Saturday, January 25, 2020

Commercial Management And Project Management Construction Essay

Commercial Management And Project Management Construction Essay Kalifomatos Consultants is a Quantity Surveying firm with a wide range of services provided for the potential Client. One of the fields KCQS specializes in is Project Management. Project Management aims to deliver any given Project ensuring the desired balance between Time, Cost and Quality. Feasibility reports, according to Douglas (1999), test whether the requirements initially set out can be actually met or not. Boyle (2003) suggests that feasibility reports can take different forms. Functional feasibility amongst others refers to physical requirements as well as soil conditions. Technical feasibility refers to the statutory consents as well as the time constraints whereas financial feasibility deals with the costs of the development and in essence creates a budget for the Client to decide on whether he can follow it or not. In addition to the above, business feasibility deals with the strategic brief analysis indicating if the qualitative aspects of the development match the business model of the Client. In this stage, the initial statement of requirements is developed into the design brief on behalf of the Client confirming the key requirements and constraints for the development, following the feasibility analysis taken earlier. The next step that follows is the identification of which procurement method is better for use which sufficiently meets the Clients requirements; the Project Manager could do this. The last step of the Design brief is to assemble the people that need to be involved in the development process which comprise of Architects, Quantity Surveyors etc. (Boyle 2003) According to the information our firm has been provided with, the borehole records the Client is said to have in his possession are of a neighboring site to the proposed one. The fact that a neighboring site has previously undergone a site investigation does not guarantee that for example the soil conditions for the proposed one will be the same. The strata could vary as well as the depth of the water table; maybe a new site investigation for the proposed site reveals that the site has been bombed during the war, resulting to a distortion of soil conditions in the site. This could be seen as a possible constrain which would have been identified if a site investigation had been undertaken. Another activity that has been undertaken was the acquiring of the site. Following the previous point, as well as the fact that our company has not been presented with an actual investigation for the proposed site, the site could be rendered as completely useless for the purposes its needed. Taking into consideration the fact that the Clients directors have previous development experience for some years, the acquiring of the site with no site investigation undergone could be seen as a very naà ¯ve move. According to Hacket (2007), Management Contracting and Construction Management are very similar in many aspects, nevertheless, there is one essential distinguishing characteristic which is fundamental to the understanding of the two systems; the contractual arrangements between the parties involved. In Management Contracting, the subcontractors are in contact with the Management Contractor whereas in Construction Management they are in direct contact with the employer; none of the subcontracts are entered into by the Construction Manager. The difference is illustrated by comparing the two diagrams provided. The most important requirement the Client has set out was that the quality level is to be prestige. The best quality is offered from traditional procurement method. Another requirement set out by the client is the flexibility of the design; also traditional procurement is the best suited for this but Design and Manage offers a high utility for this section as well. However, when it comes to high complexity of the design, Traditional procurement does not best suit the description whereas all the other methods do. The next requirement set out is asap completion; Traditional Procurement does not offer that whereas again, all the other methods do. Furthermore, Design and Manage offers the single point responsibility the Client is looking for as well as Design and Build. This feature would not be available with Traditional Procurement method nor with the Design and Build or the Management Contracting as illustrated in the previous schematics. Furthermore, two of HRD2010s directors have pr evious development experience, so the fact that in order to use Design and Manage one needs previous experience is seen as a disadvantage, is easily one to overcome here. The main reason Construction Management has been rejected even though it is very similar to Design and Manage, was the single point of responsibility required by the Client; thus total utility offered in the chart is 450. And last but not least, the Client welcomes the sharing of risks; Design and Manage can also satisfy that requirement. Based on the RIBA task allocation, the Client has not performed properly the Preparation stage. Vital points have been left out which could have major impacts on the projects development. KCQS has provided the Client with some recommendations for the successful progression of the development. These would be the immediate conduction of a site investigation for the proposed developments site in order to be able to proceed accordingly. The Client has failed to provide a proper feasibility report (recommended) which is vital in assessing the quality of the proposed development, its costs as well as the need to meet statutory consents. Following the above, the Client should be able to address to possible constraints with regards to the development and overcome them in due time. It is also recommended that the people that are to be involved in the development process are to be identified.

Friday, January 17, 2020

Managing Effective Labor Relations

MANAGING EFFECTIVE LABOR EMPLOYEE RELATIONS Abstract Labor relations refer to the relationship between corporate management and the unionized workforce. Administering the best practices along with the current developments in labor relations is contingent on labor management relations. In addition, the legal framework for collective bargaining and negotiations need to be examined. Knowledge of the history of the relationship between labor unions and management is fundamental in effective labor relations management today. What is a labor union?A labor union is a group of employees, who are organized by the specific job that they do. They come together to form units that bargain with their employer regarding working issues and conditions. Union workers are referred to as â€Å"blue-collar workers† because the majority of people who hold that job specification are also union members. The majority of union members work in the public sector. These are jobs where the funding source c an be national, state, or local. These types of jobs include: postal service jobs, teachers and police officers.Jobs in the private sector have no involvement with the government and are run by private citizens or groups. These types of jobs could be found in: restaurants, retail, or corporations. There are many more union members in the public sector than the private sector. Just under half of all employees in the federal, state, and local government are union members. Public school teachers, police, and firefighters hold the highest number of union workers in the local government. The second largest groups on the list of union members are protective service workers in private industry.In the private sector, union members make up about a quarter of the size of the public sector, in transportation and utility positions. Other major private industries with above-average union membership percentages are construction and manufacturing, where in each case thirteen percent of the employe es are in unions (Sloane & Witney, 2011). All union members have legal workplace rights that must be respected by their employers. Some rights are provided by federal or state statutes, hile others are inherent in specific union-employer agreements. If a union member feels that his rights have been infringed, in addition to taking legal action, charges can also be filed against employers through the National Labor Relations Board for violation of collective bargaining agreements. The NLRB is responsible for the prevention and resolving of unfair labor practices under the National Labor Relations Act (NLRA). They also guarantee the rights of employees to organize and bargain collectively with their employers.Another feature that union members have that non-union members don’t is a grievance procedure. This is an official complaint from the union member when they believe their contractual rights have been violated. The steps of the grievance procedure are outlined in the co llective bargaining agreement. Collective bargaining is the process whereby unions and management negotiate and administer labor agreements (Sloane & Witney, 2011). Labor union officials enjoy many special powers and immunities that were created by legislatures and the courts.Union officials claim to rely on the support of members of a political organization of workers who are exclusive of their leadership. In â€Å"Special Privileges†, (2010), the following list of special privileges reveals the rights union members have in their favor: Privilege #1:| Exemption from anti-monopoly laws. The Clayton Act of 1914 exempts unions from anti-monopoly laws, enabling union officials to forcibly drive out independent or alternative employee bargaining groups. Privilege #2:| Power to force employees to accept unwanted union representation. Monopoly bargaining, or â€Å"exclusive representation,† which is embedded in most of the country’s labor relations statutes, enabl es union officials to act as the exclusive bargaining agents of all employees at a unionized workplace, thereby depriving employees of the right to make their own employment contracts. | Privilege #3:| Power to collect forced union dues. Unlike other private organizations, unions can compel individuals to support them financially.In 27 states under the NLRA (those that have not passed Right to Work laws), all states under the RLA, on â€Å"exclusive federal enclaves,† and in many states under public sector labor relations acts, employees may be forced to pay union dues as a condition of employment, even if they reject union affiliation. | Privilege #4:| Unlimited, undisclosed electioneering. The Federal Election Campaign Act exempts unions from its limits on campaign contributions and expenditures, as well as some of its reporting requirements.Union bigwigs can spend unlimited amounts on communications to members and their families in support of, or opposition to, candidates for federal office, and they need not report these expenditures if they successfully claim that union publications are primarily devoted to other subjects. | Privilege #5:| Ability to strong-arm employers into negotiations. Unlike all other parties in the economic marketplace, union officials can compel employers to bargain with them.The NLRA, FLRA, and RLA make it illegal for employers to resist a union’s collective bargaining efforts and difficult for them to counter aggressive and deceptive campaigns waged by union organizers. | Privilege #6:| Right to trespass on an employer’s private property. The Norris-LaGuardia Act of 1932 (and state anti-injunction acts) give union activists immunity from injunctions against trespass on an employer’s property. | Privilege #7:| Ability of strikers to keep jobs despite refusing to work. Unlike other employees, unionized employees in the private sector have the right to strike; that is, to refuse to work while keeping thei r job.In some cases, it is illegal for employers to hire replacement workers, even to avert bankruptcy. | As you can see, the privileges of the union may seem unfair to non-union members. This can create a lot of mixed emotions and tension in the workplace. Although the rate of unionization has declined, its effects on the workplace are still existent. When you are non-union, it’s understandable to be complacent about union issues. Non-union employers must be aware of a number of other policy and practices that can lead to allegations of unfair-labor practices against them.To uphold a fair work environment, management looks to form new relationships between both non-union and union members. In order to prepare for issues that may occur between both parties, it is the company’s responsibility to be fully informed and aware of union laws and precedents. The focus of the traditional law of unions makes up the major part of the labor law. It is based on workers collectivel y and their rights as a group. It is different from employment law which focuses more on issues relating to the rights of individual employees.The body of law of which labor law is comprised is significant for the importance of the National Labor Relations Act (NLRA). The NLRA is codified at 29 U. S. C.  §Ã‚ § 151-169 and purports to serve the national interest of the United States regarding labor relations within the country (Cornell, n. d. ). When periods of widespread strikes occur, uneasy relations can very quickly and severely have an adverse effect on the entire country. A clear policy regarding labor and management encourages the best interests of the employer, which is to maintain full trade and industry production.It is essential to maintain peace in the workplace not just between employees, but employers as well. The NLRA attempts to limit industrial conflict among employers, employees, and labor organizations since the friction could affect full production which can the n result in a series of even bigger problems. Unfair labor practices Union or not, when someone is treated unfairly at work, it can destroy morale. Sometimes the unfair treatment is done accidentally, but most of the time, the unfair treatment is a very deliberate act on the part of the management.In some cases, the unfair treatment can actually be illegal. What is always true is that unfair treatment at work makes more problems than it solves, breeds animosity and distrust among employees, and creates an extremely uncomfortable work environment (Thorpe, 2008). These practices are referred to as unfair labor practices and have been singled out for their potential to harm the general welfare of employees. Through the NLRA, employees are guaranteed the right to organize and to bargain collectively with their employers through representatives of their own choosing.If they choose not to exercise these rights, they are also guaranteed the right to refrain from them. The NLRA establishes a procedure by which employees can exercise their choice whether or not to join a union in a secret-ballot election conducted by the National Labor Relations Board. When and at whose discretion a secret-ballot election may be exercised as opposed to other election procedures is currently a matter of contention between employers and labor groups (Cornell, n. d. ). For those who belong to a union, they have some protection against unfair treatment at work.Union members have the right to work free of the pressures of unfair labor practices, as defined by the NLRA. Members also have the right to file claims regarding unfair labor practices with the NLRB. According to union-organizing. com, examples of unfair labor practices include: coercion to join or refrain from joining a union; threats to close facilities in retaliation for union activities; bribes directed at employees for any reason; personal inquiries concerning union sympathies; refusal to consider grievances (Ingram, 1999).Unio ns and the United States Labor movement have continued their historic decline in terms of membership and density, in today’s economy. Unions have emerged from a period of economic growth and prosperity to becoming smaller and weaker. Having missed an incredible opportunity to grow in a time of prosperity, labor must now figure out how to build numbers and strength in face of economic uncertainty, a Republican President, war, budget deficits, public service cuts and the continued exporting of union manufacturing jobs (Lerners, 2002).The unions of the United States have huge resources: millions of members, billions of dollars in dues, and hundreds of billions in pension capital, as well as political power and the leverage of collective bargaining. These resources offer the potential and the opportunity to organize millions of workers and rebuild the labor movement. The AFL-CIO has documented that the US economy is growing away from the labor movement, growing fastest where unio ns are weakest, where only one out of ten new jobs is union. Private sector unions are losing density in the traditional unionized sectors of the economy (Lerners, 2002).The weakness of labor unions is becoming increasingly evident in the low statistics in most sectors. Supporters of union workers can see in those same numbers the potential for huge growth, with millions of non-union workers coming into those sectors. In general, it is legal for employers to try to persuade employees not to unionize. However, it is illegal for a company to attempt to prevent employees from unionizing by promises of violence, threats or other intimidating actions. It is also illegal for unions to use lies or threats of violence to intimidate employees into joining a union (Silverman, n. . ). Opponents of unions believe that labor unions are bad for business. They feel that labor unions have too much power for their size. They also feel that labor unions use this power as blackmail against companies, by causing labor monopolies. Some feel that they ask too much of companies, causing either the company to shut down, or to supply more money for their employees. Union members are generally Democratic, and are certain that Republicans believe that labor unions lead to recession because they cause wages to go up, and that causes prices to go up, which leads to lower production.For many business managers and owners who are striving to keep their firms strong in a competitive marketplace, the thought of a labor union entering the workplace and organizing the employees can be a source of headache (Hall, 1999). Although employers cannot prevent unions, they can take steps to make unionization less attractive to their non-union employees. According to some human resource professionals, the best defense against union organizing may be a good offense (Lerners, 2012).This can be obtained in a non-aggressive manner such as managers having an â€Å"open-door† policy with their subordina tes and answering any questions and concerns they may have. Human resources play a big role also, since they handle the employee benefits and relations. Keeping a good working relationship will promote effective communication, thus reducing the risk of unhappy employees who may seek to unionize. WHY DO EMPLOYEES JOIN UNIONS? 1. Failed to keep up with job rate and benefit package. 2. Rule by fear. 3. Win/Lose Philosophy of labor relations. 4. Favoritism. 5. Little, if any, personal recognition. . Lack of fair and firm discipline. 7. No input into any decision-making. 8. No career advancement available. 9. Little job security. 10. No complaint procedure, no support by employees for complaint procedure. 11. Failure to have personnel policies and benefits in writing. 12. Lack of recognition for length of service. http://www. d. umn. edu/umdhr/Policies/grievance. html In the work place, union members have the benefit of negotiating with their employer as a group. This basic right gives t hem much more power than if they were to negotiate individually, as non-union employees do.On average, union employees make 27 percent more than non-union workers and ninety-two percent of union workers have job-related health coverage versus 68 percent for non-union workers (Silverman, n. d. ). Union workers also have a great advantage over non-union workers in securing their pensions. Through their collective bargaining agreements and the grievance and arbitration processes, unions help to protect their employees from unjust dismissal. As a result, most union employees cannot be fired without â€Å"just cause,† unlike many non-union employees who can be fired at any time and for almost any reason.The use of the term â€Å"union steward† is not universal. It is, however, the most common designation given to a representative of the union whose role is to represent employees in a certain work area (Sloane & Witney, 2011). Stewards or union representatives are select ed by the union. Some unions elect their stewards while others are appointed by the union officers. No matter how they are selected, the union notifies the company of the employees who are stewards for specific work areas.Due to the size or location of the departments, they may have several stewards while other departments may have one steward who is responsible for several departments. Whatever the case, the union internally determines this and notifies accordingly. The supervisor does not have a role in the selection of the steward. Stewards are persons who are responsible to the union for performing many functions. The steward represents employees in the bargaining unit and can also recruits new members, handle communications between the union and management, and interpret the contract to employees. Most importantly, they represent the union.Supervisors should recognize and respect the steward's role. If a supervisor thinks that a steward is not successfully doing his or her job as a steward, it is not the responsibility of the supervisor to give any advice or make recommendations. The supervisor must remember that the steward is a company employee. Essentially, the steward is chosen because he or she is the most competent to represent the employees. However, it is important, that the supervisor accept the steward in good faith. It is the company’s obligation to give stewards the sincere and careful consideration to which they and the employees they represent are entitled.It is crucial that the supervisor and the steward develop a good working relationship. If both individuals can recognize their respective roles, they can form an understanding. In other words, the steward can be a friend or an enemy. As in any working relationship, time and experience will define it. A supervisor who treats a steward fairly will most likely receive fair treatment and respect from the steward. Another powerful union tool is the strike. A strike is when a group of wor kers stops working in protest to labor conditions or as a bargaining tool during negotiations between labor and management.This may not always be the most effective plan of action, but the law entitles union members the right to strike when they feel that it is necessary. Employers fear the possibility of a strike since production stops while the strike is in effect. Strikes can last anywhere from hours to weeks and the longer they continue, the more disastrous they can become for the company. While labor unions are not as prominent today as they were in the past, they still play a vital role in protecting and representing America’s workforce.As the supervisor in a union environment, the most critical relationship in a working environment is the one between employees and their immediate supervisor. To the employee, the immediate supervisor becomes the â€Å"face† of that jurisdiction's management (Karon, 2010). The responsibilities that management represents are critic al to the successful supervisory interface with employees. In a union environment, a third party (the bargaining unit) would be put into this relationship. The membership of a workforce that is represented by a union are called a bargaining unit.Employees can choose to join the union or refrain from joining; nevertheless, all are subject to the working conditions or agreement agreed to by the jurisdiction and the union (Karon, 2010). Although negotiations of these agreements can take a while to establish, the critical aspect of the process is in the administration of that contract. The supervisor is the key link in a relationship between labor and management. Each supervisor has a responsibility to ensure that the labor agreement is enforced. As a result, many supervisors will be involved in the mandated grievance process.Because supervisors generally know more about the employee than top management does, there are additional burdens placed on these supervisors. To the average emplo yee, the supervisor is management. Due to this, a supervisor must understand his or her role and responsibilities in the organization that he or she represents. Most important is the supervisor's ability to get along with employees. While close personal involvement with employees is frowned upon, the supervisor should be friendly and concerned about the welfare of those that he or she supervises at work.When a person is appointed to a supervisory position, they must realize the fine line in relationships between themselves and their employees. Providing an environment where all employees are comfortable, while remaining pro-active with full awareness of policies that apply to either union or non-union members, or both. By remaining approachable and understanding, employees will be more open to discussing concerns, thus reducing the urge to join the union for increased benefits. The introduction of the labor agreement adds a new dimension to the multi-faceted role of the supervisor.T he institution of a grievance procedure in addition to the presentation of the union representative and steward or union official, makes it even more critical for supervisors to understand that to accept the responsibility of a supervisory position means supporting and advocating management's position (Karon, 2010). The supervisor who cannot support supervisory and management in a policy does a disservice to everyone at the company. For this reason, supervisory training should be heightened to guarantee that they respond properly whenever allegations of contract violations have occurred.Enforcing company policies as well as obeying the collective bargaining agreement does not take the supervisor’s right to their own opinions away. In fact, it is the responsibility of the supervisor to pass their opinions on to other levels of management and communicate results to other employees. Since the supervisor has the most contact with the employees, it is usually the supervisor who be comes the â€Å"middleman† when disputes arise. For this reason, good communication skills and understanding the importance of the supervisor's role in your organization is essential to the success of every supervisor.Employers that have become somewhat complacent with respect to union organizing must become more active in reviewing their human resource policies and practices. Some may be surprised to find out their companies are unionized, or have union members affiliated. Often times, organizations have standard accustomed rules that their members follow. These may have been established â€Å"through the grapevine† or accepted as common knowledge. To ensure compliance with the work rules, manuals and handbooks should be reviewed regularly to evaluate whether they do or do not violate the NLRA.Furthermore, there are many resources within the administration of a company that can be employed. These include human resource programs, policies, and procedures that are infre quently utilized, as well as complaint procedures and establishing an open-door policy. Policies that require employees to first bring complaints to their immediate supervisors should also be thoroughly reviewed to verify that both union and non-union issues are handled properly. Being a supervisor is not an easy task.The supervisor is entrusted with accomplishing the work of his or her unit through the efforts of their employees within that unit. Keeping the employees informed of what their jobs are and how they are to accomplish their tasks are just a small part of the supervisor's overall responsibilities. Administering standards and expectations, developing methods to motivate and increase productivity, and ensuring compliance to all policies through open communication with all employees will promote effective labor relations within the company.Running head: MANAGING EFFECTIVE LABOR EMPLOYEE RELATIONSReferences Cabot, S. (1997). â€Å"How to avoid a union† Retrieved from: https://www. nlrb. gov/national-labor-relations-act Hall, S. (1999). How to stop union organizing. Retrieved from: http://www. ehow. com/how_7986074_stop-union-organizing. html Ingrim, D. (1999). â€Å"Union members’ rights†. Retrieved from: http://money. howstuffworks. com/labor-union5. htm Karon, J. (2010). â€Å"Discipline and Grievance†. Retrieved from: http://www. d. umn. edu/umdhr/Policies/grievance. html Lerners, S. (2002). Labor Notes â€Å"Three steps to reorganizing and rebuilding the labor movement†. Retrieved from: http://labornotes. org/node/575 â€Å"Big Labor’s Special Privileges† (n. d. ). Retrieved from: http://www. nrtw. org/d/big_labor_special_privileges. htm Sloan, A. & Witney, F. (2011). Labor Relations, 13th Edition. Upper Saddle River, NJ: Pearson Learning Solutions. Thorpe, J. (2008). Employment Law: Unfair treatment at work. Retrieved from: http://www. helium. com/items/801741-employment-law-unfair-treatment-at- work | | | | | | | | | | | | | | | | | | | |

Thursday, January 9, 2020

Roles and Functions of a Manager- Annotated Bibliography

------------------------------------------------------------------------------------------------------------ What is a director’s role? Brenton Kenton Executive development Year: 1995 Volume: 8 Issue: 2 Page: 16-18 ISSN: 0953-3230 DOI: 10.1108/09533239510086358 This article evaluates the roles of a director and the importance of a strong sense of purpose for any organisation. The three main roles outlined in the article are policy, strategy and operations. External and internal monitoring by the directors is found to be essential in these roles. Originality, imagination and ambition form the hallmark of having a strong sense of purpose (policy). This sense of direction along with decisional, informational and interpersonal roles of†¦show more content†¦------------------------------------------------------------------------------------------------------------ How managers help with development Alan Mumford Industrial and Commercial Training Year: 1995 Volume: 27 Issue: 8 Page: 8-11 ISSN:0019-7858 DOI: 10.1108/0019785910097054 This article analyses three series of opinions which affects managers developing them into effective managers in the process. It examines how experience, self development and action learning help a manager to develop effectively as he moves from the individual, to the group and then to the organisation as a whole. This article also outlines the definition of managerial work and the six helpers in management development namely 1. Boss 2. Grand boss 3. Mentor 4. Colleagues 5. Subordinates 6. Project/client sponsor. It also examines opportunities, helping process and helping relationships as the requirements for effective help. It emphasises on the importance of encouraging and providing support and techniques and ideas for managers to help with the development at the workplace. ------------------------------------------------------------------------------------------------------------ The â€Å"real-world† challenges of managers: implications for management education Cà ©leste M. Brotheridge, Stephen Long Journal of Management Development Year: 2007 Volume: 26 Issue: 9 Page: 832 – 842 ISSN: 0262-1711 DOI:Show MoreRelatedAllentown (Epd) Case Analysis7182 Words   |  29 Pagesorganization structure is needed for EPD, which would improve team work and support the quick decision making capacity required to keep pace with the ever-changing market. 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Wednesday, January 1, 2020

Taiwan Interesting Facts and History

The island of Taiwan floats in the South China Sea, just over one hundred miles from the coast of mainland China. Over the centuries, it has played an intriguing role in the history of East Asia, as a refuge, a mythical land, or a land of opportunity. Today, Taiwan labors under the burden of not being fully recognized diplomatically. Nonetheless, it has a booming economy and is now also a functioning capitalist democracy. Capital and Major Cities Capital: Taipei, population 2,635,766 (2011 data) Major Cities: New Taipei City, 3,903,700 Kaohsiung, 2,722,500 Taichung, 2,655,500 Tainan, 1,874,700 Taiwans Government Taiwan, formally the Republic of China, is a parliamentary democracy. Suffrage is universal for citizens 20 years old and older. The current head of state is President Ma Ying-jeou. Premier Sean Chen is the head of government and President of the unicameral legislature, known as the Legislative Yuan. The President appoints the Premier. The Legislature has 113 seats, including 6 set aside to represent Taiwans aboriginal population. Both executive and legislative members serve four-year terms. Taiwan also has a Judicial Yuan, which administers the courts. The highest court is the Council of Grand Justices; its 15 members are tasked with interpreting the constitution. There are lower courts with specific jurisdictions as well, including the Control Yuan which monitors corruption. Although Taiwan is a prosperous and fully-functioning democracy, it is not recognized diplomatically by many other nations. Only 25 states have full diplomatic relations with Taiwan, most of them small states in Oceania or Latin America because the Peoples Republic of China (mainland China) has long withdrawn its own diplomats from any nation that recognized Taiwan. The only European state that formally recognizes Taiwan is Vatican City. Population of Taiwan The total population of Taiwan is approximately 23.2 million as of 2011. Taiwans demographic make-up is extremely interesting, both in terms of history and ethnicity. Some 98% of the Taiwanese are ethnically Han Chinese, but their ancestors migrated to the island in several waves and speak different languages. Approximately 70% of the population are Hoklo, meaning that they are descended from Chinese immigrants from Southern Fujian who arrived in the 17th century. Another 15% are Hakka, descendants of migrants from central China, mainly Guangdong Province. The Hakka are supposed to have immigrated in five or six major waves beginning just after the reign of Qin Shihuangdi (246 - 210 BCE). In addition to the Hoklo and Hakka waves, a third group of mainland Chinese arrived in Taiwan after the Nationalist Guomindang (KMT) lost the Chinese Civil War to Mao Zedong and the Communists. Descendants of this third wave, which took place in 1949, are called waishengren and make up 12% of Taiwans total population. Finally, 2% of Taiwanese citizens are aboriginal people, divided into thirteen major ethnic groups. This is the Ami, Atayal, Bunun, Kavalan, Paiwan, Puyuma, Rukai, Saisiyat, Sakizaya, Tao (or Yami), Thao, and Truku. Taiwanese aborigines are Austronesian, and DNA evidence suggests that Taiwan was the starting point for the peopling of the Pacific islands by Polynesian explorers. Languages The official language of Taiwan is Mandarin; however, the 70% of the population who are ethnic Hoklo speak the Hokkien dialect of Min Nan (Southern Min) Chinese as their mother tongue. Hokkien is not mutually intelligible with Cantonese or Mandarin. Most Hoklo people in Taiwan speak both Hokkien and Mandarin fluently. The Hakka people also have their own dialect of Chinese which is not mutually intelligible with Mandarin, Cantonese or Hokkien - the language is also called Hakka. Mandarin is the language of instruction in Taiwans schools, and most radio and TV programs are broadcast in the official language as well. The aboriginal Taiwanese have their own languages, though most can also speak Mandarin. These aboriginal languages belong to the Austronesian language family rather than the Sino-Tibetan family. Finally, some elderly Taiwanese speak Japanese, learned in school during the Japanese occupation (1895-1945), and do not understand Mandarin. Religion in Taiwan Taiwans constitution guarantees freedom of religion, and 93% of the population profess one faith or another. Most adhere to Buddhism, often in combination with the philosophies of Confucianism and/or Taoism. Approximately 4.5% of Taiwanese are Christians, including about 65% of Taiwans aboriginal people. There are a wide variety of other faiths represented by less than 1% of the population: Islam, Mormonism, Scientology, Bahai, Jehovahs Witnesses, Tenrikyo, Mahikari, Liism, etc. Taiwans Geography Taiwan, formerly known as Formosa, is a large island about 180 kilometers (112 miles) off the coast of southeast China. It has a total area of 35,883 square kilometers (13,855 square miles). The western third of the island is flat and fertile, so the vast majority of Taiwans people live there. In contrast, the eastern two-thirds are rugged and mountainous, and hence much more sparsely populated. One of the most famous sites in eastern Taiwan is the Taroko National Park, with its landscape of peaks and gorges. The highest point in Taiwan is Yu Shan, 3,952 meters (12,966 feet) above sea level. The lowest point is sea level. Taiwan sits along the Pacific Ring of Fire, situated at a suture between the Yangtze, Okinawa and Philippine tectonic plates. As a result, it is seismically active; on September 21, 1999, a magnitude 7.3 earthquake hit the island, and smaller tremors are quite common. Climate of Taiwan Taiwan has a tropical climate, with a monsoonal rainy season from January through March. Summers are hot and humid. The average temperature in July is about 27 °C (81 °F), while in February the average drops to 15 °C (59 °F). Taiwan is a frequent target of Pacific typhoons. Taiwans Economy Taiwan is one of Asias Tiger Economies, along with Singapore, South Korea, and Hong Kong. After World War II, the island received a huge influx of cash when the fleeing KMT brought millions in gold and foreign currency from the mainlands treasury to Taipei. Today, Taiwan is a capitalist powerhouse  and a major exporter of electronics and other high-tech products. It had an estimated 5.2% growth rate in its GDP in 2011, despite the global economic downturn and weakened demand for consumer goods. Taiwans unemployment rate is 4.3% (2011), and a per capita GDP of $37,900 US. As of March 2012, $1 US 29.53 Taiwanese New Dollars. History of Taiwan Humans first settled the island of Taiwan as early as 30,000 years ago, although the identity of those first inhabitants is unclear. Around 2,000 BCE or earlier, farming people from the mainland of China immigrated to Taiwan. These farmers spoke an Austronesian language; their descendants today are called Taiwanese aboriginal people. Although many of them stayed in Taiwan, others continued on to populate the Pacific Islands, becoming the Polynesian peoples of Tahiti, Hawaii, New Zealand, Easter Island, etc. Waves of Han Chinese settlers arrived in Taiwan via the off-shore Penghu Islands, perhaps as early as 200 BCE. During the Three Kingdoms period, the emperor of Wu sent explorers to seek islands in the Pacific; they returned with thousands of captive aboriginal Taiwanese. The Wu decided that Taiwan was barbaric land, not worthy of joining the Sinocentric trade and tribute system. Larger numbers of Han Chinese began to come in the 13th and then again in the 16th centuries. Some accounts state that one or two ships from Admiral Zheng Hes first voyage might have visited Taiwan in 1405. European awareness of Taiwan began in 1544 when the Portuguese sighted the island and named it Ilha Formosa, beautiful island. In 1592, Toyotomi Hideyoshi of Japan sent an armada to take Taiwan, but the aboriginal Taiwanese fought the Japanese off. Dutch traders also established a fort on Tayouan in 1624, which they called Castle Zeelandia. This was an important way-station for the Dutch on their way to Tokugawa Japan, where they were the only Europeans allowed in to trade. The Spanish also occupied northern Taiwan from 1626 to 1642 but were driven off by the Dutch. In 1661-62, pro-Ming military forces fled to Taiwan to escape the Manchus, who had defeated the ethnic-Han Chinese Ming Dynasty in 1644 and were extending their control southward. The pro-Ming forces expelled the Dutch from Taiwan and set up the Kingdom of Tungnin on the southwest coast. This kingdom lasted just two decades, from 1662 to 1683, and was beset by tropical disease and a lack of food. In 1683, the Manchu Qing Dynasty destroyed the Tungnin fleet and conquered the renegade little kingdom. During the Qing annexation of Taiwan, different Han Chinese groups fought one another and the Taiwanese aborigines. Qing troops put down a serious rebellion on the island in 1732, driving the rebels to either assimilate or take refuge high in the mountains. Taiwan became a full province of Qing China in 1885 with Taipei as its capital. This Chinese move was precipitated in part by increasing Japanese interest in Taiwan. In 1871, the Paiwan aboriginal people of southern Taiwan captured fifty-four sailors who were stranded after their ship ran aground. The Paiwan beheaded all the shipwrecked crew, who were from the Japanese tributary state of the Ryukyu Islands. Japan demanded that Qing China compensate them for the incident. However, the Ryukyus were also a tributary of the Qing, so China rejected Japans claim. Japan reiterated the demand, and the Qing officials refused again, citing the wild and uncivilized nature of Taiwanese aborigines. In 1874, the Meiji government sent an expeditionary force of 3,000 to invade Taiwan; 543 of the Japanese died, but they managed to establish a presence on the island. They were not able to establish control of the entire island until the 1930s, however, and had to use chemical weapons and machine guns to subdue the aboriginal warriors. When Japan surrendered at the end of World War II, they signed control of Taiwan over to mainland China. However, since China was embroiled in the Chinese Civil War, the United States was supposed to serve as the primary occupying power in the immediate post-war period. Chiang Kai-sheks Nationalist government, the KMT, disputed American occupation rights in Taiwan and set up a Republic of China (ROC) government there in October of 1945. The Taiwanese greeted the Chinese as liberators from harsh Japanese rule, but the ROC soon proved corrupt and inept. When the KMT lost the Chinese Civil War to Mao Zedong and the Communists, the Nationalists retreated to Taiwan and based their government in Taipei. Chiang Kai-shek never relinquished his claim over mainland China; likewise, the Peoples Republic of China continued to claim sovereignty over Taiwan. The United States, preoccupied with the occupation of Japan, abandoned the KMT in Taiwan to its fate, fully expecting that the Communists would soon route the Nationalists from the island. When the Korean War broke out in 1950, however, the US changed its position on Taiwan; President Harry S Truman sent the American Seventh Fleet into the Straits between Taiwan and the mainland to prevent the island from falling to the Communists. The US has supported Taiwanese autonomy ever since. Throughout the 1960s and 1970s, Taiwan was under the authoritarian one-party rule of Chiang Kai-shek until his death in 1975. In 1971, the United Nations recognized the Peoples Republic of China as the proper holder of the Chinese seat in the UN (both the Security Council and the General Assembly). The Republic of China (Taiwan) was expelled. In 1975, Chiang Kai-sheks son, Chiang Ching-Kuo, succeeded his father. Taiwan received another diplomatic blow in 1979 when the United States withdrew its recognition from the Republic of China and instead recognized the Peoples Republic of China. Chiang Ching-Kuo gradually loosened his grip on absolute power during the 1980s, rescinding the state of martial law that had lasted since 1948. Meanwhile, Taiwans economy boomed on the strength of high-tech exports. The younger Chiang passed away in 1988, and further political and social liberalization led to the free election of Lee Teng-hui as president in 1996.