Analysis of Human Resources (HR) Department

Examination of Human Resources (HR) Department We have picked Al Futtaim bunch as the subject of our exploration. The point of our exploration is to audit the HR office and point out the shortcomings. To accomplish this objective we will audit the foundation and history will give us a thought regarding the accomplishments or potentially impediments that faces the organization. Likewise, we will take a gander at the authoritative structure of the gathering and the key individuals who are overseeing it. It is significant for our examination to have a total thought regarding the administrative practices and the HRM job as per different divisions. We will assess the quality and shortcomings of the HRM and we will end our exploration with proposals with for potential upgrades. HISTORY AND BACKGROUND Al Futtaim bunch is a privately-run company which was built up during the 1930s as an exchanging organization. The proprietors of the gathering hold the upper administration positions headed by Majid Al Futtaim as the executive of the directorate. The organizations working inside the gathering have grown rapidly and turned into a territorial coordinated business, mechanical and administrations business situated in the Gulf Area. As of now, the gathering comprises of in excess of 40 organizations commanding many market portions in the UAE, Bahrain, Kuwait, Qatar, Oman, Egypt and Pakistan. The gathering has four auxiliaries which are Majid Al Futtaim Properties, Trust, Retail, and Ventures. The gathering was made with a motivation behind dealing with its auxiliaries and overseeing the work so as to build up the business and accomplish brought together objectives. The administrations guarantee is to react rapidly to the clients require and fulfill the gatherings investors. In addition t he administration gives its assertion to give moving chances to the representatives so as to improve their presentation. Another guarantee is to serve the network, secure nature and accomplish an eminent corporate social duty. (companys official site) The board PRACTICES The Group comprises of a few center organizations that supplement one another, anyway they are independently overseen. This procedure gives higher adaptability and better possibilities on the grounds that the different working divisions can get a handle on various chances. Simultaneously, various divisions cooperate on key activities and contribute, as a gathering, to the accomplishments and the benefit. There are business understandings of collaboration and the executives inside the gathering. The administration depends on the separation of the retail marks so as to pick up client dependability which thus will improve the business development and business advancement. (companys official site) To confront the market difficulties, and in light of the fact that the gathering has huge organizations and different representatives which serves assorted client sections, the administration has constantly carried advancements and change to an ordinary industry. The gathering pronounces that they are both; socially and earth mindful which has positive outcomes, for example, expanding representatives dependability, guaranteeing development and expanding benefit. Also, the gatherings technique is based on making a success win circumstance for the association, fundamental partners, (for example, representatives and clients), and the networks where they are working. To accomplish this technique, the gathering has a settled HR office liable for countless representatives and laborers. In light of its targets and objectives, Majid Al Futtaim bunch thinks about the HR working for the gathering. For instance, we can take a gander at one significant division which is Al-Futtaim Electronics Sanyo. In this division, the administration has set out the ground for its human recourses to take responsibility for activity called Customer 2000. This activity requires an adjustment in the staff demeanor and approach just as an adjustment in the workplace all in all. As such it is a require an adjustment in the manner business is directed. This activity is an intend to improve efficiency and adequacy of the workers. They are prepared to perk up and mindful of the Internal Customers and simultaneously they ought to be able to concentrate on the External Customers. By making this stride, and to have the option to organize the endeavors and ability of their staff, the administration framed a center panel whose job is to open the correspondence channels between the administration an d the representatives. The board of trustees proceeds as a discussion to pass on and formalize the ideas and thoughts that will in the long run lead to the goal of all out consumer loyalty. The panel arranges open meetings and guarantees the interest of the considerable number of administrators and division heads of benefit focuses. These meetings give an opportunity to solid conversations and trade of thoughts and purposes of perspectives. The gathering capacities as per the way of thinking of Prosperity through Customer Satisfaction. To confront the new difficulties and to keep up the developing push, the center board of trustees holds its meetings on a week after week premise and guarantees through one on one gathering that the data is consumed by all the staff. (companys official site) THE Organizational STRUCTURE Technique and arranging process need a ground-breaking the executives to move the points of view into the real world. Al Futtaim is a differentiated gathering and a huge association oversaw by the proprietor, Majid Al Futtaim, as the president and the leader of the administration order. The executive is Sir Michael Rake, a worldwide master who is a benefit for the gathering as a result of his long understanding and expert foundation. The board comprises of a gathering of individuals who have specific skill in specific territories and who can add to the choices and the success of the gathering. The CEO is Mr. Iyad Malas a youthful Arab who earned his instruction in one of the American colleges in the district. Mr. Iyad and his official group are liable for the methodology for the entire gathering which incorporates what the organizations are notwithstanding the entire money related execution of the gathering. At this degree of the administration arranging remembers expectation of prog ress for all the elements of the gathering. The CEO Deputy is Mr. Ahmad Bin Brek, who is additionally a skilled chief who can lead the gathering to its objectives. The following level is the business official group which comprises of a few youthful and knowledgeable representatives who execute the plans and maintain the business as per the settled upon and very much idea out procedure. In view of the base up input, the business official supervisors report to Mr. Iyad and add to the business methodology process. The accompanying level in the progressive system comprises of the office heads and their partners. Their jobs are to situate, enable and deal with their staff so as to add to the general execution of the organization. The line directors report to their administrators and they thus report to their leaders who are answerable for the particular business procedure. Toward the finish of the administration pecking order come the line and office supervisors and their colleagues who work in the field with the staff and screen the execution of the plans and report to their bosses in a similar specialty unit. At this authoritative level the unit official chiefs are liable for the procedure. Some portion of the gatherings business arranging situation is the modern setting; economy, government, regions, existing business sector societies. The other part is of the arranging is the objectives and targets which are determined in the gatherings procedure and the key gathering model. In the subsequent level come the division administrators then the line chiefs then the bosses who report to their immediate directors. In every division there are the representatives with various employments and obligations. On the off chance that the entire working group doesn't cooperate, no objectives will be accomplished. Furthermore, if the HR are not fulfilled by the workplace as a rule they won't have the option to perform well. (companys official site) Now, HRM has a fundamental task to carry out. Without the HR, none of the previously mentioned techniques would be accomplished without having proficient representatives. These workers must be overseen viably so as to pick up their dedication and guarantee that they will perform t the best of their capacities and lead the organization to meet the vision, crucial, objectives of the organization. HRM has a few capacities every one of them are identified with the HR in the gathering. A portion of the capacities are the accompanying: Enlistment AND SELECTION One of the most significant elements of HRM is the staffing procedure. This procedure is exorbitant and time and exertion expending. The HR experts realize that this procedure ought to be all around wanted to spare the gathering the consistent costs of ads, legitimate systems, and preparing the new representatives. HRM is liable for examining the occupations, creating sets of expectations, promoting the openings, breaking down the candidates CVs, meeting the competitors, choosing the best up-and-comers and finalizing the negotiation by offering the new representatives the agreement. Every one of these procedures are finished in participation with the administrators of the various offices Subsequent to marking the agreement, the HRM is consistently prepared with a direction program conveyed by the immediate administrators. The direction incorporates the arrangements and methodology, bunch culture, security and wellbeing issues, work rehearses and other related issues to assist the new worker with getting familiar with others, place and the new assignments he/she will perform. Later on, when the new worker begins the activity, the HRM is dependable, in collaboration with the directors, for the evaluation procedure. The consequence of the evaluation causes the HR experts to set the preparation plan so as to engage the representative with any necessary abilities. Majid Al Futtaim bunch has a vital vision concerning its workers. The technique suggests that representatives be picked dependent on fixed standards. The staffing procedure, to a degree, guarantees enlisting the accomplished and efficie

Market Position Analysis of Yum Brand Essay Example | Topics and Well Written Essays - 6750 words - 1

Market Position Analysis of Yum Brand - Essay Example As indicated by the organization site, Yum Brand is decreed as the world’s biggest drive-through eatery on the planet as far as the all out number of working units. With a stunning figure of 40,000 cafés and nearness in excess of 130 nations of the world, the worldwide marketing projections of Yum expanding at a strong rate (Yum, 2013).  Since the side project from PepsiCo in the year 1997, the organization has really become a worldwide organization. The advantages soar from $4,531m to 9,011m in the worldwide café industry (Global Business Browser, 2014). For the 36 weeks finished 07 September 2013, its incomes diminished by 6% to $8.91b and overall gain diminished 39% to $770m (Interim report, 2013). The organization consistently targets entering nations which have solid market potential and actualizes applicable operational procedures which permit them to overcome an alternate sort of market difficulties. Yum Brands have encountered development by concentrating on the outside business sectors, for example, China, India, and Brazil to give some examples.  Some of the key contenders of the firm are McDonald's, Burger King, Subway and Dunkin Donuts among others. The organization is additionally known for its altruistic exercises over the globe and has constantly gotten regard from the general public. For instance, the organization offers work chances to the unprivileged section of the general public. Despite the fact that it is confronting the decrease in deals and benefits, reports have recommended that the macroeconomic condition has consistently stayed solid for the Yum Brands, particularly in the abroad markets (Cho, 2012). As per Global Business Browser (2013), the eatery's business everywhere throughout the world expanded by 8.5% in 2011 to arrive at an estimation of $2,457.1b and it is required to increment by 41.7% to $3,482.5b by 2016. The organization envisions that the in the following 8-10 years, the rising livelihoods will proceed to unfurl and will permit a large number of individuals to bear the cost of quick nourishme nts from Yum Brands (Cho, 2012).

Random Hall Rooms

Random Hall Rooms Random Hall has six types of rooms, discernible by the last digit of their room numbers. Each of the four floors is concentric with the shaft, a rectangular hole through the center of the building. The dorm consists of two adjacent chiral buildings, 282 Massachusetts Avenue and 290 Massachusetts Avenue, joined at the basement, the first floor, the third floor, and the roofdeck. Each building has its own four floors and its own shaft. Each floor, with the exception of the two first floors, looks like this: 5-room, large half: My home for the past three semesters has been 335, the wonderful lounge-side 5-room on the 290-side third floor. My door opens up to the hallway connecting my floor’s lounge to the back of the building, making it visible from the third-floor portal to the 282 side of the building. If my door is open I have a strategic view of the most popular intersection in the dorm. If my door is closed my room is as quiet as the rest of the back of the building. 335 was initially painted a beautiful light purple that glowed orange in the sun. Unfortunately the paint was old and cracked and had handprints suspiciously close to the ceiling. Before my sophomore year I finally painted it the three shades of green you can see below, supplied by Random Hall for free: Below are some of my favorite things in my room. On the left wall above (click for a larger view) and on the upper left below is the painting my amazing then-eight-year-old brother gave me when I left for MIT. On the wall above my bed is possibly my favorite photo ever, taken in Israel by a family friend. The glass of the frame broke on the flight home. The fake wooden board behind it was the back of a shelving unit I brought with me to MIT but never actually attached, despite everyone’s insistence that I had doomed the shelving unit to collapse. Probably as a result, the top half of the shelving unit did collapse partway through my first semester. The bottom half survived in my closet until I got annoyed at the exposed screws; I’m not sure if I got rid of it then or if it finally buckled. When I moved into my current room I nailed the cardboard to the wall. (Id like to pretend it was symbollic but it wasnt; the wall just felt empty.) Hippie the hippo was given to me by my mom’s boss’s wife when we first moved to Chicago 16 years ago. The giant turtle was from the same era, and the stuffed cat was a Christmas present that cost around $20, which at the time was a lot of money. The lion and the beaver are more recent: I got the lion overpriced at a zoo giftshop because I really, really wanted him, and the beaver was my personal prize for getting into MIT. /div I also have an exceptional fish, a delta tail male betta fish I bought this summer and named Hephaestus, after the Greek god of the blacksmiths fire, in hope that his ceaseless swimming and red fins would inspire my own energy and productivity. He has not in fact magically inflated my efficiency, but it has been reassuring to come home every evening to him still swimming, no matter what’s going on outside his fishbowl. I made you an ominous video of Hephaestus eating, set to Clint Mansell’s “Lux Aeterna,” the most ominous music I could find: amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;lt;br /amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp ;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;gt; 5-room, small “half”: If you look back at my current room you might notice a dark green doorway just visible above the shelves on the right wall. This door leads to 335s, the room I lived in during my first semester (the same door is on the left in the photo below): 335s is 335’s small half, though it is only a half to the extent that one third is a half. The small half is about half the size of the large half, just wide enough to fit a bed. Living in a small half is a good lesson in keeping your floor as clean as possible and taking advantage of vertical space. It can be a pleasant, cozy room if organized well. Like the large half it faces the alleyway, which means it is relatively quiet and gets a lot of light. Unlike the large half it has a closet, which is ironic. Small halves are usually freshman rooms. Though they are small, they are practically singles: they are considered doubles only because of the door and the ease of listening in on the large half’s occupant. An even better perk is that the resident of the small half inherits the large half as soon as it is empty. You can barely see it in this photo, but this room is painted three shades of yellow. My close friend Dana ‘14 painted it to match my green stripes when she lived in it last fall. It is currently vacant, which means that one of you will probably live in it next term. 2-room: The 2-room is the only real double in Random Hall and the other usually freshman room. 2-rooms have doors facing lounges or kitchens and windows facing Massachusetts Avenue, which makes them noisier than most other rooms but also makes it much easier to socialize, since you dont even have to leave your room to see people. This particular room is 342, which opens up into the kitchen of my floor. 1-room: 1-rooms are singles adjacent to 2-rooms. Like 2-rooms, 1-rooms have doors facing lounges or kitchens and windows facing Massachusetts Avenue, making them noisy and social. 1-rooms have one window, which is larger than other rooms’ windows. This is 221, a lounge-facing 2-room on the second floor with what I think is the coolest paint job in the dorm. It belonged to Rebecca ‘12 last year and is now Ellen ‘14’s. 3-room: 3-rooms have two windows looking out into the shaft. Lounge-side 3-rooms have large walk-in closets, which some of my friends have used as separate study rooms, while kitchen-side 3-rooms do not. This is 423, a lounge-side 3-room that belongs to Mika ‘14 during term and is Ceres ‘14’s for the summer. 4-room: 4-rooms are divided into two halves separated by arches. The first half has a door to the hallway. The second half has a window looking out into the shaft. This is Cory ‘13’s room. I painted the walls grey and navy blue over the past month. They were originally blank Institute white, which can drive a person crazy. Above is the first half of the room, viewed from the door. Below is the second half, with the arches on the left. My favorite part of Cory’s room is without a doubt his plushies. The story goes that Mustache Bunny Theodore, wanting a big, strong son, mated with a cow, a tiger, and a zebra to produce Montgomery, Winston, and Claudius, respectively, pictured below. After three attempts produced striped or spotted mustached rabbits of normal rabbit size, Mustache Bunny adopted Buffalo, who will presumably grow up to be buffalo sized. Here they are shown as I found them when I walked in last Thursday. I don’t know what plots they concoct when we’re not there, but they must be important. Hopefully this has been helpful to those of you who might want to live here. Please comment if you have questions about rooms or housing, or if you find out in two weeks that youve been placed in Random Hall. =) Post Tagged #Random Hall

Importance Of Evaluating Bank Performance A Special Kind...

1.1 The importance of evaluating bank performance As a special kind of type of enterprise, the business goal of bank is to maximize the value of the shareholders. In the process of operate, what does the financial indicators behavior? How to profit? Whether the risk is moderate or not? All these questions are related to the bank performance. Therefore, it is important for bank to evaluate the performance so they can make adjustments to operate the risk control and sustainable profitability. According to Rengasamy (2012), the word Performance means that the execution or achievement, or perform specific activities, or fulfill the obligations. Therefore, Bank performance can be defined as a bank take use of resources to achieve its goals. In addition, the performance of the bank also implicate that employ a series of indicators to reflect the status of the bank and in a way to reflect the bank s ability to achieve the desired objectives. As a significant component of the modern economy, the efficiency of the banking is especially important. In order to ensure the health of the financial system and the efficiency of economy, we must make a careful assessment and analysis of the banks (Rengasamy 2012). Rengasamy (2012) also said that although banks help enterprise organizations by providing a wide range of products and services, products and services are more or less identical from one bank to another, and there is a small range to distinguish them from each other.Show MoreRelatedThe Usefulness Of Study Of Bank Cost And Efficiency7640 Words   |  31 PagesComment on the usefulness of study of bank cost and efficiency in evaluating bank performance. Introduction From the very beginning of the bank history, we already know that the main operation of bank is to take loan and to make deposit. 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A Moral Of Principal Barn Burning By William Faulkner...

A Moral of Principal â€Å"Barn Burning† by William Faulkner and â€Å"A P† by John Updike, are two books that discuss how two boys mature through their life. Even though these boys live in two different worlds, they both have to make the ultimate decision. These decisions are made from their experiences as well as other people’s experiences which they view throughout their lives. Life is full of great wonderful lessons which teaches different lessons throughout one’s lifetime. Supporting details from the stories will be provided in the following essay, illustrating the reasons why the boys were able to make their final ultimate life changing decision. The story â€Å"A P† by John Updike, outlines several supporting details explaining Sammy s final decision and why he comes to that decision. Luscher said, â€Å"Sammy has an active imagination, a growing facility with language, and a perceptive eye and ear. While his defense of the girls may be motivated by a combination of lust, admiration for Queenie’s social status, and sentimental romanticism, his gesture is not without principle and quickly assumes more serious over tones.† Sammy is distracted by the girls in the bathing suits while waiting on the â€Å"witch† so he should reframe from calling the customer a witch also the girls should been properly dressed (Updike 370). Lengel say, A P’s manager, â€Å"Girls, this isn t the beach† believes everyone should have proper attire (372). Sammy quit his job to stand his ground because heShow MoreRelatedLogical Reasoning189930 Words   |  760 Pages.................................... ....................................... 553 Exercises .......................................................................................................................................... 555 1 C H A P T E R 1 How to Reason Logically T he goal of this book is to improve your logical-reasoning skills. Your logical-reasoning skills are a complex weave of abilities that help you get someones point, generate reasons for your own point, evaluate

The Trade Relations Among Europe and Africa, Asia and America Free Essays

Before 1500, Europeans had already established a trading network with Africa, Asia and America. The products that they traded during that time period included food clothing, weapons and other goods. Today their trading networks are very sophisticated and connect to every corner well to every other aspect of the planet. We will write a custom essay sample on The Trade Relations Among Europe and Africa, Asia and America or any similar topic only for you Order Now Trading became an essential part for our society to function and prosperous into what it has become today. Some might think that today’s trading landscape came from the Europeans around 1500, but they were just eager to establish trades with countries who were just as eager to purchase European goods. However, this statement is incorrect. The reality was that not every country was willing to purchase their products, but many of the Europeans were eager to buy products from other countries. In this paper, I will show how the above statement and its flaws. European countries have a rich civilization. For example, they have a wide variety of food, a huge collection of art work and a number of different customs inlcuding multiple languages. Their possession of these qualities made them become the modern civilization popular at that time. Therefore, if a country that was less civilized started using their products, that country might be modernized at a faster pace. Therefore, the Europeans were helping other countries when they traded with them. However, their good deeds were not accepted by other countries. Not every country was interested in European goods. For example, China resisted importing foreign goods to their country at that time. This was because the government did not want foreign culture to affect their already rich civilization, as China’s history could be traced back to 3000 years ago. Also, African countries, although they were not civilized at all, were not receptive at buying European goods. Tribes from Africa were scattered everywhere. Most of these tribes were self-sufficient as in their advanced ability to produce their own goods as oppose to trading products between tribes. As a result, the economy in Africa was very weak and none of these tribes could afford the European products in order to better their society. Another big misconception about European trade is that we always think other countries had to yield to the terms set forth by the Europeans. Although, Europeans had a powerful civilization and their weapons were more technology advance than many other nations, the term â€Å"trade† was not always in favor of the Europeans. For example, even though Portugal had a better naval and military technology, they had a very limited success when trading with China and Japan. Between 1521 and 1522, Portuguese had attempted to enforce trading with China. However, their aggressive movement ended with a decisive defeat of the Portuguese because they were unable to control all the maritime traffic in the region. As a result, Portugal was expelled from China in 1523. Another example was the Mughal Empire. Mughal Empire was founded in the early 16th century and located in the Middle East region. According to the class note, although this empire was relatively new, they already had a better gunpowder technology than the Europeans. Of course, we cannot conclude that the Mughal Empire had a stronger military than the Europeans based on this fact. However, the gunpowder technology would definitely give the Mughal people a superior defense upon an attack by the Europeans in case of a trading issue arose. As a result, we cannot conclude that a powerful civilization was a factor for the European to continue their trading network at around 1500. An underlying reason of the trade was that the Europeans wanted to be more superior. They wanted to spread their civilized cultures and religions to the â€Å"less civilized† countries in order to colonize them easier. The Americas was a great example to illustrate this influence. After Columbus discovered the new continent in 1400s, European powers began to flock and colonize the new world. Despite the natives were resisting, they were soon adapted to their new dominating power. This was because many of the products that they used were imported from the European nations, including tea, clothing, religion etc. The success of the dominating European power was due to the fact that they took advantage of the trading system and method was unsuccessful for the empires in the old world. It is because the â€Å"less civilized† old world countries had already established their own cultures and religions and were not ready to change. For example, Christianity did not find its way in China. Even in the mid 18th century, 200 years after the trading relationship began; only about 0. 08 percent of total Chinese population had converted from Buddhism to Christianity. Therefore, the explanation that trading system continued because of the European’s cohesive civilization was not well constructed, as it was true for the countries in the new world but not the old. Finally, European nations were ore interested in products made in other countries than those countries interested in their products. An example about the Chinese empire was illustrated in the previous paragraph. China refused the purchase foreign goods because they had already a rich culture by itself. In contrast, Europeans were very interested in silk, porcelains and food produced in China. In Africa, where people could not afford European products, European powers simply arrived, enslaved, and â€Å"trade† those indigent people. Therefore, Europeans after 1500s continued their networks with other countries were more because they wanted to purchase foreign products rather than so sell their products. In conclusion, Europeans established ongoing trade networks in Africa, Asia and the Americas after 1500 because they wanted to trade with countries just as eager to trade with them does not sufficiently entail the trading landscape at that time. Some countries were uninterested in their products and some others simply cannot afford them. As a result, the statement is false and should be revised. How to cite The Trade Relations Among Europe and Africa, Asia and America, Papers

Organizational Analysis free essay sample

An analysis of Scioto Paint Valley Mental Health Center, an agency tied to multiple common and education terms of organizations and groups. The following paper examines intensive case management which is part of a two-tier system. One tier involves intensive case management while the other tier involves partial hospitalization with youths. The writer discusses issues such as holons, entrophy, four energy functions, organizational theories, leadership, power and control, differentiation and goal direction. Power and control seems to be held by this agency also. Power is defined in the book as the systems potential to achieve its goals by the application or deprivation of energy to another system or component (Anderson, Carter, Lowe, p.120). Control is seen as steering and regulation (p.121). The system of SPVMHC seems to have much pull in decisions within the community and a lot of power to refer people to other organizations. SPVMHC can steer an individual anywhere from the court system to therapeutic group homes. We will write a custom essay sample on Organizational Analysis or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page I have seen a social worker with the final say in whether an individual will spend three months in jail or be released with counseling session to the agency. Leadership seems to be rather effective in the different systems of the agency, and as I said above the leadership is much from the top down in a hierarchical fashion. These leaders tend to utilize a mix between x and y managerial styles. Also, I am beginning to pick up on some leaders who may not be part of high level of management. For example, there is the all-powerful secretary and the relative of the main supervisor. They seem to be non-credential leaders who are looked up to for what strings they can pull and whom they know. It will be interesting to see more of these people may be as I spend time with the agency.

Writing Lyrics for Songs

Writing Lyrics for Songs Writing Lyrics for Songs Writing Lyrics for Songs By Michael It used to be that when people thought of songwriting, they didnt think of great writing. Then Bob Dylan won the Nobel Prize for literature. Dylan wasnt the first songwriter whose work has been respected by literary critics. You might be surprised how much ancient poetry was originally written to be sung. From certain vanished cultures, songs are the only literature that has survived. Before the invention of mass media technology, songs were the mass media the original news media. So if youre a songwriter, be proud. You have a distinguished and honorable heritage. Writing poetry or verse is good training for any writer. The discipline of a poetic structure teaches you rhythm and beat, which is part of language itself, as texture is part of paint. Yes, we all dislike limits to our creativity. But occasionally having to fit your writing into a rhyme or a meter doesnt hamper your creativity, it can enhance it. Dont you sometimes have trouble thinking of the next word to write? But once you know that word needs to rhyme with stone, or that it needs to begin with an unaccented syllable and end with an accented syllable, it might become easier to find the word. Even if you would never consider yourself a songwriter, in some ways writing song lyrics is better training than simply writing poetry or verse. Remember you dont need to be a musician to write the lyrics to a song. Someone else can write the music. But when you write poetry to be sung, you benefit from a stricter discipline and get a better education in writing. The school of lyrics When you write poetry that isnt meant to be heard (and most poetry should be heard), you can easily escape some of the discipline that you are supposed to be learning from. Personally, I cant tell if Im following the right metrical scheme unless I read what Im writing out loud. But if I have to sing it, the melody enforces the rhythm. It forces me to limit the number of syllables in the line, just as Im supposed to. Theres still room for flexibility, as I call it, or cheating, as you may call it. If you are an experienced singer, maybe you can slip in extra syllables or stretch out a syllable to make the words fit the tune. But another singer might not be able to do it so smoothly nor may they want to. If you want to write a song that is sung widely, even by the public, Im afraid you need to make the syllables fit neatly with the tune. This hard limit of so many syllables per line can drive a lyricist to frustration or possibly to jazz. Jazz is one musical tradition that welcomes improvisation and therefore welcomes longer line lengths. But again, irregular rhythms are harder to memorize, which is why few people sing John Coltrane on the way to work or school. While other writers can write longer sentences, paragraphs or chapters whenever they want, a lyricist may have to fit his or her thoughts into lines of ten words, or verses of four (not three) lines. I have been writing songs for most of my life, but the challenge of fitting words into a limited line makes me very slow. I can rarely fit a complete thought in one line; I frequently cant fit a single thought in a single verse. I wrote a Christmas song of five verses at the rate of one verse a year. Words and music Which comes first: the lyrics or the melody? That depends on the songwriter. The Broadway musical team of Richard Rodgers and Oscar Hammerstein II wrote lyrics first, then music. Same with pop star Elton John and Bernie Taupin, his lyricist. But other songwriters, such as Paul Simon, usually start with the melody. Sometimes the lyrics and the melody are created together, in a jam session or a recording studio. Early in their career, John Lennon and Paul McCartney of the Beatles would write eyeball to eyeball as Lennon put it. Competing with each other helped their songs and hurt their relationship. In â€Å"track and hook† songwriting, a producer records basic elements such as the rhythm and chord progression and sends out the recording to â€Å"top line writers† who add other elements, such the hook, verses, chorus or bridge. For Gilbert and Sullivan of light opera fame, W.S. Gilbert would send lyrics to Arthur Sullivan by mail, as I recall. Sullivan would open the envelope, read the lyrics, then go for a walk, no doubt humming to himself. By the time he returned from his walk, he would have a tune fixed in his mind. Tips for writing lyrics Live songs dont rewind. Unlike readers of a book, listeners at a concert who didnt catch a word or a line cant go back a page and re-read the part of the song they missed. In his article 24 lyric-writing tips, Chris Wickett says, Remember that the listeners might miss a word, or a line, or three. Dont rely on just one small line to put the whole song in context. Dont over-rhyme. Structure is good, but too many rhymes can sound cutesy or annoying. A song can tolerate slant rhymes better than it can tolerate missing syllables. Be short, simple, and sweet. Graham English calculates that Bruce Springsteens Born to Run album averages 281 words per song. The Beatles’ Abbey Road averages 102 and Let It Be averages 139. Be specific, be intimate, be concrete. Andrea Stolpe who teaches songwriting at Berklee Online and the University of Southern California, says, Bring your listener into an experience of a small moment. Tell a story that shows your heart. You dont need to be profound. Jesse Sterling Harrison advises lyricists to be just slightly enigmatic. Nor do you need to be grandiose. No! I am not Frank Sinatra, nor was meant to be. Dont rush yourself. Rod Stewart says, Ill come up with one line in a day, and then it might be a couple of days before I come up with the rhyming line. Accept criticism but dont be too critical. Your lyric wont be instantly perfect, but if you can take advice, you can improve faster. Be quiet. James Taylor told NPRs Noah Adams, I think songs need to come out of really, out of a state of boredom almost as much as anything else. You need to have empty time in order to receive them. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Freelance Writing category, check our popular posts, or choose a related post below:Masters Degree or Master's Degree?225 Foreign Phrases to Inspire YouWhat’s the Best Way to Refer to a Romantic Partner?

Avoid Gratuitous Capitalization

Avoid Gratuitous Capitalization Avoid Gratuitous Capitalization Avoid Gratuitous Capitalization By Mark Nichol As an editor, I devote much of my time and energy to helping a writer bring out the best in his or her prose, but a lot of effort also goes into minor but nagging errors unnecessary capitalization among them. Long after the Roman alphabet was developed, only one form existed: the capital form. Along the way, a parallel form, known as lowercase developed. (The term lowercase derives from the fact that stamps for printing letters using this style were kept in rows of cases located below those housing the uppercase, or capital, letters.) Now, capital letters are used in a limited number of functions: primarily, for the first letter of the first word in a sentence or of a proper noun, and for denoting acronyms and initialisms. Unfortunately, many amateur writers, and a number of professionals, clutter their writing with gratuitous capitalization because of a misunderstanding of or a disregard for orthographic conventions. For example, many people do not realize that when the name of an entity such as an organization is reduced to one word, that word is generally treated without initial capitalization, as in â€Å"the association† (not â€Å"the Association†) as shorthand for â€Å"the American Automobile Association.† One complication is something that can be blamed on institutional pride, as when a university’s literature describes how â€Å"the University’s student-life environment is very rich† or on corporate branding efforts, as in â€Å"the Company is here to serve your needs.† Such gratuitous capitalization is entrenched in traditional legal writing (for example, â€Å"the Plaintiff’s claim is upheld†), but both in that context and in general prose it is distracting. Whenever you’re tempted to capitalize a word, specific to your field of interest or endeavor, that is not a proper noun, check its treatment in the lay literature books, nonscholarly periodicals, newspapers, and websites. Often, you’ll find that the word is treated generically, and I hope that you’ll realize that unless the word is strictly a proper noun, there’s no justification for aggrandizing it with an initial capital letter. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Style category, check our popular posts, or choose a related post below:How to Format a US Business LetterThat vs. WhichTypes of Plots

The Black Death in Police Custody Essay Example | Topics and Well Written Essays - 1000 words

The Black Death in Police Custody - Essay Example Deaths in police, prison and psychiatric custody since 1990. The details of deaths of blacks which have taken place in police custody and which have given rise to concern because of unexplained or mysterious circumstances surrounding those deaths and / or allegations of maltreatment, dereliction of duty or brutality have been discussed. The Study will be increasingly contacted by a small but nevertheless disturbing number of families where a relative has died in suspicious circumstances and they are unhappy with the police investigation. Whilst it is not within our remit to provide assistance in such cases we have referred many families to members of our Lawyers group. The police are investigating themselves that makes it very difficult for them to win the trust of the deceased's family, friends and local community. This is particularly the case following a black death in custody, when the police face a black community that already has, as senior police officers acknowledge, a height ened mistrust of the police. Families frequently complain about the length of time that the investigation takes, their lack of involvement in it and, as mentioned earlier, the nature of the questions about the deceased. One major cause of anger for black families following a death in police custody is the misinformation - perhaps more accurately 'spin' - put out in the police's publicity about the circumstances of the death. This misinformation, issued soon after the death, has tended to shape news coverage and wider public perceptions of the causes of a death and seems to be intended to play down the involvement of police officers. Table 1: Deaths in Police Custody 1990-1998 (to July) Source: INQUEST monitoring RTA = Road Traffic Accident For the family of the deceased the inquest is their only opportunity to find out the circumstances of the death. This is particularly important given the lack of prior disclosure of information. However there are a number of serious obstacles in the way of effective representation. For a start not everyone has a family; in some cases there is no one who qualifies as a 'properly interested person' under the Coroners' Rules. There is no legal aid (provision for it was made in the Legal Aid Act 1949 but never brought into force; it was repealed in 1988). In cases where families have had legal advice and representation (often free as there is no legal aid) experienced barristers and solicitors have been able to shed new light on the cause of death. Aim of Research The Study's principal aim is to explore the reasons behind the black deaths in police custody. And there are should be a wide ranging public inquiry into deaths in custody to consider: - to investigate legal processes which follow; - to focus in particular on the treatment of bereaved families; - to address the disproportionate number of black

Why men's basketball is better than women's basketball Essay

Why men's basketball is better than women's basketball - Essay Example This paper analyses the above preposition from three different writers, and considers their perception and the rhetorical tools they have used to drive their points and how effective the tools are in accomplishing the writer’s objective. The first article written by Josh Kramer posits that by comparison, men’s basketball is better than that of the women in more than one way. In this sense, the writer employed the use of strategies in order to communicate and deliver his arguments and views. Where as he acknowledges that every ones opinion matters in this assessment, he also asserts that there are some inherent things with men’s basketball that makes it much cherished compared to that of the women (Kramer). He considers the airtime that the two are given and explains that men are given more than women and the situation makes it possible for men to dominate the game than women. On the other hand, the author also posits that in women basketball, there is no overall excitement as compared to that of men. These among other thing like the predictability of the women game makes it too boring to attend to and watch. In order to drive his point home, the author has used rhetorical tools to channel the same, for example.

Management Practices in Japanese and US Companies

Management Practices in Japanese and US Companies This Research Paper makes a summary comparison of cross-cultural research conducted in the last ten to fifteen years in the areas of Human Resource Management; Management Style and Negotiation Strategies in Japanese and US companies. The different Research Studies in these three areas analyzed the learning possibilities for Japanese and US companies on two different levels: At headquarters and at subsidiary level. For each one of the three research topics, a Roadmap is drafted with concrete steps and strategies as to how these companies should adapt their management practices in these 3 areas in order to be even more successful. The findings of this paper also cover the very central debates in the international Human Resource Management literature: The Convergence vs. Divergence issue and the Standardization vs. Localization issue. The results clearly show that overall the dominance effect is most important (i.e., subsidiary practices appear to converge to the dominant US practices). Hence the results obtained in this paper lead to the rather surprising conclusion that for what might be considered to be the most localized of functions HRM convergence to a world-wide best practices model is clearly present. From the authors viewpoint his is a logical consequence of globalization in all business sectors. Key Words: Road Map; Human Resource Development; Leadership Style, Negotiation Strategies; USA; Japan; Cross-Cultural Introduction to Human Resource Management Practices in Japan and in the USA From a historic perspective, Human Resource Management (HRM) has been identified as a key ingredient for the success of Japanese companies on world markets during the 1980s. In this decade, suggestions as to how Western managers could learn from Japanese HRM practices were plentiful. Only one decade later, however, Japan went into a recession from which its business model has not yet fully recovered. Oddly enough, these formerly superior HRM practices are now being viewed as the root of the malaise of the underperforming Japanese economy A Research Perspective of HRM Practices in Japanese and US Companies In the early 1980s of the last century, the Japanese management model, and in particular its HRM model, have often been depicted as very different from Western-style management, yet much more competitive (Kono Clegg, 2001). Its deep-rooted and unique cultural and institutional characteristics usually were cited as the key reasons for these differences (Pudelko, 2006). Earlier, Frenkel Peetz (1998) described a rapidly speeding up globalization-induced trend towards increasing convergence resulting from global competitive pressures. In parallel, Katz, Darbishire (2000) noted a clear trend towards convergence in key patterns of HRM practices among industrialized countries. This phenomenon they call converging divergences. In parallel, the research of Frenkel Kuruvilla (2002) concludes that employment relations patterns are being determined by the interplay of what they define as three distinct à ¢Ã¢â€š ¬Ã… ¾logics of actionà ¢Ã¢â€š ¬Ã… ¸: The logic of global competition, resulting in the pursuit of global à ¢Ã¢â€š ¬Ã… ¾best practicesà ¢Ã¢â€š ¬Ã… ¸ and ultimately global convergence does not allow local insular cross-cultural happiness and coziness any longer. One reason that the USA has achieved its dominant status in the 1990s was its superior economic performance. The conclusion from these findings were that if the strengths of a successful economy are concentrated in industries characterized by intense international competition such as IT, computers and electronics the attention and the readiness to learn from it tends to be particularly strong. Such industries are often the pioneers for defining and producing à ¢Ã¢â€š ¬Ã… ¾best practicesà ¢Ã¢â€š ¬Ã… ¸ and the place where such global standards of management practice are set. Taylorism, or à ¢Ã¢â€š ¬Ã… ¾scientific managementà ¢Ã¢â€š ¬Ã… ¸, has been the prime example for a management concept claiming universal validity. Other examples were lean production, kaizen, re-engineering and management by objectives once strong points of the Japanese economy, when they were the best practice leader in doing so. Since the implosion of the Japanese economy and with the advent of globalizatio n, speed of action and instant flexibility to adapt to changing global market conditions were key criteria to succeed. Cultural diversity research carried out in the US and in Japan over the last one and a half decades has been that the American management model is particularly well suited to provide the required speed and flexibility to cope with rapidly changing economic and technological conditions. Consequently, the USA became again the dominant role model (Edwards, Almond, Clark, Colling Ferner, 2005). Summary Comparison of Key HRM Practices in Japanese and US Companies The following diagram shows a comparison between Japanese and US firms HRM practices. Areas discussed are: Recruitment and release of personnel; training and human resource development; employee assessment and promotion; as well as employee incentives. The comparison clearly illustrates the individualistic HRM approach in American firms as compared to the collectivism-oriented HRM orientation in Japanese firms. It is obvious that in the high technology sector especially the team and consensus oriented HRM philosophy of the Japanese is a hindrance to success. It appears that there are several other reasons for the declining importance attached to key attributes of Japanese model (kaizen, kanban, total quality management, quality circles, team work). Just like the Japanese firms have to learn from best practice solutions from other countries, these attributes have already been adopted by American HRM managers in the last 20 years, therefore are less significant in the future as sources for orientation. The changes brought about by globalization in the competitive environment probably also have played a role. For the future, fundamental developments such as globalization require substantial on-going responses from multi-national companies to maintain competitiveness. Figure 1 compares Japanese and US HRM practices and their competitive impact on HRM management in general. Figure 1: Comparison of Japanese US HRM Practices in 4 Key Areas HRM Sector: Japanese HRM Practices: US HRM Practices: 1. Recruitment Release of Personnel: Recruitment of new graduates to a permanent position Selection based on inter-personal skills Life-long employment philosophy low staff turnover rate= high loyalty Managerial positions filled with internal staff only Finding the best candidate internally or externally available Selection based on performance/expertise Job hopping philosophy pouts individual goals above company interests Positions filled with best expert available Competitive Effects of respective HRM Practices: Slowness towards innovation Lack of external expertise Promotes rapid innovation from inside or outside Low loyalty to employer HRM Sector: Japanese HRM Practices: US HRM Practices: 2. Training HRD Development: Broad training towards generalist knowledge Extensive training based on work group approach Employee is trained to fit corporate culture Specific training for specific tasks only Training is limited and focused on the individual only Little effort to mould the employee towards the corporate culture Competitive Effects of respective HRM Practices: Focused on corporate culture building Focused on individualism to promote success HRM Sector: Japanese HRM Practices: US HRM Practices: 3. Employee Assessment Promotion: Emphasis on seniority and not on performance Emphasis on group achievements Qualitative informal evaluation criteria Career path broad based in several Divisions Emphasis on individual success only Emphasis on individual achievements Quantitative measurable criteria and objectives Career path mostly confined to one functional part only HRM Sector: Japanese HRM Practices: US HRM Practices: 4. Employee Incentives: A mix of material and immaterial incentives Pay increases based upon seniority Little difference between top management pay levels and workers: Low with 20:1 Emphasis is on material incentives: Pay + bonus Pay based upon individual performance only Very large differences between top management and workers: High with 100:1 Competitive Effects of respective HRM Practices: Slow promotion for top performers Slow climate of innovation Quick promotion for top talents Innovative staff ensures innovative corporate climate Proposed cross-cultural Roadmap for a strategic HRM Approach Throughout the research reports analyzed for this paper, Globalization demands a broader-based strategic HRM response by Japanese firms on this more than 90 % of the interviewed Japanese Executives agreed. The results from the American respondents showed that they considered it to be a particular strength of the American HR management. Japanese managers agree in turn, that their process based incremental improvements concepts will lose in significance in the future. Furthermore the research data clearly shows that only Japan management has a distinct desire to change its own HRM model in a rather comprehensive way. This definitely can be described as a paradigm shift. The following Figure 2 gives some key thoughts and elements for such a strategic approach to HRM tasks in the future. Figure 2: A cross-cultural Roadmap for a strategic Approach to HRM Tasks in the Future Drivers of Global Changes in HRM: Elements causing Changes: Impacts of Change Elements on HRM: Need to reduce costs Speed of product innovation Quality of service Knowledge of client needs Staff motivation Training in design to cost method Innovative methods in product management Staff motivation and skills training Market knowledge has to be communicated Individual performance alone counts Risks involved: Overall corporate management philosophy has to be benchmarked against industrys best practice Key Changes needed: HRM has to install and accompany a change management process Individual performance evaluation has to abolish consensus-based group performance evaluation concepts Conclusions: HRM has to become the driving integrative force for the implementation of the Corporate Business Plan Resulting Roadmap for HRM Strategy: HRM Parameters that need to improve the Competitiveness of Corporations: HRM Parameter: Expected Benefits from HRM Changes: Strategic HRM Plan has to be part of Business Plan Future staff qualifications are in sync with corporate business plan Business Plan has to contain Change Management Concept HRM develops a long term focus linked to strategic corporate objectives Innovative Career Development Allows quick promotion of top performers Innovation oriented recruiting Speed up innovation cycles Promotion based on merit only Does away with risk minimizing attitude Introduction Best HRM Practice Concept HRM does self-control of its performance against key competitors Strategic HRM Implementation Roadmap: Overall Strategic HRM Objectives: HRM is the binding link of overall corporate business strategy to the employees of the company HRM promotes innovation and change culture in the company Planning Horizon of chosen HRM Strategy: Long term plan over 20 to 30 years Strategic plan over 5 years Operative rolling plans over 2 to 3 years Top Management Support required to implement new HRM Strategy: HRM has be a board level responsibility with staffing and budget to implement HRM Strategy chosen Introduction to cross-cultural Management Styles Globalization has changed the managerial tasks of US and Japanese mangers dramatically: Many have to work now in an international environment, in Japan or in the USA. Reasons for these changes were joint ventures, mergers, acquisitions and cooperation alliances. In the 1980s, Japan taught the work what kaizen; kanban, total quality control, etc meant in terms of competitive advantage. So the US managers had to learn these concepts. Towards the end of the late 1990s, the US had caught up with this cross cultural learning approach. Then the globalization effect came to full speed suddenly the individualistic type of US management proved to be much more flexible and successful then the slow consensus-based Japanese management style. Research findings towards different Business Cultures in Japan and in the US The research for this paper showed that the business cultures in Japan and in the US differ in 5 key categories: 1. Power Structure: National level versus international level; egalitarian approach versus non-egalitarian approach; centralized management forms versus decentralized management practices. In the authority-driven business environment still prevailing in Japanese companies, aspects of power play a critical role. This slows down decision making, as power issues dominate business cultures dominating innovative US companies (Browaeys 2009). 2. People Relationships: Collectivism versus individualism; team orientation versus individual focus. Japanese collectivism is documented in its overemphasis on team issues; where consensus finding warrants longer times until a decision is being taken (Dickson 2003). Management emphasizes group loyalty, relationships in groups prevail over individual tasks. Americans have lesser loyalty to their companies, they see employment as a temporary issue for the mutual benefit of employer and employee. 3.Tolerance for Risk-taking: High avoidance levels versus low avoidance levels; bureaucratic orientation versus non-bureaucratic orientation. The consensus-based Japanese business culture tries to minimize uncertainties through an over-emphasis on planning. As a result, they do not like to change plans once they were approved (Yamazaki 2008).US companies treasure the opportunities offered in risky endeavors a horror for traditional Japanese companies! 4. Masculinity/Femininity: Role differentiation between males and females at society and organizational levels. Japanese managers are expected to be assertive and decisive, with sex roles clearly defined. This means fewer women progress to managerial positions in Japan, whereas in the US women climb to executive posts on a much more regular basis (Jacofsky 1988). Work for Japanese managers is seen as the center of life interests. Edwards 2005) 5. Time Orientation: Long term view versus short term view in business planning and strategy formulation. The time perspective in their business philosophy: Past/present in Japan versus present/future perspective in US companies. American companies are a lot quicker to react to new opportunities what was successful in the past is less important than new opportunities which lay ahead in the near future (Dahl 2004). The retrospective business approach of Japanese companies has them look for long-term relationships. US companies take the present and look quicker and often farther into the future. This speeds up their decision making processes and facilitates the acceptance of risk taking among their executives (Tsui 2007). Research findings towards Key Managerial Skills in Japan and in the US Effective cross-cultural management skills have to fit the prevailing national business culture where they are being applied to on their workplaces. In individualistic business environments as in the US, new employees are being hired on the basis of their personal records. In the collectivistic business culture of Japan, recommendations from elite universities or from family members who already work for the company play a vital role. The following key managerial functions have been analyzed in research paper: Reward allocation and employee motivation; employee participation and managerial communication; executive development. 1. Reward Allocation and Employee Motivation: The proper allocation of rewards is the driving force of the individualistic US business environment: Rewards are expected to be equity based, i.e. based upon an individuals contribution to corporate success. Rewards are supposed to be equal for equal performance: Rewards have to based upon the specific needs of a position (Riley 2007). In the more equality and group oriented Japanese business culture, rewards are being allocated on a group basis. These research findings did prove that the application of inappropriate reward systems caused feelings of de-motivation and injustice (Buttery 2000) 2. Employee Participation and Managerial Communication: To get employees to participate in goal setting in a US company is daily business, as in this way it increases the employees involvement in how his work environment is being shaped. Given the individualistic US business culture team effectiveness rises if team members are personally accountable for their personal contribution, which can be measured i.e. management by objectives (Javidan 2006). In the more socially oriented Japanese Business culture, employee participation is more socially oriented and the employees display lower levels of power distance between organizational levels (Hofstede 1980) 3. Executive Development: In an American business environment, qualified staff is classified into high potential groups for future executive positions at a much earlier stage of their career and at a much younger age as compared to the Japanese business culture. This encompasses a mix of specialist type of work assignments combined with near executive project assignments, to give them an early feeling of how an executive ticks (Yamazaki 2008). Japanese companies tend to focus on generalist type of assignments with intensive functional and geographic job rotation at almost the same hierarchical levels. Promotion is by seniority criteria mostly (Saee 2010). In consequence this implies: Executive development in US companies is based upon the potential benefits seen in a junior executive, whereas the Japanese approach is more oriented towards rewards for the past performance (Raimo 2009). Proposed Roadmap for a strategic cross-cultural Management Style The following Figure 3 gives a strategic roadmap for a cross-culturally based management style which facilities quick and efficient adaptation to cross-culturally different work environment. Figure 3: A cross-cultural Roadmap for a strategic Approach to Drivers of cross-cultural Management Styles:Management Style Development Common Management Skills Deficiencies: Negative Impacts of missing cross-cultural Management Skills: Lack of employee motivation In-adequate communication style De-motivating reward system Slow pace of promotion system Lack of managerial skills training Performance is not recognized/rewarded Work objectives unclear=de-motivating Individual motivation not released Resistance to innovations Necessary changes do not take place Risks involved: Mix of management skills not suited for work environment High potentials are not identified and promoted High staff turnover; slow pace of innovation and change management Key Changes needed: HRD concept oriented towards cross cultural sensitivity Top management involvement in management skills profile development Cross-culturally oriented career development system Conclusions: An innovative HRD approach is needed Designed by managers with local management experience HRD skills Resulting Roadmap towards a cross-cultural oriented Management Style: Managerial Skills that need to be improved: Management Skills requiring Attention: Expected Benefits better Management Styles: Reward systems motivation tools Keep staff and attract talents Career development system for talents Quick promotion for high potentials Innovative pay system Increased motivation to innovate Clear set of managerial objectives Rewards are measurable and objective Internal PR for new management style More credibility for management styles Top managers have to practice this style Extra motivation to manage/risk changes Strategic Management Skills Implementation Roadmap: Overall Strategic Management Skill Development Objectives: Analyze requirements for necessary cross-cultural management skills Incorporate necessary changes into overall management philosophy and corporate mission Document and promote concept at all managerial levels Planning Elements for chosen Management Skill Development Strategy: Assess time and research requirements properly; involve superiors where needed Involve top management team properly and show their support in public statements/info releases Managerial Support required to implement new Management Skill Development Strategy: Develop a strategy paper involving top management and clarify roles and inputs and state resource requirements as compared to potential gains from these improved management skills Introduction to cross-cultural Negotiation Styles Cultural Diversity is one of the most critical issues in international negotiations. A key requirement for successful international negotiation is the extent to which the negotiating parties are capable of understanding the negotiating habits and thoughts of their counterparts who come from another culture (Brett 2000). When entering into an international negotiation process, the full awareness and understanding of the cultural differences, such as cultural background, national character, emotional aspects, rules and regulations of other countries, decision making styles, ways of discussing, meeting and negotiating is of vital importance in order to make the negotiation successful. The difficulty the negotiators are facing have to do with dealing on the basis of different sets of values, attitudes, behaviors and communication styles of the other party participating in the negotiation process. The proper planning and preparation for negotiations, and participating in the negotiation p rocess must take into consideration all these factors. This will avoid setbacks, surprises and shock so often faced in cross-cultural negotiations. A. Basic Research Findings linking Negotiation and Culture A nations culture in itself consists of interrelated patterns or dimensions which come together to form a unique social identity shared by a minimum of two or more people It is the unique character of a social group and the values and norms common to its members that set it apart from other social groups (Brett, 2001;). Consequently for this reason, because of the different values and norms, people from different cultures negotiate differently (Brett, 2001;). Many authors talk of a set of cultural values associated with each cultural group which actually is the determining force for the culture (Tinsley, 2001, Brett, 2001;). The knowledge of these values and norms provides insight into the choices made and influences these very negotiators cognitions, emotions, motivations and strategy. Research shows a clear differentiation: Whilst values refer to what a person considers important (more on cognitive side), norms refer to what is considered appropriate behavior (behavioral aspects) i n a specific culture. Consequently, because of these different values and norms, people from different cultures tend to negotiate differently (Brett 2001). These cultural values and norms shape implicit theories invoked in negotiations (Gelfand and Dyer 2000) and may influence a negotiators response to strategically displayed emotions. In Japanese companies, the emphasis of a group being the core nucleus for negotiations communicates these values to its members and rewards conformity. In this way a members values become thoroughly culturally constituted. Thus, culture creates an overall environment for Japanese companies and their negotiators which in many ways directly or indirectly compels the constituent members to be guided by their cultural value sets while negotiating. B. Research Findings concerning the strategic Framework of cross-cultural Negotiations According to the book The Global Negotiator: Making, Managing, and Mending Deals around the World in the twenty-First Century (Salacuse 2005) there are a total ten particular elements consistently complicating intercultural negotiations. 1) Negotiating goal: Contract or relationship? 2) Negotiating attitude: Win-Lose or Win-Win? 3) Personal style: Informal or formal? 4) Communication: Direct or indirect? 5) Sensitivity to time: High or low? 6) Emotionalism: High or low? 7) Form of agreement: General or specific? 8) Building an agreement: Bottom up or top down? 9) Team organization: One leader or group consensus? 10) Risk taking: High or low? Research shows that for a Japanese manager negotiation is also about being sensitive to the personal/emotional factors and hence may sometimes be indirect, informal, and general with less sensitivity to time whereas. On the other side for a negotiator from USA, any negotiation is to the point, direct, formal, with high consideration for time and less care for personal or emotional factors. B. Research Findings concerning Diversity Factors and Strategies in Cross -Cultural Negotiations In countries such as in the US and much of northern Europe, strong, direct eye contact conveys confidence and sincerity while in Japan, prolonged eye contact is considered rude and is generally avoided. In Japan they always prefer personal space during business dealings. With regard to the Japanese, Salacuse shows that 100 percent of the Japanese respondents claimed that they approached negotiations as a win-win process. Communication itself constitutes a basic component of negotiation framework. Diversity in this communication aspect is also very obvious and pertinent. In a culture that emphasizes directness, such as the American one, you can expect to receive a clear and definite response to the proposals and questions. In SE Asian cultures such as the Japanese reaction to proposals made to them may be gained by interpreting seemingly vague comments, gestures, and other signs. Concerning the cultural sensitivity to time, Salacuse in his study quotes Japanese tend to negotiate slowly, and Americans are quick to make a deal. Contrary to this perception of time, for Americans the objective is a signed contract and as for them time is money, they want to close a deal quickly. Americans therefore try to reduce time invested in formalities to a minimum and get down to business quickly. Japanese and other Asians, whose objective is to create a relationship rather than simply sign a contract, need to invest time in the negotiating process so that the parties can get to know one another well and determine whether they wish to embark on a long-term relationship Another crucial aspect in cross-cultural negotiations is risk taking ability. The Japanese tend to be highly risk averse in negotiations, and this tendency was affirmed by the survey conducted by Salacuse, which found Japanese respondents to be the most risk averse of the twelve cultures. Americans in this survey, by comparison, considered themselves to be risk takers. C. Research Factors concerning the Management of Conflict in cross-cultural Negotiations Research findings with regard to managing conflict in cross culture negotiation show that different cultures focus on different aspects. Tinsley (1998), revealed that when managing conflict American managers preferred to focus on interests, while Japanese managers concentrated on status power. The differences could be explained by the American value for poly- chronicity (or multitasking) and the Japanese occupation with hierarchy (or unequal social structures. It is obvious though, that awareness of emotions is vital to negotiation and it plays a key role when it comes to cross-culture negotiation conflicts. In the Japanese business culture, status and power also play an important role in conflict management where parties try to manage conflict by using differences in authority, status and power. To them it is normal that high status parties try to enforce their ideas for resolution on lower status parties. If this is not possible, Japanese negotiation parties try to enhance their st atus by co-opting people of higher status. D. Research Findings concerning cross-cultural Decision-Making styles during Negotiations Decision-making styles vary a lot between Americans and Japanese. When it comes to team based versus individual way of taking decisions one extreme is the American negotiating team with a supreme leader who has complete authority to decide all matters. The Japanese business culture stresses team negotiation and consensus-based decision making. American managers usually tend to make decisions by themselves, while Japanese managers tend to make decisions by consensus. Furthermore, Americans treasure the value of flexibility, whereas once a Japanese manager has reached a decision, may believe it is shameful to change it. Decisions can be taken either through a deductive process or through an inductive process. In his research, (Salacuse 2005) found that Americans do view deal making as a top down (deductive process); while the Japanese tend to see it as a bottom up (i.e. inductive) process. E. Research Findings concerning the Interests Strategy in cross-cultural Negotiations The process of aligning and integrating the best interests of both parties works as a catalyst for successful negotiation. This interests-based strategy promotes the resolution of dilemmas through cognitive problem solving. Research shows is essential to shift focus from position to interest. Several authors suggest that as both parties want to gain their individual interest therefore they always want to implement the negotiation. From their perspective, individual interests of parties are always more important than collective group interests. A cross-cultural Roadmap for a strategic Approach to Negotiation Styles The following Figure 4 shows a roadmap for the development of efficient cross-cultural negotiation styles. Figure 4: A cross-cultural Roadmap for a strategic Approach to Negotiation Drivers of cross-cultural Negotiations: Common Negotiation Difficulties: Negative Impacts on Negotiations:

Moral Education Essay

Moral education can be given better by parents at home, than by schoolmasters and professors in schools and colleges. Parents have numberless opportunities of guiding their children by pre ¬cept and example, opportunities denied to the teacher. Who generally meets his pupils in large classes, and seldom has the means of becoming intimately acquainted with their several char ¬acters and the faults, other than intellectual faults, to which each of them is particularly prone. The first point of importance to notice with regard to moral instruction is that, in the words of the proverb, example is better than precept. This is too often forgotten by parents, especially in the case of young children. Many parents are emphatic in incul-cating truthfulness, but, on very slight occasion think it advisable to escape the importunity or curiosity of children by deception, if not by actual falsehood. They fondly hope that the deceit will pass unnoticed; but children are keener observers than they are generally supposed to be, and very quick to detect any discrep ¬ancy between preaching and practice on the part of their elders. It is therefore imperative that parents in all cases should them ¬selves act up to the moral precepts that they inculcate upon their children. Another important point in the home training of children is careful selection of associates of their own age who will not teach them bad habits. For the same reason, especially in rich houses, great care must be taken that the servants do not exert an evil influence on their moral character. Bad servants teach a child to be deceitful and disobedient by secretly helping him to enjoy forbidden pleasures, which of course they warn him he must on no account mention to his parents. They may also render a child rude and overbearing by servile submission to his caprices and bad temper. If we now pass from home to school life, we see that the first great disadvantage that the school-master labours under is that it is very difficult for him to gain the affections of his pupils. A father can generally appeal to filial love as an inducement towards obeying the moral rules he prescribes. But a school-master ap ¬pears to boys in the position of a task-master, and is too often without reason regarded by them as their natural enemy, particu ¬larly by those whom he has to punish for idleness or other faults, that is, by the very boys who stand most in need of moral instruction. Even when a school-master has got over this hostile feeling, he finds that the large amount of daily teaching expected from him leaves him little leisure to give his pupils friendly advice in the intervals between lessons. It has been proposed in India that formal lessons in morality should be given in schools and colleges. But it is to be feared that lessons so delivered from the school-master’s desk or the professor’s chair would produce little more effect than is obtained by the writing of moral sentences in copy-books. In the great public schools of England the masters have opportunities of de ¬livering moral lessons under more favourable conditions, when they preach the weekly sermon on Sunday in the sacred precincts of the school chapel. The Indian teacher has no such opportunity of using his eloquence in guiding the members of his school towards moral enthusiasm. Yet he can do much by the power of personal example, and by creating in the minds of his pupils admiration for the great English writers, who in prose or verse give expression to the highest moral thoughts. In addition to this, all intellectual education is in proportion to its success a powerful deterrent from vice, as it enables us to see more clearly the evil effects that follow from disobedience to moral rules.

Who Is Upper Class Or Lower Class - 1850 Words

The concept of party identification is believed to be developed at an early age, whether through parental influence, media influence, or personal choice, it is mainly shaped by outside influences continuing through adulthood. Researchers have concluded that often time’s adults identify with the same party their parents identified with. Thus, creating a trickling effect among generations, in which families as a whole identify themselves with the same party. The term â€Å"class† has a sense of ambiguity associated with it, and with good reason. What determines whether someone is upper class or lower class? Is it strictly associated with income levels? Does the issue of class and white Americans vary from region to region? Is class the most important factor in politics or do other factors have a more bearing influence on voter preference and identification? â€Å"Class is relative status according to income, wealth, power and/or position† (Jenson 4). Economic class is one aspect in society that is emphasized very much especially in the US. Where one lives, where one works, what one owns all reflect ones economic class in some way. Income and wealth are both on spectrums, and most of us move a little up or down the spectrums during our lifetimes. Some people grow up in one class and live as adults in another. â€Å"For immigrants, there s another layer of confusion, as their class status in their country of origin is often different from their class status in the U.S† (Jenson 5). TheShow MoreRelatedSocial Class Of The United States1103 Words   |  5 Pageson the basis of esteem and prestige acquired mainly through economic success and the accumulation of wealth.† (â€Å"social class†) For most of American history, social classes have created inflexible barriers, with multiple institutions and businesses, administering rules established on racial discrimination and other forms of categorizing people founded on preconceptio ns. 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