United States Dollar and Currency free essay sample

International Business Issue Can Bitcoin be a stable currency for International business? Definition, Application, and Prospection 1)What is Bitcoin? Bitcoin is an open source peer-to-peer payment network and digital currency introduced in 2009. It is the first decentralized digital currency. It is the digital coin that you can send through the internet. Compare to other alternatives, Bitcoins have a number of advantages. Bitconins are transferred directly from person to person. This means that the fees are much lower you can use them in every country. Bitcoins re generated all over the Internet by anybody running a free application called a bitcoin miner. Mining requires certain amount of work for each block of coins. This amount Is automatically adjusted by the network such the bitcoins are always created at a predictable and limited rate. And then, bitcoins will be stored in digital wallet which might look familiar with an online banking. When people transfer bitcoins, an electronic signatures added. We will write a custom essay sample on United States Dollar and Currency or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page After few minutes, the transaction is verified by miner and permanently stored in the network. Several currency exchanges exist what you can trade your bitcoins for dollars, euros and more. Controversy about Bitcoin Can Bitcoin substitute real currencies? Bitcoin Is one of the most controversial Issues In recent International business. Can we take bltcoln as a real currency for trading goods? The answer Is yes. Let me take the Gold as an example of a substitute for currencies. The reason why the Gold has the value of money is that people consider it as money. For thousand years, the Gold has been considered as precious as currency. For now, the Bitcoin started to replace the Gold, money and checks. Now, people started to believe the bitcoin has a value as money and they are really trading goods with the bitcoin. The rate of using bitcoin has been rising rapidly in China, Japan, and the states. Also, the value of bitcoin has been changed a lot. The value of bitcoin was Just 13 USD in last January, however, it is almost 1400 USD now. It Is almost 10000%. The stablllty of bltcoln as a currency Is still controversial. Thus, I would Ilke to say that though bltcoln has a lot of advantages, It has some definite weaknesses to be a substitute for currencies. Firstly, there have been lots of different form of virtual currencies so far. And they all got shrunk. If someone is a good programmer, anybody a limit for issuing amount will disappear. Moreover, existing currencies are based upon each nations control. Currency economies cannot exist outside of taxation systems. As most all of the nations are operated by tax, governments will not permit the free trade of electronic currency which is operated outside of taxation system. Actually, the China Central Bank announced that as the bitcoin is not a genuine currency, it cannot have a legal status. They also said that any financial institution or company cannot put a price of bitcoin and guarantee products that related to bitcoin. South Korea government also stated that the bitcoin is a product which cannot be rotected by Korean laws. Because the bitcoin has a possibility to be abused in many ways. It is against the Korean real-name financial system and can be used as a money laundering. Obviously, the bitcoin is one of the new flows in international business. However, it has many limits to be a substitute for real currencies. Economy cannot be detached from many other social aspects. Some of European countries have admitted bitcoin as a legal currency. It is possible that bitcoin will be a alternative currency even in Korea. If so, the Bank of Korea is required to examine the bitcoin thoroughly.

How to Tie a Saree Essays

How to Tie a Saree Essays How to Tie a Saree Paper How to Tie a Saree Paper How to Tie a Saree BY Rav422 Demonstration Speech General Purpose: To inform Specific Purpose: To inform my audience on how to wear a saree. Central Idea Statement: A saree can seem overwhelming to drape and wear right; however, with the right instructions, it is quite easy to attain an elegant look. Audience Statement: Women Indian or non-lndians who wish to wear a saree Introduction l. A saree is a traditional piece of clothing in India. II. Many people find it quite hard to wear it the right way, people including myself. Ill. A saree is a long piece of cloth, usually around 4. 3 yards, which makes it all the harder to handle and put on correctly. V. For people wearing the saree for the first time, it can be very confusing as to how to wrap the saree around the body the right way. V. A saree can seem overwhelming to tie and wear right; however, with the right instructions, it is quite easy to attain an elegant look. Body l. The saree has three parts that include a blouse, an underskirt called the petticoat, and the saree itself. II. The first step is putting on the petticoat and blouse. A. The length of the petticoat, to be worn underneath the saree, should be from the waist down to your ankle. A. l . It should have a drawstring so that it can be fastened around the waist. B. The blouse that you will wear with the saree should be close-fitted and its length should end Just below the bust. 8. 1 . It can be with or without sleeves. B 2 There are various types ot blouse necklines you can choose trom prior to getting it stitched. Ill. The second step is to put on and drape the saree itself. A. Take one end of the saree and neatly tuck it into the petticoat around the waist from right to left. A. l . Make sure that the lower end of the saree is touching the floor slightly. B. Resume from the place where the saree tucking has Just ended and now start making pleats in the saree from there. 8. 1 . Make about five to six pleats in the saree, each of them with a width of five inches should be enough. 8. 2. Make sure that the pleats you have made are neat and of equal length. 8. Hold them all together so that they fall straight and even. 8. 4. Then tuck the pleats into the petticoat slightly left of the navel. 8. 5. Also make sure that the pleats are turned in the left direction. 8. 6. Pleating the saree is the most difficult aspect for those learning how to drape the saree. C. The portion of the saree left after the pleating is called the pallu. C. I . Now gather the pallu and place it over the left shoulder. C. 2. The upper border of the saree should slant across the bust from under the right arm to over the left houlder. C. 3. The pallu should touch your fingertips as it falls evenly behind you. C. 4. You can prevent it from slipping off by fixing it at the shoulder to the blouse with a small safety pin. Conclusion l. At first, learning how to drape a saree can seem intimidating and difficult. II. It may seem like a lot of confusing wrapping going on when draping the saree, but once you get the right instructions and an idea of how it works, it becomes more manageable. Ill. With some practice, you can easily attain an elegant look when wearing a saree.

Case Problem Stateline Shipping and Transport Company Essay

Case Problem Stateline Shipping and Transport Company - Essay Example Polychem has six sites that are available to pick waste of Stateline. Polychem then would like Stateline to transport the waste for disposal to any of the or one of the three sites. Stateline has to transport the waste to the site and incur costs for the same (Bernard, 2010). In order to do so, Rachel needs to see what the less costly shipping routes are. This is basically the transportation problem for the issue such as cost minimization. The problem face by the company is that it has six collection centers from where the company wishes to pick up the waste and transport it to the nearest three disposable centers which should be at a minimum cost. The following below table summarizes the costs from the collection centers to the disposable sites. Since the company has the option to drop and load back at certain points i.e. plant or disposal center without any extra cost, we can find roots in this model too. It is considered to be cheap to drop and load back at intermediate places then shipping them directly. The company will enjoy the cost advantage by dropping the waste at a certain intermediate points as described in the below table. All such roots with the lowest cost are given in the following table. Using the original problem the minimum cost of the company without using any intermediate comes out to be $2822. But by using some intermediate points the original problem was modified and solves once again to check the minimum cost. The results showed that by using intermediate points and the new model caused a reduction in the transportation costs. The cost was reduced to $2630. In order to achieve this company must follow the following transportation roots as described above. Waste from the Kingsport to duras should be transported to Macon first and then Macon to Duras. Waste from the Macon to Los Canos should be carried to Selma first and then from Selma to Los Canos. Waste from Selma to White water should be carried to Columbus first and

Summary Essay Example | Topics and Well Written Essays - 500 words - 20

Summary - Essay Example The controversy which its use aroused eventually compelled music producers to cease the inclusion of DRM technology on its audio discs, with EMI being the last company to do so in 2007 (Thompson). DRM faded out of use because it violated existent copyright laws and did not produce the expected results. While DRM is designed to protect copyright material it does so in a way which violates existent fair use policies. As Sarah Houghton-Jan writes, â€Å"DRM makes it illegal for the owner of that CD to use that content on more than one device (which you should be legally allowed to do)† (53). When a person purchases an audio disc which has DRM technology embedded on it, the person is consenting to DTM terms. These terms include, in some cases, the inability to play the CD audio content on more than one machine and, quite possibly, the inability to play it on any of the machines which the user owns (Houghton-Jan, 53-54). In reference to the last, this is because not all machines have the required decryption codec installed. The implication here is that DRM technology violates the owner’s right to play the audio CD on any machine s/he chooses and restricts the types of machines on which s/he can play the CD. Hence, restrictions on use extend beyond the illegal duplication and dissemination of the copyrighted music and, indeed violate the CD owner’s rights. Apart from its violation of fair use policy, DRM had the effect, not of halting illegal copying of copyrighted music but, of negatively impacting music sales. As the music industry’s leading producers, EMI, Sony and others have realised â€Å"DRM doesn’t work and actually negatively impacts sales† (Rapoza, 47). It is an extremely costly approach to the prevention of copyright violations and, more importantly, it does not fulfil its promise to prevent unauthorised copying and dissemination. This is because encryption codes have proven

The Story of Simon Simopath Concept Album Essay

The Story of Simon Simopath Concept Album - Essay Example Even before listening to this song, one would conclude that it is a love song, taking into consideration its name. The Wings of Love is a love song that makes the ten songs within the concept album of Simon Simopath. This song describes the manner through, which Simon was making wishes to the sky to permit him to have wings of love. It narrates how Simon made wishes in regard to possession of the wings and how he asserts that he would reward the skies in the case that he was given the wings of love. In addition, the song goes to an extent of narrating how Simon had made wishes to fall in love using the wings he demanded. There is proper use of rhythmic effects in this song, giving a rather sad feeling of a frustrated person that is in great desire to achieve something. This is a two minute song within the concept album of Simon Simopath. From the manner through, which this song is sung, it evident that it was directed towards Simon Simopath; it narrates the sadness that Simon Simopat h is experiencing. The song involves appropriate use of instrumental i.e. piano and guitars, played in a rhythmic manner, giving the song an love emotions and some sense of sadness regarding the loneliness that was experienced by Simon Simopath. In addition, the melody of the song through the use of the instruments that seems compatible with the singers. The song, â€Å"We can help you† is another song that was included in the concept album, Simon Simopath.

Business Process Management Experience Business Essay

Business Process Management Experience Business Essay A study published by Gartner (Gartner: Michael James Melenovsky / Jim Sinur / Janelle B. Hill / David W. McCoy, Business Process Management: Preparing for the Process-Managed Organization, 2005) defines Business Process Management (BPM) as follows: BPM is a management practice that provides for governance of a businesss process environment toward the goal of improving agility and operational performance. BPM is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimize an organizations activities and processes. My learning experience on business process management started in the early years of my career when I worked as programmer and subsequently a project manager with a local software house (See CV Aug 1981 Aug 1994). I spent many years working in the development, implementation and management of an insurance package for a number of insurance agencies in Malta. Working closely with insurance personnel to understand their pain areas and their business requirements gave me a very good knowledge and insight on the insurance business, and helped me develop my interpersonal and communication skills. Analysing their working practices, identifying areas of improvements and making recommendations for automation developed my analytical skills. This experience was further reinforced when I attended a one-year study course with examination (See CV Training 1985 to 1986) for the attainment of an analysis and design diploma and a graduate membership with the Institution of Analysts and Programmers. Good formal training on internationally-renowned systems analysis and design methodologies, held in the nineties (E.g. SSADM, DSDM, BPR), further strengthened my skills and knowledge in process modelling and business analysis. This also taught me how to intelligently select a variety of techniques and approaches to be used in tackling different kinds of situations. I consider this training as a turning-point in my career because, through it, I discovered a profound interest in structured methodologies, which I continued developing over the years and still at it after thirty years. The in-depth knowledge in structured methodologies acquired in the previous years also turned me into a highly structured individual with good organisational skills who can organise himself and others. In 2005, as Information Systems Strategist at Air Malta, I proposed the setting up of a business process improvement function within my sphere of responsibilities. This recommendation was accepted. Over the next two years I worked on two assignments, namely, the reorganisation of the Airlines Commercial Division, and the Tour Operator Contract Management business process (See AOL1 Project Management Pg 2). A few months ago, in my role as Head of IT at APS Bank, I made recommendations to set up a new BPM unit in order to initiate a number of change programmes that would focus on improving the Banks working practices and introduce further automation. The recommendations were accepted and a change programme set in motion. In this AOL, I will demonstrate the use of my skills and knowledge in the creation of a business process management function at APS Bank and my experiences on the first change projects. Learning Trail My knowledge on business process management has developed over the years throughout a mix of implicit and explicit learning, formal training and on-the-job working experiences. The following is a diagram depicting my learning trail in business process management: Diagram 1: BPM Learning Trail Skills and Activities The following is a table highlighting the skills and relevant activities covered in this AOL: Skills Activities Gaining Organisational Adoption Establish Banks BPM readiness Research best practices Gain buy-in for adoption of new idea Setting up a Business Process Management Competency Centre Establish the organisation structure and services to be offered Select a methodology and toolset Establish a programme of works Deliver a BPM programme Execute a pilot project Execute the first project Promote first achievements and good results Formation of a BPM Competency Centre at APS Bank Gaining Organisational Adoption: APS Bank is relatively small in size and client base when compared to other local banks, but has a niche market and a rich banking history spanning over a hundred years of successful operation. My direct involvement in the preparation of the Banks IT strategy and its business strategy (See AOL 2 IT Strategy Definition), gave me a fairly good insight in its business model and working practices. When I looked at the evolution of the Bank over the past hundred years; its transformation into a commercial bank a few years ago; its fast growth rate; and the findings of a situational analysis; it became apparent that this fast change and constant evolution created operational silos and inefficient working practices. To me, these factors clearly indicated that the Bank needed urgent re-engineering to streamline and standardise its business processes; to realign the organisation structure; and to introduce automation to support this change. It was the perfect site for the adoption of Business Process Management (BPM). As Head of IT I firmly believed that reengineering a business process prior to automating it would be extremely beneficial, because the resultant computer-system would represent a streamlined and efficient process legacy working practices, duplication and redundant steps would be eliminated before embarking on systems development. I decided to research and explore the best possible approach to use in order to build up business process management capabilities within the IT Division. I was concerned about the Banks readiness to accept this culture change. I was aware that introducing and practicing BPM would bring about significant changes and possibly resistance to change. Having researched the subject, I discovered Gartners Enterprise Personality Profile (EPP) method to assess the Banks readiness for this change (Gartner: Elise Olding, Bill Rosser, Getting Started with BPM, Part 1: Assessing Readiness, Pg 3, 2007). On evaluation, I concluded that the Bank could be classified as a Cultural Moderate, whose definition by Gartner is: Cultural moderates operate in a more stable but sometimes disjointed fashion; they tend to seek parity with other enterprises. I could relate to this definition, because of the Banks: (i) operational silos; (ii) conservative outlook and low risk appetite; and (iii) tendency to follow market leaders and rarely venture forward into becoming innovators. The Gartner study also recommended that Moderates are more likely to respond to projec ts that will offer competitive advantage such as improved customer service. I used the results of this assessment to mould my next steps in obtaining organisational adoption. Subsequently, I also used this new knowledge whilst preparing the annual programme of works. The experiences and skills I had acquired in my previous jobs with MITTS Ltd when I set up a Rapid Application Development Unit (See CV Jan 1996 Aug 2000); an Information Management Unit; and an Enterprise Architecture Unit (See CV Sep 2001 Aug 2004); were extremely helpful. The aggregation of positive and negative experiences encountered during these assignments gave me a proved and tested approach to use in the creation of this new unit. My next step was to research approaches used in similar situations by my peers in the industry. I used Gartner research material and found tons of information on the subject. It was comforting to see that my approach was pretty close to the mark. I collected all the information I required and prepared a PowerPoint presentation that provided the rationale behind my recommendation to set up this new function. I then started my usual lobbying grand tour of influential people within the Bank. The first difficult milestone was to convince the CEO, who is a very thorough person whose focus on efficiency, discipline and achieving business results are high on his agenda. I therefore focused my presentation on the current situation and the added value that the new unit would bring. The CEO was interested in this new concept and instructed me to bring it up for discussion at the Executive Management Committee. I used the same presentation at the Executive Management Committee, but the results were different. Some heads felt that BPM was an invasive and meddling exercise in their methods of working they had difficulties accepting external parties telling them whats wrong and how to do things. Other heads questioned the need for any improvements to the current business processes. Others were concerned at their required level of involvement during a BPM project. In short, I realised that I had made a mistake I had rushed into this without having carried out the appropriate level of lobbying with the individual heads before meeting them collectively in a group I had not used my experience and intrinsic learning I had previously acquired. In the following weeks I had to make some corrections and therefore changed tact. In other meetings that followed, I emphasised on some key areas to try and convince the heads that this was good for the company, because: (i) the BPM Unit is to be considered as a consultant that provides re-engineering services to the Head and his division it is not an internal audit; (ii) the Head and his division will rarely ever have the time and opportunity to dedicate weeks of effort to reassess their working practices the BPM unit can do that for them; (iii) every decision or proposed change will be carried out with the division the BPM unit are only facilitators; and (iv) any move to change has to be fully authorised by the Head of the division. This painful but important exercise, that should have been carried out previously, was relatively successful the Executive Management Committee cautiously bought into the concept. My recommendation to set up the new BPM Unit was adopted by the Bank and placed as one of my targets in the new Business Plan. It was now important to tread carefully in the first one or two BPM projects in order to ensure full buy-in. Setting up a BPM Competency Centre: Two years previously, I had set up a unit within the IT Division (i.e. Client Services Unit), to act as a buffer between IT and its internal business clients. This unit is staffed by ex-business personnel who understood the Banks working practices; could speak the same language as their business clients; and who could therefore show empathy towards their business colleagues. Reviewing, understanding and proposing changes to working practices required a good doze of knowledge on banking. I therefore found it suitable and logical to set up the new BPM function under the umbrella of the above mentioned Unit. The objective was to ensure that BPM personnel inherit the mindset of customer care and relationship building. I did not want to start big, so I recruited two bank personnel who had a good mix of banking knowledge, as well as, a good IT know-how. The next step was to research, select and establish a methodology and a toolset that would eventually be used to deliver BPM projects. I consider the use and knowledge of methodologies to be one of my core competencies. In the nineties, I attended a number of good training study courses in methods, such as Systems Development and Design Methodologies (SSADM) and the Dynamic Systems Development Method (DSDM now known as Agile) (See Relevant Training Courses below). I have also acquired solid hands-on experience in the use of these methods, especially during the period 1990 to 1994, when I worked on large projects in the insurance and oil industries (See CV Jan 1990 Aug 1994). Therefore, establishing and documenting an initial approach to be used for BPM projects was not a difficult task to complete. In 1995, in my new job at MITTS Ltd (See CV Sep 1994 Aug 2000), I was given the opportunity to set up a rapid application development unit for the Government of Malta, whose raison dà ªtre was to deliver small computer-based solutions in a phased and rapid manner. This experience was an extremely positive learning experience because it taught me to: (i) understand the importance of setting a vision, which gave the team a shared and common direction to get there; (ii) understand the importance of heavily involving your personnel during the birth of a new unit I found that this approach instilled a feeling of pride, bonding, comradeship and ownership; and (iii) understand group development, whereby teams go through four phases of maturity as stated by Bruce Tuckman (Tuckman, Bruce (1965), Developmental sequence in small groups, Psychological Bulletin 63 (6): 382-99), namely the forming-storming-norming-performing. I therefore set out to use the above learning experience to create the new BPM function. I engaged the new recruits in the design of the BPM method, techniques and toolset through interactive workshops and proof-of-concept projects. At each step of the way we met, compared notes and discussed areas of improvement. We moved into a natural cycle of continuous improvement, whereby each step of the way was constantly being challenged and refined on the basis of each others experiences. This method proved successful, because the personnel were motivated and fully engaged. Deliver a BPM programme: As already mentioned above (See Gaining organisational adoption), the Executive Management Committee cautiously bought into the new concept of a BPM function. Some Heads were not yet convinced of its benefits and some others were sceptical of the whole concept. I was given the chance to prove that this was the right thing to do. I therefore embarked on an exercise to establish a programme of works for the next twelve months. During the business planning exercise, that takes place each year, I invited my colleagues in the executive management committee to propose pain areas which they felt needed attention and assistance to sort out. I kept in mind the Enterprise Personality Profile assessment I had carried out earlier (See Gaining organizational adoption section above), whereby I had concluded that a corporate moderator would likely à ¢Ã¢â€š ¬Ã‚ ¦ respond to projects that will offer competitive advantage such as improved customer service (Gartner: Elise Old ing, Bill Rosser, Getting Started with BPM, Part 1: Assessing Readiness, Pg 3, 2007). Surely enough, the heads proposed four areas that would focus on customer touch-points (e.g. customer on-boarding and the call centre) a very positive turning point and a show of trust. We now had a programme of works and some willing sponsors. Before embarking on the first official project, we decided to initiate a pilot project with the aim to: (i) Test the selected approach and toolset; and (ii) Increase the level of skills and knowledge of the newly set BPM unit personnel on-the-job training. We selected the IT service desk business process that included incident management, change management, service level management and service request management. We piloted the full BPM lifecycle and again used regular meetings to identify areas of improvement at each step of the way. This exercise helped us to fine tune the selected approach and gain enough confidence to proceed with the first official BPM project. During the first project we tried to apply all the skills and knowledge we learnt during the proof-of-concept projects we had previously undertaken. At this point, the approach, techniques and tools were already well refined. We made it a point to use a totally participative and consultative approach across each step of the way. We prepared a detailed project brief and plan and ensured the full involvement of key business personnel selected by the project sponsor (head). The plan and expected outcomes were authorised by the project board. The project proceeded well and the initial outcome was very encouraging. We had passed the first difficult test. Relevant Training Courses Period Training Course Training Institute 2011 Business Process Management Gartner Ireland Limited, UK 1999 Dynamic Systems Development Method Practitioners Course (DSDM) DSDM Consortium 1997 Dynamic Systems Development Method Practitioners Course (DSDM) ITP Limited 1996 Business Process Re-Engineering Parity Training Limited, UK 1992 Systems Analysis Design Methodology (SSADM V4) BIS Applied Systems Limited 1990 Systems Analysis Design Methodology (SSADM V3) BIS Applied Systems Limited 1985 1986 Analysis Design graduate membership after having attended a formal course study and examination approved by the Institute Institution of Analysts Programmers, UK Evidence

Aboriginal Customary Law VS European Law Essay -- essays research pape

Aboriginal customary law and European law have been at odds since the first years of the European invasion, but only recently has the clash come into the open. Stuart MacMillan of the Aboriginal Resource and Development Services in the Northern Territory says that remote Aboriginal communities there and in Western Australia, South Australia and Queensland see no reason why they should submit to "whitefella law". The governments of the Northern Territory and Western Australia are investigating how indigenous law can be incorporated into state law. Chris Sidoti of the Human Rights Council of Australia says: "Some people would say that human rights runs opposite to Aboriginal law, others that it provides a universal standard to which other legal traditions must adapt. Customary law can't remain immutable. The problem for those trying to bring the two systems into line is that human rights law derives from a western legal tradition which frequently contradicts Aboriginal law. Colin McDonald, a Darwin barrister and expert in customary law, says that on such issues Australia's legal system may simply have to bite the bullet and go against the norms of international human rights. Aboriginal women have often claimed that the law has been slanted to support the rights of indigenous men over women. Lowitja O'Donoghue, who formerly chaired the government's Aboriginal affairs body ATSIC, believes that Australian law should be more aggressive in such cases. Some aspects of Aboriginal law are falling out of practice. Chris Sidoti believes that whatever balance is struck will be as distinct from traditional European law as it is from traditional Aboriginal law. "For traditional people, being put in jail is more inhuman than spearing, and any unified law would have to recognise that. Aboriginal Customary Law The High Court did, however, conclude in that case (a conclusion confirmed in WA v Commonwealth, Wororra Peoples v WA and Teddy Biljabu and others v WA, High Court, March 16 1995) that some Aboriginal land law (that which attracted the status of 'native title') survived the colonisation process. What is far less certain is the fate of Aboriginal customary laws that were not concerned with title to land. Did traditional laws on subjects such as family relationships, title to goods, community justice mechanisms, inheritance and criminal law survive c... ...e necessary, and those laws which were to be applied could not be made applicable to all of the Aboriginal peoples but only to some. It would not be inconsistent with the principle of equality before the law that, where members of the Aboriginal race have special needs, those should be recognised by special rules laid down by the law. Further, the law is flexible enough to allow the courts to consider the special situation of an Aboriginal party where that is relevant. As the courts have recognised, the sentencing of Aboriginal offenders presents particular difficulties. Judges, in an attempt to do justice in discharging the difficult role of sentencing tribal and semi-tribal Aboriginal persons, have gone further. Clearly the ordinary criminal law is capable of facing these difficulties. It is neither necessary, nor desirable, to apply to the Aboriginal peoples the rules of their customary law rather than the general law. The attempt to uphold Aboriginal customary law is one aspect of the notion that the Aboriginal peoples will benefit if they continue to be treated as a class separate from the rest of the communi ty, which must necessarily be a dependent and disadvantaged class.