Mental Health And Its Effects On Society - 1289 Words

Everyone is different in society. There are special individuals, which are affected by mental health illnesses. Mental health issues can affect society both negatively and positively. There are cultures that treat these individuals like the reincarnations of gods. On the other side, there are cultures that isolate these individuals and look for cures to these pathologies. Mental health illnesses are important because they have to be studied to understand their cause, whether it may be biological or environmental. These issues are important because like every type of illness they have to be delicately studied, focusing on treatments to either cure them or reduce the symptoms of the pathology. These people were either conflicted with the ideals of society or they were praised by it. Cultures, which didn’t accept them, closed them up into asylums. Patients inside these facilities were brutally used as guinea pigs for their experiments. The way these people were treated shows how cruel and ignorant people were to the unknown. By learning from histories mistakes we can move forward in improving our society and achieve greatness. Today, mental issues like ADHD, schizophrenia, bipolar disorders, and depression are better understood thanks to past experience and seen as a minor neurosis. Unfortunately some treatments depersonalize these individuals leaving them empty and plain. There are clear examples of negative connotations attributed to medications. In his autobiography, theShow MoreRelatedMental Health And Its Effects On Society972 Words   |  4 PagesIntroduction: Identify issue or social problem Mental health is often overlooked in today’s society. Some people don’t understand the seriousness of mental health towards a person’s and other peoples well being. Mental health can affect many different people. According to the National Alliance of Mental Illness, â€Å"Approximately 1 in 5 adults in the U.S.—43.8 million, or 18.5%—experience mental illness in a given year.† (NAMI)Mental health is not acted upon as seriously as it should be, and shouldRead MoreMental Health Disorders And Its Effects On Children And Society1626 Words   |  7 PagesRelated issues Mental health disorders such as bipolar disorder and ADHD creates a burden on affected children and society at large. Commonly identified issues include financial impact on the family, effect of the illness on the child, social issues, occupational and academic functioning, racial impact, effects on family, stigma of the illness, suicide, economic burden on society, role of healthcare providers and cultural issues. Role of religion Whenever a child is diagnosed with a mental illness, parentsRead MoreThe Effects Of Stigma Surrounding Mental Illness1658 Words   |  7 PagesMental illness is a controversial topic in recent news. From Sandy Hook to the Aurora movie theatre shooting, the effects of mental illness have sparked fierce debate and negative stigma surrounding the issue. Mental illnesses, â€Å"patterns of thoughts, feelings, or behaviors that are deviant, distressful, and dysfunctional† (Myers 562), affect 1 in 4 people at some point in their lives (Stigma and Discrimination). However, only 59.6% of people with mental illness report receiving treatment, as theyRead MoreNegative Effects Of Social Media Essay1209 Words   |  5 Pagesgrown up in a different era of technology do not seem to understand the full effect of social media networks on teenagers. This increasingly large number shows the prevalence of its usage in our society, despite many of its negative effects. The use of social media a mong teens causes isolation, which largely contributes to the growing mental health issues of today’s society, and it would be extremely beneficial to society to limit the amount of time teenagers spend on these networks. Social mediaRead MoreMental Illness And Psychiatric Disability Essay1406 Words   |  6 Pagesdefinitions of mental health, mental illness and psychiatric disability, using bipolar disorder as an example to illustrate these points. Bipolar disorder will also be used to explain the concepts of the medical and social models of disability, highlight the influence these two models could have on people with the disorder and the experiences they might encounter. There will be a focus on some of the experiences a person suffering from mental illness might have in society, the effect these experiencesRead MoreAttention Deficit Hyperactivity Disorder ( Adhd )1734 Words   |  7 PagesMental health problems have become the major health and well-being issue amongst children and young adults. The physical health and the ability to perform at school, work and in society, highly depend on the mental health of an individual (Ollendick 2012). The Australian figures of a burden of the disease show that mental health problems occur in approximately 14% of young people aged 4–17 years, and 27 % in the 18–24-year-old age range. Most mental disorders, for example, attention deficit hyperactivityRead MoreHomelessness and Mental Illness1095 Words   |  5 Pagesstreets, who society has forgotten. This man emits the smell of garbage; he has not bathed in months. This man sits quietly mumbling to himself. To the outer world he is just one of the many homeless, but little does society know that this man has a mental illness as well. Homelessness and mental illness are linked. These two happenings have similar beginnings. Homelessness is influenced by drug and alcohol disuse, being homeless at a young age, money problems, and trauma symptoms. Mental illness isRead MoreMental Illness And Its Effects On Society1405 Words   |  6 Pagesonce stated, â€Å"Mental illness is nothing to be ashamed of, but stigma and bias shame us all.† Mental illness comes with multip le influences towards the daily life of an individual. On one hand, these individuals must try to manage the symptoms that arise with their disease. Mental health disorders can affect the way individuals perform at their jobs, their social life, and even being able to live alone (Corrigan Penn, 1997). On the other hand, the way society tends to view mental illnesses leadsRead MoreSocial Problem Being Explored Is The Low Rate Of Nepalese / Burmese Refugees With Ptsd Seeking Mental Health Services1681 Words   |  7 PagesIn Depth Theory Analysis The social problem being explored is the low rate of Nepalese/Burmese refugees with PTSD seeking mental health services due to attached stigma for seeking such services. This section will use ecological systems, conflict and social contrustionist perspectives to provide an in depth analysis of the issue. Conceptualizing Stigma The Nepalese/Burmese refugees follow Nepalese traditions and culture. Contextually PTSD does not exist in traditional Nepalese culture. (KohrtRead MoreMental Illness1511 Words   |  7 PagesWe have all had some subjection to mental illness, yet do we truly comprehend it or know what mental illness is? Are we able to grasp how it effects an individual, and how it arises to begin with? â€Å"A mental illness can be defined as a health condition that changes a persons thinking, feelings, or behavior (or all three) and that causes the person distress and difficulty in functioning† (Defining Mental Illness, 1970). Likewise, with numerous illnesses, mental illness is extreme at times and subdued

Synthesis Essay - Wernher Von Braun - 1990 Words

Synthesis Essay – Wernher Von Braun MSgt Jim P. Scott Air Force Senior Noncommissioned Officer Academy Wernher Von Braun Imagine a world where the Cold War played out much differently, a world where the technocracy of the Soviet Union reigned supreme, a world where the â€Å"Space Race† wasn’t won by the United States, a world where instead of Old Glory and a plaque that reads â€Å"We came in Peace for all Mankind† (NASA, 2017, para. 13) on the Moon, there was the flag of the USSR and a bust of Lenin standing in triumph over the ideals of democracy. What would that world look like? Would the Iron Curtain still stand? Or would it have fallen, just with very different results for freedom in the West? This is a world that could very well exist†¦show more content†¦In response to this latest embarrassment and needing an overwhelming victory President Kennedy’s staff asked what could be done to secure the needed success. In response to this line of questioning the visionary Dr. Von Braun drafted a letter that stated in no uncertain terms that the Soviets had a greater l ift capacity than the USA, and that their rockets were far ahead of the American Redstone (Mercury) rockets in nearly every way, so beating the USSR to most short range goals such as a laboratory in space would be â€Å"hopeless†. However, he then went on to say that with full backing, NASA could possibly beat the Soviets to a much more ambitious goal, a soft landing of men on the Moon before the decade’s end, due to the technical leaps that either side would have to make to reach that goal (Nuefeld, 2007). According to the Change Management lesson, â€Å"Leaders who display dispositional flexibility operate from a place of optimism grounded in realism and openness. They can acknowledge a bad situation while simultaneously visualizing a better future†¦Ã¢â‚¬  (Thomas N. Barnes Center for Enlisted Education [BCEE], 2017, p.7). This trait was displayed when Dr. Von Braun frankly acknowledged that due to the USSR’s space program being much more advanced that that of the United States short term wins were unlikely. He then went on to point out that by leveraging the superior

The Pan American Airlines Free Essays

Pan Am was an American icon for more than sixty years. The company skyrocketed into success and set the industry standards for others to follow. With Trippe at the helm, it seemed the company could do no wrong and that the world was truly within its grasp. We will write a custom essay sample on The Pan American Airlines or any similar topic only for you Order Now However, changes in competitiveness in the marketplace, thanks to the Transpacific Route Case and deregulation, coupled with decline in air travel and soaring fuel prices caused the company’s ultimate demise. Juan Trippe: The Man Behind Pan American: Juan Trippe, founder of Pan American World Airlines, graduated from Yale in 1921. He became bored with working on Wall Street, and after receiving and inheritance, started to work with New York Airways, a commuter service that served the wealthy and powerful. Eventually, with the aid of some of his wealthy friends, Trippe invested in an airline named Colonial Air Transport (â€Å"Juan Trippe†, 2005). Trippe’s interests lie in servicing the Caribbean, though. As such, he created the Aviation Corporation of America, based in Florida. It was this company that Trippe would use to take over fledgling Pan American Airways. Pan Am’s first flight from Key West to Havana took off on October 28th, 1927, and signaled the beginning of an era of evolution for the aviation industry. Besides Pan Am, Trippe established China National Aviation Corporation, providing domestic service within the Republic of China. He also became a partner in Panagra, the Pan American-Grace Airways, holding a quasi-monopoly for air travel in many parts of South America (â€Å"Pan American-Grace Airways†, 2005). But, it would be Trippe’s Pan Am and his famous Clipper planes that would indelibly etch his aviation efforts in the minds of millions of people. Trippe was known, in the aviation industry, for his innovation. He believed Pan Am was the standard setter, and that air travel should be just for the wealthy, but for the general public as well. He is often credited as the father of the ‘tourist class’ and saw great potential for expanding his customer base with the development of jet aircraft. Introducing 707s and DC-8s into his fleet, Trippe was able to lower fares and increase passenger numbers (â€Å"Juan Trippe†, 2005). It was Trippe’s desire to service even more passengers that led to his request of friend Bill Allen of Boeing to produce an even larger aircraft. The end result was the Boeing 747. Yet, despite his best efforts, the oil crisis of the 1970s and airline deregulation, would see Trippe’s Pan Am eventually crumble apart (â€Å"Juan Trippe†, 2005). History of Pan American World Airlines: Pan American World Airlines, commonly known as Pan Am, was the primary international air service provider in the United States for approximately sixty years. Pan Am was a cultural icon of the 20th century, and the unofficial flag air carrier of the United States (Shaw, 1997, p. 12 – 13). It was their dedication to customer service and innovations, such as the use of jumbo jets and computerized reservation systems, that would help shape the industry. Major Henry â€Å"Hap† Arnold and a few partners founded Pan American Airways Incorporated in 1927. They had obtained a U.S. mail delivery contract to Cuba, yet did not have the physical assets available to actually do the job. A few short months later, Trippe had formed Aviation Corporation of America, with backing from William Rockefeller and Cornelius Vanderbilt Whitney, along with others. With Whitney at the helm as President, Aviation Corporation had obtained the landing rights for Havana, by acquiring a small seaplane service between Key West and Havana. During the same time, the Atlantic, Gulf and Caribbean Airways Company was established, by New York investment banker, Richard Hoyt (â€Å"Pan American†, 2005). It would be these three companies that would merge in a holding company called the Aviation Corporation of the Americas, in June of 1928. Hoyt was named Chairman, Whitney was made President, and Trippe and his partners held forty percent of the equity. Pan American Airways Incorporated was created as the primary operating subsidiary of Aviation Corporation of the Americas, with Trippe positioned as the operational head of the new company (â€Å"Pan American†, 2005). The United States government approved the transfer of the original mail delivery contract to Pan Am, without hesitation. The government had feared that the German-owned Colombian carrier SCADTA would have no competition in routes between the US and Latin America. The government further assisted Pan Am by insulating it from American competitors, choosing Pan Am as their ‘chosen instrument’ for American foreign air routes (Bilstein, 2001, p. 79). This monopoly on foreign airmail contracts allowed Pan Am to expand quite rapidly. Plans were made to expand Pan Am’s service through all of Central and South America. The next decade saw Pan Am purchasing multiple failing airlines in their target territory, as well as the negotiation with postal officials to win airmail contracts in their regions. Trippe toured Latin America, with Charles Lindbergh, to negotiate landing rights. Within a few short months, Trippe had opened up service down the west coast of South America, all the way to Peru. With the purchase of New York, Rio and Buenos Aires Line, Pan Am opened up a seaplane route along the eastern coast of the continent, including Buenos Aires, Argentina, and Santiago, Chile (â€Å"Pan American†, 2005). Pan Am’s stock soared, with the development of their South American network. Negotiations with Britain and France, to start a seaplane service between the United States and Europe began in earnest. The British state carrier, Imperial Airways, was eager to partner with Pan Am, however France’s Aeropostale was on of Pan Am’s competitors in South America, was less eager to help. Eventually, Pan Am was able to negotiate a contract offering services from Norfolk, Virginia, to Europe by way of Bermuda and the Azores. In addition, they obtained another airmail contract, this time servicing Boston to Halifax (â€Å"Pan American†). Pan Am’s next plan of action was to begin land plane service, over Alaska, to China and Japan. Lindbergh’s services were once again called upon, as he was sent to survey the area, in 1930. Yet, due to the political turmoil in the Soviet Union and Japan, it was determined that that route was not viable. Instead, Trippe focused on developing service from San Francisco to Honolulu, with continuing flights on to Hong Kong and Auckland. By 1934, Pan Am had secured rights to land at Pearl Harbor, Midway Island, Wake Island, Guam, and Subic Bay. By 1935, the company had been awarded the airmail contract between San Francisco and Canton, China (â€Å"Pan American†, 2005). Pan Am’s ‘Clippers’ were the only aircraft capable of transcontinental travel, at the time. The airline prided itself on service, and their flight crews formal naval-style uniforms and procession when boarding harkened to this fact (Gandt, 1995, p. 19). As World War II set in, most of Pan Am’s fleet was called into military service. This allowed Pan Am to open new routes in central Africa and Iran. By early 1942, Pan Am was the first airline to operate a route that circumnavigated the globe (â€Å"Pan American†, 2005). Following World War II, Pan Am’s fleet was rejuvenated with faster planes made up of Boeing 377s, Douglas DC-6s and Lockheed Constellations. Competition from began to impact the previously untouched Pan Am. TWA began service to Europe, Braniff to South America and Northwest Orient began service to East Asia (Bilstein, 2001, p. 169). Hoping to reposition itself as America’s chosen international carrier, in 1950, Pan Am changed its name to Pan American World Airways, introduced ‘economy class’ service, and began to offer around-the-world flights. Significant Accomplishments of Pan Am: Trippe had positioned Pan Am as a leader in the aviation industry through a variety of tactics. Airmail contracts had launched the company and expanding passenger service had firmed its hold on the industry. However, competition had intensified during the company’s first two decades of service. To remain competitive, Trippe began investing in new aircraft. Jets and wide-bodied airplanes, such as the DC-8 and 707, were used to increase the number of passengers they could service, while reducing costs. The company was the first to operate 747 service, in 1970, and was one of the first three airlines to take out options on the Concorde, however, did not exercise this option. Diversification was another competitive option for Pan Am. Trippe bought into the InterContinental Hotel chain, as well as a business jet, the Falcon, as complimentary businesses. In addition, Pan Am was involved in developing a missile-tracking range in the South Atlantic and also in operating a nuclear engine-testing lab, in Nevada (Ray, 1999, p. 184). It was in 1962 that Pan Am would introduce the next industry innovation. The organization contracted IBM to build PANAMAC, a computerized airline and hotel booking system. Occupying the fourth floor of the Pan Am Building, PANAMAC not only managed Pan Am’s flight and hotel reservations, but also was a database of knowledge on geographic areas, airports, aircraft, other hotels, and even restaurants (â€Å"Pan American†, 2005). In 1971, Pan Am expanded Terminal 3 of John F. Kennedy International Airport, dubbing it ‘Pan Am Worldport’. The largest airline terminal for several years, Worldport was most noted for its flying saucer shaped roof that was suspended far from the outside columns of the terminal, allowing airplanes to pull their noses under the roof, preventing passengers from getting wet as they got on or off the planes (â€Å"Pan American†, 2005). Intercontinental routes flourishing, in 1964, Pan Am began providing helicopter service between New York’s major airports and Manhattan. Their fleet had grown from 707s, 747s and DC-8s, to include: 720s, 727s, 737s, 747SPs, Lockheed L-1011s, and eventually Airbus A300s (â€Å"Pan American†, 2005). This diversified fleet allowed Pan Am to meet a variety of needs for the varied routes they serviced all over the globe. Pan Am was not only a great leader in the aviation industry, but also a leader in humanitarian flights. The company flew approximately 650 flights a week between West Germany and West Berlin. And, in 1966, Pan Am flew Rest and Relaxation (RR) flights during the Vietnam War, carrying American service men and women to Hong Kong, Tokyo, and a variety of other Asian cities for well-deserved RR (â€Å"Pan American†, 2005). In 1973, the energy crisis dealt a staggering blow to Pan Am. High fuel prices and low demand for air travel were only Pan Am’s beginning worries. The Transpacific Route Case was one of the most damaging policies for the company. Prior to the Transpacific Route Case, the only airlines allowed to fly civilian transpacific routes were Pan Am and Northwest Orient. President Dwight Eisenhower opened the case, in 1959, to investigate opening the transpacific market up to more competition. Although Eisenhower closed the case, Kennedy reopened it in 1961. By 1969, the Civil Aeronautics Board had awarded additional transpacific routes to airlines including: American Airlines – Australia, Fiji, Hawaii, New Zealand, and Samoa Continental Airlines – Guam, Hawaii, and Saipan Northwest Airlines – Hawaii to Asia flights Trans World Airlines – Hawaii, Japan, and Taiwan Western Airlines – Hawaii (â€Å"Transpacific†, 2005). This additional competition drastically reduced Pan Am’s international passenger service as well as profit margins. The large fleet of 747s the company had invested in, while expecting a continued increase in travel demand, would now weigh down the company and eat away at their profit margin. In response to this new competition overseas, Pan Am worked on further developing their domestic market. Road blocked at winning approval for new domestic routes, it was airline deregulation, in 1979, that would allow Pan Am to expand its service in the United States. However, the gift of deregulation would also be the company’s greatest bane. Trippe had failed to create a strong domestic presence for his airline. He now found himself competing with established carriers in the domestic market, for the routes he wished to enter, plus had to compete with them on international routes as well. In response, Pan Am absorbed National Airlines, in 1980, yet a bidding war caused the company to sell for a much higher price than its worth (â€Å"Pan American†, 2005). The two companies were at odds with one another from the beginning. The two disparate fleets caused the company to run inefficiently and ineffectively. Their route networks were incompatible as were the two companies’ corporate cultures. Insurmountable debt began to be accumulated. In an effort to recover, the Pan Am Building was sold off to MetLife, in 1981, and in 1985, Pan Am’s entire Pacific route was sold to United Airlines. The money from the sales was used to invest in new aircraft, and despite the beginning of shuttle service between Boston, New York and Washington D.C., the financial losses and declining customer service plagued the company (â€Å"Pan American†, 2005). The final straw came with lax security on board Pan Am flights. Despite the development of the Alert Management Systems, in 1986, in order to reduce cost and avoid inconveniencing customers, Pan Am kept security at a minimum. The Lockerbie bombing caused Pan Am to be associated with terrorism and brought a $300 million lawsuit, filed by more than 100 families. By March 1991, the company began to sell off it’s most profitable routes, and on December 4th, 1991, the airline’s last flight from Bridgetown, Barbados to Miami was completed. In the end, Pan Am was an American icon for more than sixty years. The company skyrocketed into success and set the industry standards for others to follow. With Trippe at the helm, it seemed the company could do no wrong and that the world was truly within its grasp. However, changes in competitiveness in the marketplace, thanks to the Transpacific Route Case and deregulation, coupled with decline in air travel and soaring fuel prices caused the company’s ultimate demise. How to cite The Pan American Airlines, Essay examples

Controlling Endogeneity in Strategic Management Research †Sample

Question: Describe about the Controlling For Endogeneity With Instrumental Variables In Strategic Management Research? Answer: Introduction: A Joint Venture is a business agreement where there is involvement of parties and they one for a specific related project and contribute together to form new equity and new assets. Both the parties exercises control over the enterprise and share all the expenses revenues together. It can be termed as an undertaking under rules of Company Law. A joint venture is usually done specifically for a particular time period related to a particular project. In this both the parties come along and equally invest their share in terms of money, time and efforts to build up the enterprise again. This research is been done according to the international energy sector to develop a joint venture model and a development and assessment tool. This tool represents a proper method and approach which can provide evidences on modern business intelligence so that the potential partners of a business enterprise can assess the joint venture easily and find out the basic financial and technological capabilities of the business as a whole. There must be a balanced score card technique involved in order to check the responsible partners of the enterprise that could be made involved. This kind of models can be used by the business enterprise to expand their business potential and growth and by this way companies can mitigate or lower their risks of uncertainties and they can also become a part of the stakeholders as well. Analysis of the Joint Venture Enterprise Chosen: The joint venture enterprise chosen for this research work is Eskom Enterprises. The company was developed in the year 1999 and it is a wholly owned subsidiary of Eskom. The main purpose of the enterprise was to venture into a number of foreign countries such as in South America, India, Middle East etc. The energy sector is a global initiative that leads to industrial development which in turn leads to the generation of the economic development of a nation as a whole. We know that in Africa the national economy is not up to the mark and is relatively unprogressive in nature. Through such socio-economic development programmes the company enjoys both political and economic support to develop Africas energy sector. The company should also build up the ability to sustain competitive advantage and globalise itself as a powerful market along with available resources. There must be a collaboration along with other players in the market so that this kind of challenge can be overcome. Recently the company is disadvantaged with a poor track record of joint ventures, particularly those related to African market itself. The company has a portfolio of about 55 projects and it was inferred from the evidences that all of them had some sort of collaboration along with other companies as well. 26% o f the projects have been accomplished, 47% are under work in progress and the remaining have failed in execution and implementation (Bascle, 2008). There must be compelling factors involved which would urge other companies to join the organization such as risk sharing, organizational learning and facilitating global expansion. The key drivers associated with joint venture: Generate alternatives: There are many risks involved and associated with any business enterprise therefore it is necessary to check such risks if companies can merge with a particular company or not. The investors must actively ensure all these risks associated and develop reasonable alternatives in the early planning stage to manage the production in various levels. There must be standard investment and transaction practices which could create problems related to foreign exchange, accounting and tax rules also. In the acquisition context, it would mean generation of alternative ways of paying the shareholders in terms of their own shares (Bourhis Leduc, 2009). Focus on Long term competition: The joint venture businesses are always refereed as strong competitors. Sometimes it is seen that the foreign investors lose whole of its products from the source market and sometimes they also get associated with previous joint venture companies as well. There is always a risk or uncertainty of enabling or establishing a competitor. Therefore it is necessary to evaluate all the necessary aspects in this regard and according to the above mentioned fact (Bromiley, Navarro Sottile, 2008). Knowledge about the partners motives: There must be a necessity of active participation in terms of operational work that is to be done. Sometimes foreign investors generally come along with a profit making motive only but they cannot align it with the strategic fit of the company as a whole. If the companies come with a strategic motive then the partners can gain technology, knowhow and can ultimately develop new product and processes. Such motives are both collaborative as well as competitive in nature. It is also necessary to maintain the brand name and reputation of the parent company therefore it is essential to investigate all the potential records associated with the partner so that no non regulatory activity emerges (DeSarbo Grewal, 2008). Defining the markets and products: It is very critical to analyse and conclude the joint ventures products in its core markets. This can often lead to overlapping with each others products as well as markets and specific obligations of the parties can also compete along with each other. Therefore it is necessary to demand none competing commitments from the resource partners after the agreement is over. Technology transfer: This is a point where foreign investors products are mostly exposed to the market. Therefore it is the responsibility to avail all the contractual and practical safeguards and use them to develop products in the market. The technology being used must be segmented and distinguished so that the core competency is not exposed. The critical parts of the technology should be divided in terms of core competent parts and the necessary materials needs to be sent to the joint venture by the foreign company. It is necessary to retain the ownership and all the improvements that have been implemented. All the tracking measures must be updated and necessarily checked ('Corporate sustainability', 2008). Commitment to the process: Joint Ventures are complex entities that completion of them requires rigorous commitment of management resources by the parties. The drafting and negotiation process must be done effectively in order to reach the agreement. Benefits Associated with the Joint Venture: In order to analyse the benefits of Joint Ventures the partners must realize the critical elements that help in shaping the business strategy of the company and also identifies various interactions among each of the determinants in context of the culture of the company. The different elements are as follows: Technology Strategy: This is related with the management and technological assets of the company and the overall integration of corporate strategic intent so that there is an ensurance of competences with industrial benchmark. Financial Strategy: This is related to the policies and mechanisms to ensure sustainability and profitability of the company along with financial prosperity (Fraser, 2008). Human Capital: This is related to the people or employees of the company that a company employs and the available capacity of the company that can be linked with the human skill and knowledge of these people. Ecno-political environment: This is presented as the political dynamics that is available within a particular region or country and this impact has a overall impact on the national economy as well (Lee, Zhao Ma, 2010). The Joint venture must have good partnership abilities which can be demonstrated as a value added perspective for the company. There must be a proper synergy created by all the individual contributors. It is believed that good joint venture not only lie only in the execution of the project but also in accuracy of selecting the associate partner as well. A good partnership is the one that has the ability to add value to the entire spectrum of the joint ventures primary as well as secondary business activities. It must also aid in ling term decision making of the company along with profit making business associated with the business activities. After mapping the capabilities by a potential partner the venture development manager can gain a holistic view of the joint capabilities of the partnership firms as well and if any gaps are present those gaps can also be identified by the potential partners. All the capabilities of a business firm must be matched along with the industry standard as well. Potential issues with the Joint Venture: Every company along with its resource partner has some issues related to the growth or profit making ability of the business. Both the companies had a strong focus on persuing investment opportunities in the energy sector. The joint venture will strongly focus on the private equity investment opportunities in the energy sector. The business will strongly focus on private equity investments in those companies who are engaged with oil and gas production, mining and energy services and other related operational work. There is a plan of the joint venture to target annual investment opportunities between USD $100 million and USD $ 200 million (Shaw, 2000). The company is planning to invest as a strong entrepreneurial management teams who have a strong reliable strategy that can lead to growth and development and this will lead to creation of values based on competitive advantages and sustainable growth of the business as a whole. The joint venture may also strengthen the strategic, operational, financial and technical capabilities of the respective organizations to invest and grow in the operating companies that are capable to achieve a grip in the mining industries as well. There is a possible issue regarding inclusion of acquisition strategies to enhance the value of the company in the oil and gas sector and lower risk exploration strategies. In other sectors, the Joint Venture will try to impact on recent breakthroughs in the development of unconventional oil and gas resource developments to increase store and capabilities (Thompson Martin, 2010). Key Recommendations given to the Joint Venture: Aligning the techno-financial strategies of the Partners: It is previously mentioned that the business strategy is composed by four basic elements : technology, finance , econo political environment and human capital,. Out of the four technology and finance are of more importance that can aid in strategic decision of companies within a technology based industry such as the power sector. These determinants help in screening the aspects of the joint venture model. The human capital aspect plays a side role here as much of the task is technology oriented and is operational work that is done by machines itself. Need for a strategic fit between partners: In any joint venture there are particularly two basic qualities required: one is strategic fit and the other is the cultural fit. There is interaction required between these two qualities to show the relative importance of these two qualities in accordance to the organization (Uggla Verick, 2008). The strong partnership is highlighted in the extreme right quadrant of the matrix which depicts that there is a effective strategic and cultural fit between the companies. The bottom left quadrant depicts that there is a total mismatch between both the partners and there is no point in building any relationship further with that particular company. There are many industries that progress from the top left quadrant to the top right quadrant. The bottom right quadrant on the contrast expresses conflicting strategic intents. It do not aid in any kind of competitive advantage to both the partners as a whole and as a result the company remains unaffected. Conclusion: Joint Ventures are generally technology based industries. They believe in acquiring effective alternatives in various other fields such as the power sector. Such industries try to out lay fixed costs so that it can acquire new capabilities. All the individual capabilities and resources are integrated so that both the companies can be benefitted by cooperative strategies along with the competitive strategies of the company that are limited only to the profitability and sustainability of the business as a whole. There must be a mutual understanding and cooperation among the partners so that the partnerships can be mitigated with the risks involved and also includes facilitation from the national governments which are considered as the primary shareholders in the energy sector. There lies acknowledgement in success of the joint venture in accordance to the strategic and cultural issues influencing the partnership as a whole . The joint venture model also presents a systematic approach t o determine the accomplishments for both the companies as a whole. There must lie a systematic approach related to the modern business intelligence and so that the related potential business venture can be assessed and developed. The model also acts as an instrument in screening all the potential partners resources based on their core capabilities of financing and technology. This model acts as a robust tool to determine economic growth and sustainable business expansion. 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