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1.Outline at least three key components of an EMS.

2.Outline at least two barriers to introducing policies and procedures, and strategies that can be used to address each of the barriers you identify

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Management

Understanding barriers to change management can help any business to create successful strategies for identifying and implementing change. Change is an important aspect of all organizations, and its targets shifting from one state to another for the good of the organization. The management always wants to implement change because they have the belief that the change in question will bring significant impact to the organization as a whole. The most common barriers to introducing policies and procedures include: lack of employee involvement – the biggest mistake some organizations make is failure to involve employees in the change process. Your efforts to introduce change can only succeed when you get employees involved in the change process as much as possible; lack of effective communication strategy – some top leaders always assume that once they announce the change, people will adjust and be ready to get started with the new development. CEOs should stop making announcement and introduce strategies; and a bad culture shift planning.

resolutions 1160, 1199, and 1998 which compelled the FRY to find a political resolution to the matter. However, when this was not achieved NATO initiated military action, manifesting itself in an eleven-week programme of systematic bombing in Kosovo in order to cease the, “humanitarian catastrophe resulting from the excessive force being used by the FRY.”(Abomo 2018, p73) This NATO intervention can be seen as controversial as whilst it was vital in both ending the conflict and halting the mass killings and rights violations, it is considered by some as a violation of the prohibition of use of violence and a dramatic breach of state sovereignty. (GSDRC, n.d) This criticism is summarised by Weiss, Evans and Hubert who state that “the moral, legal, operational and political dimensions of humanitarian intervention had never before come under such scrutiny.”(Weiss, Evans, Hubert 2001 p.114) The opposing side to this argument is that NATO did not intervene to impose a new democratic government in Yugoslavia, but to protect the Albanian population of Kosovo from a regime of ethnic cleansing. (Di Lellio 2006, p124) Both of these viewpoints demonstrate the debate which proved essential to the emergence and development of R2P.

This international debate combined with problematic legal frailties exposed within the UN’s policy on intervention after events transpired in Kosovo led to General Secretary of the UN Kofi Annan to call for a reconsideration of the thinking surrounding the concept of humanitarian intervention. The International Commission on Intervention and State Sovereignty (ICISS), a group of independent experts, responded publishing a report entitled The Responsibility to Protect. It was aimed at addressing the points of contention surrounding humanitarian intervention, whilst also upholding a moral responsibility of both states and the international community to respond to ‘mass conflict’. (Weiss, Evans, Hubert 2001) The ICISS report also suggested that, at first, it is the responsibility of the state itself to act to protect its citizens, however, if the state itself is failing in those actions as a perpetrator or is simply unable to counteract mass atrocities, then the re

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