Into the wild essay

Into the wild essay Free Online Research Papers Our society today is mainly based on knowledge of our surroundings. When traveling to places you are not familiar with can be difficult, and can sometime even be dangerous. Our society has also been very materialistic and we tend to focus more on ourselves rather then the trillions of other people in our world. Christopher McCandless/Alexander Supertramp, wanted to get away from today’s ways and he â€Å"no longer [wanted to] be poisoned by civilization† (Krakauer, 163) or be â€Å"unencumbered, emancipated from the stifling world of his parents and peers, a world of abstracting and security and material excess, a world in which he felt grievously cut off from the raw throb of existence.† (Krakauer, 22) We may never fully understand why someone would choose to leave everything, and go off into the unknown. Possible it was so he could find himself. Maybe the only way he could really know who he was, was to remove him self from all that he has known and give himsel f to the hands of nature. Everyone is tied to nature in one way or another. Sometime the connection is so strong that they get lost in it. With any luck they will discover themselves. When you get lost in the wilderness you can get lost in yourself. Many people, mostly teens, who feel like they are tied down, want to run off and get lost in the world. They see the outside world as freedom and an escape form the stress of the everyday world. Once people remove themselves from there surroundings, even if just for a little while, they can find out who they really are. Some people discover that the life they have isn’t actually that bad, yet there are some who find out what they really want out of life. Krakauer can sympathize with McCandless because he too was a curious and free spirited youth. He believes that McCandless made a mistake about going off alone. He acknowledges that McCandless was not fully repaired for what he was getting himself into. If he had just down some research and was prepared, then maybe he would have made it out alive and be the one telling his story today. Some people believe Christopher McCandless to be irresponsible. Yet to some, he was just a brilliant young man who went out to find himself. Krakauer thinks that â€Å"McCandless went into the wilderness not primarily to ponder nature or the world at large but, rather, to explore the inner country of his own soul† (Krakauer, 183). By saying this he is sympathizing with him. He might have a biased opinion yet he understands why others would perceive McCandless as unprepared, crazy, and ill-informed. I believe Christopher to be a bright and very motivated person. He knew what he wanted and set out to accomplish it! Even though he was unprepared for the wilderness, it had nothing to do with his age. People tend to think that young people are foolish and adults know better. But this statement is untrue. Every one grows and develops differently and at different times. For some it takes them forever to figure out themselves and to â€Å"grow up.† Then there are the others who grow up fairly quickly. People also find themselves in different ways. Christopher McCandless choose his way. It can be argued that he should have gone about it in a different way yet we can all agree that at least he was brave enough to want to break free and discover the ‘true’ Christopher. Research Papers on Into the wild essayHarry Potter and the Deathly Hallows EssayPersonal Experience with Teen Pregnancy19 Century Society: A Deeply Divided EraComparison: Letter from Birmingham and CritoHip-Hop is ArtCapital PunishmentEffects of Television Violence on ChildrenStandardized TestingUnreasonable Searches and SeizuresRelationship between Media Coverage and Social and

Essay on Disaster Management Reflections

Essay on Disaster Management Reflections Essay on Disaster Management Reflections Example Essay on Disaster Management Reflections: The earth has been affected by the natural hazards over a long time as man emerged into picture the picture that the natural occurrences were becoming disaster, together with being documented in various ways providing a warning for the future generation. However in 1920, there was a published study referred to as the catastrophe and social change by Henry Samuel Prince. This was the Halifax Disaster documented account and the occurrence of the social change. The first person to deliver evidence based study was Prince, by use of theory founding a paradigm which paved way for the management of disaster to be studied (Sperling, 2004). A change in social can be caused by disasters. Social change always is not for better depending on affected population resources (Oliver, 2002). Change in disaster study started changing with theories like as Carr discussing a cultural protection collapse. Carr made a discussion on how we got the tools in place encountering the act of disasters though if there was lack of these tools there was no more protection. Disaster is any occurrence that causes ecological disruption, damage, human life loss, health services and health deterioration on sufficient scale to warrant response extraordinary from the outside area or community affected (De Boer, 2000). In addition, it can be also defined as the series or event which disrupts the normal activities seriously. Disaster means a sudden or great misfortune. This may include tsunami; fires; floods; droughts; flood and many others. The major disasters naturally may include earthquake, cyclone, flood, and drought. Minor disasters naturally include storm, heat waves, cold wave, mud slides, and thunderstorm. The major disasters that may occur in man made activities include deforestation, fires, setting of fires, and pollution due to their prawn activities. Minor man made occurrence of disasters may include accidents on the roads or trains, riots, industrial riots, food poisoning, and environmental pollution. In history throughout disasters had some impacts significantly on the number, life style and health status of the population such as death, shortage of food, movements of the population, damage of water systems and the health facilities, and severe injuries which requires treatment extensive. Health problem that is common to every disaster include mental health, social reactions, nutrition and food, climatic exposure, health infrastructure damage, and population displacement. Whether a disaster is man- made or natural, it can occur at anytime and anywhere. General response to any disaster is thereby in terms of rescue and relief operations which are after the event. If we are well and adequately prepared, it is very easy to reduce the impact of that disaster. There can be reduction of the impact through being aware by understanding well the preventive actions, together with having knowledge of particular tools and techniques; at the time of disaster event these tools and techniques can be used to control total damage to belongings and life. The biggest problem and very sad thing is the way a disaster occur; they occur with swiftness and suddenness hence, for a disaster serenity to be reduced, the response has to be swift equally(De Boer, 2000). It is hard for a day to pass without news about complex or major emergency happening in different parts of the world, as disasters continue to strike causing destruction to both developed and undeveloped countries (Dyregrov, 1999). This raises vulnerability concern to occurrences that may affect gravely our daily lives and the future. In vulnerable populations, some emergency in particular those occurring in nature become catastrophic events only when they are in combination with the vulnerability factors like populations density and the human settlements. An occurrence of earthquake in deserted area is might be considered as a natural hazard, rather than if it occurred in mega city where it is recognized as major disaster (Stewart, 2005). Any type of emergency that has anything to do with vulnerability population together with man made included, concerns some technological disasters like the ones of chemicals or nuclear; these demonstrates complex and major emergencies are linked closely to an anarchic growth population that leads to poverty, unplanned population settlements, and environmental degradation. Disasters themselves have no limitation to specific parts of world. There are no countries that are disaster immune, but there is variance in disaster vulnerability (Sperling, 2005). However, some countries might be more prone to a particular type of disaster. The more advanced a country is, the level of their preparedness is slightly higher. High level of preparedness enhances them have good control over loss. Some disasters where loss during actual event is not required as high, hence losses become a bit high due to the inability in managing the situation in a timed manner. Another thing that might lead to a big loss during certain disasters is the secure utilities and properly manages inability (Pearce, 2003). In one way these utilities tend to be very important, and on the other hand, due to ruptures or leakage, some of them might be in contact with each other, where they are not supposed to therefore leading to further damage. The most important thing and the most motivation of disaster management are minimizing losses at disaster time together with ensuring that resources are utilized effectively; as they are scarce already. The major disasters naturally may include earthquake, cyclone, flood, and drought. Minor disasters naturally include storm, heat waves, cold wave, mud slides, and thunderstorm. The major disasters that may occur in man made activities include deforestation, fires, setting of fires, and pollution due to their prawn activities. Minor man made occurrence of disasters may include accidents on the roads or trains, riots, industrial riots, food poisoning, and environmental pollution. There are four types of disaster mainly. These include environmental emergencies, natural disasters, pandemic disasters, and complex disasters. Disaster prevention is activities that are designed for provision of permanent disasters protection. Not every disaster can be prevented and particularly natural disasters; the loss risk of injury and life can be only mitigated with plans of good evacuation, design standards and environmental planning. Disaster preparedness is activities for life loss and damage minimization (Pearce, 2003). Preparedness is the best way of reducing disasters impact. Disaster relief is a multi-agency coordinated response of reducing disaster impact and its results of long-term. These activities may include relocation, rescue, water and food provision, preventing disability and disease, repair of vital services like transport, provision of temporary shelter and health care emergency. Once the needs of emergency has been accomplished and the crisis is initially over, those affected together with the community supporting them remain vulnerable. Management of disaster is linked with the development sustainably, in particular with vulnerable people relation like the ones with disability, children, elderly people and groups marginalized. ______________ is a professional essay writing service which can provide high school, college and university students with 100% original custom written essays, research papers, dissertations, courseworks, book reviews, lab reports, presentations and other assignments of top quality. More than 700 professional Ph.D. and Master’s academic writers. Feel free to buy online essay on Disaster Management from our professional essay writing service.

Television Affects on Society Research Paper Example | Topics and Well Written Essays - 1000 words

Television Affects on Society - Research Paper Example The paper will provide arguments for and against as to why the television has negatively affected the society. Thesis statement: The society should refrain from excessive viewing of the television. The negative effects of excessive viewing the television such as retarding brain development and obesity, are deleterious to human life as compared to the positive effects like for entertainment and education. In the information age, the use of screen media is inevitable. As cited by Carde Napier, a psycholgical reseacher, in his journal article How Use of Screen Media Affects the Emotional Development of Infants â€Å"there is a critical need for evidence-based guidelines for professionals and guardians about the utilization of screen media†. Screen media, television in particular, has a significant impact on the quality and quantity of the parent and child interactions that are crucial in developing secure attachments (2). Roy Warren in his article Parental Mediation of Preschools Childrens Televsion Viewing argues that guidance and supervision of parents is the to overcoming the potential negative effects of television. (395) Research has indicated that as brains continue to develop after birth, they are shaped by experiences and relationships. Therefore, it is more likely that the infant will be vulnerable to the effects of their environment. Therefore, the children will grow up expecting the TV’s unnatural sights and sounds to be part of their natural life, thus associating their presence with relaxation, enjoyment and security (201). In the current world, parenting is very crucial in child development. The study by Carde Napier in the article How Use of Screen Media Affects the Emotional Development of Infants found out that â€Å"parental attitudes in relation to screen media were very contented to use the television as a source of entertainment and babysitter (5). Some of the parents were actually

Sustainable Stakeholder Capitalism Essay Example | Topics and Well Written Essays - 500 words - 1

Sustainable Stakeholder Capitalism - Essay Example In this regard, many others lost their jobs, as their employers were not able to sustain the labor force. Surprisingly, there was a ray of hope in this crisis as other investors saw this as an opportunity to maximize on their potential. It brought to light the idea of conventional capitalism, credit risking financially and educative management of economic prosperity towards sustainable stakeholder capitalist. Subsequently, this paper will give an elaborate on the model of sustainable stakeholder capitalism applied by discussing the three main factors that contributed to the unethical economic surroundings of the global crisis. Further, it will highlight the three steps that responsible business pace setters need to incorporate into their function in order to improve on an acceptable economic environment for the conduction of businesses in future. The implementation of alternate education management system solely depends on three factors. First, the immensity of the pain inflicted on the key stakeholders within the applied management system that relies on business assumptions would be the first factor. Here, the duration at which the pain inflicted on them lasts shall factor in. In addition, the prolonged suffering brought about by the crisis accords the business leaders the rights to not only criticize the managerial conventional systems but also to propose a model that will suit them. The second factor would be the economic balance globally and continued use of the opted model. The model approach was to be one that had the interests of everyone in mind for it to be effective when implemented. Thirdly, the moral aspect of the model opted for was to be a universally accepted approach. Sustainable stakeholder capitalism (SSC) was one of the ways of implementing the alternate education mode (Petrick 105). It incorporated update d scientific approaches to the

Soft Versus Hard HRM

Soft Versus Hard HRM Established in 1964 under STO group, with its subsidiaries, JVs and associates, is a national leader in business. It has significant and focused interests in petroleum, cooking gas, construction materials (including cement and roofing material), medical supplies and pharmaceuticals, home appliances, electronic items, supermarket products and insurance. The company is geographically diverse with operations and developments throughout Maldives and operations in Singapore. The employees of the company should focus on the following aspects of the company; The company treats employees as valued assets and a source of competitive advantage through their commitment, adaptability, high quality skill and performance. If an employee gets late for the work, the employee will get a warning of not to repeat that, if the employee still does so, the company takes an action upon that employee, such as reducing salary or termination. The company has combination of both autocratic and democratic leadership styles. The company has a competitive pay structure, with appropriate performance related reward such as profit share. The company focuses on identifying the training and other employee development needs through appraisal systems. Practical application on Guests model of hard-Soft, Loose-Tight dimensions of HRM Soft versus hard HRM Storey (1989) labeled two approaches of hard HRM and soft HRM. The hard approach, rooted in manpower planning is concerned with aligning human resource strategy with business strategy, while the soft approach is rooted in the human relations school, has concern for workers outcomes and encourages commitment to the organisation by focusing on workers concerns. Soft HRM HRM and personnel/IR Practices with compares to 27 dimensions of Storys definitions Distinguishing between HRM and Personnel Management Personnel management is viewed as workforce centred and more operational in focus. Personnel managers recruit, select and carry out administrative procedures in accordance with managements requirements. They act as a bridge between the employer and the employee. As a result, personnel managers were seen as functional specialists rather than strategic managers and often had little power or status in the organisation. The personnel manager needed to understand the needs of the manager and the employee, and articulate those needs to both sides. HRM approach is in the management of people which can be seen as a radical new approach linked to strategy and viewing people as assets who need to be actively managed as part of the long-term interests of the organisation. HRM can be viewed as a radical integrated approach to the management of people in an organization and, as such, can be seen as a general management function. Where personnel managers can be viewed as specialists, HRM can be seen as the responsibility of all managers, particularly senior managers, and as such is proactive rather than reactive. Guest (1987) identifies the differences in his model The differences between personnel and human resource management Source: Guest (1987). Guest (1987) shows a model of HRM that is commitment based, which is distinct from compliance-based personnel management. According to Guest, HRM is: Linked to the strategic management of an organisation Seeks commitment to organisational goals Focuses on the individual needs rather than the collective workforce Enables organisations to devolve power and become more flexible Emphasizes people as an asset to be positively utilised by the organisation. Dimension Personnel and IR HRM Beliefs and assumptions 1 Contract Careful delineation of written contracts Aim to go beyond contract 2 Rules Importance of devising clear rules/ mutuality Can- do outlook; impatience with rule 3 Guide to management Action Procedures Business need 4 Behavior referent Norms/ custom and practice Values/mission 5 Managerial Task vis-à  -vis labor Monitoring Nurturing 6 Nature of relations Pluralist Unitarist 7 Conflict Institutionalized De-emphasized Strategic aspects 8 Key relations Labor management Customer 9 Initiatives Piecemeal Integrated 10 Corporate plan Marginal to Central to 11 Speed of decision Slow Fast Line Management 12 Management role Transactional Transformational leader 13 Key managers Personnel/ IR specialists General/business/line managers 14 Communication Indirect Direct 15 Standardization High (e.g. parity an issue) Low (e.g. parity not seen as relevant 16 Prized management skill Negotiation Facilitation Key levers 17 Selection Separate, marginal task Integrated, key-task 18 Pay Job evaluation (fixed grades) Performance-related 19 Conditions Separately negotiated Harmonization 20 Labor management Collective bargaining contracts Towards individual contracts Thrust of relations with stewards Regularized through facilities and training Marginalized (exception of some bargaining for change models) 22 Job categories and grade Many Few 23 Communication Restricted flow Increased flow 24 Job design Division of labor Teamwork 25 Conflict handling Reach temporary truces Manage climate and culture 26 Training development Controlled access to courses Learning companies Foci of attention for interventions Personnel procedures Wide ranging cultural structural and personnel strategies STO follows HRM process for their employees. The differences are as follows; The jobs were design according to the team work instead of Division of labour. Communication among employees was increased flow instead of restricted flow. Management role was transformational instead of transactional. So the decisions come from the top management. The speed of decision is fast because the decisions are done from the top management. Communications among line managers are direct, because of transformational hierarchy and the departments were connected through top management. Corporate plan of STO was centralize instead of Marginal. Training and development essential for the company, so it was based on learning companies. Role of Line Managers As a diversified company STO structure was made on 13 departmental managers. The main role of the departmental manager is to achieve companies goals. They should maintain all of things on behalf of an organisation. A line manager has become even a leader at their day to day behavior. Ensuring higher performance by the employees and finding ways to motivate the employees and make them efficient is also is a line managers duty now. Because of this the traditional tasks of line manages has been changed and now they have more important tasks on their hand such as, Create a friendly environment for the employees Advise the employees when needed Understanding the needs of employees Improving performance of employees and organization There are some roles of HR manager by which they run an organisation. Planning, resourcing and retention: A line manager should know the number of staffs is working in the department and who are busier, and which department need more people. For example pharmacists are very busy at Saturday and Sunday on the STO pharmacy. So managers of pharmacy need more staff for these weekend day. He will take decision for taking or recruiting people. This is the planning and resourcing role for line manager. Retention is a vital role for line manager. If there was a new recruited staff, the line manager have to monitor and know are they happy for their time being. Recruitment and selection: Recruiting a right people to the right place is a major duty of the line manager, especially the HR manager. He should follow the rules and policy of recruiting qualified people by checking their productivity and enthusiastic and good behaviour for achieving the companies goals. Training and development: In order to get the best from employees they need to be trained. Training is done to fill gap between the skills and knowledge they have at present and the skills and knowledge the organization wants them to have in order to fulfill set goals. Recruiting the right people for the STO, line manager should monitor the employees and have to check the performance in the department. According to the performance HR manager develop training programmes for the inefficient employees for achieving their goals. Reward remuneration: Employees work their organisation for mainly surviving their lives and interest. Manager has to pay adequate and equitable. Manger also has to manage reward system like pensions, healthcare, other financially. By introducing rewarding employee motivate and get more satisfaction to work. If employees are happier and motivated they will work hard for the company. The human resource functions of HRM Read more: http://www.ukessays.com/essays/business/hrms-connection-to-strategic-management-of-an-organisation-business-essay.php#ixzz2BLkiMuxt Task1 (Section B) As a HR manager of State Trading Organization (STO) I would like to say that this statement was absolutely true. Performance Management is a key building block of the human resources reform programme. It is based upon International Civil Service Commission (ICSC) performance management principles for the Civil service commission of Maldives common system, namely work planning, agreed upon objectives, ongoing feedback, a mid-point review, and an end-of-cycle appraisal. It is linked to other human resources systems and processes including staff and career development, mobility, and recruitment. Effective performance management improves overall organizational performance by encouraging a high level of involvement and motivation, and increased staff participation in the planning and delivery of work by: Potential benefits by using a proper performance management system (see Appendix 1) STO was a huge public diversified company including many departments, as a HR manager I have to manage and apply different human resource practices in the workplace environment. STO have foreign staffs especially for the technical staffs, so the role of human resource manager also changes according to the technologies and growth in the global market consequently. There are some practices that can help managers changing and evolving in the workplace. STO follows the following practices to manage their workplace environment. The impact globalization and information technology have had on each other has made work more mobile, capable of being performed in different parts of the world without the need to actually set up physical facilities in other countries. Globalization plays an important role in human resource planning. Foe an example by recruiting and selection of employees in the organization with the latest technologies we can recruit people from other countries, so it reduces the cost and more effective and efficient. With the impact of globalization big firms apply online recruiting, online interviewing, online application for the vacant jobs and new posts. When looking for a Maldives the government provides a website called Gazzette.gov.mv which is based on all the government job vacancies, so everyone knows the vacant jobs within as second. Another website called Iulaan .mv provides advertisements and job vacancies in the private sector, it helps the organizations and individuals to access easy and know the vacancies in the country. Globalization has its positive side as well as its negative side. For online recruiting and selection organization recruits employees based on professional qualifications, because of that sometimes the company select the unsuitable employee for the selected jobs. Other changes in the nature of work and workers are being brought about partly by globalization, but not entirely because of it. For instance, it is arguable whether globalization is solely responsible for the growing service sector, and it does not account for the rapid influx of women into the workforce. Diversity is not a liberal ideological movement, to be supported or resisted. Rather, it is a reality in todays business environment. Managed well, diversity provides benefits that increase success. STO always keep an eye on these issues, because the employees from different countries. For an organization to get its arms around the complexity of diversity culture change, HR manager needs to focus on three areas: (1) Individual attitudes and behaviors, The individual attitudes and behaviors component asks employees to do some intrapersonal work that involves identifying their attitudes and beliefs on a wide range of topics such as how they feel about multiple languages spoken in the workplace; attitudes toward whether coworkers can be openly gay in the workplace; conflicting union and management positions on any number of policies. (2) Managerial skills and practices, and The essence of this change is the recognition that one style of management does not fit all. Managerial practices must be tailored to suit a wide range of employees. Depending on ones culture, for example, feedback about performance may be delivered very directly, or it may also be given in a much more indirect and subtle way, sometimes with the help of an intermediary or cultural interpreter. (3) Organizational values and policies. This area is the most complex in which to make progress, and we have seen the least success here. Adjusting the promotional system, for example, or how people are hired and recruited to create a broader talent pool and a more equitable organization, requires complex work that has many steps. For example, how do you begin the process of selecting recruiters who themselves are diverse? And if they are diverse by the internal dimensions, that does not necessarily mean they are open to differences and are themselves objective about others. Workplace example of Religious and Spiritual Diversity in the Workplace The Event Areas to Reconcile à ¢Ã¢â€š ¬Ã‚ ¢ A newly hired Muslim receptionist in a Christian-sponsored healthcare facility was fired for refusing to remove her headscarf and sues her former employer for unlawful dismissal. (Civil Rights Act of 1964, Pub. L. No, 88-352 (Title VII). à ¢Ã¢â€š ¬Ã‚ ¢ Dress and grooming accommodation à ¢Ã¢â€š ¬Ã‚ ¢ Corporate culture tolerance for diverse values and beliefs à ¢Ã¢â€š ¬Ã‚ ¢ Hiring protocols à ¢Ã¢â€š ¬Ã‚ ¢ A Catholic worker in a retail store sues after being refused time off to go on a pilgrimage to Yugoslavia during the Christmas shopping season. (Office of High Commissioner of Human Rights. (1981). Declaration of the elimination of all forms of Intolerance and of discrimination based on religion or belief. (Resolution 36/55 of 25). à ¢Ã¢â€š ¬Ã‚ ¢ Range of tolerance for exceptions based on personal religious practice à ¢Ã¢â€š ¬Ã‚ ¢ Cultural literacy for distinguishing core religious requirements from personal expression à ¢Ã¢â€š ¬Ã‚ ¢ Flexible leave policy à ¢Ã¢â€š ¬Ã‚ ¢ A Christian in a large communications firm, who wore an anti-abortion button to work, sued her company when dismissed since coworkers threaten to walk off due to the visual trauma of the pins graphic. (EEOC v. Presbyterian Ministries, Inc., 788 F. Supp. 1154 (W.D. Wash. 1992). Dress, grooming, and religious discrimination and accommodation à ¢Ã¢â€š ¬Ã‚ ¢ Religious expression standards à ¢Ã¢â€š ¬Ã‚ ¢ Unreasonable and hostile imposition of religious belief à ¢Ã¢â€š ¬Ã‚ ¢ After multiple requests for accommodation were refused, a Jewish professor sues her institutions dean and department head since they consistently rearranged departmental meetings and functions on days that conflicted with her Sabbath preparation. (Arthur, J. S. (1998, June 5). Religious rights not violated, court says. Human Resource Executive, 22. à ¢Ã¢â€š ¬Ã‚ ¢ Parameters for reasonable accommodation à ¢Ã¢â€š ¬Ã‚ ¢ Equitable work assignment processes à ¢Ã¢â€š ¬Ã‚ ¢ Warning and dismissal policy and Procedures à ¢Ã¢â€š ¬Ã‚ ¢ A manager in a municipal office frequently calls a subordinate a sinner, demanding that the person repent and attend prayer sessions in order not to go to hell. (Wilson v. U.S. West Communications, Inc., 860 F Supp. 665 (D. Neb. 1994), affd, 58F.3d 1337 (8th Cir. 1995). à ¢Ã¢â€š ¬Ã‚ ¢ Prescribed management strategies for escalating hostile work environment à ¢Ã¢â€š ¬Ã‚ ¢ Religious expression norms à ¢Ã¢â€š ¬Ã‚ ¢ Unreasonable and hostile imposition of religious belief à ¢Ã¢â€š ¬Ã‚ ¢ Parameters of freedom of speech and hate language à ¢Ã¢â€š ¬Ã‚ ¢ Warning and dismissal policy and procedures Task 2 Section A (Case study) Audit firms model of flexibility The Audit Commission is an independent body that is accountable to the office of the deputy Prime Minister (ODPM). The work of the Audit Commission is varied. An audit has two main elements. It involves: A formal examination of a set of accounts to see if they are true and fair A checking of quality and efficiency The Audit Commission is often faced with changing employment needs. Different types of contracts help the Audit Commission to deal with all of its varying needs and help it to be flexible. The Audit firms having three major types of flexibility Numerical flexibility In Numerical flexibility, fluctuations in demand for staff members (seasonal, cyclical, task- related and so on). It may vary according to the cases handling, so the workload will be less during off peak hours. It used for non- permanent, non- career labor: temporary staff, part time staff, short- contract staff, consultants and sub- contractors. Functional flexibility In functional flexibility, fluctuations in demand for particular skills- not necessarily related to staff numbers (since one person can be multi skilled). Functional flexibility reflects an organizations ability to adapt to changing conditions and requirements, and is affected by issues such as training, management, and outsourcing. This flexibility helps to developing their employees skills to deal with the different types of works. Place -of -work flexibility This Often called as Locational flexibility, opportunities presented by information and communication technology (ICT) to reduce office costs and create virtual employees (dispersed but interconnected). Its used in home working, Tele- working; use of ICT to facilitate mobile working. Ex: for sales and service staff. The Audit Commission is challenged with changing employment needs. They have developed a number of different patterns for employment needs to meet these requirements. These include: Full time employees Part time employees Job sharing arrangements Permanent and fixed term posts The use of temps or contractors from agencies These different requirements help the Audit commission to deal with all of its changing needs. With the types of flexibilities like; numerical, functional and place- of- work flexibility helps the Audit Commission to be flexible. According to the given case study the firm is implementing the correct types of flexibility to their employees. The firms believes that its ability to deal effectively with the need for flexibility strengthens its position as an employer of choice and enables the group to deliver levels of service that differentiate from its competitors. The advantages and disadvantages of flexible working practices for the employer Advantages Disadvantages Speed of work and more effective Theres no peer influence on the employee. Building Good relationship with the employees employees may lose the office culture in the office environment Recurrent expense will be less Health and safety risks (on the work ) Efficiency rate will be high Dealing with confidential files at home. Frees up desk space and accommodation can be used more efficiency Power failure or any problems with the computers will affect the work and there is a possibility of doing double work Less absence and staff turnover in the firm Dependence on the technology the relationships of employer and the employee become impersonal. More effective in time management Communication Cost will increase for communicating with others. The advantages and disadvantages of flexible working practices for the employees Advantages Disadvantages Save time instead of travelling two hours each way on the train Concentration of the work is less if they follow homework flexibility They can improve their work-life balance Professionalism is less in homeworking They can express their ideas on the work Risk of work finishing on time Less stress from work while their children are young Health and safety while they were on other places (while investigating the firms) More effective in time management Job sharing arrangements with others Can do part time jobs in other places Meet New contacts and good experience Section B (Essay) Equal opportunities within the workplace Today, equal opportunities management and reporting has real significance in corporate social responsibility (CSR) and socially responsible investment criteria. Internationally, business, government and non-governmental organisations acknowledge that effective monitoring of equal opportunities and diversity in the workplace is an important part of improved human capital management and equality practice. The drive for transparency and accountability for such issues including equal opportunities for women has perhaps never been stronger. At the beginning I would like to highlight different forms of discrimination in employment regarding the equal opportunities within the workplace in the United Kingdom. Workplace relations legislation has seen significant changes, and the Fair Work Act 2009 has introduced further significant reforms, including to the institutional arrangements for oversight of workplace relations. The new Fair Work Act 2009 commenced on 1 July 2009 and provides a range of support and protections for women in the workplace. The Fair Work Act expands protections against workplace discrimination which were available under the Workplace Relations Act 1996. Protections against discrimination contained in the Workplace Relations Act applied only to existing employees and were limited to termination from employment for a prohibited reason (for example, on grounds such as sex, race or family responsibilities). The Fair Work Act provides enhanced prohibitions against discrimination by providing that an employer must not take adverse action against an employee or a prospective employee for a range of reasons including the persons sex, marital status, family or cares responsibilities, or pregnancy. The Fair Work Act also includes caring responsibilities as a new ground for unlawful termination claims. While the expanded anti-discrimination protections in the Fair Work Act are intended to provide comprehensive protection from discrimination in the workplace, they also preserve the operation of Commonwealth, state and territory anti-discrimination laws. The main types of discrimination legislation are as direct, indirect discriminations and the regulations regarding the discriminations are highlighted as bellows. Firstly Direct discrimination (Regulation 3) Where an employer treats an employee less favourably than other persons on the basis of his/her age or his/her apparent age, unless that treatment can be objectively justified. ( CMS Cameron McKenna LLP (03/06). Indirect discrimination (Regulation 3) Where an employer applies a provision, criterion or practice, which the employer applies equally to other persons and that provision, criterion or practice puts an employees age group (or apparent age group) at a particular disadvantage and that employee suffers that disadvantage, unless the employer can objectively justify the use of that provision, criterion or practice. ( CMS Cameron McKenna LLP (03/06). Victimisation (Regulation 4) An employer treats an employee less favourably than it treats or would treat other persons by virtue of something done by that employee Instructions to discriminate (Regulation 5) If an employer treats an employee less favourably than he treats or would treat other persons in the same circumstances. Harassment (Regulation 6) Having regard to the circumstances (including the employees perception), an employer engages in unwanted conduct which has the purpose or effect of violating the employees dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for the employee. Vicarious liability, Other than direct acts by the employer, an employer can also be responsible for acts of its employees which contravene the Regulations unless the employer can demonstrate that the employer took such steps as were reasonably practicable to prevent the employee from doing the discriminatory act, or from doing in the course of his/her employment acts of that description. Equal opportunities policies are often used within workplaces to guard against discriminatory practices and formalise what is acceptable in terms of the treatment of members of minority groups, or other groups which have been historically associated with discriminatory practice. The named classes may reflect current equal opportunities legislation covering sex, race and disability, or move beyond this to include additional categories. Two-thirds (67 per cent) of all workplaces in Great Britain with 10 or more employees had some form of equal opportunities (EO) policy in 1998. In some organizations, policies are also passed down the organizational hierarchy. The overall incidence of EO policies among workplaces that form part of multi-site organizations is 86 per cent. EO policies are almost universal among the 75 percent of these workplaces which say that they must follow EO policies/procedures that are set at a higher level in the organisation (92 per cent have an EO policy). But among the 25 per cent that dont have to follow higher-level policies or procedures, the incidence is appreciably lower at 68 per cent. The factors considered when making a recruitment decision can be numerous and may be of varying importance. Employers may also be interested in age if it is believed to have some bearing, rightly or wrongly, on the ability of an individual to do a job. For many vacancies, placing importance on the age of an applicant can be unfairly discriminatory. One may expect that workplaces which show an awareness of equal opportunities and discrimination to be less likely to view age as a recruitment factor. Workforce concentration which includes ethnic minority concentration and concentration of younger workers are important factors in equal opportunities practices in the workplace. Concentrations of ethnic minority workers were much more common in larger than in smaller workplaces. In 12 per cent of the largest workplaces (500 or more employees) at least a fifth of employees were from ethnic minorities. There were no clear differences between private and public sector. Individual industries, however, did show clear differences. High concentrations of ethnic minority employees were particularly common in other business services and health, while they were notably absent in construction, in electricity, gas and water and in other community services. There was no association between ethnic minority concentration and the presence of recognised trade unions. Workplace well-being reflects the level of contentment of the workforce. The treatment of employees at work is a contributory factor and can affect employees desire to remain in their job, their workplace behaviours and their health. Consequently the relative levels of absenteeism, injury and illness and numbers of dismissals, resignations and employment tribunal cases may be used to examine workplace well-being. Reference http://workplace.ezinemark.com/best-practices-in-global-human-resource-management-7d2e759f61fc.html Prof R S S Mani (2006) impact of globalization allexperts [online] retrieved from http://en.allexperts.com/q/Human-Resources-2866/IMPACT-GLOBALISATION-HR.htm [accessed on 20-10-2012] State trading organization( 2012) about us Stomaldives [online] retrieved from http://www.stomaldives.com/about/overview.php [ accessed on 20-10-2012] All Answers Ltd ( 2012) management degree essays [online] retrieved from http://essaybank.degree-essays.com/management/equal-opportunities-and-diversity approaches.php [ accessed on 25-10-2012] http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/ Appendix 1

Samsung: Building a Great Brand

Samsung: Building a Great Brand Presented By: Michael Baccus, Marcial De Castro, Judith Dupin, Monica O’Neil, and Jose Santillan Marketing Management- MAR 3023-P80 October 5, 2011 Samsung grew its brand equity by 186 percent in just five years from 2000 to 2005. â€Å"Brand equity is the value of the brand name, its worth as an asset to the company. † (Marketing Principles, 2011, Module 6 p. 1). When new management came into the South Korean based firm, it scraped the all the various brand names that the company was selling low end electronics under, and consolidated by branding all of the company’s products as Samsung. Ten years later,Samsung is a force to be reckoned with to its competitors and a global brand name. However, the decision to only use the brand name Samsung is not the critical key to its success. Samsung has focused on innovation and product design to build its brand equity and it is working. Samsung implemented different innovative ways to inspir e and deliver great designs. The former chairman hired hundreds of new designers, implemented usability laboratories, and opened design centers around the world. The investment in product design, the progressive culture, and Samsung’s ability to step outside the box has all been invaluable in uilding a great brand. The critical activity in the process of Samsung’s transformation into a world- beating developer of new cell phone handset designs and other product line designs was its innovation with investment in product design and quality. Samsung built its brand into a superior brand by thinking and acting outside of the box. Instead of focusing on textbook product development funnels, it focused on more cutting edge methods such as the implementation design centers staffed with highly trained, creative, and skilled young designers and no bureaucracy to get in the way of design and innovation.According to Roll (2011), â€Å"Samsung has created a strong brand around in novation, cutting edge technology and world class design. † (para. 1). Samsung Chairman Lee Kun Hee concluded that â€Å"great design and innovation would be the way to build Samsung into a great global brand,† and he was correct (Marketing Principles, Module 6, p. 1). Instead of forming panels and hiring managers or more marketers to come up with new gimmicks, he hired hundreds of designers. The designers were from prestigious colleges of design and had an average age of just 33. The design force at Samsung multiplied y over 400% to over 400 designers in 10 years. This out of the take on product development allowed Samsung to transform its product line into world class. Competitors such as Sony have also followed in Samsung’s footsteps. According to Kunkel: â€Å"With nearly 250 industrial designers; graphic, packaging, and logotype designers; user- interface specialists and Web designers working in offices from Tokyo to San Francisco to Cologne, the Sony Desig n Center is responsible for nearly 2,000 new products, concepts, packaging schemes and design strategies every year, driving sales of products nd services totaling nearly $50 billion per year† (Product Description, para. 2). Although Sony also employs a lot of designers, Samsung still leads the industry in allowing their designs to inspire innovation. Samsung’s progressive culture of effective, efficient, and fast implementation is part of its advantage over competitors. According to the dynamic theory of competition presented in Marketing Principles (2011): â€Å"Suppliers with an insatiable improvement drive are more competitive. † â€Å"Suppliers who implement effectively, efficiently, and faster are more competitive. † (Module 1 p. 6).Samsung changes its product line three times as fast as its competition such as Motorola. Samsung has shown agility, according to Marketing Principles (2011) â€Å"†¦ i. e. the ability to implement change to change processes to introduce new technologies, new skills into the organization very quickly and effectively† (Module 1 p. 7). Change is managed very well at Samsung and they have lower manufacturing cost on top of their time to market being faster than that of competitors. Samsung avoids bureaucracy at its 24/7 design centers. Designers can work through problems without being delayed by non-productive orporate presentations and politics. Samsung has a constant focus on improvement and being faster and implementing the next innovation before the completion. Fackler (2006) explained, â€Å"†Our TVs are better,† Nobuyuki Oneda, Sony's chief financial officer, said in an interview earlier this year. †But Samsung's cash flow is amazing. It is hard to invest in and develop products† at the same pace as Samsung. † (para. 23). Samsung’s use of usability laboratories have been key in its market orientation skills and understanding the user interface. Sa msung does not follow the textbook best-practice of product development, which is idely now considered â€Å"yesterday’s best practice† in product development. According to Marketing Principles, Samsung uses concurrent engineering and fast prototyping in an around the clock approach to problem solving (Module 6 Case 2 p. 1). The traditional best practice only produces a success rate of 50 percent in product development. This out dated way of thinking is burdened with â€Å"gates†. These gates are where bureaucracy in an organization can delay forward movement of the product design. Samsung has â€Å"decentralized† and broke away from this way of development.It is actually criticized in the case study with the example of the use of Samsung’s design centers. Product development is free to develop in a creative environment without lawyers or other hold ups. Samsung has taken its out of the box approach and its investment in design and turned it into p rofits. As Marketing Principles explains, according to the current CEO of Samsung â€Å"we still have a lot of things to do before we are a great company. † (Module 6 Case 2 p. 2) With that approach and its constant drive to beat itself, The Samsung brand equity is likely to continue to grow. References:Marketing Principles. (2011). Portsmouth, NH: Backbone Press Frackler, M. (2006). Electronics company aims to create break-out product. The New York Times, p. C. 1. Kunkel, P. (1999, September 4). Product Description [Review of the book Digital Dreams: The Work of the Sony Design Center]. Amaonz. com. Retrieved from http://www. amazon. com/Digital-Dreams-Work-Design-Center/dp/0789302624 Roll, M. (2011). Samsung: Building brand equity through brand community. Venture Republic. Retrieved from http://www. venturerepublic. com/resources/Samsung_Building_brand_equity_through_brand_community. asp

Heres What I Know About Research Essay Help

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