Cultural Assimilation Essay

America is one of the countries that have rich culture. Being a large country, many people are living in it from different origins. Some migrated to this place for work or for other reasons, to experience green pastures. Since America is also in line with the latest fashion, many investors are placing their businesses in this place just to try if they can be successful with their field in this country. America is said to have all sorts of people from all over the world. Europeans, Asians, Russians and other native people are going to America for different reasons. There is a question that arises with the largeness of population of America and the variety of the people there. Is America more of a melting pot or a salad bowl? Melting point, as defined in the scientific manner is the temperature when a substance melts at a certain period of time. In the question given in this assignment, maybe the question is up to the way cultures are being transformed into something new after their migration to the state of America. And the questioning about the salad bowl might ask for the variety of the culture and kinds of people in America. To make the questions easier or in layman’s term, in what I understood about the statement, it asks if America is a place for the transformation of culture or is it a place that consists of variety of things? The site of America, in the viewpoint of other countries, is grand. Since many famous personalities came from this country, I guess it contributes with the fame of the country plus the famous infrastructures and the countries it has given influences. When people learned that life in America is great, that life here is too independent and fresh, green money could be earned, they emerged into going here for the sake of work. Maybe as time passes by, the country has become populated of people from different countries. In m opinion, America is more of a salad bowl since the culture and ideas of the people going here is not melted that nothing will be left. I guess the variety of the culture contributes in making it a salad bowl. As we all know, salad bowls are composed of different foods, fruits or vegetables, plus emulsifying agents like mayonnaise and some extenders. If people reached America, I think it will change the personalities of the people but not enabling them to lose their identities. The other culture of other people will just make it juicier but not change the composition of the culture or personality. It’s like changing a chocolate in syrup for a chocolate cake. We can see that the chocolate already mixed with the cake and it will be difficult for us to distinguish what or where the chocolate is located. Being a salad bowl, the mixture of the cultures and people in America is heterogeneous by which we can still distinguish one identity from the other, unlike with the mixture of powdered coffee and creamer where we will find difficulty of separating the two substances, a homogeneous mixture. My point here is that America really is a more of a salad bowl than a melting pot. In the set up, I guess nothing is lost. There is gain in the mixing of cultures in America since there are many things learned as cultures are being mixed. This is an advantage of it that people might learn the tastes of others and the crafts they are into. All in all, even if their journey or their stay in America changes the people a little, it is still for their better thus making them moving and motile. The personalities will not become stagnant. They will still develop into something new. White privilege might mean something that concerns the power of the white people since if we can look back in our history, white people have conquered a lot of countries in the world and this makes them as a powerful state. People see Americans or white people of high class compared to those with dark or darker skin tones. According from the article I have read, there could be culture cultivation by the time that people step in the land of America, that they will be able to penetrate, learn and apply the things that they will learn from that country thus growth will be evident. The process of cultivation is also the process of acceptance of the new resident in America. He/she should be able to learn to cope with the changes so as to live happily in America. References Cultural Assimilation And Consumption Behaviors: A Methodological Investigation. 2000. Retrieved 11 December 2007 from http://www. entrepreneur. com/tradejournals/article/68876925_3. html

Generations from the Internet Essay

the author wrote of the people as if they were comparable to animals. that was something noticeable. it could be that it was the author’s way of saying how some families lived when martial law still loomed over the entire nation. the members of the family in the story lived desolate lives. the father was a drunkard. the mother was physically abused. the grandfather was always left mumbling in some corner. and the kids had nothing to do but endure the dreadfulness of their lives. the girl, for example, was beautiful. she could have been an actress. but she was not able to properly utilize her God-given resources for her own sake. instead, she was obligated to help her family the best way she could. but what about herself? what about her own future? surely, the family was not normal. they were not like those families whose portraits hung proudly in a large room in a gargantuan house. luck was not on their side. as if their life was not terrible enough, the father found himself in trouble, and the girl was forced to have herself desecrated by men in whose hands the fate of her father lied. in the end, the father still died. what was weird was the way the family members took it all too lightly. the children’s taking a bath after the news was divulged was a sign that indeed, after the funeral, the laundry. they knew they couldn’t dwell on the sadness because there was life.. l ife they must fix if they wanted it to be so much better. their eating together including old selo was a sign of solidarity, and so was the children’s taking a bath. they went through things together, and that’s what’s important to them. and maybe the title says that the problems get passed from one generation to the other. the problems could get worse, have the same intensity, or better yet, be remedied in the future. but i think the children of this family will be encumbered for a long time. i guess times like those one couldn’t really afford to severe his ties with the last few bony shoulders to cry on. posted by faye gonzalez | 11:51 PM

Autobiographical Incident Essay Example | Topics and Well Written Essays - 500 words

Autobiographical Incident - Essay Example Some are funny and some might be very serious to talk about. However, the changes brought by such incidents on life always depend upon the severity of the happening. Here I would like to describe a personal experience that has positively affected my life and thought. This incidence always helps me to remain optimistic in my approach and vision. During last New Year holidays, I was busy in shopping with my friends at Holiday Markets in New York City. These markets offer greatest hits for lots of gifts so we were having a great time buying little packages for our family. Later on, we enjoyed coffee and sandwiches. It was hustle and bustle all around. All the shops were glowing with beautiful lights that also brightened up the whole stuff present in the shops. Just finishing the shopping, we planned to go back with our tokens of love for our family. At that moment when I was walking down the stairs of the last shop, I noticed a person who was crossing the road. This guy was physically disabled. He had both the hand missing and had only one leg. It appeared that he had passed through a terrible accident earlier. It was disgusting looking at an incomplete guy who was young and might have many dreams that cannot be fulfilled because of his filthy condition. However what made me so surprised was a glow and a smile on his face even after such a terrible experience. His face had an unlimited peace. I was wondering as for how he could grin in spite of being in a miserable state. I was so confused at that moment and wished to know the hidden truth behind that peaceful smile. This wish compelled me to go and ask what happened to him and what made him so relaxed even after such a bad experience. I crossed the road and reached nearby. I asked the guy what made him so relaxed in such circumstances. He told that for him happiness is not a matter of external events but it always lies how we react towards odd situations. Our mental attitude plays a great role in real life.

Recommendation Report on the MDCM Board for Optimum IT Projects Essay

Recommendation Report on the MDCM Board for Optimum IT Projects Selection - Essay Example The team discussed the strategic goals of the company as part of the exercise and derived the strategic IT objectives from the same. Strategic IT objectives as derived from the Strategic goals of MDCM: 1. To create an integrated MDCM IT based network to achieve cost effectiveness and process efficiency. (SO1) 2. To increase use of the internet as a means of networking and communications for customers and suppliers.(SO2) 3. To focus upon IT consolidation by creating a single, centralized view of MDCM’s overall IT assets and capabilities and to develop a sophisticated IT capability which would speed up the information flow. (SO3) Methodology of the study: The team discussed the strategic goals of MDCM and arrived upon the strategic IT objectives. Further, the team studied the IT objectives and with due diligence exercises, arrived at the proposed IT projects to fulfill the strategic IT objectives. The projects have been coded for study and presentation purposes as P1 through P12 . However, the MDCM board being the final decision making body, the team arrived at scorecards and a proposed portfolio for the board to consider for deciding the optimum portfolio. Also, the team has discussed the dependencies among the various projects for effective implementation of the same. Criteria for making scorecard weightages: Based on due diligence and feedback from the corporate functional heads, the criteria for assigning weightages to the Likelihood of success or risk Vs the Value to the Business were determined as follows: Likelihood of success (L) criteria, coded as L1 through L6: L1: Technical standards: 10% L2: Skills, capability and training: 10% L3: Scope and complexity: 25% L4: Business alignment : 22% L5: Risk : 21% L6: Management capability: 12% Value to the business (V) criteria coded as V1 through V6: V1 : Financial return: 30% V2: Customer and consumer focus: 20% V3: Supply chain business benefits: 15% V4: Technology efficiency: 15% V5: Knowledge advantage: 10% V6: Work/life balance: 10% The Corporate heads and the ITPM team were asked to rate the each of the projects on a scale of 1 to 10 as to the Likelihood of success of each project and its value to the organization based on the strategic IT objectives as discussed above. For example, the ‘L’ scores for project P1 on X axis that is Likelihood of success factors are tabulated as follows: P1 Criteria 'L' Score weight Max Score relative value absolute value L1 6 10% 10 60.00% 6.00% L2 4 10% 10 40.00% 4.00% L3 5 25% 10 50.00% 12.50% L4 7 22% 10 70.00% 15.40% L5 8 21% 10 80.00% 16.80% L6 7 12% 10 70.00% 8.40% Â   Â   Â   Â   Total Value 63.10% Where, ‘L’ represents: The Likelihood of success of the given project ‘Score’ is the mean rating given by the ITPM team for the given IT project on the respective ‘L’ factor. ‘Weight’ is the weightage assigned to the respective ‘L’ factor ‘Max Score’ is the Maximum rating that can be given to a project for the respective ‘L’ factor. ‘Relative value’ is the relative rating of the project on the given ‘L’ factor. ‘Absolute Value’ is the weighted rating of the project on the given ‘L’ factor. Total Value is the total weighted rating of the project on all the ‘L’ factors. Similarly, the ‘V’ scores for project P1 were as follows: P1 Criteria 'V' Score weight Max Score relative value absolute value V1 7 30% 10 70.00% 21.00% V2 8 20% 10 80.00% 16.00% V3 6 15% 10 60.00% 9.00% V4 6 15% 10 60.00% 9

International Business (Globalization) Essay Example | Topics and Well Written Essays - 2000 words

International Business (Globalization) - Essay Example International businesses are at present largely restricted to their where they originated from, only if we consider their overall business operations and activity; they stay heavily 'nationally rooted' and carry on to be multinational, to a certain extent than translational ,organizations . (Palmisano 2006) While full globalization in this organizational sense may not have occurred on a large scale, these large multinational corporations still have considerable economic and cultural power. Multinationals can impact upon communities in very diverse places. First, they look to establish or contract operations (production, service and sales) in countries and regions where they can exploit cheaper labour and resources. While this can mean additional wealth flowing into those communities, this form of 'globalization' entails significant inequalities. It can moreover, it may lead to outsized scale job loss in especially for those whose industries were in the past located. The wages paid in the recent settings can be nominal, and worker's privileges and conditions pitiable. For instance, a 1998 study of exceptional economic zones in China showed that manufacturers for organizations such as Ralph Lauren, Adidas and Nike were the ones paying low wages, to the extent of 13 cents per hour Second, multinationals continuously look new or else under-exploited markets. They look to increase sales - often by trying to create new needs among different target groups. One example here has been the activities of tobacco companies in southern countries. Another has been the development of the markets predominantly populated by children and young people. There is increasing evidence that this is having a deep effect; that our view of childhood (especially in northern and 'developed' countries) is increasingly the product of 'consumer-media' culture. Furthermore, that culture is underpinned in the sweated work of the 'mothered' children of the so-called 'Third World'. With the aid of various media, the commodity form has increasingly become central to the life of the young of the West, constructing their identities and relationships, their emotional and social worlds. Adults and schools have been negatively positioned in this matrix to the extent that youthful power and pleasure are constructed as that which happens elsewhere - away from adults and schools and mainly with the aid of commodities. Of course such commodification of everyday life is hardly new. Writers like Erich Fromm were commenting on the phenomenon in the early 1950s. However, there has been a significant acceleration and intensification (and globalization) with the rise of the brand (see below) and a heavier focus on seeking to condition children and young people to construct their identities around brands. Third, and linked to the above, we have seen the erosion of pubic space by corporate activities. Significant areas of leisure, for example, have moved from more associational forms like clubs to privatized, commercialized activity. For example, charts this with

Marketing Essay Example | Topics and Well Written Essays - 2000 words - 20

Marketing - Essay Example You must take note of the industrial norms, i.e. the competitors which are already existent within the relevant market. This will make you realize the extent of scope that will be successful when you decide to open up London Pride. When you know about the competition right from the onset then you also discern that how they are playing upon their strengths and what weaknesses exist within their realms. Their weak points are significant since you could play with them and implement them in your own health and fitness club. Their strengths could be replicated and you could incorporate strategies which will make you successful as well. (Baker, 1970) In fact you can exceed the strengths by giving more value to the eventual customers or members of the health and fitness clubs than the competitors are providing at the present. If the marketing environment is dull and mundane, you would have to instill confidence within the customers to come and try for their own betterment the facilities ava ilable at your health and fitness club and thus become fitter and healthier in their respective lives. The marketing environment which exists for London Pride will dictate the way under which you will exploit the strengths that you bring to the table and close down the weaknesses that are already existent within the industry. Now it up to you as to how you balance the positive and the negative stance presented by the industry and how you will counter the very same in a head on manner. Your business is what you must concern yourself with and for that you need to devise a strategy which will not only be wholesome but also exclusive for your own business. The business will only gain from the marketing environment and you should make sure that the hurdles that come your way must not deter you in the wake of launching this health and fitness club. You must get your act together and do

Sociology Essay Example | Topics and Well Written Essays - 750 words - 1

Sociology - Essay Example Business cannot operate anymore by simply imposing their own culture in the workplace as well as to the customers. One important element of culture is language. Language is not merely words, objects or symbols. In fact, language embodies the value systems of a group of people. There is an established communication process in a certain culture that must be observed. For example, the case of Chevy Nova which was a real blunder because the company failed to understand the context of the word in Latin America. Another glaring example of wrongly communicating a product to the public was Pepsi-Cola’s campaign that offended the Chinese people. People have deep reverence for ancestors and did not want any form of disrespect for their ancestors coming back from the grave. Usually, western cultures like that of the United States use euphemisms or symbols in their language. This creates miscommunication that puts the company’s products in a bad light. If Jerry’s company wou ld like to succeed in their overseas venture, then they should consult locals who are expert in marketing and media relations so their messages would sound appropriate to the public. Bartel’s study has established the fact that the highest learning comes from interaction among global teams. Each culture has its own strengths that can be harnessed so people can work productively. The case of the guy who worked with Russians show that some cultures respect hard work. It is indeed hard to acquire the trust and confidence of another culture because they have different values systems. The first step then could be working hard and showing that you mean business. On the other hand, the company should be firm yet considerate of its external environment. Shariff was right when he stated that simple things such as table manners can turn away clients resulting to lost income. It is very important for officers or managers assigned on an overseas assignment to study the culture of the cou ntry before making any policies or programs. A slight error can be costly as the case of Wal-Mart’s pull out in Germany costing the company 2 billion dollars. A good example of a company that succeeded is Mitsubishi because it imposes an international policy in the company that promotes to workers the value of cultural tolerance and respect for other human rights. Jerry can begin creating a committee that can formulate similar policies to start things right. Perhaps, seeking specialists in this area is a good idea as well as studying Hofstede’s Cultural Dimensions for every country that they would expand. Hofstede’s study is valuable to people like Jerry to understand how and why certain groups of people act. For example, the Japanese highly value team work and frowns upon personal pride. Sales teams can be reworked in a way that it would promote teamwork in Japan rather than give the best salesperson lavish praises. Jerry and the committee can look for internat ional companies that have models of cultural tolerance in the workplace. Jerry should not be afraid of expanding although he has heard of many negative reports of big businesses like Wal-Mart and \Starbucks failing in another country. Instead, he can use these cases to prevent his company from following the same footstep. In the case of Starbucks in Australia, the company failed because at the very start of planning, the company analyzed only the business using a quantitative approach. It definitely created feasibility and

Project 2 Essay Example | Topics and Well Written Essays - 1000 words

Project 2 - Essay Example Precipitation concentration is more in the summers and spring seasons and more often accompanied with thunderstorms and tornadoes. Light snowfall is experienced. Lincoln is subjected to harsh cold and continuous heat waves in winter and summer respectively. Although, the average monthly temperature ranges from 22.4 °F in January, while 77.8  °F in July. The weather extremes has been observed to be persistent for 14 nights in winter below 0  °F, 40 days beyond 90  °F, and above 100  °F for 5 days (Weather forecast, 2012). The greatest temperature difference between New York and Lincoln is 3.25  °C while it is 13.25  °C between Lincoln and Las Vegas (Weather forecast, 2012). Latitude is a determinant of climate of an area in a way that the areas closer to equator have warm climate while those located far from it have cold climate. All of the given stations are located to the North of equator, Las Vegas being nearest of all experiences more temperature than other two. Alti tude is also a determinant of climate. The higher the altitude of a region, the colder is the climate and vice versa. Among the chosen stations, New York city has the least altitude while Las Vegas the highest. However, the weather forecast result show that the variation in temperature is not solely due to one factor. The closer an area located to a vast body of water, the more temperate will be the climate. Among the given three stations, New York City’s weather is more warm and humid due to its near proximity to Atlantic Ocean. While Lincoln experience dry summer as there is no close proximity to water body. Las Vegas being a desert experience dry and hot summers. On choosing the weather in any other season the temperature will show a different pattern. In winters, Lincoln is expected to be the coldest of all three. Part C. Local Geography Answer 1 The city chosen is Lincoln which is second most populous city of Nebraska State in United States of America. Lincoln is also th e capital of Lancaster country. Geographically studied, the city is located at 40 °48?35?N 96 °40?31?W (Lincoln, NE Population and Races, 2010). The statistics of United States Census Bureau tells that total area which is covered by Lincoln city is 75.4 square miles (195 km2) where 0.7 square miles is water and remaining 74.6 square miles is of land (Lincoln, NE Population and Races, 2010). The area code of Lincoln, NE is 402 which cover most geographic area of the city. According to 2010 statistics, the city’s total population is 258,379 which is increased by 14.54% that was in 2000. The population density of Lincoln, NE is approximately 2,859.42 (people per square mile) and the growth rate of population is 14.54%which is higher than the Nebraska State’s average rate of approximately 6.72% (United States Census Bureau, 2010). The most dominant race is white representing 72.1% of the city’s total population. The Hispanic Population consists most of Mexican 7 4.61% of total Hispanic population. Other Hispanic groups include Cuban Puerto Rican, Central American and South American (Lincoln, NE Population and Races, 2010). Answer 2 In business pages section, I found approximately 52 business that has included â€Å"

Financial Accounting Theory Essay Example for Free

Financial Accounting Theory Essay The article â€Å"GM to Take Charge of $20. 8-Billion† here reproduced from The Globe and Mail (February 2, 1993) describes the potential impact of SFAS 106, â€Å"Accounting for Postretirement Benefits Other Than Pensions,† on General Motors and Ford. For example, it appears that General Motors will be required to record a liability of $20. 8 billion, reducing its shareholders’ equity from $27. 8 billion to $7 billion, about a 75% reduction. Describe and explain how you would expect the efficient securities market to react to this information. SFAS 106, Accounting for Postretirement Benefits Other Than Pensions: â€Å"This Statement establishes accounting standards for employers accounting for postretirement benefits other than pensions. It will significantly change the prevalent current practice of accounting for postretirement benefits on a pay-as-you-go (cash) basis by requiring accrual, during the years that the employee renders the necessary service, of the expected cost of providing those benefits to an employee and the employees beneficiaries and covered dependents. In exchange for the current services provided by the employee, the employer promises to provide, in addition to current wages and other benefits, health and other welfare benefits after the employee retires. It follows from that view that postretirement benefits are not gratuities but are part of an employees compensation for services rendered. This Statement relies on a basic premise of generally accepted accounting principles that accrual accounting provides more relevant and useful information than does cash basis accounting. Accrual accounting goes beyond cash transactions and attempts to recognize the financial effects of noncash transactions and events as they occur. Recognition and measurement of the accrued obligation to provide postretirement benefits will provide users of financial statements with the opportunity to assess the financial consequences of employers compensation decisions. In applying accrual accounting to postretirement benefits, this Statement adopts three fundamental aspects of pension accounting: delayed recognition of certain events, reporting net cost, and offsetting liabilities and related assets. (FASB, 2012) I would expect the efficient securities market to find this practice acceptable. â€Å"Accrual-based accounting is more effective than cash-based accounting. A few arguments to support this theory are: certain cash receipts and disbursements are â€Å"lumpy,† within operating cash flows receipts and payments can be lumpy, accrual-based accounting is a better predictor of a company’s long-term financial performance. Also all formal statements need to be set up using accrual-based accounting, and publicly traded companies need to use accrual-based accounting to conform to GAAP standards (Keener, 2012). 2. Chapter 4: Problem 12 (Imax) a. To what extent can revenue growth substitute for net income as a predictor of future earning power? Explain. Use efficient securities market concepts in your answer, and consider the requirement under GAAP for immediate writeoff of research and startup costs. â€Å"Both revenue growth and net income are useful in determining the financial strength of a company, but they are not interchangeable. Net income describes how efficient a company is with its spending and operating costs and how effect ively it has been controlling total costs. Revenue, on the other hand, only indicates how effective a company is at generating sales and does not take into consideration operating efficiencies which could have a dramatic impact on net income (Investopedia, 2012). † â€Å"Start-up costs are defined as â€Å"those unusual one-time costs incurred in putting a new plant into operation, opening a new sales outlet, initiating a new process in an existing plant, or otherwise commencing some new operation (FASB, 2012). † †Costs of start-up activities, including organization costs, should be expensed as incurred (FASB, 2012). â€Å"Definition of Revenue Recognition An accounting principle under generally accepted accounting principles (GAAP) that determines the specific conditions under which income becomes realized as revenue. Generally, revenue is recognized only when a specific critical event has occurred and the amount of revenue is measurable. Revenue Recognition explained For most businesses, income is recog nized as revenue whenever the company delivers or performs its product or service and receives payment for it. However, there are several situations in which exceptions may apply. For example, if a companys business has a very high rate of product returns, revenue should only be recognized after the return period expires. Companies can sometimes play around with revenue recognition to make their financial figures look better. For example, if XYZ Corp. wants to hide the fact that it is having a bad year in sales, it may choose to recognize income that has not yet been collected as revenue in order to boost its sales revenue for the year (Investopedia, 2012). † b. Use the concept of relevance to defend the revenue recognition policies outlined above. Relevant financial statements give information to investors about the firm’s future economic prospects (Scott, 2009). † c. Use the concept of reliability to criticize the revenue recognition policies outlined above. â€Å"To be reliable, information must have representational faithfulness and it must be verifiable and neutral (Scott, 2009). † d. To the extent that investors are aware of the possible use of revenue recognition policies that overstate revenues (even though, for a specific firm, they may not know the extent to which that firm is using such policies), what is the effect on the operation of the capital market? Explain. â€Å"Investors have prior beliefs about a firm’s future performance. These prior beliefs will be based on all available information. If net income is high, or higher than expected, this may be good news. If so, investors would revise upward their beliefs about future performance. Other investors, who perhaps had overly high expectations for what current net income should be, might interpret the same net income number as bad news. Investors who have revised their beliefs about future performance upward will be inclined to buy the firm’s shares at their current market price, and vice versa for those who have revised their beliefs downward. We would expect to observe the volume of shares traded to increase when the firm reports its net income. Furthermore, this volume should be greater the greater are the differences in investors’ prior beliefs and in their interpretations of the current financial information (Scott, 2009). †

The Dangers of Concussions in US Sports Essay Example for Free

The Dangers of Concussions in US Sports Essay Concussions in Sports Given the potential for life threatening brain injuries or career ending head shots, concussions have become a growing problem in sports around the world. A phrase all too common in sports today is, he got his bell rung. This is, of course, referring to a big hit or gruesome body check sustained in a football or hockey game. Currently, there is a lack of suitable evidence to support the recommendations for the management of traumatic cerebralor brain injuries. Recognizing and managing the effects of concussions is especially important to those involved in the health care of athletes (Sports Related Concussions). Head injuries are inherent risks that can occur in any sport, not just football and hockey. The question is, how can we prevent these grim and life threatening injuries from happening? I believe neurocognitive research and on the field testing are among the most vital ways to manage concussions as well as benefit the health care of athletes. Background: In the United States, you have a 19% chance of suffering a concussion while playing a contact sport; moreover, over 300,000 sports related concussions occur annually. Among college football players, 34% have reported at least one serious head injury during their career; additionally, 20% of these injured athletes have sustained multiple head traumas. Concussions often cause significant and sustained neuropsychological impairments in information-processing speed, problem solving, planning, and memory, and these impairments are worse with multiple concussions (Sports Related Concussions). Definition: The brain is made of soft tissue cushioned by spinal fluid, and is encased in the hard, protective skull. When a person gets a head injury, the brain moves around inside the skull and bangs against it. This can lead to bruising of the brain, tearing of blood vessels, and injury to the nerves (Quinn). A concussion of the brain results in transient loss of consciousness or memory in many cases (Dictionary.com). NeurocognitiveTesting: Concussions and brain injuries are among the most difficult to identify. Very few athletes actually lose consciousness, which is one of the most common symptoms. Many athletes are simply fervent to return to the field, which could cause even more harm. Returning to play too soon after a brain injury or concussion, may lead to serious life-threatening complications. A computerized neurocognitive test, combined with a thorough medical exam, may better assist a trained physician with the return-to-play decision (Computerized). One particular evaluation tool, the ImPACT test, has become renowned among all professional sports teams. Developed by Dr. Joseph Maroon, a Pittsburgh Steeler neurosurgeon, the ImPACT test utilizes a twenty minute quiz involving words, pictures, and colors. Medical doctors analyze the results and compare them to a baseline test taken in the beginning of the athletes season (Yahoo Sports). With the increase of attention to sports related head injuries, doctors are seeing more and more tests and products that claim to identify or prevent head injuries. According to Dr. Lovell, mouthpieces, ear pieces, and helmets are great for research purposes, but they cant tell if someone has been injured or if they should be playing (Yahoo Sports). On-Field or Sideline Evaluation: When an athlete is suspected of having a concussion, one of the best ways to detect a serious head injuryis through the evaluation of symptoms, neurocognitive functioning, and balance immediately after the injury occurs. The National Athletic Trainers Association suggests a checklist such as, the Graded Symptom Checklist, should be used when evaluatinga head injury. By checking off symptoms and watching the athlete over a period of 72 hours, you can greatly reduce any chance of reoccurrence. Another suggested method of evaluation is the Standardized Assessment of Concussion Exam; this test utilizes four graded sections, which include: orientation, immediate memory, concentration, and delayed recall. This 30 point test can be completed in about five minutes and is easily given right on the side line during a game. Another test, the Balance Error Scoring System, can easily be performed by a trainer of coach. The athlete stands in three different positions and is timed for 20 seconds each; ultimately, the less coordination the player shows, the higher the risk of a concussion is evident (kch.illinois.edu). How do Concussions occur? Concussions can happen in any sport, at any time. They can occur during drills in practice, as well as in games. In fact, injuries during practice can be just as serious as those that happen during a game. Although more prevalent in contact sports, they may result from a fall, or when a moving object strikes a persons head. A blow that twists the head is more likely to result in loss of consciousness (Familydoctor.org). Mechanism of Injury: Studies show the most common mechanism of a concussion is when an athlete is moving at a high rate of speed and collides with another object (Quinn). Immediately, the brain shifts inside the skull and strikes the bony surfaces. A direct impact to an athletes head causes shock waves to pass through the skull to the brain. This violent impact creates acceleration which may lead to shear, tensile and compression forces. On average, three to five percent of all sport and recreational injuries are head injuries (Quinn), Signs and Symptoms: The signs of a concussion do not always immediately appear. Headache, amnesia, and confusion, dizziness, slurred speech, and fatigue are the most common symptoms of concussions. In addition, the duration of time that symptoms are present is often indefinable, and depends on the extent of the injury (Mayoclinic.com). Even a minor blow to the head can result in a concussion; if left untreated, it can result in a life-threatening complication (Internationalbrain.org). Sidney Crosby, a National Hockey League super star for the Pittsburgh Penguins, is currently not playing this post season after a concussion he sustained on New Years Day. Unfortunately, he was cleared to play the very next game, and suffered another blow to the head. Sidney was symptom free after the first hit, and apparently, he did not show signs of concussions until the second hit. Had Crosby been given a better on-ice evaluation, he would not have been cleared to play, and could have evaded the second concussion all together. Additionally, the problem is just as prevalent in the National Football League. At the University of North Carolinas Center for the Study of Retired Athletes, studies of brain injuries were performed on more than 2,500 former N.F.L. players. These studies found that cognitive impairment, Alzheimers-like symptoms and depression rose proportionately with the number of concussions the former athletes had sustained (Quinn). N.F.L. player, Andre Waters committed suicide in November 2004, and an explanation for his death has remainedunknown for years. He left a suicide note stating he would like to leave his brain for science to further study the effects of concussions. A Pittsburgh neuropathologist, Dr. Bennet Omaluh, was given permission to perform such tests. The doctor concluded that Mr. Waters had sustained brain damage from playing football, and said this led to his depression and death. The doctor determined that Mr. Waterss brain tissue had degenerated into that of an 85 year-old man with similar characteristics as those of early stage Alzheimers victims. Dr. Omalu said he believed that the damage was caused by successive concussions (neurosurgery.pitt.edu). I believe there needs to be congressional help in combating this difficult issue of athletic concussions. Wearing a good quality helmet, a mouthpiece, and strengthening the neck muscles can help prevent concussions; however, much responsibility lies on the doctors, coaches, and surrounding medical staff. Also, although athletes may be eager to return to play, they need to be honest with the examiner, telling him or her exactly how they feel (EHow.com). On the field baseline neurocognitive test may be our best hope for the time being, that is, until more research on concussions and the equipment players use can be conducted.

Changing Issues in Human Resource Management (HRM)

Changing Issues in Human Resource Management (HRM) Human Resource Management (HRM) is a process of bringing people and organizations together so that the goals of each are met. It is that part of the management process which is concerned with the management of human resources in an organization. It tries to secure the best from people by winning their wholehearted cooperation. In short, it may be defined as the art of procuring, developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner. Todays organizations are facing challenges upon following levels: Environmental Challenges Organizational Challenges Individual Challenges Environmental Challenges Most organizations face external contexts that are complex, dynamic and increasingly global. This makes the context increasingly difficult to interpret. To cope with often incomplete and ambiguous contextual data, and to increase their understanding of the general external context, organizations engage in a process called external environmental analysis. All managers, including HR managers, need to be aware of the importance of scanning the external context in a systematic way. A number of models exist that can help managers in analysing the external environment. Such models provide a framework to identify external opportunities and threats. Opportunities arise when an organization can take advantage of conditions in its external environment to formulate and implement strategies that enable it to improve performance. Threats arise when conditions in the external environment endanger the integrity of the organizations activities. As shown in Exhibit 1 an organizations external environment has two major parts: Macroenvironment Industry The macro environment is composed of social, economic, political and technological elements in the broader society that can influence an industry and the organizations within it. The industry environment is the set of factors that directly influences an organization and its actions and responses. Managers have to analyse competitive forces in an industrys environment in order to identify the opportunities and threats confronting an organization. Environmental challenges refer to forces external to the firm that are largely beyond managements control but influence organizational performance. The important environmental challenges today are: Globalization, Economy Work force diversity, Technology Evolving work and family roles, Skill shortages and the rise of the service sector Each of these are discussed in the subsequent section Globalization Globalization is not a recent phenomenon. Some analysts have argued that the world economy was just a globalized 100 years ago as it is today. Yet the term is used since the 1980s, reflecting technological advances that have made it easier and quicker to complete international transactions, both trade and financial flows. The most striking aspect of this has been the integration of financial markets made possible by modern electronic communication. integration of business activities across geographical and organizational boundaries. The capacity to treat the world as one market whileà ¢Ã¢â€š ¬Ã‚ ¦dealing with many culturally diverse merchants. the process by which markets expands to include competitors for customers and productive inputs without regard to national boundaries. doing business with a worldwide focusà ¢Ã¢â€š ¬Ã‚ ¦ rather than doing business in an international market with the focus from a home-country viewpoint. Many companies are already being compelled to think globally, something that doesnt come easily to firms long accustomed to doing business in a large and expanding domestic market with minimal foreign competition. Weak response to international competition may be resulting in upwards layoffs in every year. Human resources can play a critical role in a businesss ability to compete head-to-head with foreign producers. The implications of a global economy on human resource management are many. Globalization has increased the importance of HRM in organization. It has led to the development of many new areas of HR activity such as; the transfer of work to different geographical locations, either to outsourced providers or on a global in-sourcing basis; the e-enablement of many HR process; greater sophistication in the HR information technology, new structures for international HR functions; greater competition for talented staff at all levels of organization. In particular, there has been a very strong marketing, corporate communication and IT influence on the HR function. The HR function is realigning itself in response to this process of cross-function globalization (building new alliances with these functions) creating new activity streams and new roles and skills required of the HR function (Sparrow, Brewster and Harris, 2004). Economy Several changes in the economy have important implications for human resource management, these include the changing structure of the economy, the development of e-business, and more growth in professional and service occupations. Growth in these occupations means that skill demands for jobs have changed, with knowledge becoming more valuable. Not only have skill demands changed, but remaining competitive in a global economy requires demanding work hours and changes in traditional employment patterns. The creation of new jobs, aging employees leaving the workforce, slow population growth, and a lack of employees who have the skills needed to perform the jobs in greatest demand means that demand for employees will exceed supply. This has created a war for talent that has increased the attention companies pay to attracting and retaining human resources. Technology The world has never before seen such rapid technological changes as are presently occurring in the computer and telecommunications industries. One estimate is that technological change is occurring so rapidly that individuals may have to change their entire skills three or four times in their career. The advances being made, affect every area of a business including human resource management. Workforce Diversity According to Thomas (1992), dimensions of workforce diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience. Many companies are now realizing the advantages of a diverse workplace. As more and more companies are going global in their market expansions either physically or virtually (for example, E-commerce-related companies), there is a necessity to employ diverse talents to understand the various niches of the market. For example, when China was opening up its markets and exporting their products globally in the late 1980s, the Chinese companies (such as Chinas electronic giants such as Haier) were seeking the marketing expertise of Singaporeans. This is because Singapores marketing talents were able to understand the local China markets relatively well (almost 75% of Singaporeans are of Chinese descent) and as well as being attuned to the markets in the West due to Singapores open economic policies and English language abilities. (Toh, R, 1993) With this trend in place, a HR Manager must be able to organize the pool of diverse talents strategically for the organization. He/She must consider how a diverse workforce can enable the company to attain new markets and other organizational goals in order to harness the full potential of workplace diversity. Evolving Work and Family Roles The proportion of dual-career families, in which both wife and husband (or both members of a couple) work, is increasing every year. Unfortunately, women face the double burden of working at home and on the job, devoting 42 hours per week on average to the office and an additional 30 hours at home to children. This compares to 43 hours spent working in the office and only 12 hours at home for men. More and more companies are introducing family-friendly programs that give them a competitive advantage in the labor market. These programs are HR policies that companies use to hire and retain the best-qualified employees, male or female, and they are very likely to payoff. For instance, among the well known organizations / firms, half of all recruits are women, but only 5% of senior management are women. Major talent is being wasted as many women drop out after lengthy training because they have decided that the demanding 10- to 12-year management track requires a total sacrifice of famil y life. These firms have started to change their policies and are already seeing gains as a result. Different companies have recently begun offering child-care services as well to facilitate women workers as well as are introducing alternative scheduling to allow employees some flexibility in their work hours. Skill Shortages and the Rise of the Service Sector Expansion of service-sector employment is linked to a number of factors, including changes in consumer tastes and preferences, legal and regulatory changes, advances in science and technology that have eliminated many manufacturing jobs, and changes in the way businesses are organized and managed. Service, technical, and managerial positions that require college degrees will make up half of all manufacturing and service jobs. Unfortunately, most available workers will be too unskilled to fill those jobs. Even now, many companies complain that the supply of skilled labor is dwindling and that they must provide their employees with basic training to make up for the shortcomings of the public education system. To rectify these shortcomings, companies currently spend large amount year on a wide variety of training programs. ii. Organizational Challenges Organizational challenges refer to concerns that are internal to the firm. However, they are often a byproduct of environmental forces because no firm operates in a vacuum. Still, managers can usually exert much more control over organizational challenges than over environmental challenges. Effective managers spot organizational issues and deal with them before they become major problems. Only managers who are well informed about important HR issues and organizational challenges can do this. These challenges include the need for a competitive position and flexibility, the problems of downsizing and organizational restructuring, the use of self-managed work teams, the need to create a strong organizational culture, the role of technology, and the rise of outsourcing. An organization will outperform its competitors if it effectively utilizes its work forces unique combination of skills and abilities to exploit environmental opportunities and neutralize threats. HR policies can influence an organizations competitive position by a) Controlling costs, b) Improving quality, c) Creating distinctive capabilities and d) Restructuring a) Controlling costs One way for a firm to gain a competitive advantage is to maintain low costs and a strong cash flow. A compensation system that uses innovative reward strategies to control labor costs can help the organization grow. A well-designed compensation system rewards employees for behaviors that benefit the company. Other factors besides compensation policies can enhance a firms competitiveness by keeping labor costs under control. These include: better employee selection so that workers are more likely to stay with the company and to perform better while they are there, training employees to make them more efficient and productive; attaining harmonious labor relations; effectively managing health and safety issues in the workplace and structuring work to reduce the time and resources needed to design, produce, and deliver products or services b) Improving quality. The second way to gain a competitive advantage is to engage in continuous quality improvement. Many companies are implementing total quality management (TQM) initiatives, which are programs designed to improve the quality of all the processes that lead to a final product or service. In a TQM program, every aspect of the organization is oriented toward providing a quality product or service. c) Creating Distinctive Capabilities The third way to gain a competitive advantage is to utilize people with distinctive capabilities to create unsurpassed competence in a particular area (for example, 3Ms competence in adhesives, and Xeroxs dominance of the photocopier market). d) Restructuring A number of firms are changing the way the functions are performed. The past two decades have witnessed a dramatic transformation in how firms are structured. Tall organizations that had many management levels are becoming flatter as companies reduce the number of people between the chief executive officer (CEO) and the lowest-ranking production employee in an effort to become more competitive. This transformation has had enormous implications for the effective utilization of human resources. Since the late 1980s, many companies have instituted massive layoffs of middle managers, whose traditional role of planning, organizing, implementing, and controlling has come to be equated with the kind of cumbersome bureaucracy that prevents businesses from responding to market forces. It is estimated that two thirds of the jobs eliminated in the 1990s were supervisory/middle management jobs. New relationships among firms are also fostering hybrid organizational structures and the blending of firms with diverse histories and labor forces. Mergers and acquisitions, in which formerly independent organizations come together as a single entity, represent two important sources of restructuring. A newer and rapidly growing form of inter organizational bonding comes in the form of joint ventures, alliances, and collaborations among firms that remain independent, yet work together on specific products to spread costs and risks. To be successful, organizational restructuring requires effective management of human resources. For instance, flattening the organization requires careful examination of staffing demands, workflows, communication channels, training needs, and so on. Likewise, mergers and other forms of inter organizational relations require the successful blending of dissimilar organizational structures, management practices, technical expertise, and so forth iii. Individual Challenges Human resource issues at the individual level address the decisions most pertinent to specific employees. These individual challenges almost always reflect what is happening in the larger organization. For instance, technology affects individual productivity; it also has ethical ramifications in terms of how information is used to make HR decisions (for example, use of credit or medical history data to decide whom to hire). How the company treats its individual employees is also likely to affect the organizational challenges we discussed earlier. For example, if many key employees leave the firm to join competitors, the organizations competitive position is likely to be affected. In other words, there is a two-way relationship between organizational and individual challenges. This is unlike the relationship between environmental and organizational challenges, in which the relationship goes only one way few organizations can have much impact on the environment. The most important indi vidual challenges today involve, productivity, empowerment, brain drain, job security and matching people and organizations. Productivity Productivity is a measure of how much value individual employees add to the goods or services that the organization produces. The greater the output per individual, the higher the organizations productivity. Two important factors that affect individual productivity are ability and motivation. Employee ability, competence in performing a job, can be improved through a hiring and placement process that selects the best individuals for the job. It can also be improved through training and career development programs designed to sharpen employees skills and prepare them for additional responsibilities. Motivation refers to a persons desire to do the best possible job or to exert the maximum effort to perform assigned tasks. Motivation energizes, directs, and sustains human behavior. A growing number of companies recognize that employees are more likely to choose a firm and stay there if they believe that it offers a high quality of work life (QWL). Empowerment In recent years many firms have reduced employee dependence on superiors and placed more emphasis on individual control over (and responsibility for) the work that needs to be done. This process has been labeled empowerment because it transfers direction from an external source (normally the immediate supervisor) to an internal source (the individuals own desire to do well). In essence, the process of empowerment entails providing workers with the skills and authority to make decisions that would traditionally be made by managers. The goal of empowerment is an organization consisting of enthusiastic, committed people who perform their work ably because they believe in it and enjoys doing it (internal control). This situation is in stark contrast to an organization that gets people to work as an act of compliance to avoid punishment (for example, being fired) or to qualify for a paycheck (external control). Work Time Flextime the practice of permitting employees to choose, with certain limitations, their own working hours. Compressed Workweek-any arrangement of work hours that permits employees to fulfill their work obligation in fewer days than the typical five-day workweek. This approach adds many highly qualified individuals to the labor market by permitting both employment and family needs to be addressed. Workplace flexibility is expected to be on the rise as the future workplace, the virtual office is characterized by creative and flexible work arrangements. As more employees work off-site-up to two thirds of an organization in the 21st century there will be an increase in emphasis on performance and results as opposed to the number of hours worked. In addition, off-site employees can expect to attend fewer meetings. Specified work will become much more collaborative and management will spend nearly all its time managing cross-functional work teams who enjoy a lot of autonomy Quality of Work Life (QWL) High quality of work life is related to job satisfaction, which in turn is a strong predictor of absenteeism and turnover. A firms investments in improving the quality of work life also payoff in the form of better customer service. High employment rate, low inflation and Steady economic growth provide opportunity and rising living standards. Technological advance has enabled the worlds population to grow with improved living standards for most. Brain Drain With organizational success more and more dependent on knowledge held by specific employees, companies are becoming more susceptible to brain drain-the loss of intellectual property that results when competitors lure away key employees. High-Tec firms are particularly vulnerable to this problem. Such important industries as semiconductors and electronics suffer from high employee turnover as key employees, inspired by the potential for huge profits, leave established firms to start their own businesses. This brain drain can negatively affect innovation and cause major delays in the introduction of new products. To make matters worse, departing employees, particularly those in upper management, can wreak considerable havoc by taking other talent with them when they leave. To combat the problem of defection to competitors, some firms are crafting elaborate ant defection devices. For example, Compaq computer has introduced a policy that revokes bonuses and other benefits to key executiv es if they take other employees with them when they quit. Micron Technology staggers key employees bonuses; they lose un-awarded portions when they leave. Matching People and Organizations HR strategies contribute to firm performance most when the firm uses these strategies to attract and retain the type of employee who best fits the firms culture and overall business objectives. For example, one study showed that the competencies and personality characteristics of top executives could hamper or improve firm performance, depending on what the firms business strategies are. Fast-growth firms perform better with managers who have a strong marketing and sales background, who are willing to take risks, and who have a high tolerance for ambiguity. However, these managerial traits actually reduce the performance of mature firms that have an established product and are more interested in maintaining (rather than expanding) their market share. Other research has shown that small high-tech firms benefit by hiring employees who are willing to work in an atmosphere of high uncertainty, low pay, and rapid change in exchange for greater intrinsic satisfaction and the financial oppo rtunities associated with a risky but potentially very lucrative product launch CHALLENGES FOR HUMAN RESOURCE MANAGERS Issues facing HR are expected to change dramatically in the next decades. HR programs and the HR function have increased pressure to relate to the business strategy and show a return on investment. Customer focus needs to be included in all HRM practices. New technology combined with economic uncertainty will mean that administrative and transactional HR activities will be delivered via technology creating less need for HR professionals to provide these activities. Thus, HR professionals must play special roles in dealing with these changes and must develop specific competencies to support these roles. Employee Engagement Products and process alone cant help organizations to sustain loyal customers. They also need highly-motivated, dedicated and involved employees who are very passionate about their work and their organization; in short, they need engaged employees. But, nurturing engaged employees requires a lot of effort and skill on the part of HR managers and calls for a different HR philosophy in the organization. We need employee engagement to serve as a core competency of an organization that would provide sustainable competitive advantage. We know employee engagement towards their work, throw few test symptoms, i.e., feeling of creating value, having a direction to follow, an air of trust, creating engaged employees through top management endorsement, a work environment to cherish, innovative leadership and clear growth trajectories, one step up from commitment. Employee engagement is the new buzzword. A successful business is directly linked to the commitment of its employees. Employee engagement ensures the successful execution of any business strategy. Talent Management One of HRs most challenging jobs now involves managing talent. Much has changed in recent years to make this an increasingly critical area for HR. Among the issues that have made the talent management job more difficult are: frequent restructuring, a growing reliance on outside hiring, flatter organizations with fewer growth options, a tighter job market (at least in the long term), the aging workforce and the decline of clear career paths, as we mentioned above that it create a big challenge before the HR. In order to retain its most valuable stakeholders, an organization must find innovative ways to continually recruit its own employees. Retaining top quality talent is an enormous challenge facing corporations today and it is duty of HR to cope with it. In order to build effective retention and deployment strategies, companies must maintain visibility into and communication with their employees. An organizations capacity to hire, develop and retain talent is the most crucial business process as there is a definite correlation between intangible assets and market capitalization, according to the protagonists of talent management. It is due to these intrinsic intangible values that some companies are perceived as more valuable than others. Managing Virtual Human Resources Change in technology results in a change in the structure, design and environment of an organization Organizations today operate in a workspace, which is much more broadly defined, than it was earlier. Connectivity within and outside the organizations, creates a world of virtual organizations. A virtual company is usually a highly networked organization that extensively contracts out activities that were once performed in-house, allowing both speed and flexibility. The key to success in a virtual corporation is connectivity, i.e., the ability to network with a large number of independent companies. In essence, there will be a movement, a trend towards a decentralized model of HR. HR managers will have to accommodate employees in their virtual work locations and find ways to manage corporate culture, socialization and employee orientation. In order to obtain and maintain a competent workforce, they must act as organizational performance experts and shape employees behavior without face to face meetings. HR Issues and Cross Cultural Management Another expected change in HR is the Global Business concept world trade knew a major growth during the last years and there is forecasted as well the growth of international businesses, especially among small firms. Organization rely more and more organization HR specialists as the facilitators of work across borders and among different cultures. Therefore, they must be knowledgeable of other cultures, languages and business practices. They will be required to develop and manage an international workforce, maintain written and unwritten corporate polices for transportability to other cultures, keep top management informed of the costs of not paying attention to the transnational issues and provide their services to a variety of locations world wide. Organization must take into account cultural differences that shape managerial attitudes, when developing multinational management programs. For e.g., British managers value individual achievement and autonomy, whereas French managers appreciate competent supervision, fringe benefits, security and comfortable conditions, while Indian managers gives more importance of their culture and tradition. HR managers must therefore be familiar with and understand other cultural norms to promote organization diversity. An organization that recognizes and promotes cultural diversity will benefit because it will be employing the market that it serves. With increasing globalization and competition within the market, a diverse workforce is conducive to attracting and retaining a strong client base. While competing in an international market, employees from diverse national backgrounds provide language skills and understanding of other cultures. HR professionals will also be responsible for providing cultural sensitivity training for the organizations employees and for managers throughout the entire organization. (Czebter, Anamaria, 2002) Managing Issues of Work Life Balance in Organisations The challenge of work/life balance is rising to the top of many employers and employees consciousness. In a society filled with conflicting responsibilities and commitments, work/life balance has become a predominant issue in the workplace. Research by Parasuraman and Greenhaus (2002) documented that segments of the workforce may be subject to unique work/family pressures, yet often have few sources of support. The under-representation of these groups of individuals with potentially difficult types of work/family pressures represents a major gap in work/family research and employers understanding of their needs. Typically, studies have focused on employed men and women who are married or living with a partner or those with children. Omitted from research are single-earner mothers and fathers, single and childless employees with extensive responsibility for eldercare, blended families with children from both partners prior marriages, families with shared custody of children, and grand parents raising their grandchildren. In their highly acclaimed book, Work and FamilyAllies or Enemies, Friedman and Greenhaus (2000), two leaders in work/life balance, help us understand choices we make as employers and individuals regarding work and family. To handle work/life balance, Friedman and Greenhaus emphasize that working adults learn to build networks of support at home, at work, and in the community. Conflict between work and family has real consequences and significantly affects quality of family life and career attainment of both men and women. With the growing diversity of family structures represented in the workforce in the new millennium, it is important that human resource professionals better understand the interface of work and family relationships and the resulting impact in the workplace. Human Resource professionals seeking innovative ways to augment their organizations competitive advantage in the marketplace may find that work/life balance challenges offer a win-win solution.

The Minimum Wage Should Be Increased :: Argumentative Essay, Minimum Wage Essays

Since its inception, the minimum wage has been a hotbed for debate. If today’s leaders could manage to increase minimum wage, millions of families would benefit. A person working at minimum wage will only make about $10,700 a year. When rent, groceries, bills and gas are all added up, it appears to be a nearly impossible task to keep a family afloat. But working 40 hours a week at $5.15 an hour, one makes less than $206 a week after taxes. Making $206/week, one brings home about $824/month. Adding 17 gallons of gas at $2.20 a gallon in a car; the cost ends up to be about $38 a week, $152/month. The gas and electricity bill about $120, $50 for cable, $147 for property taxes, $45 for the telephone bill, $25 for water, and $42 for house insurance. All this totals about $580 (Abrams, H). Making it difficult to afford cable, and make the smallest payment possible on all the bills causing one to slip into debt. This is reality for many of the people in the United States. At the current minimum wage level, a full time, year round minimum wage worker in 2005 will earn $5,378 less than the $16,090 needed to lift a family of three out of poverty (Min imum). Today the federal minimum wage is $5.15, but should be about $8.50 if Congress had adjusted it for inflation over the past 35 years. While $5.15 may not seen that bad, when factoring in such variables as sky rocketing gas prices, budgets can get pretty tight. David Shepard, a sophomore at Wayne State University, worked at a Meijer Retail and Grocery Superstore for over two years while in high school. At the time Shepard lived with his parents and didn’t have to worry about paying rent or buying groceries, all that he had to pay for was filling up his gas tank and paying for his car insurance. Shepard recalled, â€Å"It was all I could do to pay for the basics like gas and bill’s, I barely had any money to have fun on the weekends†. This is only an example of a high school student that can nearly slip by on minimum wage with only a few expenses. There are 1.8 million people in America with children under the age of 18 that would benefit from an increase in m inimum wage (Minimum).

Hormone Research :: essays research papers fc

Hormone Research   Ã‚  Ã‚  Ã‚  Ã‚  Hormone research has been greatly influenced by cultural assumptions about the dimorphism of gender. Much of the scientific data produced and taken as ‘knowledge’ reaffirms social ideologies already thought to be true and uses this data to essentially prove these ideas. In the case of hormone research, ideas about the innate differences between males and females were imposed upon the scientific methodologies and the conclusions made. The misconception of estrogen and testosterone projected cultural ideas about femininity and masculinity, and implied difference. The fact that these hormones are secreted from ‘sexual organs’ gave scientific license to claim them as sexual hormones: the explanatory factor of the male female difference. This essay will discuss how the study of hormones reaffirmed culturally constructed notions of the innate difference between male and female and the idea that this fact is biologically determined.   Ã‚  Ã‚  Ã‚  Ã‚  The early 1900s was a time of social and political upheaval regarding developing thought on feminism and equal rights, the hormone studies and ideas of â€Å"sex antagonism† by the physiologist Eugen Steinach greatly show how this science was influenced by cultural notions (Fausto-Sterling, 159). As asserted by Anne Fausto-Sterling, Steinach’s â€Å"entire life’s work was premised on the unexamined idea that there must be a sharp ‘natural’ distinction between maleness and femaleness† (Fausto-Sterling, 158). Instead of observing these hormones without bias and looking to understand how they function, Steinach sets out to prove a difference. The language which he uses to define the characteristics of these hormones reflects the thought process of the times. Describing the interaction of hormones in â€Å"militaristic terms† he relates on the â€Å"battles of the antagonistic actions of sex hormones† and marks th eir â€Å"sharp antagonism† (Fausto-Sterling, 159). The language used to describe this study outlines his agenda as he uses loaded terms like antagonism instead of the more appropriate term, inhibition. This study dealing with the transplantation of ovaries and testes in guinea pigs uses the study of the abnormal or the object of study out of its natural context to understand it. The evidence and the conclusions made by Steinach illuminate his ideas as his data as his data can have many interpretations. This study, though valid in some ways to the understanding and effects of ovaries and testes essentially projects the â€Å"political story of human sex antagonism that paralleled contemporary social struggles† (Fausto-Sterling, 162). These studies and the terms used to define them create a degree of ‘fact’ which leads to further study along with living on in popular thought.

TBL approach

Three stages could be involved in this cycle of continuous improvement, which tend to build on each others over time. These are Compliance: Many enterprises will decide to adopt the TUB approach in order to simply comply with the buyers' expectations or local regulations, with aim of retaining their â€Å"license to operate† in the face of buyers' demands or government inspections.Efficiency: With time or sometimes in parallel with the pressures to comply enterprises will come under pressure to improve performance and they will use this pressure, handled through a TUB approach, as a driver for cost savings, productivity improvements and quality enhancements focusing on process efficiency and resource utilization. This option offers a mix of cost saving and productivity improvements.Differentiation: Later on the enterprises involved for sometime In the TUB process thought of using the TUB approach strategically, aiming at strengthening their competitive position by moving them from being â€Å"price takers† to being â€Å"price setters† Criteria for selection of industries: The enterprises are Seems (Small and Medium scale Enterprises) Significant direct or indirect exporter The existence of at least some management capacity and the availability of an information system Significant level of Interests shown by person within the enterprise with a track record of leadership or Innovation and the authority(CEO/ Chairman/Plant manager) to sustain an Initiative such as TUB In the face of competing pressures A clear potential for Improvement Likelihood of effect arising from changes at the selected enterprise Basic stages of any sustained TUB process: The basic stages of any sustained TUB process Includes Enrolment:Being prepared for to â€Å"sign up† for the program In the beginning Application: Being prepared to commit company's resources especially staff time to Investigating company's performance Implementation: Being prepared to Invest resources In Implementing options arising from the TUB process Maintenance: Being prepared to sustain over the long term, the Minimal gains made as a result of Implementing Improved options CONTINUOUS IMPROVEMENT By businesswoman Later on the enterprises involved for sometime in the TUB process thought of information system Significant level of interests shown by person within the enterprise with a track record of leadership or innovation and the authority(CEO/ Chairman/Plant manager) to sustain an initiative such as TUB in the face of competing pressures A clear potential for improvement The basic stages of any sustained TUB process includes Enrolment: Being prepared for to â€Å"sign up† for the program in the beginning Application: investigating company's performance Implementation: Being prepared to invest resources in implementing options arising from the TUB Being prepared to sustain over the long term, the initial gains made as a result of implementing improved options

Hul Asignment – Case Study1

1. Employee benefits and Long Term Settlement Although initially positive about the move, the ICU workers had begun to demand more money to compensate for the increased travel costs and the more expensive food at the TF. (case study p. 5) The issue was escalated to the corporate head offices who decided that ICU employees would be granted a cafeteria premium of Rs. 25 per day but not a conveyance allowance. (case study p. 7) The three units had different policies for: Tea breaks Lunch breaks Holiday lists Festival advances Pay structures Designations Working timelines: ICU – seven days in three shifts TF – six days in two shifts TIU – five days in a single shift The LTS also covers machine speeds, productivity, medical T&Cs, prayer times for religious groups. (case study p. 8) Factory unions present their charter of demands to the factory management. Factory management negotiate with the Central Industrial Relations Committee for an overall package that the committee would sanction as a pay out. Local management then negotiate with the unions and it is signed off once the majority of unions agree. (case study p. 8) Each day after 28th of February that the LTS is not agreed the employees lose out on whatever salary increment the agreement contained. (case study p. 8) Older workers are more concerned with pensions, newer workers want to increase take home pay. (case study p. 9) (case study p. 9) The current LTS is for the Tea Factory, the LTS for the TIU expires in 2010 and for the ICU in 2011. Any agreements in the TF LTS will set precedent for future settlements. Consequences There will be uncertainty and unrest amongst the employees until the issues are resolved. Need to improve employee engagement. Precedents will be set for future settlements. So considerations should be given to how working conditions can be best standardised. LTS negotiations have in the past become violent resulting in the breakdown of communication and adverse effects on the business. (case study p. 8) Employees are losing out on benefits while waiting for this to be sorted so it is in everyone's best interest to resolve it quickly. Solutions A good package will be an effective tool for recruitment and retention of colleagues and help to sustain staff motivation and engagement. According to Bratton and Gold (2007, p. 364) â€Å"the reward system is an important consideration when the organisation is trying to attract suitable employees, and once workers are members of the organisation, their task behaviour and levels of performance are influenced by the reward system. † A recent article by Manisha Chada of the people matters from India has noted the concept of rewards is gaining increasing popularity, particularly due to the diverse needs of an evolved workforce. Other factors that should also be considered are competitive salaries, comfortable lifestyle, job security, career enhancement options, and work-life balance Effective communication with employees plays a vital role during the restructuring period of any organisation as it helps to properly inform the employees about the changes. This helps to remove the uncertainty and allay fears amongst employees and therefore may overcome any resistance that may result thereof. Casio (2002:96) believes that â€Å"open and ongoing communication is critical to a successful restructuring effort†. Paton and James (2000:45) believe that â€Å"effective communication that is designed to inform, consult and promote action will help in overcoming both resistance and ignorance amongst employees†. Owning shares will provide employees with financial incentives that will make them more committed to the organisation and more motivated at work. If the company is more profitable, employees will gain financially through dividend payments and an increased share price. Many companies in India such as †¦ have employee contribution pension schemes so employees can choose if they want to put money into the pension or keep it in their take home pay – a certain amount of salary can be allocated and company would match up that to a set limit. This would give the older employees the option to put more money into their Relocation of workers – we feel that it is unfair that colleagues have been relocated and now have extra travel costs and travel time. The company could arrange a bus to pick up employees from certain agreed points and ferry them to the Tea Factory. This could improve colleague commitment as it would show that takes on board their feedback. I would suggest that the management team should put in place a core package for all employees that can be replicated for the ICU and TIU. Additional benefits could be added dependant on grade and performance. According to an article on Employee Satisfaction in the Journal of Industrial Management and Data Systems, this would contribute to colleague engagement and motivation. Policies on tea breaks, lunch breaks, festival advances, holiday policy and prayer times could be standardised for all colleagues. It would be wise to carry out a review of the grading structure of all three parts of the Tea Factory and to standardise grades and job titles and pay for colleagues performing similar roles throughout the organisation. Arguments How are we going to persuade the CEO and management to agree to an improved package. What about the younger people, will they realise the importance of a pension scheme? – Perhaps it would be a good idea for the company or unions to educate the employees about the pension scheme. It would also be a good idea to allow employees to amend the percentage that they contribute at certain times. The management have already declined to pay travel costs individually –could help to build relations between employees and gain confidence from the employees. 2. Issues between the management and the unions The challenge of managing the disparate workforce will fall to the Factor Manager, the Commercial Manager and the HR Manager. The HR manager, is female, 26 and this is her first assignment. (case study p. 2) There was no HR team in place when Suchita arrived at the factory. All previous managers had been male, native to the state and had four to five years of experience. One worker had said to her â€Å"you’re younger than even my daughter, and I don’t like the fact that I have to report to you. † Suchita has hired an experienced local man onto the HR team to ease relations with the workforce. (case study p. 6) The leader of the TF Union C is argumentative, and the union is more uncooperative than the others. The leader barged into Suchita’s office on her first day in the factory and threatened to strike if an issue was not resolved. case study p. 5) The ICU unions had not been part of a large multinational before and were wary of standardised processes. They also felt that they were not compensated on a par with other HUL unions and looked to the upcoming merger to gain a significant pay out for their people. When Suchita arrived, the TF and ICU had separate factory managers. Just after she started the ICU manager quit and t wo months later she learned that the TF manager would move to another role in Dec 2008. The abrupt change in managers increased the union’s unease. case study p. 6;7) Union leaders have highlighted the differences in working T;Cs amongst the different units. (case study p. 8) ICU employees became more resistant and reluctant to change as the move drew nearer. (case study p. 8) Management have adopted a tough stance on negotiations – see p. 8. As the older workers were replaced inter union rivalries resurfaced. (case study p. 9) Unions are becoming increasingly possessive of their members in order to preserve their group identity and importance. (case study p. 9) Consequences If the unions are not organised effectively there is a potential that they will strike. The issues with management structure such as the change in TF and ICU managers are leading to unrest and need to be resolved. The ICU unions possibly need help to integrate into the TF structure as they are becoming very wary about the changes and could cause unrest and protest amongst the employees. Union rivalry is increasing, could be bad for the business therefore it would be better to stabilise the structure as soon as possible. Change management. Integration. Solutions To reduce issues between management and unions: Employees should be allowed to take part right from the beginning of restructuring process. Employees are more likely to be supportive of any changes if they are allowed to genuinely take part in meetings and workshops where the envisaged changes are discussed at the outset Every attempt should be made by management to share all the necessary information with employees accurately and at appropriate times. This will create an atmosphere of trust and commitment amongst employees and will also enhance the integrity and credibility of management and their intentions; Employees must always see some benefits coming out of the change process and management must ensure that these gains are clearly understood by all the relevant employees. Reward structures that are clearly understood by employees as well as facilities such as the cafeteria must be reconsidered as important elements of the change processes A strategic human resource blueprint for retention, re-skilling and movement of employees to new roles and functions must be developed and be made known to all relevant parties. More coaching and training for the local managers including HR manager. Equality and diversity policy and provide training to the colleagues. According to an article by Kathy Gans it is important to gain a good understanding of how changes will impact the workforce. It would be a good idea to conduct surveys to gauge the feelings of employees and then analyse the results to put together a plan. Gans identifies that it is important to spend time with managers, supervisors and union leaders to establish their buy in to the process as they will play a significant role in influencing colleagues. Gans also identifies that communication is key to successful change management. It is important to communicate the reasons for the change to the workforce. In this case, we believe that the move of the TIU and the ICU will be beneficial for the company as a whole but will also bring benefits for the employees such as greater stability and job security. Regular, targeted communication will help develop employees’ understanding of the process. Changes do affect organisations and employees. Employees become insecure, confused about their jobs and therefore, less productive. According to Anderson and Anderson (2001:1) the success of 21st Century organisations will depend on how successful leaders are at leading and managing this change. They argue that most organisation leaders are found wanting when it comes to leading change successfully. Andersons Nine- Phase Change Process Model could be utilised. One to one communication with employees would also help them to voice their fears whilst allowing management to challenge any misconceptions. In 1993 Lloyds bank merged with TSB – this is a good example of communication to employees. At the start of the process they made a promise to their employees that they would be open and honest with them, whether the news was good or bad. This helped to build trust with employees at the start of the process and we would recommend it as a strategy. Union forum – structure a communication process between the unions and management. Suggest that the unions from the ICU and TF merge – these two have similar processes and are both factory based. The TIU work is completely different and the unions are national rather than local so it may be best for them to remain separate. 3. Company Cultures – unified culture and the cafeteria issue The integrated factory would be occupied by 250 workers reflecting three distinct cultures and seven different organised trade unions. (case study p. 1) Biswaranjan Sen (head of project) is concerned that there is a need for a â€Å"one factory† way of doing things that tapped the best of the three cultures. (case study p. ) â€Å"The underlying philosophy with which this company has been run for many decades is the belief that what is good for India is good for us,† maintained HUL’s CEO and Managing Director Nitin Paranjpe, adding , â€Å"the only way you can succeed is to remain relevant to the society in which you operate. Therefore, social and societal needs and contexts, as they changed in this country, have been at the forefront of what we’ve done. † (case study p. 2) The CEO’s main concerns were about plans to bridge the cultural gap. (case study p. 9 ) Suchita was not sure whether it would be better to integrate the TF and the ICU immediately or to wait. There were business benefits to integrating the units. The two business cycles are different, ice cream peaks just before summer while tea peaks in winter. The integrated units would provide an opportunity to train workers across different businesses and to break the physical separation of workplaces. (case study p. 9) Tea Factory (TF) The workforce at the Tea factory is aging (53+ years) and they have previously experienced challenging times. They were positive about the change of strategy to use the Tea Factory as a central hub. New initiatives were embraced and inter-union rivalry played out in the background. case study p. 3;4) The TF workers were put out by the changes made for the TIU workers, one Union leader complained â€Å"We work in 40 degree C on the shop floor in the summer; they sit in air conditioned offices. Our food, too, was made better only after the others came. What are we, their poor country cousins? † (case study p. 4) Between 2005 and 2008 many workers, including some of the union reps, retired. New colleagues came in who were not as affected by the issues of the past and the culture began to change. Union rivalry increased. (case study p. 5) There are three unions (case study p. ): Union A – one of the stronger factory unions, composed mainly of veterans with almost 20-25 years of experience. Union B – the factory’s oldest and at one time largest union – though now smaller than Union A after some of its most powerful and respected leaders had retired. Union C – the forceful and argumentative style of its leader was reflected in the general uncooperativeness of the union. The factory unions have on a number of occasions demanded to know why they do not receive the same privileges as the ICU. (case study p. 9) Tea Innovation Unit (TIU) Previously located in the Regional Corporate Office, the two unions agreed to move to the Tea Factory on the condition that their office space was maintained with similar standards for food and other benefits. (case study p. 4) New plush air-conditioned offices were installed with a separate entrance creating two separate units with distinct cultures. (case study p. 4) There are two unions that are structured and hierarchical like British unions. They are not local unions, they have a structure, maintain offices and function like an organisation. They are efficient and progressive and don’t relate to the factory unions. case study p. 5) Ice Cream Unit Acquired by HUL in 1998. HUL introduced many of its standard systems and policies – such as quality assurance and workplace safety but the culture and way of working had not changed. Job promotions were not standard, and even designations and titles were different across grades. The working culture was very laid back and r elaxed. (case study p. 4) The set up was familial, workers lived nearby and new each other’s families. Workers often went beyond the scope of their work to deliver what the business needed and supported management’s efforts to increase production efficiency. The relationship between management and the two unions was cordial. (case study p. 4) The ICU workers were initially pleased with the announcement that they would move to the Tea Factory as the TF had better facilities for employee welfare and recreation. One union leader remarked â€Å"By bringing more things here you are strengthening the entire unit and improving our job stability. † (case study p. 5) The two ICU unions are affiliated with the State political parties. Because of the cordial relationship with management they were the most approachable. They had not been part of a large multinational before. They have a different approach to the LTS, treat their existing LTS as a guideline only. Cafeteria Issues When the TIU relocated to the TF the canteen food was upgraded at greater cost to match the better meals at the Regional Corporate Office. The TF unions refused to pay any more for their food so despite the fact that all other cafeterias were operated on a no profit, no loss basis, HUL agreed to subsidise the difference. (case study p. 4) ICU workers argued that the food at the TF was more expensive than their previous cafeteria and wanted compensation for the difference. (case study p. 5;7) The issue is important to workforce as food is culturally significant and is interwoven into the social, religious and artistic lives of the people. (case study p. 7) The ICU workers were granted a premium of Rs. 25 per day. This increased tensions over the cafeteria(case study p. 7) The TIU unions argued that the cafeteria was a basic condition of employment in relocating to the TF and their terms cannot change. (case study p. 7) The TF unions stated that management increased the menu when the TIU came in, now they want to water it down when the ICU comes in. Is it fair that it changes each time a new unit comes in? case study p. 7) The factory unions would almost certainly resist management’s effort to change the cafeteria’s full lunch subsidy, and the other unions had already made it clear that they were adamantly opposed to separate menus. (case study p. 10) Consequences How to build greater transparency and trust with employees? If the cultures are not integrated r ivalry and jealousy between the units will continue to increase which could lead to strikes and a mistrustful and de-motivated workforce. An unhappy workforce is less productive and less supportive of management initiatives so solutions need to be found. The employees are unhappy about the cafeteria for various reasons. Solutions The organisation cannot function properly with several dominant cultures. One dominant culture will therefore have to be adopted for the new organisation. it is imperative for managers to equip themselves with conflict handling techniques to enable them to effectively manage the change process. An organisational restructuring process will only be successful if it aligns all the aspects of the organisation. Johnson and Scholes (2002:534) argue, â€Å"If change is to be successful, it also has to link the strategic, operational and everyday aspects of the organisation†. Before SmithKline merged with the British-based Beecham Group a few years ago, the Philadelphia-based drug manufacturer wanted to find out whether the corporate cultures of the two firms were sufficiently similar to make the merger succeed. During the merger, over 2,000 people from both firms were divided into more than 200 teams to figure out how to integrate their respective structures, systems, and cultures. â€Å"From the very beginning, they were learning how to work together,† Integration integrate the corporate cultures of both organizations. This involves combining two or more cultures into a new composite culture that preserves the best features of the previous cultures. Raytheon is applying an integration strategy as the defense and aerospace conglomerate develops a new culture for the half-dozen companies that recently merged or were acquired. 56 Integration is most effective when the companies have relatively weak cultures or when their cultures include several overlapping values. Integration also works best when people realize that their existing cultures are ineffective and are therefore motivated to adopt a new set of dominant values. However, integration is slow and potentially risky, because there are many forces preserving the existing cultures. Separation A separation strategy occurs where the merging companies agree to remain distinct entities with minimal exchange of culture or organizational practices. Insignia Financial Group, a South Carolina real estate firm, has applied a separation strategy to its more than 30 acquisitions over the past decade. â€Å"When we buy the companies, we leave the infrastructure in place,† says Henry Horowitz, Insignia’s executive managing director. â€Å"We’re buying a successful company. Why would we want to disrupt something that works? And the morale becomes terrible if you start decimating. †Separation is most appropriate when the two merging companies are in unrelated industries because the most appropriate cultural values tend to differ by industry. Unfortunately, few acquired firms remain independent for long because executives in the acquiring firm want to control corporate decisions. Therefore, it’s not surprising that only 15 percent of acquisitions leave the purchased organization as a stand-alone unit. Cafeteria to offer a range of food at various prices of the colleagues can pick and mix their meals and pay as much or as little as they want to. There is no staff development scheme in place, perhaps factory workers could develop towards a role in the Tea Innovation Unit – could help to break down the barriers between the units and dispel rivalry. Could include training relevant to role e. g. health and safety, equlity and diversity (Motivation and engagement) Listen to the employees not everything through the unions, employee forums and possibly one to ones with colleagues to develop two way communication between management and employees. Colleague engagement surveys Allow feedback from employees on managers, develop psychological contracts with employees. Staff social events to break down barriers Multiskill the workforce, perhaps ask for volunteers at first then roll out further. Allow employees to work flexible patterns. 4. Colleague issues – development, motivation, staff levels Tea Factory In the ‘90s HUL adopted a strategy of regionalising tea production. As a result production at the Tea Factory decreased and between 1989 and 1998 there were eight rounds of voluntary redundancy. (case study p. 3) Workers heard stories of those who had taken VRS and had not done well. As a result some higher level employees voluntarily downgraded to ensure job security. case study p. 3) In the 90’s the workers perception was that the company made a lot of money and there was no need to worry. There was reluctance to acknowledge that although the company as a whole was profitable; their unit might not be contributing to that performance. (case study p. 3) Management need to replace the many worker who retired between 2005 and 2 008. They are concerned about the emergence of a new set of opinion leaders. (case study p. 8) Newer workers who had not witnessed the downturn of the Tea Factory were less restrained in their demands. In the old days, the workmen would come in on Sunday for training, even without overtime pay, although they didn’t know how it would benefit them. †¦ they were that motivated. Now, we have to persuade the new recruits to come in on a Sunday. And we pay them overtime! † (case study p. 9) Consequences Management need to replace the employees who retired as the rest of the workforce will be under pressure to cover until the positions are filled. Newer workers are no longer motivated by fear of losing their job so a way needs to be found to motivate them. Colleagues need to be kept informed of the performance of the unit so they can act accordingly. Solutions Consider perspectives and experiences of local employees. Consider interventions that could bring the best out of the employees e. g. introduce a reward and recognition scheme to reward performance. (Motivation) Create a performance culture – introduce targets, regular one to ones, plans for output an deliver against it – link output to bonus Older employees bring a diverse range of skills, could use them in a different capacity e. g. coaching and mentoring the new staff.