible response in short; is the United States defense strategy in which an extensive range of diplomatic, political, economic, and military options are used to thwart an adversary attack. Flexible response was a substitute to President Eisenhower’s new look national security policyShow MoreRelatedA Warning From Our Country s Founding Father908 Words   |  4 Pagesthan with bad company.† This quote by George Washington, speaks volumes to the warning he gave in his farewell address, when he spoke of entangling ourselves with foreign nations. In 1796 George Washington addressed the nation of his intention not to seek a third term. However most importantly in that speech, he warned the young natio n about becoming entangled in the affairs of foreign nations. What did George Washington really mean when he warned us of such entanglement? To put that statementRead MorePresident Washington And The United States853 Words   |  4 PagesPresident Washington 1. President Washington writes this address in 1796 after he decided to retire his position and before the period of the United States presidential election. â€Å"The period for a new election of a citizen to administer the executive government of the United States being not far distant.† This address is important because he tries to give Americans some advices about their welfares and warn them about the conflicts transections and foreign nations. 2. The main points in the documentRead MoreAmerica s Position On Reciprocity And Bilateral Free Trade Agreements1574 Words   |  7 PagesCommerce of the United States in Foreign Countries† in order to consolidate America’s position on reciprocity and bilateral free trade agreements. In the document he emphasized that â€Å"free commerce and navigation are not to be given in exchange for restrictions and vexations; nor are they likely to produce a relaxation of them†. Above all, Jefferson was concerned with â€Å"fair and equal access† to all foreign markets and realized that other European mercantilist policies were not favorable towards a completelyRead MoreThematic Essay on George Washington958 Words   |  4 PagesThematic Essay on George Washington The Electoral College elected Washington unanimously in 1789, and again in the 1792 election. John Adams was elected vice president. Washington took the oath of office as the first President under the Constitution for the United States of America on April 30, 1789, at Federal Hall. At first, he had not wanted the position. Washington proved himself to be an able administrator. An excellent delegator and judge of talent and character, he held regularRead MoreThe Collapse Of The Soviet Union1529 Words   |  7 Pageseasy. Sometimes, they can be extremely difficult and painful. From my point of view, even until today, Russia is still suffering from the aftermath of the collapse of the Soviet Union, which has been profoundly influencing Russia’s domestic and foreign policy. This process has also led to Russia’s enduring confusion of its appropriate identity. In other words, how should Russia view itself and what kind of image it should or want to demonstrate to the whole world. Russia has always seen itself aRead MorePolitical Parties Interest Groups Essay1586 Words   |  7 Pagesare vital to the function of the electoral system in the states. Parties organize opposition by recruiting and nominating candidates, act as opposition powerless, unify electorate, and provide government and people linkage.(Magleby 55) Election rules in favor of Democrats and Republicans, not minorities. Minor parties must have a min. number of votes to appear on ballot. Various things must appear for minor parties to get on the ballot: num. Of signatures, allotted time to collect; signatures distributedRead MoreEssay on Israel and US Foreign Policy1261 Words   |  6 Pagesperception of regional stability, Washington utilized the surrogate strategy to control the outcomes of regional interactions in the Middle East and chose Israel to play the role of regional surrogate. But Israel, in many cases, instead of maintaining regional stability on behalf of the US, served its own interests which were not always consistent with US interest in regional stability. The Israeli violations, however, were either condoned or even approved by the US administrations. These reactionsRead MoreAp Us Questions1624 Words   |  7 PagesAP US HISTORY Summer Assignment Francis Lewis HS 1. What distinguished the American Revolution from others? The American Revolution was different from all other revolutions because it was the first successful attempt that established a government. Another thing that distinguished this revolution from the others is that it did not occur from within. 2. Why does Ellis think this is significant? Ellis thinks that the distinguishing factors are significant because the American RevolutionRead MoreIraq and Democracy Essay711 Words   |  3 PagesIraq and Democracy Systems based on guaranteed freedoms, the rule of law, and peaceful electoral transitions are obviously desirable for all. Todays debate over bringing democracy to the Muslim Middle East often centers on whether the region is ready for democracy (Newsom). A number of problems the US has to face during transferring democratic essentials seems to just increase: ongoing fights in whole Iraq, a lack of governmental structure, a shortage of charismaticRead MorePolitical Conflict In Riyadh And Iran875 Words   |  4 Pagesforces intercepted a long-range missile heading from Yemen towards the kingdoms capital. Saudi Arabia initially pointed finger at the Houthis and closed off Yemens land, sea and air borders but that political narrative changed on November 6. Saudi foreign minister Adel al-Jubeir said that it was an Iranian missile, launched by Hezbollah, from territory occupied by the Houthis in Yemen. On the same day, another Saudi minister affirmed that Riyadh will treat the Lebanese cabinet as a government declaring