Drug Addiction Essay Example | Topics and Well Written Essays - 1000 words

Drug Addiction - Essay Example They crave for the drug so much that they can do anything they could to get a dose for them to relax. For those who are addicted they will continue taking the drugs even after realizing the harm it has on their body. (Amusable, 2008) The risk factors of drug addiction are common as for the other condition. Risk factors include family history of addiction where it is usually common on the families that had prior addiction before the current case. In addition, addiction of drug is dominant in males than female according to statistics. Stats show that the addiction in male is two folds compared with their counterparts. Peer pressure is also a contributing factor. This according to stats is seen mostly in the young people trying to fit in their social stratum. After the first introduction into drug abuse, the body develops a tolerance with time and eventually dependence. Drug addiction is a physiological process on its own. It is a physiologic process, because, it does not just happen at once but develops slowly and in sequential stages. Dopamine is the main hormone that is involved physiologically in the process of drug addiction. Drugs such as cocaine, morphine, and alcohol alter the pathway of dopamine. The first dose taken by an individual has no big effect. Additional drug abuse cause tolerance effect and soon the level of dopamine increase and consequently cause a feeling of being happy. Continuous administration of drugs also has a sensitization effect on the extracellular cells. So when an individual has reduced, or the dose reduce in the blood also the happiness causing hormone, dopamine, also goes down and the craving also start to go back to normal. The drugs taken tend to increase dopamine and when withdrawn the level of this dopamine dwindle and the cycle repeat itself. This cycle is what is known as drug addiction (Hanson, 2005). Will power to withdraw from drugs is most a time futile. The physiologic development of regulation effect

Strategic Operations Issues Essay Example for Free

Strategic Operations Issues Essay Using your own organisation or a local organisation that you know well, identify a strategic operations issue or problem that needs to be addressed. Describe the organisation briefly and briefly explain the specific operational issue, problem or process that needs to be addressed and provide clear details of its functions within the organisation; analyse the problem using a concept covered in the subject; consider the performance objectives of operations management; changes to performance objectives or outcomes; improvements; theory and recommendations for improving the system or operation. Executive summary Manufacturing plant operation issues of XYZ Plastics Pty Ltd This paper studies the operations issues of XYZ Plastics Pty Ltd’s manufacturing plant. In the last three months, the plant experienced a decline in % OEE (% Overall Equipment Effectiveness) from 90 per cent to 81 per cent, the raw materials inventory increased 10 per cent from 900 tons to 990 tons and increased the outsource warehouse cost from $100 000 per month to $150 000 per month. The overtime cost was also increased by 50 per cent from $20 000 per month to $30 000 per month. The analysis of the manufacturing process and workflow revealed that the root causes were: a) Inadequate communication linkage between the Planner and Maintenance supervisor which resulted in lack of critical spare parts to service major equipment breakdown. b) The batch size of white product was too small which contributed to speed loss and quality loss c) The Planner’s order quantity of raw materials was too big and caused average inventory to increase and inventory overflow to outsource warehouse. d) The double handling of raw materials by the warehouse staff which contributed to the wastage of overtime resources. The study recommended the company: a) Use a Kanban system to signal â€Å"pull† to the Planner to order spare parts for maintenance department. b) To set up an operating policy to limit the minimum production batch size to ËÆ'24 tons for white product. c) To maintain a discipline of using the Economic Order Quality (EOQ) for replenishment  order of the raw materials and reorder according to the inventory profile based on safety stock, delivery time and consumption rate. d) To provide training to the operating staff regarding the Wastes of Lean Manufacturing as a way to promote the learning culture. Table of Contents Table of Figures 1 Introduction XYZ Plastics Pty Ltd manufactures and sells black and white plastic materials for toy molding application. Its manufacturing process involves grinding the polyethylene plastics into a molten form and mixing with black pigment or white pigment. It produces a black product and a white product. The products are sold in 25 kg bags. The plant operates 24 hours by seven days a week but only four weeks in a month. It produces a product mix of 96 per cent black and four per cent white. The General Manager reviewed the monthly operations report recently and found that in the last three months, the operations performance was on a downward trend: a) Its Overall Equipment Effectiveness (OEE) dropped down from 90 per cent to 81 per cent. Pophaley (2010) states that there would have been issues associated with the Availability rate, Performance rate or Quality rate. b) Raw material average inventory was increased by 10 per cent and the outsourced warehouse costs increased by 15 per cent. c) There was 50 per cent more overtime paid to fulltime workers. The sales volume remained unchanged at around 672 000 kg per month in the last three months. This was alarming because it suggested that the profile and productivity would have dropped. The General Manager called a meeting with its operations team to review the performance data and operations issues. They traced the problem back to the manufacturing processes and workflow to determine the root causes and take corrective actions. Discussion and analysis The manufacturing process involves loading the plastic pellets and pigments into the hopper, the grinder and mixer converts the mechanical energy into heat then melts and mixes the raw materials. The mixed molten paste is extruded out through a pressing die with 400 holes to form spaghetti like strips. The strips are cooled by water and cut into pellets by the rotary cutter, the slurry is then spun in a water separator to remove the water and dry the plastic pellets (see Figure 1 below). The products are then packed into 25 kg bags and stacked onto a pallet as a 1000 kg lot. Figure Manufacturing process schematic diagram 2.1 OEE performance trend analysis The operations team reviewed the % OEE trend of the last three months and looked at the date of three components that made up the % OEE, namely Availability rate, Performance rate and Quality rate mentioned by (Pophaley 2010). They found that all three components were on the decreasing trend which contributed to the % OEE decrease from 90 per cent to 81 per cent. The operations team found that the Availability rate dropped from 95 per cent to 93 per cent which indicated that there was increase of equipment breakdowns. They looked at the maintenance log book and found that there was an increase of pressing die cleaning frequency. During the pressing die cleaning, the process is shut down and the maintenance staffs needs to spend 16 hours to drill holes to clean the dirt out. This maintenance job is usually outsourced and they have a spare pressing die but this was not returned to the plant on time from the cleaning services supplier because there was a miscommunication between the Pla nner and the Maintenance Supervisor. The workflow is described in (Figure 2 below). Figure Process mapping of workflow The maintenance supervisor left an email message to the Planner, to order the die cleaning service which the Planner overlooked. There was a delay in sending the spare pressing die out to the supplier for cleaning. If they had  the spare pressing die ready, they would have saved the downtime of 16 hours for cleaning the die. It appears that a Kanban pull system would have provided better systematic demand information as stated by (Claudio Krishnamurthy 2009) for parts replenishment. The operations team found that the performance rate dropped from 97 per cent to 92 per cent of their maximum capable production rate of 1030 kg per hour, based on the current deteriorated production rate of 947.6 kg per hour (0.92 Ãâ€" 1030) the plant will be behind the monthly production target. The operations team reviewed the production log book and found that the production speed loss was due to increased production runs of white products. For every white production run, the operating staffs needs to clean the whole production line thoroughly because the black pellets in the previous run will contaminate the white products. The cleaning process required two hours per run. The plant also needs to spend two hours to change the rotary cutter as well. The plant normally runs one white product per month (26 880 kg) but in recent months the sales team requested four smaller white product runs per month (6720 kg Ãâ€" 4). The rationale was there were four smaller customers willing to pay higher price for the white products but they required delivery at short notice without providing forecast to the Planner. The smaller run size of white product contributes negatively to the per cent performance rate, the cleaning time of two hours per run and cutter changing time of two hours per run contributes a total of four hours of speed loss per run which could have been utilised to make more products. The Planner and sales team did not communicate with each other on this change and assess the economy of scale for the production run. The operations team re-assessed the change with the capacity size decision process, as (Rabta Reiner 2012) suggested that optimal values of production batch size will reduce cost and lead time. The operations team took considerations on algorithms of the extra cost required for the cleaning, changing cutter and speed loss for different batch sizes, and generated a graph (see Figure 3 below) to assist the decision on the size of the production run. Figure Capacity size decision graph The Figure 3 graph showed that the smaller run (6720 kg per run) costs more to make per ton and even selling at increased price, it was making a profile margin of only $100 per ton. In comparison, the larger run size (26 880 kg per run) costs less to make but even selling at normal price, it was still making $400 per ton. The graph showed that the most economical run of the white product is ËÆ'24 tons. The operations team also found that the quality rate dropped from 98 per cent to 95 per cent. They checked the quality records and determined that this was due to the rework materials generated from the increased white runs. The manufacturing team used raw materials to purge clean the process system to avoid contamination. The purged materials were used later on the black runs as rework. The time they spent on the rework could have been utilised to make good product. The above analysis determined the root causes which caused the % OEE drop from 90 per cent to 81 per cent and it is illustrated below: % OEE = Availability rate % Ãâ€" Performance rate % Ãâ€" Quality rate % Historical % OEE = 95% Ãâ€" 97% Ãâ€" 98% = 90% Current % OEE = 93% Ãâ€" 92% Ãâ€" 95% = 81%. 2.2 Raw materials inventory analysis The operations team reviewed the inventory performance on the monthly operations report; it showed that the raw material average inventory volume increased by 10 per cent from 900 tons to 990 tons in the last three months. Due to the increase in average inventory, the plant ran out of storage space and therefore it required the inventory to be stored at an outsourced warehouse location. The plant storage space was enough to store 1000 tons of raw materials but from time to time the space is filled and overflows the inventory to the outsource warehouse especially in the last three months. As a result, it increased the storage costs by 15 per cent from $100 000 to $115 000 per month including logistics and labour costs for the material handling. The operations team interviewed the Planner regarding the order quality and order frequency. The investigation revealed that the Planner was not  ordering based on inventory management principles. The ordering process takes about one week, from placing the order to receiving the goods. The plant normally keeps a safety stock of 672 tons of raw materials (roughly enough for one month consumption). This was based on their experience that the raw materials comes from other state and shipment delays could be up to four weeks; this safety stock is to maintain the service levels of the company. The raw material comes in normal order quantity of 2.5 weeks consumption, about 420 tons (672 Ãâ€" 2.5/4 = 420 tons). The Planner starts to place order when the inventory gets close to 672 tons (the safety stock mark). When there is a supplier promotion, the Planner would order a bigger quantity than 420 tons, thinking that would save the company money. There were a number of supplier promotions in the last three months and the Planner placed a bigger order quantity of 470 tons for each promotion which resulted in an increase in average inventory level from 900 tons to 990 tons. The operations team constructed a graph to determine if the Planner was making the correct order quantity decision. They used the total inventory cost based on two inventory cost components mentioned by (Schreibfeder 2009), namely holding cost and materials order cost. Figure Economic order quality(EOQ) The EOQ graph in Figure 4 indicated that the order quantity of 470 tons which the Planner placed on the supplier’s promotion was not economical. Rather than saving the company money, the total cost was higher than that of the EOQ of 336 tons. Even the normal order quantity of 420 tons was not as economical as the EOQ of 336 tons. The inventory profile with the new EOQ of 336 tons is shown in (Figure 5 below). It was constructed according to the method shown by (Silver Zufferey 2011) with the probabilistic replenishment lead time and slope (consumption rate). If The EOQ of 336 tons was adopted and orders were placed when the inventory touches 840 tons, it would have kept an average inventory of 840 tons and maximum of about 1000 tons on site. The inventory profile showed that average inventory (840 tons) would be lower than the current average inventory (990 tons) and most importantly it would eliminate the need for outsource warehouse. Figure Raw material inventory profile 2.3 Labour cost analysis The operations team reviewed the profit and loss statement and found out that there were 50 per cent more overtime paid to fulltime workers. It increased from $20 000 to $30 000 per month in the last three months. The amount of overtime was mainly paid to the warehouse staff. The operations team interviewed the warehouse supervisor and found that when the raw materials warehouse is full, they would move the materials to the finished goods warehouse for temporary storage, and shift it back when there are more spaces. One round trip to transport one ton of materials on a fork lift would require two minutes. These are considered double handling of materials as stated by (Liker Franz 2011). This is one of the Wastes in Lean manufacturing namely (transportation) that should be avoided (Slack, Brandon-Jones, Johnston, R Betts, A 2012). Conclusion The drop in Availability rate was due to the longer breakdown time required to clean the pressing die as there was no spare pressing die available. It appears that both the Planner and Maintenance supervisor required an improved communication system for the spare parts ordering. The capacity size decision graph in Figure 3 showed that the most economical run of the white products is 24 tons. Any smaller run size would result in speed loss and contribute negatively to the performance rate. The quality records showed that the drop in quality rate was due to the rework materials generated from the increased white runs per month. These root causes need to be addressed in order to improve the % OEE from the current level of 81 per cent back to 90 per cent. The EOQ graph in Figure 4 indicated that the order quantity of 470 tons which the Planner placed on the supplier’s promotion was not economical; even the normal order quantity of 420 tons was not economical. The associated total costs were both higher than that of the EOQ of 336 tons; it increased the average raw materials inventory level on site and causes inventory overflow to the outsource warehouse. There were double handling of materials by the  warehouse staff and this is a â€Å"transportation waste† which needs to be avoided according to the lean manufacturing principals described by (Liker Franz 2011). 4 Recommendations The maintenance supervisor should use a Kanban system to signal a â€Å"pull† to the Planner to order outsource services to clean the pressing die. Kanban is a visual signal system advocated by the Japanese manufacturer Toyota and mentioned by (Liker Franz 2011). The Maintenance supervisor can use a red box to signal that the pressing die is ready to be picked up and send outside for cleaning. When the cleaned pressing die returns, it can be placed in a green box indicating it is ready to be used, similar to the dual card system described by (Chen Subramaniamac 2012). The plant needs to set up an operating policy which states that the minimum size is to be 24 tons for white product. The Planner needs to maintain a discipline of using the EOQ of 336 tons for replenishment order of the raw materials and placing the purchasing order when the raw materials inventory touches 840 tons (a re-order point about one week before it reaches the safety stock of 672 tons). The inventory profile should be reviewed every three months to update the consumption rate to determine the new re-order point. The plant needs to provide training to operating staff regarding the Wastes of Manufacturing especially the warehouse staff as a way to promote the learning culture as advocated in Toyota and stated by (Liker Franz 2011). The operations performance such as OEE should be shared with all staff and initiate counter measures to poor performances. This will connect the staff to the continuous improvement cycle to achieve operational excellence.

Philosophy :: essays research papers

My Philosophy 02150 I often sit and wonder is there a greater being that created all that is around us? I always find myself with the same conclusion there must be. Everyone was created for a purpose even if that is to be a shoulder to cry on or an ear to listen, that might make a difference in their life. Everyone has their place and who they are in the world. Everyone should have the freedom to not be judged and the freedom to express their individuality. Love should be expressed more between people, a simple smile is a sign of love for another. Love can't be defined but only felt. Be grateful for the gifts God has given you, you don't understand what they meant to you until they are gone. Relationships with others good and bad; build character. Don't worry about the small things as much focus on the larger and the future. We feel emotion it is a great gift given to us, emotion are the basis of life, all our thoughts are surrounded by emotion. Emotions can't be defined they are to complex to understand and try to explain; a child could say they are sad when a parent dies while another child could say they are sad when a parent hits them; is this the same emotion? the eyes are a window to the soul. They give us a sense of emotion that is being felt, looking deep Into someone's eyes can create many complex feelings. Communication is the most important aspect within a relationship it help to express feelings, thoughts, dreams and it takes a good listeners to carry a conversation. The best thing you can do for someone is love them. Nature cleanses the soul a cool rain or just string at the stars on a clear night can do wonders for the soul. If it's to be it's up to me. Life is full of excitement it's a matter of waking up to discover it. It's a good quality to be a dreamer and always imagine what or how things could be different. A bigger problem then world hunger or war is how we treat each others not everyone is treated equal or with respect. This is what we have to start worrying about before the larger issues. Life's stories and experiences make us who we are.

Title IX Essay -- Physical Education

In recent years, there has been a passionate debate that has gained considerable attention between same-sex physical education classes and coeducational physical education classes. Coeducation physical education classes were executed in an attempt to meet and sustain the requirements of Title IX. Title IX, Education Amendments of 1972, prohibits discrimination, exclusion of participating in, or receiving benefits of any academic program or activity, based on sex, in an educational institution receiving federal financial funds. Title IX provides integration of males and females in physical education classes; however, unfortunately, it does not guarantee equal treatment. Derry and Phillips (2004) stated in their study entitled, â€Å"Comparisons of Selected Student and Teacher Variables in All-Girl and Coeducational Physical Education Environments† that â€Å"physical education is the learning environment provided for youth in the United States to become successful in motor movement, skills, and game play†. Recent research has leading evidence to support that during coeducational academic classes and physical education classes, girls receive significantly less amounts of attention, feedback, participation opportunities and support and encouragement. Physical education classes should offer development of high levels of competence and self-esteem through a variety of physical activities, games and sports. However, research implies that coeducational physical education classes may not provide the optimal environment needed for learning certain specific skills. Furthermore, research also suggests that this environment in coeducational p hysical education classes’ changes due to one’s perception based on different developmental periods in t... ...gs. Journal of Teaching in Physical Education, 24(2), 149. Retrieved from SPORTDiscus with Full Text database. Derry, J., & Phillips, D. (2004). Comparisons of Selected Student and Teacher Variables in All- Girls and Coeducational Physical Education Environments. Physical Educator, 61(1), 23- 34. Retrieved from SPORTDiscus with Full Text database. Treanor, L., Graber, K., Housner, L., & Wiegand, R. (1998). Middle school students' perceptions of coeducational and same-sex physical education classes. Journal of Teaching in Physical Education, 18(1), 43-56. Retrieved from SPORTDiscus with Full Text database. Derry, Julie A. (2002). Single-Sex and Coeducation Physical Education: Perspectives of Adolescent Girls and Female Physical Education Teachers - Research. Melpomene Journal, Retrieved from http://findarticles.com/p/articles/mi_m0LJP/is_3_21/ai_94771954/

Corporate Social Responsiblity and Wal-Mart

Corporate Social Responsibility and Wal-Mart Corporations deal with a wide variety of social issues and problems; some directly related to their operations, some are not. Corporate Social Responsibility (CSR) can be defined as â€Å"the actions of an organization that are targeted toward achieving a social benefit over and above maximizing profits for its shareholders and meeting all its legal obligations† (Ghillyer 78). If this is the case, establishing appropriate and practical ethical guidelines in the workplace seems to be a reasonable request as a basis for corporate operations. Wal-Mart should be an example in determining what constitutes the values associated with its fundamental purpose of Corporate Social Responsibility. The four components of CSR are financial, legal, ethical, and philanthropic (Barnett). These areas of CSR ought to exist within every company’s infrastructure; however, the organization’s primary focus is usually on performance and profit not on social conscientiousness. Financial being the first component of CSR is often the major factor in a company’s consideration of ethical standards. The main goal of any business is to keep its costs low and to earn a profit. Financial responsibilities in regards to CSR means that society expects that a corporation will produce needed goods and services that are desired by customers and sell those goods and services at a reasonable price while still earning a profit. The organization strives to be efficient and profitable along with keeping the best interest of the shareholders in mind (Barnett). Financially, the Wal-Mart Corporation is a multi-billion dollar industry with close to two million employees worldwide. On the positive side, Wal-Mart’s motto is â€Å"Always low prices. Always! They uphold this motto by providing low prices to consumers with a high return on investment to satisfy stockholders. On the negative side, with jobs currently being scarce, Wal-Mart seems to manage keeping costs low by demanding high productivity from their associates (employees) with seemingly low compensation. In addition, most associates cannot afford to be covered by health insurance. The consequence of this treatment of personnel is a high employee turnover rate, which seems to question management’s view that the organization is a family (â€Å"The NEW Age of Walmart†). The second component of CSR, which is representative of the legal standards and obligations, refers to the expectation that a corporation will follow the rules set down by society. This means the organization is to comply with government laws used to protect employees’, stakeholders, customers, suppliers, the community, and other competition in the marketplace. An individual business could have thousands of legal responsibilities governing almost every aspect of their operations, including consumer and product laws, environmental laws, and employment laws (Barnett). The legal challenges that face Wal-Mart are numerous. Before Wal-Mart decides to build a new store, it researches and visits specific site locations in conjunction with considering the neighborhood. It does so discretely as not attract attention attempting to protect against opposition to the development of a new store. Defenders of Wal-Mart propose the overall advantages to the community, which includes economic benefits and consumer choice. Opponents to a new Wal-Mart have concerns over traffic congestion, public safety, and competition to small business. Often there can be protests from labor unions, environmental groups, and other wary citizens (â€Å"The NEW Age of Walmart†). Ethics is the third component of Corporate Social Responsibility. The ethical responsibilities concern societal expectations that go beyond the law, such as the expectation that organizations will conduct their affairs in a fair and just way. This means that organization are expected to do more than just comply with the law, they are to do what is considered right by society’s standards. Organizations should make proactive efforts to anticipate and meet the norms of society even if the law does not formally enact those norms. Ethics are a necessary and critical ingredient in any business that wants to be successful (Barnett). Wal-Mart seems to address the fact that there should be a code of ethics. The application of corporate ethical behavior needs to be dealt with on a personal and professional level. The key for Wal-Mart is to help their associates indentify if their actions are right or wrong. They rely on a system of training and business practices started by its founder, Sam Walton (â€Å"The NEW Age of Walmart†). Lastly, one of the most overlooked areas of CSR is the fourth component of philanthropic and discretionary responsibilities. In other words, this means society expects that corporations be good citizens that they will show concern for humanity. It may involve such things as performing charitable actions, supporting programs that benefit a community or nation, and donating expertise time and/or services to worthy causes (Barnett). In this area, the future of Wal-Mart looks promising if it is willing to recognize their duty to society. With its tremendous size, the organization is faced with being an example to other corporations. It is trying to make efforts such as supporting the environment, but they have just begun to scrap the surface. It will require balance between profit and social responsibility (â€Å"The NEW Age of Walmart†). Works Cited Barnett, Tim. â€Å"Corporate Social Responsibility. † 2010. Reference for Business: Encyclopedia of Business, 2nd ed. Web. 27 Dec. 2010. . Ghillyer, Andrew W. Business Ethics: A Real World Approach, 2nd ed. New York: McGraw- Hill, 2010. Print. â€Å"The NEW Age Of Walmart. † CNBC Originals. 23 Sept. 2009. Video. 27 Dec. 2010. .

Magnatune essays

Magnatune essays Record producer is a loosely defined term that (in my opinion) could reach from As to managers and essentially means any person responsible for completing a master recording so that it is fit for release. He/she controls the recording sessions, coaches and guides the performers, and supervises or takes part in the mixing process. How a producer makes money depends on the relationship he/she has with the artist and or record label. An executive producer typically invests in a project and in return receives royalties from future sales. Other producers like musician producers might receive money upfront as well as royalties from future sales of an album. The way Magnatune is set up may pose some problems for record producers. First Magnatune cuts out the middle man (record label) which puts everything in the hands of the artist. Thats not entirely good for producers. While they stand to make more if they are working from a percentage stand point now its up to the artist to keep track of the books and pay the producers whatever monies is owed to them from the sales if any. Not everyone is cut out for the business side of the music industry and most artists want nothing to do with it. Also the temptation factor is too much. If you could say that you havent sold anything meanwhile youve been selling music through downloads it adds another chance that not all parties involved will get their fair share. Without the labels a lot of the big recording budget money that the producers used to illegally pocket is also gone. Since Magnatune is catering to the independent artist there are no big budget productions. Magnatude is going to slowly k ill the record producer. Its purpose is to put the music back in the hands of the artist. So one of the side effects is the record producer must die. With all the music being made at home or in project studios very little will ever enlist the help of a producer. Its not ...

Amnesty for Illegal Immigrants

Amnesty for Illegal Immigrants Background In 1986, US lawmakers passed the Immigration Reform and Control Act (IRCA), this move gave official pardon to all illegal immigrants who had successfully eluded justice for many years or were illegally working in the nation.Advertising We will write a custom research paper sample on Amnesty for Illegal Immigrants specifically for you for only $16.05 $11/page Learn More Consequently, 2.83 million illegal immigrants were accorded amnesty and made US citizens. Records show that the pardoned persons have produced at least 142,000 dependents to date. Besides, other legislation such as the NACARA, the Haitian Act, and INA (Section 249) has additionally pardoned more than 500,000 illegal immigrants over the years. Amnesty continues to add millions of individuals into the mainstream population, indeed, a research conducted by the Immigration and Naturalization Service made astounding findings: the average person that is offered amnesty had only reached se venth grade and had an annual salary of less than $9,000. When a person is pardoned, he becomes the burden of the state and public finances are used to upkeep such individuals. Amnesty to illegal immigrants has a direct and negative impact on the economy, a study by the Center for Immigration Studies showed that the IRCA pardon costs the economy more than $7.8 billion annually. Amnesty to illegal immigrants strains the economy, the education system, social amenities and rewards those who break the law (Simcox, para. 3). Therefore, this practice must be stopped by current and future governments if any positive gains are to be made on the economy. Amnesty to Illegal Immigrants rewards those who Break the Law Granting amnesty to illegal immigrants rewards illegal conduct to those who crossed borders without the necessary papers or those who have expired visa. It sends the message that one can break the law now, and receive forgiveness later, from the government. In addition, it makes f un of the official immigration system, in which persons who obey the law wait for years to be given official immigration papers. This amnesty encourages more persons to partake in illegal activity with the hope that they too will receive pardon and become citizens. Therefore, in principle, amnesty to illegal immigrants increases the number of persons living in the country illegally (Ivereigh, para. 3). Amnesty does not Reduce Illegal Immigration A close look at immigration figures in Europe over the last three decades shows that granting amnesty to illegal immigrants does not reduce illegal immigration. The tables below show illegal immigration numbers in Italy and Spain the last three decades:Advertising Looking for research paper on government? Let's see if we can help you! Get your first paper with 15% OFF Learn More Italy YEAR 1987/88 1990 1996 1998 2002 NUMBER OF IMMIGRANTS 119,000 235,000 259,000 308,000 700,000 Spain YEAR 1985 /86 1991 1996 2000 2001 2005 NUMBER OF IMMIGRANTS 44,000 135,000 21,000 127,000 314,000 700,000 Source: Migration Watch UK Italy and Spain have granted amnesty to illegal immigrants six times over the last 20 years, despite these efforts, the tables show that immigration numbers have increased by large margins. In fact, such amnesty programs have encouraged further illegal immigration (Migration Watch UK, para. 4). Today, there are between 8.7 and 11 million illegal immigrants in the US, proponents of amnesty to illegal immigrants asset that this is the same number as was ten years ago, and conclude that illegal immigration is not a big public problem as posited by critics. However, they forget that without the amnesty, there would be nearly 13 million illegal immigrants living in the nation. Burden to the Economy A person who is granted official pardon is, by the same gesture, accorded full access to state resources. These consist of education, health, shelter, and welfare mat ters. Once the amnesty is granted, the individual can bring forth offspring, who are partly covered by the pardon. The costs of access to public resources and welfare benefits are funded by taxpayers, a cost that can be very significant. Amnesty threatens national security When a person applies to become a citizen of our country, the consular officials screen such a person to ensure that he does not a background or history that could be a threat to national and homeland security. Millions of illegal persons have escaped this screening, and an amnesty program makes them legal citizens without the guarantee that they are not a risk to the national security. Conclusion Amnesty to illegal immigrants has far-ranging effects on the economy of our country. Besides depending on public funds for their upkeep, illegal immigrants can be a source of insecurity in our country. Since most illegal immigrants have basic or elementary education, they do not contribute much to the economy immediately after acquiring legal status, hence they drain the nation’s resources. The 1986 IRCA amnesty led to an atmosphere in which our country has had to submit to other nation’s demands, for example, Mexico’s president pushed the government to declare the status of close to five million illegal immigrants as legal residents. Other individuals have joined the queue and the political pressure to repeat the 1986 IRCA amnesty has heightened on the government.Advertising We will write a custom research paper sample on Amnesty for Illegal Immigrants specifically for you for only $16.05 $11/page Learn More Individuals who want to be citizens of our country must follow the legal procedures, and those who jump the procedures must be dealt with according to the legal provisions. Ivereigh, Austen. Amnesty for illegal immigrants. The Guardian, May 2009. Web. https://www.theguardian.com/commentisfree/libertycentral/2009/may/03/amnesty-illegal-immigrants Migration Watch UK. An amnesty for illegal immigrants? 2009. Web. Simcox, David. Measuring the Fallout: The Cost of the IRCA Amnesty after 10 Years. 1997. Web. https://cis.org/Report/Cost-IRCA-Amnesty-After-10-Years