The Existing Ethical Issues of American Standardized Testing

After the implementation of the â€Å"No Child Left Behind Act† high risk standardized testing has become a pressure cooker of corruption in the United States due to often unrealistic expectations, abundant incentives, and harsh punishments placed upon educators and administrators, overall resulting in the essential need for reform. The concept that every student’s academic ability can be assessed by a single universal exam is a misguided notion. A large majority of educators are subject to severe punishments in the even that their students do not perform at or above the â€Å"adequate yearly progress† standard. If their students consistently underperform, the teachers are often severely and swiftly punished. If a teacher is presented with a†¦show more content†¦When a teacher is presented with this conflict, going against standard regulations may be tempting. To regulate this, many states have placed strict guidelines where the students’ teacher is not the individual proctoring the test. However, there are still several states that have the teacher administer test to his or her own students, often times without another proctor in the room. This inconsistency between state regulations also proves the biased separation between how students are tested from state to state, causing certain students more opportunities for assistance than others. With this lack of security, it becomes incredibly easy for teachers to go against common regulations, such as allowing more time on sections, allowing students to go back and work on previous sections, or answering any municipal questions the children may ask, or major, such as changing a student’s attempted answer to correct, or opening a test before the test date and teaching the students the exact test questions. These frightening test practices send a message that â€Å"examiners should take into consideration the appropriate changes to be done, keeping in mind the professiona l and standardization of the test† (Farah). Although these test tampering methods can be seen as the teachers way of assisting students with academic disabilities that do not receive the help they need, theShow MoreRelatedCultural, Ethical and Legal Considerations in Psychological Testing1400 Words   |  6 PagesCultural, Ethical and Legal Considerations in Psychological Testing Cultural Considerations in Psychological Testing Culture differs in every part of the world and in these differences; psychology addresses the people who take part in the idea of culture and its practices. In psychological testing, many issues are raised regarding how such tests are appropriate for different groups of people, underlying their traditions, races, and sex. 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What Are the Effects of Poor Communication in a Project Free Essays

string(110) " a larger organisational system with distinct cultural and structural characteristics \(Tata, 2000:187-193\)\." Faculty of Business Department of Management and Project Management Baccalaureus Technologiae Project Management Project Research IV Lecturer: L. Jowah RESEARCH METHODOLOGY PROPOSAL TABLE OF CONTENTS Hypothesis – The matrix management structure hinders the project manager when executing a project. 1 Research Question 1 Topic 1 KEY WORDS 1 CONCEPT DEFINITIONS 1 2 CHAPTER ONE BACKGROUND AND PROBLEM ORIENTATION 2 1. We will write a custom essay sample on What Are the Effects of Poor Communication in a Project or any similar topic only for you Order Now 1 INTRODUCTION 2 1. 2 BACKGROUND TO STUDY 3 1. 3 PROBLEM FORMULATION 4 1. 4 OBJECTIVES OF THE STUDY 5 1. 4. 1 Primary objective 5 1. 4. 2 Theoretical objectives of the study 5 1. 4. Empirical objectives 5 1. 5 RESEARCH DESIGN AND METHODOLOGY 6 1. 5. 1 Literature review 6 1. 5. 2 Target population 6 1. 5. 3 Sample selection and method of sampling 6 1. 5. 4 The method of data collection 7 1. 5. 5 Statistical Analysis 7 1. 6 CHAPTER CLASSIFICATION 7 1. 6. 1 Chapter two: Literature review 7 1. 6. 2 Chapter three: Research Design and Methodology 7 1. 6. 3 Chapter four: Results and Findings 7 1. 6. 4 Chapter five: Conclusions and Recommendations 8 1. 7 SYNOPSIS 8 REFERENCES 9 Questionnaire 11 Part A – Project Planning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Part B – Organisational Support†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 Part C – Organisational Characteristics †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 Hypothesis – The matrix management structure hinders the project manager when executing a project. Research Question – How does the matrix structure affect the project manager’s effectiveness? Topic – Organisational structures influence the effectiveness of a project manager. KEY WORDS organisational structures management project management CONCEPT DEFINITIONS Project: According to the PMBOK – A temporary endeavor ndertaken to create a unique product or service. Temporary means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all similar products or services A project management guide, and an internationally recognized standard, that provides the fundamentals of project management as they apply to a wide range of projects. PMBOK – Project Management Body of Knowledge: Management Organisational structures: 1. Effective use and coordination of resources such as capital, plant materials and labour to achieve defined objectives with maximum efficiency. . People responsible for directing and running and organisation. 1. Arrangement of the work of the organisation into units and management positions between which there are defined relationships involving the exercise of authority and the communication of instructions and information. 2. Determination and specification of appropriate operational and functional roles and the resulting relationships. The aim of organisational structuring is to provide for an effective organisation structure which enables the best use to be made of the minds, judgements and energies of the members of the organisati on. CHAPTER ONE BACKGROUND AND PROBLEM ORIENTATION 1. 1 INTRODUCTION Project management is the discipline of planning, organising, and managing resources to bring about the successful completion of specific project goals and objectives (Cleland Gareis, 2006:1-4). According to Burke (2007:28-30), modern day project management started in the early 1900’s with Henry Gantt’s development of the barchart, and project management techniques which were specifically developed for the military and aerospace projects of the 1950’s and 1960’s in America and Britain. Today, companies are encouraged to change their management systems to adapt to the project management environment. A project is defined as a temporary endeavour undertaken to create a unique product or service (PMBOK, 2004:4). According to Sandhu Gunasekaran (2004:673-690), a project is a set of inter-related tasks that are undertaken by an organisation to meet defined objectives, that has an agreed start and finish time, is constrained by cost, and that has specified performance requirements and resources. Projects are usually led by a project manager who is a professional in the field of project management. Project managers can have the responsibility of the planning, execution, and closing of any project. However the project manager has to interface with the line management, according to Kerzner (2006:7). Projects are performed by people and managed through people, so it is essential to develop an organisation structure which reflects the needs of the project (Burke, 2007:304). Organisations use project management to bring key people together to achieve specific goals (Palmer, 2002:101-105). According to Gido Clements (2003:336-339), Conflict can arise from poor or organisational issues can cause conflict in a project. mbiguous project communication, lack of information sharing, or failure to make timely decisions. Problems caused by conflict include: confusion; waste of time, money and opportunity; diminished productivity; de-motivation of individuals and teams; internal conflicts and power struggles and ultimately project failure (Box Platts, 2005:370-387). 2 Due to the numerous wo rking interfaces, complicated networks, and diversified team members of a large project, coordination efficiency among members of the team is vital to the project’s success (Cheng, Su You, 2003:70-79). One of the simplest, yet most effective things upper management can do is to set out the company’s policy for project management; thus establishing the vision for how the company wants to best utilise project management concepts and gives a clear downwards communication (Eve, 2007:85-90). Successful executives and managers must maintain an appropriate balance between strategic and operational concerns, as they conduct the affairs of their organisation in a project management environment (Czuchry Yasin, 2003:39-46). The first and most basic lesson learnt regarding project management implementation, is that top management must demonstrate its unequivocal and visible support for a transition to the project management way of goal achievement (Brown Botha, 2005:1-7). When senior management place the responsibility for project success with the project manager, without providing adequate authority and at times, implemented changes that further undermine the project manager’s authority; it leads to project failure (Kennedy Marx, 2009:368-373). The starting point for ensuring that matrix structures work effectively is to ensure that there is a genuine need for them (Rees Porter, 2004:189-193). Matrix structures should not be introduced simply on the basis that they are fashionable. It is also important to note that work teams do not exist in a vacuum, but are part of a larger organisational system with distinct cultural and structural characteristics (Tata, 2000:187-193). You read "What Are the Effects of Poor Communication in a Project" in category "Essay examples" 1. 2 BACKGROUND TO STUDY An organisational structure is a mainly hierarchical concept of subordination of entities that collaborate and contribute to serve one common aim. Organisational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual. 3 A hierarchical organisation is an organisational structure where every entity in the organisation, except one, is sub-ordinate to a single other entity. This arrangement is a form of a hierarchy. In an organisation, the hierarchy usually consists of a singular/group of power at the top with subsequent levels of power beneath them. This is the dominant mode of organisation among large organisations; most corporations, governments, and organized religions are hierarchical organisations with different levels of management, power or authority. Organisations have recognised that performing organisational projects has increased both organisational efficiency and effectiveness, thus organisational projects are becoming more of a norm than an exception these days. Each type of organisation has advantages and disadvantages pertaining to project implementation. The organisation should establish firm, standardized project management systems. The matrix structure leads to institutionalised conflict which, if properly channelled, should lead to a number of advantages, such as efficiency and flexibility in used of resources, technical excellence of solutions, motivation and development of employees and the freeing of top management from routine decision making (Rowlinson, 2001:669-673). According to Brown (2008:1-9), a seven step organisational process needs to be formally instituted in an organisation through a thoroughly planned strategy to ensure that appropriate project management processes and tools. . 3 PROBLEM FORMULATION In recent years, managers of for-profit private organisations have been under considerable market pressures to re-orient the strategies, operations and business models of their organisations. In a response to these pressures, the organisational structures of these organisations have been steadily re-engineered from mechanistic, rigid and closed system-oriented to a more organic, flexible and open sy stem-oriented (Gomes, Yasin Lisboa, 2008: 573-585). 4 Most managers focus on how the project methodology can adapt to it’s organisational context, however, in doing so, they sacrifice the flexibility and dynamism of the project approach for the bureaucratic, control-based view of functional organisations (Thiry, 2006:22) The questions to be addressed in this study are as follows: †¢ How does the organisational structure affect the project manager’s effectiveness? †¢ To what degree is the effectiveness of the organisational structure sabotaged by the human factor? †¢ Which organisational structures are best suited for project management? 1. 4 OBJECTIVES OF THE STUDY . 4. 1 Primary objective The purpose of this study is to verify whether organisational structures influence the effectiveness of a project manager. 1. 4. 2 Theoretical objectives of the study The following theoretical objectives were established in order to support the primary objective. †¢ Conducting management. †¢ Conducting a literatu re study on factors of influence in project management. †¢ Reviewing organisational structure models commonly employed by companies in the project management environment. †¢ Contrasting the literature studied with observations in the industry in practice. 1. 4. Empirical objectives The following empirical objectives were formulated in support of the primary and theoretical objectives. †¢ Identifying key elements of influence on project management success. a literature study on organisational structures in project 5 †¢ Identifying organisational structures employed by companies to ensure support project management. 1. 5 RESEARCH DESIGN AND METHODOLOGY 1. 5. 1 Literature review Published material in the form of books, journals, magazines, newspaper articles, government publications and the Internet formed part of establishing a well-informed theoretical background. . 5. 2 Target population The population was restricted to companies in the Western Cape Province, for economic reasons; as most companies are within easy reach. The population comprised project management practitioners. For the purpose of this study, project management practitioners are persons practising project management, who are given the responsibility and accountability for implementing projects in an organisation. In industry, the title varies from company to company. The commonly used titles are Project Supervisor and Project Manager. The companies to be included in the study must be practising project The companies must have a formal project management for more than five years. management structure in place. It is anticipated that many companies may not be keen to share information on this subject. Therefore, to increase the probability of reaching the required sample size, organisations in the entire province were chosen. 1. 5. 3 Sample selection and method of sampling A combination of convenience and judgement sampling was used, in light of the geographical dispersion of the organisations. Care was taken to include a broad variety of project management practitioners. The organisations were grouped according to industries. In the absence of previous research, a minimum sample size of one hundred project management practitioners will be chosen for the study. The sample size has been determined on the basis of the cost of the exercise and accessibility to the various companies. 6 1. 5. 4 The method of data collection The survey method will be used. A personal interview using a structured questionnaire will be used to obtain the required information. This method was chosen as it is simple and allows for clarity of questions. 1. 5. 5 Statistical Analysis Descriptive statistics will be used for the initial analysis. The MoonStats package will be used for data analysis. Cross-tabulation and correlation will be used to establish simple relationships between the organisational structure and it’s effects on project management in the business. 1. 6 CHAPTER CLASSIFICATION 1. 6. 1 Chapter two: Literature review An overview is provided of strategies, strategic business levels ad their relationship to each other. This chapter concentrates on organisational structures, competencies and the dynamics of project management. It also explores the need for strategic organisational decisions to further support project management objectives. structures are also highlighted. Different organisational 1. 6. 2 Chapter three: Research Design and Methodology The emphasis of this chapter is on the design of the research, the measuring instruments and population target. employed are outlined. The data analysis procedure and the statistical techniques 1. 6. 3 Chapter four: Results and Findings In this chapter data is analysed, interpreted and evaluated. 1. 6. 4 Chapter five: Conclusions and Recommendations The recommendations emanating from the study are suggested. limitations of the research are highlighted. The benefits and 1. 7 SYNOPSIS This paper is primarily addressed at the decision makers about project management in an organisation. In the arenas of business and management, the principles of project man agement are relatively simple and much of it actually common sense. However, this paper aims to confirm that the implementation and acceptance thereof, in a functionallyonly structured organisation, is quite a complex process. The paper’s prime purpose is herefore to highlight, that after the decision to implement project management is made, a number of not so obvious implications for the organisation, as well as structural, organisational culture and systems changes, have to be thoroughly managed to ensure success. In this chapter the background and scope of research are described. The Research objectives are utilized in an effort to address the research problem. In the next chapter the literature used as background for this study, will be discussed, while the different levels of project management organisational structures and how they are interrelated will be outlined. REFERENCES Cleland, D. , Gareis, R. 2006. Global project management handbook: Planning, McGraw-Hill Organ izing and Controlling International Projects, Second Edition. Professional. Project Management Institute. 2004. A Guide to the Project Management Body of Knowledge – 3rd edition. Pennsylvania: PMI Publications. Burke, R. 2007. Project management Techniques college edition. South Africa; Burke Publishing. Gido, J. and Clements, J. P. 2003. Successful Project Management – Second Edition. USA. South-Western. Kerzner, H. 2006. Project Management – Ninth Edition, A Systems Approach to Planning, Scheduling and Controlling. Hoboken, New Jersey. John Wiley Sons. Sandhu, M. A. and Gunasekaran, A. 2004. Business process development in projectbased industry. Business Process Management Journal. Vol. 10 No. 6:673-690. Emerald Group Publishing Limited. Box, S. and Platts, K. 2005. Business process management: establishing and maintaining project alignment. Business Process Management Journal. Vol. 11 No. 4:370-387. Emerald Group Publishing Limited. Palmer, M. 2002. How an effective project culture can help to achieve business success: establishing a project culture in Kimberley-Clark Europe. Industrial and Commercial Training. Volume 34. Number 3:101-105. Emerald Group Publishing Limited. Czuchry, A. J. and Yasin, M. M. 2003. Managing the project management process. Industrial Management and Data Systems. 103/1 :39-46. Emerald Group Publishing Limited. 9 Rees, W. D. and Porter, C. 2004. Matrix structures and the training implications. Industrial and Commercial Training. Volume 36. Number 5:189–193. Emerald Group Publishing Limited  · ISSN 0019-:189-193 Gomes, C. F. , Yasin, M. M. and Lisboa, J. V. 2008. Project management in the context of organizational change. International Journal of Public Sector Management. Vol. 21 No. 6:573-585. Tata, J. 2000. Autonomous work teams: an examination of cultural and structural constraints. Work Study. Volume 49. Number 5:187-193. MCB University Press. Rowlinson, S. 2001. Matrix organizational structure, culture and commitment: a Hong Kong public sector case study of change. Construction Management and Economics. 19, 669-673. Spon Press. Brown, C. J. and Botha, M. C. 2005. Lessons learnt on implementing project management in a functionally-only structured South African municipality. South African Journal of Business Management. 36(4):1-7 Cheng, M. Su, C. and You, H. 2003. Optimal Project Organizational Structure for Construction Management. Journal of Construction Engineering and Management. January/February:70-79. Brown, C. J. 2008. A comprehensive organisational model for the effective management of project management. South African Journal of Business Management. 39(3):1-8. Kennedy, D. A. and Marx, T. 2009. Going Against Traditional Wisdom: Running Proj ects in a Functional Structure. Proceedings of the 2009 Industrial Engineering Research Conference. 368-373. Thiry, M. 2006. The Matrix Evolves. PM Network. Apr. 20,4:22. Eve, A. 2007. Development of project management systems. Industrial and Commercial Training. Vol. 39. No. 2:85-90. 10 Questionnaire For each planning product written, please mark the most suitable answer referring to the projects you were recently involved in, according to the following scale: 54321ABThe product is always obtained The product is quite frequently obtained The product is frequently obtained The product is seldom obtained The product is hardly ever obtained The product is irrelevant to the projects I am involved in I do not know whether the product is obtained Please choose between 1-5 and A or B. Part A – Project Planning Planning Product Never Always Do not know Irrelevant 1. Project Plan 2. Project Deliverables 3. WBS (Work Breakdown Structure) Chart 4. Project Activities 5. PERT or Gantt Chart 6. Activity Duration Estimate 7. Activity Start and End Dates 8. Activity Required Resources 9. Resource Cost 10. Time-phased Budget 11. Quality Management Plan 12. Role and Responsibility Assignments 13. Project Staff Assignments 14. Communications Management Plan 15. Risk Management Plan 16. Procurement Management Plan 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 A A A A A A A A A A A A A A A A B B B B B B B B B B B B B B B B 11 Part B – Organisational Support Planning Product Never Always Do not know Irrelevant 17. Project-Based Organisation 18. Extent of Existence of Projects’ Procedures 19. Appropriate Project Manager Assignment 20. Extent of Refreshing Project Procedures 21. Extent of Involvement of the Project Manager during Initiation Stage 22. Extent of Communication between the Project Manager and the Organisation during the Planning Phase 23. Extent of Existence of Project Success Measurement 24. Extent of Supportive Project Organisational Structure 25. Extent of Existence of Interactive InterDepartmental Project Planning Groups 26. Extent of Organisational Projects Resource Planning 27. Extent of Organisational Projects Risk Management 28. Extent of Organisational Projects Quality Management 29. Extent of On Going Project Management Training Programs 30. Extent of Use of Standard Project Management Software (e. . Ms-Project) 31. Extent of Use of New Project Tools and Techniques 1 1 1 1 1 1 2 2 2 2 2 2 3 3 3 3 3 3 4 4 4 4 4 4 5 5 5 5 5 5 A A A A A A B B B B B B 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 A A A A A A A A A B B B B B B B B B 12 Part C – Organisational Characteristics a. Organisation type: ? (1) Engineering ? (4) Construction ? (7) Services ? (2) Software ? (5) Communications ? (8) Government ? (3) Production ? (6) Maintenance ? (9) Other: ______ b. Project type: ? (1) Engineering ? (4) Construction ? (7) Services ? 2) Software ? (5) Communications ? (8) Aeronautics ? (3) Electronics ? (6) Mechanics ? (9) Other: _____ c. Evaluate the following indexes in the scale of 1 to 10 (1-low, 10-high): Index Low High Quality of planning of project you are involved in Project performance at the end of the projects Customer satisfaction at the end of the projects Risk level at the beginning of the project 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 d. Your personal involvement in projects: ? Project Manager ? Project Team Member ? Other: _______ 13 How to cite What Are the Effects of Poor Communication in a Project, Essay examples

Principles Of Management and Trade Agreements †Free Samples

Question: Discuss about the Principles Of Management and Trade Agreements. Answer: Free trade agreement is a proven way to open up foreign market through trade agreements. Trade agreements therefore reduce the barrier in export and import of goods. The reduction of the trade barrier and creation of more stable and transparent environment is of great benefit for the economy. A free trade agreement in other words has helped Australian business to grow in an effective manner. These trade agreements are helping in expanding export market for Australia, they reduce the imported input cost, helps Australian in making oversea investments and they attract oversea investors (Free trade agreement. 2017). With lots of barriers to Australian product and services falling abroad, there is an increase in awareness of goods and services. In such a diversified business scenario, the opportunities are growing in the oversea market. In order to prepare businesses to face challenges it is a better idea to update the business plan. Imports of goods and services to Australia under the free trade agreement will create challenges for the local business. The oversea business gain interest in the local business for the purpose of making investments. The trans-Pacific Partnership Agreement negotiations is a trade agreement in between Australia, Brunei, Canada, Chile, Japan, Malaysia, Mexico, Peru, New Zealand, Singapore, the United States and Vietnam. The negotiations were successfully completed on 6 October 2015. The trans-Pacific Partnership Agreement is a local free trade agreement for increasing an extraordinary capacity and aspiration. These trade agreements have a potential to compel job-creating expansion in the Australian economy. The trans-Pacific Partnership Agreement results comprise of a new market right of entry for Australian exporters of goods and services. These trade agreements have a potential for the investors in addition to the Australias accessible free trade agreements. The TPP helps in creating new job opportunities create new openings and supply an additional expected and translucent authoritarian atmosphere (Fergusson, 2010). The trans-Pacific Partnership Agreement helps in establishing a more faultless trade and investment environment transversely in 12 countries through commonly-agreed rules. These set of rules and guidelines ensures precision of laws and policy. The trans-Pacific Partnership Agreement provides a greater certainty for businesses and reduces costs and red tape. They have ensured a consistent participation in regional supply chains. The trans-Pacific Partnership Agreement permits other members to connect in the future (Dhar, 2015). This will allow business to attain huge benef its in future. Australia is dedicated to expand the trans-Pacific Partnership Agreement membership over time. The trans-Pacific Partnership Agreement deal with modern trade disputes in an effective way. They are following efficient techniques like obligation on state-owned enterprises in order to promote competition, trade and investment. This has also enabled Australian exporters to struggle with the international business organizations (Petri, Plummer and Zhai, 2012). Meanwhile a number of global; health professional, internet freedom activist, environmentalist and various trade unions have criticized and protested against the treaty. It is due to the level of secrecy maintained during the negotiation. The agreements vast scope and controversial clauses drafts were leaked among public. There were mixed reviews from people around the world who called the agreement a fundamentally flawed document. According to Alfred de Zayas the trade agreement was based on an outdated model. According to him the trade agreement were causing binding legal obligations on countries, together with the International Covenant on Civil and Political Rights and the International Covenant on Economic, Social and Cultural Rights. As per Alfred de Zayas trade is obliged to be done underneath the human rights system. Under the trade agreement the investor can sue the government but there government cannot sue the investor. This has created an asymmetry in the overall existenc e of the document. There was lack of accountability and transparency in the document that has created imbalance. The US President Donald Trump has argued that the document is very lengthy and complicated. TPP is much more than a free trade agreement. There have been debates regarding the complexity of the document and various lengthy clauses. It has created difficulty for an individual to understand the relevancy of the document. The length of the document is 5600 pages. It is difficult for an individual to go through every single clause. This has created disparities in understanding the document with the clarity (Muntaner and Mahabir, 2016). There has been criticism regarding the disproportionate pressure on the US trade negotiator. It is seen that there was huge pressure on establishing policies in their favor. The industry representative forms to be a large part to the total membership. An extreme pressure was made by the superior countries was a major reason behind the controversy. It has created a disturbance in the implementation of policies on the ground of reliability (Petri and Plummer, 2016). There were debate regarding the non-compete clause. This was to ensure that the trade secrets are well protected by the government from criminal offence. There were questions on the credibility of the document that may cause problem in delivering effective results to the opponent. The TPP has faced critical reviews from the political and linguistic activist Noam Chomsky who argued that the agreement is designed to carry forward the neoliberal projects to increase the profit domination and to set the working people in competition. This will generate lower wages for the labor worldwide. The trade agreement will cause devastation of working families. There were arguments that the trade agreement will cause a creative destruction. It was argued that few jobs will be lost causing a huge setback for the local workers. The business organizations will go out of business which requires transition assistance for the displaced workers. The arguments regarding the loss of jobs in the local marke t has questioned the document. The world trade agreement does not have labor and environmental standards. The key benefits in term of negotiation are a free access for the sensitive products like sugar and apparel in the US, there will right amount of intellectual property protection in the term of data, privacy etc, commercial standards for the state owned enterprise and the efficient labor practice in Malaysia with respect to anti-China preferences (Why Is The TPP So Controversial? 2017). According to the research a country with a more protected economy is likely to get benefit. So Vietnam and Japan are likely to attain benefit from the treaty. The Vietnamese economy will gain benefit due to external competition. Japan will receive a benefit due to agricultural and service sector. It is more likely that the free market economies will have the smallest gain. Economies like Singapore New Zealand and Australia are likely to gain a little against the other countries the most competitive firms in the industry will gain the benefit from the access of export market (The pros and cons of the Trans-Pacific Partnership pact. 2017) It is highly expected that the treaty will unify the set of rules and regulation for the state owned enterprises, intellectual property rights and labor and environmental standards. The document will act as a model for the future trade agreements. It is seem as a modern document to implement the common standards across the state. This will ensure protection of foreign investment and intellectual property right. The huge difference in the terms of economies structure and competitiveness has created disparities. The countries do need restructuring in terms of economic development. The broads goal of TPP is to create a trade and investment bloc that covers approximately 40 percent of the world economy. The hope is to remove the trade and investment barrier in order to regularize the trade agreement. The removal of trade barriers will entice the countries to form trade relationship. The full implementation of the document requires a considerable amount of time. The trans-Pacific Partners hip Agreement will help in establishing a more faultless trade and investment environment transversely in 12 countries through commonly-agreed rules. It is the first kind of document in the history that has created awareness. Meanwhile the partners are closely analyzing the document in order to understand the relevancy in todays global competitive scenario (Williams, 2013). To conclude the trade agreement is necessary for a country to establish contractual relations in order to attain growth. The trans-Pacific Partnership Agreement has helped in creating a free-trade environment to attain utmost benefits. The main purpose of the document is to generate opportunities in the 12 countries. This will ensure growth and prosperity in a long run. It is critically argued whether the document hold importance in current preview. It is more likely to observe that the more protected economy is likely to get more benefit than the free market economies. Hence it is clear that the document is more beneficial for the different economies. References Dhar, B., 2015. Trans-Pacific Partnership Agreement.Economic Political Weekly,50(24), p.13. Fergusson, I.F., 2010.Trans-Pacific Partnership Agreement. DIANE Publishing. Free trade agreement. 2017. Online. Available at: https://dfat.gov.au/trade/agreements/pages/trade-agreements.aspx Accessed on: 8 May 2017 KRIST, W., Trans-Pacific Partnership Agreement. Muntaner, C. and Mahabir, D.F., 2016. Just Say No to the TPP: A Democratic Setback for American and Asian Public Health; Comment on The Trans-Pacific Partnership: Is It Everything We Feared for Health?.International Journal of Health Policy and Management. Petri, P.A. and Plummer, M.G., 2012. The Trans-Pacific Partnership and Asia-Pacific Integration: Policy Implications. Petri, P.A. and Plummer, M.G., 2016. The economic effects of the Trans-Pacific Partnership: New estimates. Petri, P.A., Plummer, M.G. and Zhai, F., 2012.The Trans-pacific partnership and Asia-pacific integration: A quantitative Assessment(Vol. 98). Peterson Institute. The pros and cons of the Trans-Pacific Partnership pact. 2017. Online. Available at: https://www.dw.com/en/the-pros-and-cons-of-the-trans-pacific-partnership-pact/a-18597149 Accessed on: 8 May 2017 The trans-Pacific Partnership Agreement, 2017. Online. Available at: https://dfat.gov.au/trade/agreements/tpp/Pages/trans-pacific-partnership-agreement-tpp.aspx Accessed on: 8 May 2017 Why Is The TPP So Controversial?2017. Online. Available at: https://www.forbes.com/sites/quora/2016/10/27/why-is-the-tpp-so-controversial/#54e8b4745eb3 Accessed on: 8 May 2017 Williams, B.R., 2013. Trans-Pacific Partnership (TPP) countries: comparative trade and economic analysis.