Links Between Corporate Social Performance And Financial...

Literature review In different streams of literature and thought, organisation have been called upon to measure, manage and report on their environmental, social and governance performance. In addition to each being recognised as important in its own right, various studies have sought to identify the links between corporate social performance and financial performance (lee, et.al. 2009; peloza, 2009). A challenge for proponents of these non- traditional dimensions of performance has been to find ways to integrate them into existing performance measurement regimes (Figge,et al.,2002). This is important because the way in which individuals are measured and reward will impact on the decision that they make. To extent that evaluation and†¦show more content†¦A consistent finding is that evaluators rely more heavily on those measures that they understand and accept the importance of. Unable to simultaneously process all of the measures, evaluators must focus on a subset or find some other way to d ecrease the cognitive complexity of the task, and this introduces bias. Subsequent research has sought to identify ways to reduce this bias to avoid strategically important measures being ignored. The biases identified in previous research, and other biases, may be exacerbated by the introduction of an additional perspective to measure environmental, social, or governance performance. This has important implications for the inclusion environmental measures. Figge et al. (2002) consider three options for including environmental performance in BSC format. The first is to integrate measures in to existing four perspectives, the second is to develop a separate sustainability scorecard, and the third is to add an additional, fifth perspective to the traditional BSC. Kaplan and Wisner (2009) provide an empirical evaluation of the effects of including environmental performance as a separate BSC perspective, or integrating those measures into the traditional four perspectives. They find t hat providing a separate a separate environmental perspective is not effective unless decision makers receive additional information about the strategic importance of those

Strategy as a Planned Process - Free Essay Example

Sample details Pages: 7 Words: 2149 Downloads: 9 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? A classical definition of strategy as a à ¢Ã¢â€š ¬Ã‹Å"plannedà ¢Ã¢â€š ¬Ã¢â€ž ¢ process is as follows: the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for those goals. (Chandler, 1962, p. 13) With reference to academic literature on the development of the field of strategy, illustrated with brief organisational examples, critically evaluate the extent to which this definition remains appropriate today. Strategy is a relatively new discipline of management, having emerged in the 1950s and 1960s, and therefore is much harder to define than other schools, with major figures each proposing their own take on strategy in business as an effective tool in successful short-term and long-term goals for an organisation. Don’t waste time! Our writers will create an original "Strategy as a Planned Process" essay for you Create order The aim of this literature review is to summarise key developments in the field of strategy since its outset, and determine whether Chandlerà ¢Ã¢â€š ¬Ã¢â€ž ¢s quote is still relevant as a business strategist today. This article will loosely follow the structure of management laid out by Whittington (2001) in his four generic approaches model of strategy. At the turn of the 20th century, many large multidivisional businesses were emerging due to mass production and new mass markets in industrialising nations, what Chandler (1962) refers to as M-form organisations. These large organisations created a demand for a method of strategic planning that allowed an organisation to focus their aim on longer term prospects and goals for the company, attempting to assess the future possibilities for success. Chandler was one of the first influential contributors to the field of strategy, recognising that an organisation could potentially be more successful if driven by an overall set of goals to be achieved, with a long term perspective on company direction and focus (Chandler, 1962). Ansoff (1965) built upon this with his book à ¢Ã¢â€š ¬Ã‹Å"Corporate Strategyà ¢Ã¢â€š ¬Ã¢â€ž ¢ in 1965, creating a clear and coherent perspective on strategy, or what is now known as à ¢Ã¢â€š ¬Ã‹Å"Classicalà ¢Ã¢â€š ¬Ã¢â€ž ¢ or à ¢Ã¢â€š ¬Ã‹Å"Plannedà ¢Ã¢â€š ¬Ã¢â€ž ¢ strategy. Based on the concept of forward planning with the goal of profit maximisation, strategy in this manner is calculated and rational with a strong hierarchical control from the top management of the organisational structure. (Chandler, 1962) (Ansoff I. , 1965). Segal-Horn (2004) likens this to notions of militaristic planning and leadership transferred to the workplace, with a company aiming to position themselves as unique and dominant. Much research was conducted into large corporations in the 1960s, for example General Motors, where a top-down formulaic approach to strategy was applied, where long term strategi es such as planned obsolescence, were implemented for the first time (Sloan, 1964) The Boeing Company is a good modern day example of an organisation that still utilises elements of this Classical strategy. Boeingà ¢Ã¢â€š ¬Ã¢â€ž ¢s current market outlook is forecasted 20 years in advance due to the predictable sales of aircraft in emerging markets (Boeing Company, 2014). Strategic forecasts are re-evaluated once a year using statistical analysis and macroeconomics to determine future strategy. This focus on planning however does not effectively address the complexity of the strategic problem, as business environments are in no way static, and Ansoff and Hayes (1976) suggested that this is why there was a shift from the classical model to a more flexible structure of strategy where the company could adapt quicker to market changes and make products that were in demand instead of producing a product at a high efficiency and assuming it would be profitable years later. Segal-Hor n (2004) suggests that the popularity of using quantitative analysis techniques and long-term planning to base company strategies upon dwindled in the 1970s where competing companies were using similar or identical analytical techniques in an attempt to gain a competitive advantage over one another, whist competition internationally was increasing. A new style of strategy emerged which had a high focus on adapting to a current market in search of performance and profitability (Segal-Horn, 2004). Whittington (2001) in his four generic approaches to strategy establishes this model as the Evolutionary model, although it had earlier been categorised by Chaffee (1985) as the Adaptive model. The evolutionary model of strategy is similar to the classical model in that they share a mutual focus on profit maximisation. However, the evolutionary model proposes that the external market is a complex assortment of fashions, competitors and stake holders who must be adapted to by the company, which contrasts to the classical approach that the market is something much more rigid and long term (Chaffee, 1985) (Shirley, 1982). It acknowledges that the environment can be extremely dynamic, and that successful strategies are formed in adaption to an ever changing field (Segal-Horn, 2004). For example, if you look at the Ford Motor Company product line in the early 20th century, one product was produced at one cost to be sold at a low price with little variety, using techniques of product orientation and mass production. Contrast Ford then to modern day Ford, and you can easily see how their strategy has changed from a very rigid method to a flexible, consumer-oriented and customisable market driven experience, with new models and trims almost every year to adapt to rapidly changing tastes and markets. Rumelt (1979) suggests that evolutionary strategy can be thought of as similar to an organism, in that there are many different organs and limbs, each with a specific role, b ut that overall there is a coordinated system (or strategy) designed to function as a whole existing within a specific environment. Competition within the evolutionary model is described as a beneficial factor as opposed to the obstacle that it is viewed as in the classical model. Research conducted by Barnett and Hansen (1996) within several Illinois banks suggests that organisations faced with increased competition were more likely to succeed and therefore become larger competition for another firm to succeed over, which supports the notion that strategy in inherently competitive, and that organisations must deliver a unique set of values to gain a competitive advantage (Porter, 1996). In terms of the quote originally written in the title of this paper, the evolutionary model of strategy does not seem to fit quite right with Chandlerà ¢Ã¢â€š ¬Ã¢â€ž ¢s (1962) original definition and view of strategy. On the one hand, the fundamental idea is almost identical, to give an organisa tion a strong unified direction and identity to advance towards success, capitalising on resources necessary to achieve this. On the other hand though is an inherent difference of methodology, where Chandler is defining a mostly internal practice of direction decision, originating from a vision of what the organisation want to produce and assuming product orientation and predictable futures, whereas evolutionary strategy looks for a niche in the current and near future market before the organisation itself. There is a third branch of strategy outlined by Whittington (2001) in his four generic approaches, Processual strategy, which has stemmed from the foundations of evolutionary strategy in that it is emergent and much more reactive to market changes than classical strategy. However, so far we have only evaluated and critiqued strategies that are targeted at profit maximisation, whereas Processual strategy is focused on a much more pluralistic set of goals. Processual strategy bases its goals on socio-economic and cultural systems in the environment, where the strategy of the organisation must align with local cultures and values as opposed to pure profit maximisation (Whittington, 2001). This applies particularly for individualistic cultures, such as Chinese, Indian and other Asian organisations that focus more on the benefit to the group and society instead of individualistic financial gain. Although much of strategy literature is based on profit maximisation, this is a very western individualistic perspective, and may not be applicable to as great a degree to a large number of organisations across the globe. Hampden-Turner and Trompenaars (1993) researched strategy and managerial styles across many countries in their book, and found that whilst 40% of executives in the USA stated that their organisation was profit focused, only 8% of executives in Japan stated the same (Hampden-Turner Trompenaars, 1993). Therefore models based on profit maximisati on, such as the classical approach outlined by Chandler (1962), fail to satisfy this need for alternative goals and are extensively limited in this aspect and may not be as relevant to organisations in these regions. The final piece of the four generic approaches is the Systemic approach to strategy (Whittington, 2001). This model is similar to Processual in that it is focused on pluralistic values instead of profit maximisation; however it follows deliberate, long-term strategies and presumptions on market situation similar to Classical strategy. Organisations such as charities may fall into this category, with no inherent need to rapidly adapt to markets whist developing a long term brand image and presence within the market to benefit pluralistic values within society. There is a very strong similarity between this approach and the à ¢Ã¢â€š ¬Ã‹Å"Cultural Schoolà ¢Ã¢â€š ¬Ã¢â€ž ¢ approach suggested by Mintzburg and Lampel (1999), to the point where they are almost identical. There is much debate within the realm of strategy as to which, if any, of these strategies or others is capable of fulfilling the needs of the organisations that they aim to aid. The quote at the beginning of this article from Chandler is iconic of the much more traditional Classical approach to strategy, and as markets globally have become more volatile and international, strategy as a field has had to develop quite extensively from this original definition. Chaffee (1985) defends this original statement as still relevant in todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s environment, affirming that although there are many differing views on strategy, the key concepts established by Chandler and Ansoff still remain at the heart of all strategic approaches, but admitting that beyond this point all agreement breaks down. Chaffee also creates a fantastic perspective on the overall view of strategy, imagining it as a canyon, where the four approaches, an artist, geologist, meteorologist and biologist all s ee different systems that create a whole (Chaffee, 1985). These differing fields of strategy can offer options which individually would not be possible. Although Chandlerà ¢Ã¢â€š ¬Ã¢â€ž ¢s quote may seem slightly outdated in a rapidly changing modern market, the core concept of setting goals for future benefit still exist in all fields of strategy, whether profit orientated or pluralistic. In a real setting, it may be the case that the most effective strategy is to combine pieces of each to fit the organisation and the environment around it. No one approach will work seamlessly for an organisation, as they all clearly have strengths and weaknesses against each other. Perhaps trying to position ones organisation somewhere in the centre of Whittingtonà ¢Ã¢â€š ¬Ã¢â€ž ¢s model (Whittington, 2001), a middle ground between profit maximisation and pluralism, and using both analytics short and long term, may be a good basic framework from which to specialise individual organisational s trategy. To conclude on whether the definition is appropriate today, it has become obvious that there is no single definition of strategy that stands over the others, with Chaffee (1985) stating that à ¢Ã¢â€š ¬Ã‹Å"virtually everyone writing on strategy agrees that no consensus on its definition existsà ¢Ã¢â€š ¬Ã¢â€ž ¢ (p. 89). However, if you needed to select a definition for strategy today, Chandlerà ¢Ã¢â€š ¬Ã¢â€ž ¢s quotation can still definitely apply to a modern organisational strategy just as well as any other. Works Cited Ansoff, I. (1965). Corporate Strategy: an analytic approach to business policy for growth and expansion. New York: McGraw-Hill. Ansoff, I., Hayes, R. (1976). From strategic planning to strategic management. New York: Wiley. Barnett, W., Hansen, M. (1996). The Red Queen in Organisational Evolution. Strategic Management Journal, 139-157. Boeing Company. (2014, April 9). Boeing Current Market Outlook 2013-2032. Retrieved from Boeing Company Website: https://www.boeing.com/boeing/commercial/cmo/ Chaffee, E. (1985). Three Models of Strategy. Academy of Management Review, 10(1), 89-98. Chandler, A. D. (1962). Strategy and Structure: Chapters in the History of the American Industrial Enterprise. Cambridge, MA: MIT Press. Hampden-Turner, C., Trompenaars, A. (1993). The seven cultures of capitalism: Value systems for creating wealth in the United States, Japan, Germany, France, Britain, Sweden, and the Netherlands. New York: Currency/Doubleday. Hofer, C. (1973). Some preliminary research on patterns of strategic behaviour. Academy of Management Proceedings, (pp. 46-59). Keeley, M. (1980). Organizational analogy: a comparison of organismic and social contract models. Administrative Science Quarterly, 337-362. Lorange, P. . (1976). How to design a stragic planning system. Harvard Business Review, 75-81. Mintzburg, H. (1987). Crafting Strategy. Harvard Business Review, 66-75. Mintzburg, H., Lampel, J. (1999). Reflecting on the Strategy Process. Sloan Management Review, 21-30. Pettigrew, A. (1977). Strategy formulation as a political process. International Studies of Management and Organisation, 78-87. Porter, M. (1996). What is Strategy? Harvard Business Review. Porter, M. (2001). Strategy and the internet. Harvard Business Review. Rumelt, R. (1979). Evaluation of strategy: theory and models. In C. H. D Schendel, Strategic Management: A new view of business policy and planning (pp. 196-212). Boston: Little, Brown. Segal -Horn, S. (2004). The modern roots of strategic management. European Business Journal, 133-142. Shirley, R. (1982). Limiting the scope of strategy: A decision based approach. Academy of Management Review, 262-268. Sloan, A. (1964). My Years with General Motors. New York: Doubleday. Van Cauwenbergh, A., Cool, K. (1982). Strategic Management in a new framework. Strategic Management Journal, 245-265. Whittington, R. (2001). What is Strategy and does it matter? London: Thomson Learning.

Leadership Challenge Selecting Team Members Free Essays

When we think leader, we think of the person in charge, the person who is making all the decisions within an organization. We believe that a leader should be charismatic, smart and able to influences others to do what they want and be successful at their role. Nahavandi (2006) defines a leader as a person who influences individuals and groups within an organization, helps them in establishing goals and guides them towards achievement of those goals, which allows them to be effective. We will write a custom essay sample on Leadership Challenge: Selecting Team Members or any similar topic only for you Order Now In order to be a good leader you will need to be effective in your role. Effective leaders are proven when their supporters achieve their goals, can work together as a team and can adjust to the many changes within the company and the changing demands from exterior forces. Is there a difference between a manager and a leader? Most people would say that a good manager can be a good leader. The functions of a manager are similar to that of a leader; the functions of a manager are to bring order and regularity to the company by planning, budgeting, organizing, staffing directing and controlling. Throughout this report we will show the differences between leading and managing. Should the company move towards a team based, empowered organization and why. We will provide ways in which to deal with resistance to the new changes within the company. Leading vs. Managing Leading and managing is said to be different in the way they organize people. A manager’s role is to capitalize on the output of the company through managerial operation by organization, planning, staffing, directing and controlling. These functions allow the manager to focus on the resources in addition to people while leading focuses on influencing people. Both are needed in order for a company to be successful and effective. They are often considered to be the same thing, the main distinction between leading and managing is that we manage things and lead people. Pascale (1990) states that a managers do things right, while leaders do the right thing. You will need to lead the managers into the need of a team-based environment which will allow them to manage the lowest level employee to achieve their goals. The effectiveness of teamwork in a transfer to a team-based organization, consistency improvement practices by showing them learning by leading as an example, mentoring and guided delegation are important to improve the social effectiveness of the team as a whole. Team-based, empowered organization Moving to a team based environment in order to increase customer satisfaction can be considered to be a good thing for the company on a whole. Allowing the lower level employees the ability to make decisions that are within the best interest of the customer and that will benefit the company. They will get a sense of pride in their work because they are more involved in the development and decision making process of the company. There are many companies today who operate under a team-based environment, like 3M, General Electric and Deere Co. They are known for their good management practice. While other companies were moving toward a more technology environment Deere realized to having a world class company was in the organizing its people. Deere brought their product and manufacturing engineering team together to create the yellow backhoe loader-digger. By doing so Deere the teams shift from tentative synchronized engineering to organized united engineering. Both teams were involved from the design phase to the production phase. In 1988 for the first time Deere had everyone from all the department involve in the production of their new machine, tool design, welding, product and manufacturing engineering, purchasing, the shop floor, and the accounting department. Moving your company to a team-based environment will benefit everyone involve from the lowest level employee to the managers and executive. How to cite Leadership Challenge: Selecting Team Members, Essay examples

Private and State Run Jails

Question: Discuss about thePrivate and State Run Jails. Answer: Introduction In this essay an understanding has been made under which the differentiation has been done between the private and the state- run jails. In it the pros and cons of both the type of jails would be dealt with and at the end some recommendations with conclusion would be made by making out which type of prison would be better to exist in New Zealand. Private Prison has been regarded as the jails which work for the profit trades where the convicted criminals would be confined (Parliament of New Zealand, 2016). These jails were contracted by the government in order to improve the tension that was positioned on the centralized prison systems. The sum of the private jails was constantly rising in the state of United States, at such a rate that was starting to raise some eyebrows (Quinn, 2016). There have been various advantages and disadvantages in relation to the private jails. The largest reason for putting the private jails into place was significantly the inferior operating costs that they could run the jail under. These types of jails have the capability to purchase vital necessities in bulk and find the best costs, unlike the government ran institutions that were under severe agreements. They were also able to employ more workers in order to decrease any extra cost that may be attained (Owen, Paez, and Murphy, 2016). Since these jails function in a free market economy, the competition that was present among these jails incite them to grant between qualities of concern. Often this kind of quality was given at a lower cost than the jails which were ran by the government. Since a personal prison was not linked with the government, decision could be made much faster. This makes dynamic policies which can be flexibly changed, deals with the major issues, and it makes the funding of allocation easier. But at the same time these types of jails have been given accountability of taking care, providing care, and for safeguarding the lives of the human beings. While the individuals in such jails were criminals then also they deserve ethical treatment. When money would be brought in this circumstance then the prisoners would be turned into proceeds. Cost cutting was an inevitable part of such type of businesses, which would want some, scarifies to be made by the prisoners in order to secure extra dollars. These jails make cash for the detainees that they maintain, which means that they do not want to lose them. Good conduct and other early release agendas were often deserted in these types of jails. With the increasing load in the states prison system, the government would be depending more and more on private jails in order to take on the extra mass of the extra prisoners. If these kinds of jails earn the mass of the prisoners in the state, then they would successfully manage the system of the jails. In the 1990s the National government released prison administration up to personal corporations. The Auckland Central Remand Prison, at Mt Eden, was constricted out to Australasian Correctional Management (ACM) in 1999. That same year a Labour-led government was elected which opposed private jails (Chammah, 2016). Jails have been at the sharp end of the power of the state. Today, the systems of corrections have been regarded as the site for a rehabilitated fight over privatization. The mechanism for such change has been the Corrections Amendment Bill, which would soon be coming before Parliament. It aimed at organizing up the corrections rules and it also included a section eliminating the personal agreements in order to administer such jails. Presently the Auckland Central Remand Prison (ARCP) has been New Zealand's only personal jail. It was constructed with public funds and then had its organization contracted out by the preceding National Government. With all the right-wing parties which were supporting privatization, the rule needed the support of people to be passed. The state's forceful authority was at its most tremendous point in jails. Guards had very severe management over the lives of the convicts. With 'reasonable' authority, but with comparatively modest explanation, they had the power to examine sacrifices and they generally disgraced other individuals. The only other similar assembly in society was the police but most of the individuals wouldn't permit securities to run the constabulary, even if they were cheaper or well-organized. Concluding publicly-run jails to populate a privately-run prison was pure folly which was firstly stated by the state of New Zealand (Appleby, 2016). The Corrections representative Mahesh Bindra stated that, The appraisal which was proclaimed would have been made in order to undermine a previously forced worker and was being used to validate the construction of an pointless privately-run corrections facility in South Auckland, There was no proof to propose that the jails even require a new facility as they have enough beds across all of New Zealands corrections facilities for the present prison people even when permitting for emergencies. Serco was also known for doubtful monetary dealings in UK and has not proven that they provide secure environments for workers and prisoners. The Mt Eden facility has the highest quantity of prisoners on workers assaults in New Zealand. The operator of the private prison i.e. Serco has been prearranged to pay $8 million to Corrections over the troubles at Mt Eden Prison. The department took over the organization of the Auckland remand facility few months ago after assertions of attack and prepared fight clubs was established. Corrections Minister Judith Collins also affirmed that the multi-million dollar sum would cover the sum of the department in stepping in and of act penalties. The sum coordinated what the government had honored Serco in performance bonuses since 2011. Serco had also been previously been served with 55 notices for the contravention of agreement since it took over the organization of the prison in 2011, paying $1.4m in fines. The branch would continue to direct Mt Eden, with Serco have given those human resources at cost, until the last part of the personal operator's agreement. Mt Eden affirmed to public control in July 2005. Upon their re-election in 2008, National refreshed the personal jails policy. In January 2011 the British corporation Serco Pacific was contracted to run the Mt Eden Corrections Facility for six years. In 2012 it was proclaimed that a new personal prison would be built at Wiri, South Auckland, to open in 2015. Followers of personal jails saw them as carrying out skill and improvements into New Zealand from abroad. Challenger of privatization, together with the Corrections Association (the prison officers union), affirms that jails were a core public service that should not be sold off to the highest bidder (Wakeup NZ.Net, 2015). Privately run federal jails suffer from safety and security issues far more than their publicly run counterparts, as per thereportreleased by the Department of Justice's Office of the Inspector General. These "contract jails" were first developed as a solution to alleviate overcrowding in public Bureau of Jails (BOP) facilities - they typically hold adult male inmates who are undocumented immigrants and are nearing the end of their sentences. As of December 2015, contract jails held around 22,660 federal inmates, or roughly 12% of the BOP's total prison population. The report compared data from 14 contract jails to 14 BOP jails to measure incidents per capita in eight groupings: illegal imports, information of events, lockdowns, prisoners regulation, telephone checking, selected complaints, urinalysis drug testing, and sexual misbehavior. In all but two categories - drug tests and sexual misconduct - contract jails had a higher number of incidents per capita. Agreement jails also seized eight times as many illegal imported cell phones as in BOP jails, and had advanced rates of physical attack, both by individuals on other people and prisoner on staff. In 2015, New Zealand observed an unfrequented growth in the private jails. Development came with the opening up of 960- bed Kohuora or Auckland South Corrections Facility (ASCF). The Government affirms that privatizing jails have various benefits (Stutchbury, 2011). Maintainance for privatization centers on three elements: novelty, rivalry, and cost-saving. The personal jail was a urgent matter because it leaves profit-driven corporations, rather than chosen governments, in charge of some of the nations most immobilized residents (Potiki, 2015). The individuals of New Zealand need to out a query for the profit-driven reason of confidentially run jails. At the same time, the people should be cautious and should not become restricted by a fascination on personally run jails which contest around who does it better. This was done mainly because both government and personal jails fall diminutive when it comes to value service condition (News Hub, 2016). If the state wants to hold Nelson Mandelas dream then they have to be in part as he states that he imagine people away from twofold opinions and diehard media captions. In order to employ with dependable proof and to put an impact a caring and logical conversation must be made. To think ahead of the proceeds and privatization, state should stick to a dream that puts individuals in first position and built a enhanced civilization for all (Scoop Independent News, 2016). Personal jails, although were regarded as a vital sin, so it needs to be more strictly observed and synchronized in the same manner that state jails were (Palethorpe, 2015). The moral and honorable harms in these for earning organizations were getting out of hand so something needs to be prepared (Radio New Zealand, 2016). Therefore, it has been concluded that the government jails were better than the private jails in New Zealand. References: Appleby, L. (2016).NZ '20 years behind' as US announces end of private jails. Retrieved on 28th September 2016 from: https://www.tvnz.co.nz/one-news/new-zealand/nz-20-years-behind-us-announces-end-private-jails Chammah, M. (2016). What You Need to Know About the Private Prison Phase-Out. Retrieved on 28th September 2016 from: https://www.themarshallproject.org/2016/08/18/what-you-need-to-know-about-the-private-prison-phase-out#.aN53mrdgu News Hub. (2016). 'No place' for private jails in NZ Labour. Retrieved on 28th September 2016 from: https://www.newshub.co.nz/politics/no-place-for-private-jails-in-nz---labour-2016081310 Owen, S., Paez, P., and Murphy, M. (2016). Benefits of Private Jails. Retrieved on 28th September 2016 from: https://www.nytimes.com/2016/09/13/opinion/benefits-of-private-jails.html?_r=0 Palethorpe, J. (2015). Protesting private jails. Retrieved on 28th September 2016 from: https://publicaddress.net/speaker/protesting-private-jails/ Parliament of New Zaeland. (2016). Private Jails. Retrieved on 28th September 2016 from: https://www.parliament.nz/resource/0000119827 Potiki, T.(2015). Private jails a controversial experiment. Retrieved on 28th September 2016 from: https://www.stuff.co.nz/the-press/opinion/70390545/Private-jails-a-controversial-experiment Quinn, S. (2016). Private Jails A New Zealand Prison Officer's Perspective. Retrieved on 28th September 2016 from: https://www.aic.gov.au/media_library/publications/proceedings/23/quinn.pdf Radio New Zealand. (2016). Retrieved on 28th September 2016 from: Serco to pay $8m to Corrections. https://www.radionz.co.nz/news/national/300603/serco-to-pay-$8m-to-corrections Scoop Independent News. (2016). Gutting of prison jobs a gift to private prison provider. Retrieved on 28th September 2016 from: https://www.scoop.co.nz/stories/PO1504/S00079/gutting-of-prison-jobs-a-gift-to-private-prison-provider.htm Stutchbury, M. (2011). Private jails are best. Retrieved on 28th September 2016 from: https://www.theaustralian.com.au/national-affairs/opinion/private-jails-are-best/story-e6frgd0x-1226059946691 Wakeup NZ.Net. (2015).New Zealands private jails: Profiting from incarceration. Retrieved on 28th September 2016 from: https://www.wakeupnz.net/new-zealands-private-prison-profiting-incarceration/