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ssi'nm/nts o0 On/ 1/ar 2B S/m/st/r # II 1. Students are requested to go through the instructions carefully. 2. The Assignment is a part of the internal assess ment. 3. Marks will be awarded for each Assignment, which will be added to the total marks. Assignments carry equal marks. on/beefor fore the the 'complet 4. Assignments should submit in your 'po 'portal rtal'' on/b 'completion ion date' date' mentioned. 5. Case study proect is based on the electi!e subect selected.
Please submit your case study also in the portal on the 'completion 'completion date' of second semester assignments. ssi'nm/nts
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+. Int/ Int/rn rnat atio iona nall 4aw 4aw Explain the origin of International law. law.
The international system has changed dramatically in the years since the end of the the Cold Cold War War has has beco become me a comm common onpl plac ace. e. But But wh whic ich h chan change gess are most most profound, and what is their significance for international legal order? The last decade of the twentieth century generated dozens of hooks and articles hailing a transformed world order and interpreting its political, economic, and social consequences. We hae more distance now. The first years of this century hae underscored the significance of changes in the structure of international affairs ! but but they they also also demo demons nstr trat ate e how how diff diffic icul ultt it is to inte interpr rpret et them them with with confidence. "rigin # $ources of %nternational law The idea of international law as understood and practiced today owes its origins and foundational principles to two sets of intertwined transnational moements that radically reshaped &uropean society during the late medieal period of &uropean history, between the '(th and ')th centuries. The first was the oerhaul of the place of religion r eligion in &uropean political life. *lthough arying from one society to another in its speed and particulars, this moement saw +ustifications for power transform from appealing to the diine and sacred to the mundane and secular that is, from belief in righteously anointed rulers to leadership based on functional abilities. These transformations were fostered and facilitated by splits and breaches within the institutions and power structures of religious institutions including the emergence of -rotestantism and of reform moements within the oman Catholic Church. This diorce of the legality of temporal power from religious sanctification was enshrined in the Treaty of Westphalia in '/01, generally
taken as one of the preeminent constitutie documents of modern international law. The second late2medieal moement that gae rise to modern international law was the fierce competition among &uropean societies for maritime oyages of discoery and the commerce that accompanied such discoeries. T3& $"4C&$ "5 "%6%78 The starting place and linchpin for comprehending international law is the centrality of the role of the nation state in identifying, making and applying rules of conduct and behaior in the international system. %ndeed, prior to the '9th century, international law was commonly referred to as :the laws of nations;.
5rom nation to indiidual
%nternational law was iewed simply as the product of relations r elations among nation states, something made by and for the benefit of nation states. %ts obligations, duties and liabilities were assumed by nation states, and correspondingly, its benefits, priileges and immunities redounded e
*rticle =1 of the %C>
*rticle =1 of the $tatute of the %nternational Court of >ustice %C>@ proides a widely agreed upon set of standards for ealuating whether a statement purporting to be a rule of international law is to be alidly considered as suchA(. *lthough *rticle =1 is addressed e
, which is in itself entirely a creature of international law, it has become accepted that *rticle =1 proides the conceptual framework for ascertaining when a pronouncement should be considered a legally2binding obligation rather than a statement of a preferred alue or norm. *ccording to *rticle =1, there are four sources of international law. These are '@ conentions or treaties to which a state is a party @ international custom or practice that international society has come to accept as law =@ the general principles of law that are recognized by ciilized states and 0@ the iews of highly2qualified +urists writing on a point of law. %nternational lawyers seek to pigeonhole particular pronouncements into one or more of these sources of legal legitimacy. *lthough at the margins these elements or sources of international law are not without difficulty of ap plication, they nonetheless hae reasonably well2settled meanings.
Conentions and treaties
The most uniformly accepted source of international law is the conention or treaty A/. * treaty is an agreement between two or more countries. Treaties come in numerous forms, from bilateral understandings between two friendly states, to those that end world wars or create international arrangements like the 4nited 7ations "rganization. They coer the entire scope of human actiities from politics, economics and the arts to the sciences, agriculture,
youth e
Custom as a source of law
* second uniformly2accepted source of international law is customary international law. There are three conditions under which the general behaior of states becomes a rule of customary international law8 a@ if the behaior is widespread, b@ practices are followed oer a not insignificant period of time, and c@ itDs iewed by it is practitioners as mandated by law. Euestions, howeer, remain8 at what point does a practice become sufficiently s ufficiently widespread among states and of sufficient duration in time so that it should be deemed a general practice? *nd how does one know whether the states are engaging a practice because they iew it as law, or for some other reason, such as conenience? 7onetheless, some of the most enerated rules of international law either originated as customary practices among states that were subsequently codified as treaties, or continue to be deried from such custom. %ncreasingly, howeer, the trend is less to transform customary laws into treaty law than the reerse. 6ien the proliferation of treaties and the diersification of international society from its West &uropean cultural roots, those who want a uniform standard of behaiour among states increasingly look to treaties to e
6eneral principles of law and the iews of highly qualified publicists
The third broadly accepted source of international law is the so2called general principles of law which is, in the phrasing of the $tatute of the %nternational Court of >ustice, Frecognized by ciilized nations;. The primary difficulty lies in deciphering what this ague formulation actually means in specific cases. %f it is intended to incorporate no more than broad principles of law present in all reasonably deeloped modern legal systems G e.g. wrongs should hae remedies, claimants and defendants should be gien fair opportunities to present and defend their positions, decisions should be based on reasoned analysis of eidence, and the decision2maker should be impartial G it might be asked whether the rule seres any useful purpose. %f the rule is intended to go beyond broad procedural niceties to impose additional substantie obligations on states other than those that may already e statute8 Fthe teachings of the most highly qualified publicists of international law;.
%nstitutional sources of international law
The sources considered aboe are the e
. Strat/ Strat/'i( 'i( 2ana'/ 2ana'/m/n m/ntt Why strategies fail often? Explain.
$trategic management is difficult in part because it requires contradictory qualities and skills in dealing with the parado
Faulty Definition of the Strategic Business Unit
When a multi2business fails to define its $B4s Correctly within its organizational structure, an e
!malance et"een External an# !nternal ! nternal $onsi#erations.
&arlier we hae noted that strategic planning differs from earlier efforts to plan for the long term by its primary emphasis on the firmDs e
This tenth factor is the only one directly applicable to the implementation process. * strategic planning system canDt achiee its full potential until it is integrated with other control system such as budgets, information and rewards. The badly designed, poorly managed face2off is a manifestation of a deeper problem 2 compartmentalized thinking which tr eats arious e
!. Busi Busin/ n/ss ss "n'l "n'lis ish h How communication acts as a bridge of understanding among people .Explain.
The term business communication is used for all messages that we send and receie for official purpose like running r unning a business, managing an organization, conduction the formal affair of a oluntary organization and so on. Business communication is marked by formality as against personal and social communication. The $uccess of any business to a large e
5or direction8 Communication is necessary to issue directions by the top management or manager to the lower leel. &mployee can perform better when he is directed by his senior. Jirecting others may be communicated either orally or in writing. For teaching* The teaching* The importance of personal safety on the +ob has been greatly recognized. * complete communication process is required to teach and educate workers about personal safety on the +obs. For influencing* * influencing* * complete communication process is necessary in influencing others or being influenced. 5or employeesD orientation8 When a new employee enter into the organization at that time he or she will be unknown to the organization programs, policies, culture etc. *ll Communication is possible only in a speech situation. * speech situation is communication situation. The speech situation requires certain factors for its eohn2, :$irD etc. The contact is later maintained by physical testing of the channel. The sender asks the receier :Can you hear me?D :Jo you follow me? 2 &tc. The sender must also establish rapport with the receier. The sender sometimes does it by talking about the weather, health praise, encouragement etc. These are the small talks, but they matter in communication $ontext Communication cannot take place in a acuum. %t requires a physical and temporal setting. %n other words, it takes place at a particular place and time. 3oweer, the topic of communication is more important in communication situation. %t is the background knowledge which is shared between the sender and the receier. %t helps the receier to interpret the message. %t helps the receier to predict what the sender is going to say. This pr ediction is ery important in understanding the message. Besides, it is also important in planning the message that the sender sends to t o the receier. Thus the setting and the topic form the conte
$ommon $o#e * code is a set of conentions used for communication. Both the sender and the receier must be in possession of some common code. The code must be shared by both the participants. This common code may be linguistic, paralinguistic or non2erbal. Form of Message The message which is transmitted from the sender to the receier must hae the same form. This form depends upon the situation. %f the setting of the situation is noisy the form is loud. %f the setting is short2timed, the form is brief. The form may also be formal or informal, polite or impolite. The form depends upon the roles of the participants and the goal of communication. There are a number of ways to send the same message. +oal of $ommunication Communication is a goal2oriented actiity. Communication must hae some goal. %n fact the goals are not the same eerywhere. The goal changes according to the focus of communication. %t is in fact the function of the language used in communication. The goal may be speaker2oriented. %t is the personal function of language. 3ere, the language is used to e
). 2ana'/ 2ana'/m/n m/ntt In0orm In0ormati ation on Syst/m Syst/m An effective MI helps to supply accurate! relevant and timely information to the management of the organisation and that of a poor MI may provide inaccurate! irrele irrelevan vantt and obsole obsolete te inform informati ation on which which become becomes s too expens expensive ive or fatal fatal to an organisation.Explain.
I%$ I%$ is a dist distin inct ct meth method odol olog ogy y in conc concei eii ing ng,, crea creati ting ng,, plan planni ning ng and and imple implemen mentin ting g of all manage manageria riall functi functions ons.. *n effect effectie ie I%$ helps helps to supply supply accu accura rate te rele relea ant nt and and time timely ly info inform rmat atio ion n to the the mana manage geme ment nt of the the organization and that of a poor I%$ proide inaccurate irreleant and obsolete information, which becomes too e
3ere 3ere $tra $trate tegi gic c plan planni ning ng G is the the proc proces esss of deci decidi ding ng on ob+e ob+ect cti ie e of the the organization such as changed ob+ecties and policies that goern acquisition, use and disposition of resources. While Ianagement control G is the assurance of the manager that these resources are obtained and utilized efficiently in the accomplishment of organization ob+ectie. "perational control 2 is method of assuring that defined tasks are carried out ery beneolently and effectiely.
The arious functions functions of management management planning planning and control are production, production, marketing, finance and personal.
The decision making process can be broken down into three stages as8 %ntelligence8 %n this particular stage decision maker recognizes that there may be problem or opportunity that compels him to make a decision. Jesign8 This stage helps to determine alternatie action that could resole the problem or create adantage of opportunity. Choi Choice ce88 Th Thiis phas phase e is conc concer erne ned d with with the the proc proces esss by wh whic ich h one one of the the alternatie created in stage G to be singled out to be perused. There are many factors influencing successful use of I%$ in an "rganizations %nolement of top management in computerization efforts e
"rganizational8 2 This information includes the number of employees, products, serices, locations, the type of business, turn oer and ariety of the details of each one of these entities. 5unc 5uncti tion onal al88 2 *not *nothe herr clas classs of info inform rmat atio ion n is func functi tion onal al wh whic ich h incl includ udes es -urcha -urchases ses,, sales, sales, product production ion,, stocks stocks,, recei receiabl ables, es, payabl payables, es, outst outstand anding ing,, budgets, statutory information. Lnowledge8 2 Lnowledge is yet another class of information. %t consists of the trend in sales, production technology, the deiations from the budgets, targets, norms etc. competitorDs information, industry and business information plan performance and target and its analysis. Jecisi Jecision8 on8 2 $tatus $tatus inform informati ation on on a partic particul ular ar aspect aspect,, such such as utiliz utilizati ation, on, profit profitabi abilit lity y standa standard, rd, requir requireme ement nt ersus ersus a aaila aailabil bility ity.. %nform %nformati ation on for problem soling and modeling. Euantitatie information on the business status. 7on2moing inentory, oerdue payments and receiables. This is mainly used by the middle management. "perational8 2Met another class of information is "perational. %nformation on the production, sales, purchase, dispatches, consumption, etc. in the form of planned ersus actual. This information is required for monitoring of e
buil build d up comp comput uter er cult cultur ure e by prope properl rly y diss dissem emin inati ating ng info inform rmati ation on about about computer applications and its benefits. The arious methods of %mplementation of I%$ are as follows82 Jirect approach Jirect installation of the new system with immediate discontinuance of the old e
-lanning the implementation *fte *fterr desi design gnin ing g the the I%$ I%$ it is esse essent ntia iall that that the the "rgan "rganiz izat atio ion n shou should ld plan plan carefully for implementation. The planning stage should inariably include the following8 %denti %dentific ficati ation on of tasks tasks for implem implement entati ation8 on8 -lanni -lanning ng the implem implement entati ation on actiities, acquisition of facilities, procedure deelopment, generating files and forms, testing the system and ealuating and maintenance of the system. elati elations onship hip establ establish ishmen mentt among among the actii actiity8 ty8 7etwor 7etwork k diagra diagram m must must be prepared to correlate concurrent and sequential actiities. &stablishing of I%$8 5or monitoring the progress of implementation and for proper control of actiities, efficient information system should be deeloped. *cquisition of facilities82 5or installation of new system or to replace current system the Ianager should prepare a proposal for approal from the Ianagement by considering space requir requireme ement, nt, moeme moement nt of person personnel nel and locati location on for utilit utility y outlet outletss and controls. -rocedure deelopment82 This is an important step for implementation of the system including arious actiities such as ealuation, selection of hardware, purchase or deelopment of softwa software, re, testin testing g and imple implemen mentat tation ion strate strategie gies. s. The aluat aluation ion of the information system is ery much required to know and erify the required output in the system. The selection of hardware is also much important for the simpl simple e reas reason on that that any any fail failur ure e of sele selecte cted d hardw hardware are will will be caus causin ing g the the complete failure of the entire system. Hike that yet another important aspect is the purchase or deelopment of software. The software purchased should be tested to erify the required standard before using the same in the organisation or ganisation or the software should be deeloped in such a fashion that it satisfies the requirement of the organisation. 6eneration files and formats The I%$ manager should generate files and formats for storing actual data. &ach information and data should be stored in a separate file so that the same can be utilized or used by simply calling the particular data only without going throug through h the entire entire file. file. The file file shoul should d be create created d in such a format format.. This This requir requires es checkl checklist ist data, data, format format data, data, storag storage e forms forms and other other remark remarkss in database. Testing of the system Test Test shou should ld be perf perfor orme med d in acco accord rdan ance ce with with the the spec specif ific icat atio ions ns at the the implementation stage consisting of component test, sub2system test and total system test. "nce all the tests are finalized and a final data for storing is ready the same should be stored in required format by giing a specific name or by giing separate pass word so as keep the secrecy of data. &aluation and maintenance of system The performance should be ealuated in order to find out cost effectieness and efficacy of the system with minimum errors due to designs, enironmental chan change gess or ser seric ices es.. The The peri period odic ical al eal ealua uati tion on of syst system em is requ requir ired ed to safeguard the system from causing any corruption to the data. $oftware maintenance The proper maintenance is the enigma of the system deelopment and it holds software industry captie, tying up programming resources. There are some problems in maintenance such as regarding it as non2rewarding, non2aailability of technicians and tools, non2cognizance of users about maintenance, problem and cost, lack of standard procedures and guidelines. Iost programmers feel
maintenance as low2leel drudgery. %f proper attention is paid oer a period of time eentually less maintenance is required. The The main mainte tena nanc nce e of soft softwa ware re are are of ari ariou ouss type types, s, such such as corre correct cti ie e NadaptieNperfectie. *mong these by correctie maintenance means repairing process or performance failures while by *daptie maintenance means changing the -rogram function, whereas perfectie maintenance deals with enhancing the performance or modifying the program. The actiities of a maintenance procedure pr ocedure are the documentation. Iaintenance staff staff recei receies es reque requests sts from from the author authorize ized d users users and respon response se should should be proided immediately. -rogramming library should be maintained to delier the accurate serice. *nothe *not herr impo import rtan antt aspe aspect ct is redu reduct ctio ion n in main mainte tena nanc nce e cost costs. s. $ee $eera rall "rganizations haing I%$ generally go in for reducing maintenance costs and it consis consists ts of three three ma+or ma+or phases phases,, such such as audit audit throug through h questi questionn onnair aires es and interiews, $oftware system audit and $oftware modification. &aluation methods Hike the maintenance, the ealuation of the I%$ in an "rganization is integral part of the control process. There are seeral ealuation approaches such as quality assurance reiew, compliances of audits, budget performance reiew, comp comput uter er pers person onne nell prod produc ucti tii ity ty asse assess ssme ment nt,, comp comput uter er perf perfor orma manc nce e ealuation, serice leel monitoring, user audit surey, post installation reiew and cost benefit analysis. The &ffect &ffectie ienes nesss and &ffici &fficienc ency y are the two main main classe classess of &alua &aluatio tion n perfor performan mance ce measur measureme ement. nt. The relati relations onship hip betwee between n effect effectie ienes nesss and efficiency is that the effectieness is a measure of goodness of output while the efficiency is a measure of the resources required to achiee the output. The %nformation esource Ianagement is a concept, an idea and a perspectie rather than an entity which attempts to focus attention on the information that is produced by a system rather than the system itself or on the hardware and software components of the system. %I emphasizes managerial abilities but not technical hence it is an interaction of managers and technicians. The change changeoe oerr of tradit tradition ional al organi organizat zation ion into into I%$ brings brings out out change change in attitudes towards information system. These changes bring distinct perspectie. %nformation is taken as resource but not a by2product of tr ansaction processing. %t becomes resource of entire organization but not of a unit. %nformation from traditional data processing actiities change to collection of information from many resources. The %I actiity comprises of all the information resources of an organization, which include business data processing, date management information centers, end user computing and networking. The ma+or function of %I is to integrate and co2ordinate all the aboe actiities in the organization. The implementation of the system is a management process. %t brings about organi organizat zation ional al change change it affect affectss people people and change changess their their work style. style. The proces processs eokes eokes a behai behaior or respon response, se, which which could could be either either faour faourabl able e or unfaorable depending upon the strategy of the system implementation. %n the process of implementation, the system designer acts as a change agent or a catalyst. 5or successful implementation the designer has to handle the human factors carefully. The guidelines for the systems designer for successful implementation of the system are 7o question should limit the information need of the user. The designer should not forget that his role is to offer a serice and not to demand terms.
%t should also remembered that the system design is for the use of the user and it is not the designerDs prerogatie to dictate the design features. 3ence the designer should respect the demands of the user. The The desi design gner er shou should ld reme rememb mber er not not to mi< mi< up tech techni nical cal need needss with with the the information needs. 3e should try to deelop suitable design with appropriate technology to meet the information needs. The designer should not recommend modifications of the needs, unless technically infeasible. %mpress upon the user the global nature of the system design, which is required to meet the current and prospectie information needs. 7ot to challenge the application of the information in decision2making. %t is the sole right of the user to use the information the way he thinks proper. %mpress upon the user that the quality of information depends on the quality of input, which he proides. %mpress upon the user that he is one of the users in the organization and that the information is a corporate resource and he is e
chan change ge agen agent, t, such such as a cons consul ulta tant nt,, play playin ing g the the role role of a cata cataly lyst st.. The The significant problem in these tasks is the resistance to change. The resistance can can occu occurr due due to thre three e reas reason onss iz. iz.,, the the fact factor orss inte intern rnal al to the the user userss of information, the factors inherent in the design of the system and the factors arising out of the interaction between the system and its users. The problem of resistance can be handled through education, persuasion, and participation. This itself can be achieed by improing the human factors, and proiding incentie incentiess to the users, and eliminati eliminating ng the organizationa organizationall problems problems before implementing the system. Ianagement of quality in the I%$ is another task while implementing the I%$ in an organization. %nformation is a corporate resource, as important as the capital, know2how etc. and is being used for decision2making. %ts quality, therefore, is required to be ery high. * low quality information would adersely affect the organizational performance as it affects decision making. The quality of information is the result of the quality of the input data, processing design, system design, system and procedures, which generates such as data, and the management of the data processing function. Euality, unlike any other product, is not an absolute concept. %ts leel is determined with reference to the conte
I%$ recognizes that the information needs become obsolete and new needs emerge. The I%$ design, therefore, has a basic potential capability to quickly meet new needs of information. The I%$ concentrates on deeloping the information support to Ianager critical success factors. %t concentrates on the mission critical applications sering the needs of the top management. Hike the factors, which help the success of I%$, many other factors are there which causes the failure of the I%$ system. The I%$ conceied as a data processing and not as an information processing system. The I%$ does not proide the information which is needed by the managers but it tends to proide the information generally the function calls for. The I%$ then becomes an impersonal system. 4nderstanding the comple
