CASE STUDY FOR Analyse the trends of wine, beer and spirits

FOR Analyse the trends of wine, beer and spirits - Case Study Example Wine is the key commodity driving the current growth within the sector of alcoholic beverages, with a growth rate of 3.2%. The spirits market has grown moderately at 1.5%, a growth affiliated to a growing culture of cocktails in the country. The FABs, beer, and cider market in Canada is reaching a saturation point gradually on the account of a growing perception towards beer, viewing it as an old–fashioned drink. There is also increased consciousness about health among the movement of youngsters and consumers which has led towards the consumption of wine. Moreover, the moderation of alcoholic drinks consumption has fueled the trend towards pre-immunization which has increased the demand for low calorie and low alcohol beer in the Canada. The emerging culture of cocktails in the country has benefited the spirits market which has experienced increased sales of tequila, vodka and liquors. In addition, the rising trend in increased pairing of food with alcohol has pushed up the demand for wine and microbreweries in the country. Our drink menu has been created by our  mixologists who are classically  trained. They use the finest ingredients which include house-made fresh fruit and tonic, and house-made ginger beer. House drinks include distinguished tavern standbys, designer cocktails, assorted wines, as well as a wide selection of sipping spirits. Each of the wines in our list is of limited production, prepared in a hands-on manner, and free form over-manipulation. They represent a true sense of authenticity. The ideology goes hand in hand with our culinary creations from our kitchen, focusing on sustainable local, seasonal, and international food sources.  Several hard to find and winery direct bottles from allocated  producers are offered.  There are unique wine brands (both white and red) on offer from different place like California, New Zealand, Australia, Italy, just to mention a few. They are

How the organization should select, recruit, train Essay Example for Free

How the organization should select, recruit, train Essay SUMMARY The following report consists of a guide on how the organization should select, recruit, train and make the most out of the new HR mangers. In addition, it is composed of an introductory program welcoming the graduating managers, takes into account the training needs and methods and the monitoring of employee performance to judge whether or not employees are satisfied and know the goals of the organisation. Furthermore, the career development allows for the opportunity for managers to revaluate their self-confidence, as well as career paths for an improved future for employees. Finally, we will talk about strategic management and the methods of consistency for employee development and the techniques managers need to know. By utilizing these procedures the company will facilitate the training of the new managers. INTRODUCTION In a growing number of organisations human resources are now viewed as a source of competitive advantage. Even the public sector has gradually moved from rules and regulations based HRM approach to a more values-based approach, which understandably has resulted in increased focus on accountability. There is greater recognition that distinctive competencies are obtained through highly developed employee skills, distinctive organisational cultures, management processes and systems. This is in contrast to the traditional emphasis on transferable resources such as equipment. Human Resource Management (HRM) is concerned with the acquisition, development, utilisation and accommodation of human resources by organisations. Increasingly it is being recognised that competitive advantage can be obtained with a high quality workforce that enables organisations to compete on the basis of market responsiveness, product and service quality, differentiated products and technological innovation. The new HR managerial positions aim to complete these needs and achieve high consistency of the HR practices that are vital for the organization. 1. HRM-AN IMPORTANT ASPECT Firstly, it has to be buried in mind that HRM is a very important function within the organization. An effective implementation of HR procedures means a good investment in both the employees and the managers, line and senior ones. Human Resources is a key element for the organization and through the effective implementation of the procedures that will be carried out through a certain strategy, the organization actually achieves its objectives and becomes more devoted to quality and improvement. By following these procedures the organization can gain more loyalty, dedication and flexibility, and in the same time employees, due to this commitment, can broaden their learning horizons and feel more need for improvement. HRM is the key to the future, when effective and continuously improving people will have been considered as an organizations main competitive advantage. It is the group of procedures and activities that bring the right person in the right place. The new HR managers have to be selected and trained in the best way possible. Their decisions and actions in the future will play a big role in the companys future development. 2. SELECTION- RECRUITMENT TECHNIQUES Making the new managers more HR consistent implies that the managers have the proper skills for this job and can achieve the organizations objectives. A whole new selection technique should be carried away and adjusted to the HR needs of the company. This means that the factors affecting which of the candidates will be selected and recruited, will consist of the vital HR procedures and activities The new candidates should be aware of all the skills that are required, but also should know every detail of what the job of the HR manager involves. 2.1 Job profile Through an effective job analysis the organization could avoid extra costs for re- advertising the positions, re-training costs and could reduce labor turnover. The job description should include all the skills, the abilities and the knowledge that are required for the managerial positions. It has to be made clear that the new vacancies that the company offers include clearly HR procedures and the knowledge of HRM theory and extended aspects of HRM is crucial. The new vacancies aim to give solutions to problems related to the staff of the company. This implies that the skills involved in the new vacancies include team working and development. To obtain a reliable job description, the company could ask some HR experts, which are members of the organization, to create a job analysis that will include all the above elements. The job description should include the title HRM manager and as said before, it should also include the main HR tasks. 2.2 Person specifications Labor turnover could be reduced in low levels with a clear person specification. The job advertisement should consist of demanding HRM skills and more specifically skills that are related to team working, socialization, influence over others; intellectual capacity and smart way of talking. It should also include information about the company, its environment, its culture and some compare with competitors. The vacancy should be advertised through means such as newspapers and agents, but more importantly the organization should approach universities and colleges and advertise the vacancy there. The new managers should have a high level of education and be specialized in HRM. Obtaining references for the new managers could be limited to university sources. The course plan that the graduates have followed should be parallel to the job demands. The application form is an element that should be carefully designed for the specific demands of the new HRM vacancies. It is the first step in identifying who your most suitable candidates are and what skills each one holds. It should contain fields about education qualifications, with specific reference to modules that the graduates have attended. Some questions about physical condition in comparison to some tests for drugs and health condition will be desirable. 2.3 Interview plan When the selection process has been completed and it is clear which of the candidates qualify the basic demands, the next important step is the interview. The whole process should be designed very carefully and in a way that will make it more reliable. The interview is the organizations first approach to the candidate. This interpersonal exchange of information allows not only the candidate become more familiar with the organization and its objectives, but also the organization itself with the candidate. The flow of information from both sides has as a result a precise evaluation of both parties. The steps that follow comprise the essential structure of the interview. Step 1 Get prepared for the interview. Find the right place and make sure it is comfortable and friendly, so that the interviewed will be feeling relaxed and outgoing. Distinguish who the interviewees will be and provide them with information regarding the interview plan and a description of how the process should be completed. A panel interview is suggested as the most reliable one. The interviewing team can consist of up to 10 people, but the process should be approached carefully or else the candidate may feel uncomfortably when being bombarded by questions from 10 people one after another. There may be also a clerk to take notes and an equal opportunities adviser to ensure that all procedures are followed. The interview team can be separated and complete 2 interviews per candidate, to ensure that there is absolute agreement between the interviewers. Before the interview begins all the relevant documents, especially the application form of the candidate should be read carefully and some bullet points can be made for each candidate. This way when the candidate will be interviewed the interviewee can bring in mind some skills of the first and can make additional questions. The nature of the measurement of the candidate should be agreed before the interview. This can be carried out by a points system based on how closely the candidate meets the skills that were stated in the job description. Step 2 After the preparation the interview can be opened. Opening is a very important part. It sets the tone of the interview process. Before the interviewee starts with the questions, a short introduction of the staff and the company should be made for the ice to brake and the candidate to feel more comfortable. A very important element of the interview is listening. Apart from the introduction and the questions, the candidate is doing most of the talking. The interviewees should let the candidate talk as much as possible so that they can draw a better picture of them. It is crucial that the candidates are asked for HRM skills. Moreover some key questions relating to HRM theory could be a good aspect of evaluation. An example of question would be how the candidate perceives the concept of HRM. Another one would be on how they believe that staff can be improved and leaded effectively. There are some key points that should be carefully treated during the interview. First, the interview should be structured and it has to be made clear what it is trying to elicit. The organization needs 10 new graduates for managerial positions in HR functions. This has to be buried in the mind of the interviewees and should make them evaluate the candidates according to their HR skills. The questions should be agreed before the opening of the interview and they should be prompted and followed-up through a controlled procedure. Finally, it has to be examined that all the measures of the Equal Opportunities Act have been addressed. It is crucial for the organization not to neglect the law. Equal opportunities should be given to all candidates irrelevant to ethnic group, sex or religion. The new managers can be trained only by people who respect laws and do not make discriminations. Both the Race relations Act of 1976 and the Sex Discrimination Act of 1975 should be taken into account. Step 3 The final stage of the interview plan involves the summation of the data and the closing of the whole process. The organization should give the opportunity to the candidate to ask some questions. This way it can be made clear if the candidate is really interested for the vacancy and in combination with the recorded data a clear and precise evaluation can be made. A lot of attention should be given in the recording of the data. The important issues discussed should be taken down into paper and some notes about the behavior of the candidate during the interview, can be complementarily made. Above it is mentioned that there will be 2 different groups of interviewees that will question the candidate. The first group will be the one to ask the candidates about their skills and questions related to the application form. The second group will test the candidate in a workplace simulation. During this procedure the candidates will have a brief group meeting, where they will be tested in a case study situation. The candidates will be assessed The organization should follow these steps in selecting the appropriate candidates. As mentioned again right people in the right place is the key function of HRM. Introduction is a crucial point in the selection and recruitment process. If this process is effective and the evaluation is 100% reliable there will be no need for staff turnovers and moreover the organization will have found the most suitable people for the new managerial positions. 3. INDUCTION PROGRAMME After the selection procedure is finished and the new managers have been selected, a series of training and development techniques should be implemented so that the organization will meet the demands of HR which are characterized by lack of consistency. The induction programme is a key aspect of the Human Resource Department. Primarily, it is the first time the new manager and the organisation come in contact after the relationship of employer and employee is established. Before the actual training program, the induction process should ease the arrival of the new manager by being supportive of their needs, well structure and last but not least co-ordinated. The aim of the induction process is to familiarise the inexperienced manager with the organisation and its surroundings. Therefore, their anxiety of entering the new organisation is dispelled as fast as possible. Likewise, this process assists in inducing the organisation culture. This principal operation is not only critical for managers working for the first time but also for employees with prior experience. In addition, after this process has been successfully completed, it will help the managers in associating them with their colleagues and superiors. All personnel want to feel acceptance by the colleagues. Additionally our induction programme will be consequential in bringing about sufficient teamwork. Consequently, a system of communication exists in the environment. In order for the company to obtain less disruption amongst its new managers and the existing employees, they should be fully and functionally integrated in the company and their own department. It also makes the manager comfortable at another level. By touring the premises, the prospecting managers are facilitated by knowing about various departments and their location. It will state to them the dos and donts of the organisation. It will show them where the canteen is and where the cloak is. It is at this stage of the welcoming process that training specialists come in hand. Their responsibility is to plan, organise, and direct a wide range of training activities. Trainers conduct orientation sessions and arrange on-the-job training for new employees. Planning and program development is an important part of the training specialists job. In order to identify and assess training needs within the firm, trainers may confer with managers and supervisors or conduct surveys. They also periodically evaluate training effectiveness. A brief outline of the companys history should be included as a supplementary guide in directing them to the set of values and mission statement of the company. They inform them about the range of products and their functions (including a demonstration) as well as a brief summary of the organisations main suppliers and target customers. By introducing the new managers to the firms handbook, they will learn about the benefits, plans concerning holidays and sickness and the companys rules, disciplinary procedures and the payment of wages. During the course of the induction programme, emphasis should be placed on both individual and group training. Each new manager should be aware of how of how to handle circumstances that require problem solving. They should be proficient in either acting alone or as part of a group. Another component of the induction programme should be that the aspiring managers are well equipped with a computer program, which the organisation will provide immediate feedback to any problems that may arise, so as to generate communication for managers both with their employees and superior managers. They should possess both simple skills (the application of spreadsheets) and complex skills (functioning of pilot simulations). In conclusion, they should also occupy the skills for electronic learning. This may involve interactive Internet-based training, multimedia programs, distance learning, satellite training, videos and other computer-aided instructional technologies, simulators, conferences, and workshops. 4. TRAINING Having successfully accomplished the induction programme the determined managers should head to the training program. Training is fundamental to the selection process in judging whether or not your managers are capable in their positions. Training and development managers as well as specialists should conduct and supervise training and development programs for all its incoming employees. Increasingly, our management should recognise that training offers a way of developing skills, enhancing productivity and quality of work, and building loyalty to the firm. Training is widely accepted as a method of improving employee morale, but this is only one of the reasons for its growing importance. Other factors include the complexity of the work environment, the rapid pace of organisational and technological change, and the growing number of jobs in fields that constantly generate new knowledge. In addition, advances in learning theory have provided insights into how adults learn, and how training can be organised most effectively for them. Each and every one of the ten managerial graduates should appreciate the fact that training helps rank-and-file workers, by discovering which individual is most specialised for each job and division. Furthermore, training simplifies this process by placing all trainees in every single job to analyse which individual is most suited for each job. What is more, it maintains and improves their job skills (they may set up individualised training plans to strengthen an employees existing skills or even teach new ones) and possibly prepares them for jobs requiring greater skills. Training methods include on-the-job training (such as the program for the current training method). Schools, in which shop, conditions are duplicated for trainees prior to putting them on the shop floor, hence providing for them enhanced situations. Taking that into consideration, the managers will also recognise that superior quality, swift productivity and the minimisation of labour costs due to the fact that the specialised person for any job will produce output at a faster rate and therefore more will have been produced at a lower cost. Some companies have set up leadership or executive development programs among employees in lower level positions. These programs are designed to develop potential and current executives to replace those retiring. Trainers also lead programs to assist employees with transitions due to mergers and acquisitions, as well as technological changes. Managers should be taught how to be more open-minded and should be social and friendlier towards their employees. So that in turn, the employees will feel closer towards the company and especially their managers. This way, employees will be able to express their problems in a clear manner to their managers. In addition, managers should offer their help and advice to employees so that they will equally feel more satisfied and more importantly feel equal to their managers and all other staff. By helping one another the employees will feel as though they play a fundamental role in achieving the companys objectives. Moreover, they will feel more content and thus more focused on performing their best. Therefore, maximum output by each employee will be achieved. The training process that should be carried out for your new managers is that upon selecting them they should be placed in a room to watch a specified videotape presenting them with the Human Resource basics. Moving along, they should attend lectures and take an active part in seminars. Both of these steps will need an inspired speaker in order to keep them concentrated and focused on their roles. An improved technique in communicating with the managers in these lectures and seminars are visual aids such as videotapes and slides. However, for the process to be complete and moreover essential, the company should encourage their inexperienced managers to ask questions so that they can fully comprehend the information represented to them and feel adjusted in the company. Then they should be taken inside the corporation and to put their recently acquired to practice by observing real working procedures and more significantly take part in talking to the employees themselves and sharing the wealth of experience and knowledge they have. On a final note, they can also help them with obstacles they may have in their duties. From this whole experience, they will learn that the aspects of Human Resource Management are to work effectively as a team and to treat employees fairly. A recommended form of training is role-play where individuals act out a role with others in the group. This process is especially beneficial to the instruction of the managers as they can recognise most of what they have done. More relevantly, it will be highly practical in the course of the training. Another aspect of role-playing is that managers may further develop their inter-personal skills and will associate more with their colleagues and feel more open towards each other. 5. PERFORMANCE MANAGEMENT Performance Management is a systematic and data-oriented approach to managing people at work that relies on positive reinforcement as the major way to maximise performance. Performance management is necessary for the success of any type of corporation due to the fact that it takes into account the talent, knowledge and skills of its managers-and then helps them improve their qualities. It is intended for anyone who manages the performance of others. Whether you are a first-time work leader or an experienced supervisor, manager, program director or department chair, performance management will provide your company with useful information with respect to the managers conditions. For performance managers, this changing environment offers many new challenges and opportunities. Performance managers and their employees are increasingly being asked to become generalists who step outside of traditional narrowly defined job descriptions in support of team objectives and goals. These changes are resulting in the development of new approaches to human resource management. The performance management process provides an opportunity for the employee and performance manager to discuss development goals and jointly create a plan for achieving those goals. There are a couple of steps that managers must learn to keep staff orientated and what is more, to stay thriving, be profitable and have linkages to customer engagement. In the first place, you must identify the employees individual strengths. You must position that individual to perform a role that capitalises on these strengths. When we refer to strengths we are referring to a persons ability to provide consistent, near-perfect performance in a given activity. We believe that, when selecting employees, companies have spent far too much time and money focusing on the skills and knowledge of employees and not nearly enough on their talents, which are the basis of strength and success. You must find a way to engage these talented employees. Again, there are many ways to do this for instance by paying them more, provide more generous benefits, but these are low-character solutions. The only way to engage talented employees successfully is to select and develop remarkable managers. Grand managers can select the best people, set accurate expectations for them, motivate them, and develop them. Companies that are unable to create this kind of environment will loose not only in terms unsatisfied employees but equally, sales and their customer base. They will loose more talented people than they keep. They will miscast, over-promote, undervalue, and otherwise misuse those talented employees who do stay. Lacking talented people in the right roles, these companies will have to revert to less robust routes to performance. Pressed by high character competition, these routes will serve these companies poorly. In the end, lacking great managers to keep it on the right path, these companies will loose. So, in order to avoid becoming one of these companies the organisation must rely on managerial excellence in finding talent and the human resource department in selecting the right managers for this part. Apart from those benefits, it also allows for discussion about job performance (the new managers should conduct an annual performance evaluation) with the employee and provides feedback on strengths and improvements needed. Development plans should contribute to organisational goals and the professional growth of the employee. The performance management process begins with analysis and description of the job. The performance manager identifies essential functions in the job description and the strategic mission and goals of the department or organisational unit. Standards of minimum acceptable performance are developed for the position with the employee. Additionally, standards for performance, which exceeds expectations, may be set to encourage the employee to strive for even better results. Performance should be evaluated based on changes over a period of time. The new organisational theory emphasises a focus on decision-making and accountability at the level where the work is done, the graduates should be qualified in making sound decisions and be liable for their own actions. Similarly, the organisation should develop a service culture that rewards team performance, and the integration of its operations should exist so that communication between departments is accelerated. A proposed performance management system helps in monitoring and documenting employee performance and provides opportunities to develop or enhance employee performance. We would like to state that in order to adhere to the firms mission statement and its objectives, the new managers should be instructed upon the use of disciple amongst employees. Managers should be aware of the fact that appraisals should be objective, quantitative and outcome-oriented assessments, which will, in sequence, assist the employee to develop and provide mentoring, coaching, and constructive feedback. Most managers like to think that if they are effective, they will not have to discipline employees. Unfortunately, the need to do so does crop up. The primary reason for knowing how to discipline employees is to enable the manager to quickly stop undesirable employee behaviour and guide employee work patterns back within acceptable norms. Discipline is also important for several secondary reasons. One secondary reason for disciplining is that discipline problems do not correct themselves. When discipline problems are ignored they tend to get worse rather than better. Another secondary reason for terminating behaviour problems is that they invariably lead to other problems which are potentially more dangerous to the manager. These other problems include morale problems, performance problems, control problems, and even other discipline problems. On the other hand, an effective manager who solves discipline problems starts a different cycle. The benefits to the manager are in the form of good morale, performance and control, and thus recognition from higher levels for a job well done. This manager will get the next available promotion. In closing, an annual or periodic HRM audit check will allow a firm to proactively identify and correct employment-related problems before they reach a critical stage of paralyzing the firms business operations. 6. CAREER DEVELOPMENT When people lose sight of their career goals, they often lose confidence in their own ability and commitment to their manager. In turn, the newly acquired graduates should be competent in dealing with their employees and knowing how to evolve their career prospects and how to comfort them and reassure them that they can actualise their careers according to their individual talents and dreams. It is due to these principles that career development is another mandatory aspect of our departments to teach the new managers. There have been a number of significant changes in the field of management development over the last decade. Organisational structures have become flatter and management development needs have consequently changed. Career development is currently focused on being highly responsive to the changing needs of the organisation, as well as those of the individual. Similarly, the needs of managers in small businesses will be different to those in more mature, hierarchical organisations. The arriving managers should keep in mind that there is less emphasis on formal, structured training programmes and a shift towards more informal and flexible development options. There is now a much greater emphasis on self-development and continuous learning. The professional managers should take advantage of the fact that international assignments are becoming more and more typical parts of a managerial career owing to the ever-increasing pace of globalisation in the world today. As an outcome, cross-cultural leadership competencies are required within international companies, meaning that managers must have concise communication with their employees and be distinguished in preparing reports for their superiors. The culture of an organisation can be positive and supportive, or threatening and destructive. Our career development culture should help address the momentous issues of productivity, competitiveness, affirmative action, and succession planning. It will additionally support people in redefining their talents and realising the full potential of their jobs. Managers should play a key role in creating a career development culture. Managers seldom do performance appraisals properly because they are afraid of their workers and the workers are virtually paranoid about the slightest negative note on their files. In order for our company to have the cutting edge, our new managers must be honest with the employees. A better way is to organise a system of mentor ship, in which, managers ease any tensions that may exist between the employees and the employer. A managed career development culture can pay great rewards to an organisation and the people working in it. Employee development is important to the success of the individual as well as to the company as a whole. Through our performance-feedback process, employees are able to create an Individual Development Plan to help them focus their efforts on areas that need the most development so they can improve and enhance their performance. The plan includes goal statements describing what skill, knowledge or experience will be developed, the rationale for why its important to develop these areas and a list of activities that will be done to achieve these goals. Managers should moreover create an Employee Handbook, describing to them their position and value to the corporation. This will be a living document that will be updated and added to as needed and as you grow your company. Coach the new graduates in dealing with performance issues or work habit problems and in parallel demonstrating the ability to conduct employee counselling. Last but not least, it should assist in complying with requirements for governmental reporting. An Employee Handbook will be a living document that will be updated and added to as needed and as you grow your company. While completing and implementing a Career Development Plan can never guarantee success or promotion, increased skills and expertise will improve marketability, both inside and outside of the corporation. The performance feedback process provides the structure and resources for assessing current skills, understanding the companys skill needs, establishing individual goals, and developing an action plan to meet goals and improve abilities. A postal survey of managers in career service organisations showed that, while technical infrastructures for knowledge management are present, managers do not fully recognise the capabilities of the infrastructures that they have. This may be due to poor career development managers. Knowledge management infrastructures are examined in the context of prevailing organisational cultures. In conclusion, one can say that career managements central focus is on guiding its new managers to performing more clearly when they have to aid their employees on problems such as: Where is my career going? What are my contributions to the company? It is increasingly about the need to face and manage change successfully. About securing the future well being of the business and recognising that this may require fundamental change. Management development is also, then, the key to organisational renewal and certainly, it has been used as a lever for change in sectors such as finance, telecommunications and healthcare. 7. HUMAN RESOURCE MANAGEMENTS FUNCTIONS As we are in the dawn of the 21st Century, our campus requires a dramatically different approach to the personnel function, to support the strategic plans implementation, and to help our employees effectively manage the consequences of unprecedented change. As a result, the transition from past practices to new ones will require a very different vision for the personnel function. The Human Resources function must serve as an active, strategic partner in the University community by providing services and a competitive compensation/benefits program to help attract, retain, and motivate a highly-talented, committed, and diverse workforce. The HR staff must exhibit sensitivity, judgement, and appropriate flexibility, as well as promote fair and equitable treatment of all employees. Furthermore, amongst other functions of human resource management should incorporate promoting a campus culture that respects and values all employees. Additional functions include: * Communicating honestly and clearly with the campus and its employees. * Focus on people, eliminating bureaucratic red-tape going on for decades now. * Utilising the full potential of the human resources to the firms advantage. * Maximise resources by utilising technology to its fullest extent to improve efficiency, effectiveness, transaction processing and overall service. * Offer competitive, market-based compensation and a comprehensive benefits package to our employees. * Recognise and reward performance and accomplishments utilising the Performance Review and Development (PRD) process. * Promote a learning environment with professional development, training, mentoring, and continuing education. * Embrace and promote the principles of continuous quality improvement (CQI). * Collaborate across cross-functional lines (compensation, employment, benefits, and employee relations training). 8. STRATEGIC HRM CONSISTENCY IN HRM PRACTICES Strategic human resource management has been defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organisational culture that foster innovation and flexibility . Strategic Human Resources means accepting the human resource function as a strategic partner in the formulation of the companys strategies as well as in the implementation of those strategies through human resource activities such as recruiting, selecting, training and rewarding personnel. Whereas strategic human resource recognises human resources partnership role in the strategizing process, the term HR Strategies refers to specific human resource courses of action the company plans to pursue to achieve its aims. By design the perspective demands that human resource managers become strategic partners in business operations playing prospective roles rather than being passive administrators reacting to the requirements of other business functions. Strategic human resource managers need a change in their perspective from seeing themselves as relationship managers to resource managers knowing how to utilise the full potential of their human resources. It has to be taken into account that the lack of consistency in human resource practices and procedures which has resulted in complaints, is due to, the inadequacy of a current, well-written employee handbook. Therefore, employees are unclear about substantial policies and practices. Employees question their decision to join your firm, they are unsure of basic company information (organisation, history, culture, etc) and they are unclear of their role within the organisation. What we must do in order to ensure that they execute a continuous flow of HRM procedures is realise that they require more supervisory and human resource time to answer questions and concerns. Other methods could insist on the correct conducting of effective and consistent performance appraisals are by the application of standardised performance appraisal forms. A form ensures consistency and completeness of the appraisal. The purpose of a performance appraisal is not merely to comment on past behaviour. Rather, it should be designed and conducted to influence or change on future performance and behaviour and to guarantee that the incoming managers, on a continuous level, regulate the degree of consistency in HRM practices. 9. CONCLUSION The above manual comprises a strategic approach to the organizations HR functions. The suggested steps that are outlined in this report aim to make the organization familiar with how an effective and consistent HR department can work. An effective implementation of the suggested strategy could help the organizations meet its key objectives easier. The new HR managers are expected to bring improvement and quality culture to the organization. The new culture will establish new standards and more commitment from all the members of the company. Learning is a vital factor and its procedures should never stop being updated. The future of the organization depends on the development of its members. Therefore the selection of capable and skilful employees is vital and should never be neglected. REFERNCE/BIBLIOGRAPHY * Armstrong, M and Baron, A (1998). Performance Management- the new realities. * John Stredwick, (2000). Human Resource Management, Reed Educational and Professional Publishing Ltd. * Foot, M. and Hook, C. (1999). Introducing Human Resource Management. Longman. * Munro-Fraser, J. (1954). A handbook of employment Interviewing. Mcdonald and Evans. * Taylor, S. (1998). Employee Resourcing. * Mullen, J. (1997). Starring Roles. People Management 29 May, pp.28-30 * Holbech, L. (1998) Motivating People in Learn Organizations Butterworth-Heinemann INTERNET SITES * http://www.smartbiz.com/sbs/cats/perf.htm * http://www.amtekhr.com/services.html * http://www.otis.com/hr/subcatg/1,2244,CLI1_HRC4_RES1_SCM33,00.html * http://www.bls.gov/oco/ocos021.htm * http://humanresources.about.com/

I am Not Bi-Racial, I am a Human Being Essay -- Sociology Racism Preju

I am Not Bi-Racial, I am a Human Being At the end of my first semester at the University, I had the experience of filling out forms to rate the professor of each course that I was enrolled in at the time. Each standard evaluation given by the University was alike in almost all respects. I have been taking standardized tests as early as second grade, and it seemed quite familiar to fill in the informational circles with a number two pencil. The informational circles were nothing new to me: full name, sex, social security number, and race, yet each time I reach the section of race, I am unable to come up with a good solution to a problem that exists. Biologically, I am half African-American and half Caucasian. My appearance tells me that I should choose one answer and my life experience tells me that I should choose another answer to the race question. This usually puts me in the category of "other." I don’t want to be known as "other." I don’t want to be known as black or white or pink or blue or green, for t hat matter. I want to be known as Karin Brown, a human being without classification. In her essay, "Fifty Years in America: Through Back Doors," Elena Caceres uses the idea of "Americanness"(90) as a philosophical aspect of one’s life; one that will fulfill dreams and promises if perfected. It appears that the "Americanness" that each person experiences varies on many levels. In Caceres’ case, it began as something to be thought of in highest respects, but the feelings that people go through regarding acceptance can extend to extreme positions. How can a country founded on the ideas of freedom and individuality promote acceptance to all degrees and at the same time make classification a normal part of everyday life, as... ...She looked over the informational section and started laughing. I asked her what was funny, and she read me the options that were available to check for race. She was chuckling at the last option as she said enthusiastically, "Other. I wonder who would have to check that." That statement enlightened me to two very important aspects of my life. First, it allowed me to grasp the idea that standard classifications of "Americanness" aren’t always appropriate. Secondly, it pleased me to know and understand that the people in my everyday life look beyond the color of my skin and see Karin Brown, because in the midst of her chuckling, my classmate had forgotten that I was the "other."       Works Cited Caceres, Elena. "Fifty Years in America: Through Back Doors." MultiAmerica: Essays on    Cultural Wars and Cultural Peace. Ed. Ishmael Reed. Penguin Books(US), 1997.

Privacy In Demand Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Like most countries and especially the United States their inhabitants enjoy a certain level of privacy. People don’t generally want intimate information to be accessible to the public eye. In fact many people go to great lengths to hide everything about themselves. What exactly is the definition of privacy? Well, privacy is the expectation that confidential personal information disclosed in a private place will not be disclosed to third parties, when that disclosure would cause either embarassment or emotional distress to a person of reasonable sensitivities. This information includes facts, images (ex: photographs and videotapes), and disparaging opinions. When over zealous law enforcement officials demand access to telephone conversations, e-mail or other electronic communication they are violating the unwritten code of privacy. When organizations from the private sector purchase intimate information about medical records either for commercial purposes, or to challenge your insurance eligibility or employment suitability. Unfortunatly this is a common practice in the United States and it is wrong.   Ã‚  Ã‚  Ã‚  Ã‚  First of all, what does the government do to secure this private information? The answer is very little. There are bascially two different laws that effect privacy. These two laws are the Privacy Act of 1974 and the Freedom of Information act. At a first inspection the two laws seem to work against each other. In short the Privacy Act of 1974 keeps information in government records concerning individuals discreet. The Privacy Act of 1974 gives the individual the rights to see and copy files that the federal government maintains on him or her. It also gives the right to know who else has access to that information, and to request a change to any information that is not accurate. The most important part of this law is the fact that the government is not allowed to use any information for any purpose other than the one for which it was initially collected. This is important and will be addressed later on. The Freedom of Information Act is used mostly to pry open government files. It was designed to help individuals obtain information about the actions of government. The law proclaims that any citizen is to be given access to government records unless the disclosure involves litigation, the CIA, personal m... ... license from every state.† Basically this states that a mugshot data base will be created by virtually all non-criminals. This is a violation of privacy. When the DMV issued the driver’s license there was never any intent to create a mugshot from the information on the card. In 1992 The DPPA(Federal Drivers Privacy Protection Act) was created to make a nation mugshot database. This act authorized the sale of driver’s names, addresses, birthdates, social security numbers, driver’s license numbers, digital signatures, and digital photographs to private companies for the purpose of making a registry of identifying information. Fortunatly, this act was ruled unconstitutional for it was in violation of the tenth amendment. However, before this act was ruled unconstitutional the state of South Carolina sold the complete contents of it driver’s license information for a mere five thousand dollars.   Ã‚  Ã‚  Ã‚  Ã‚  Now with the introduction of the internet it is becoming increasingly difficult to control the publication of personal and private information. Any information that is collected should not be used for any other purpose except for what it was originally accepted.

Manager Resume Example Essay

ALBERT A. YAGUDAEV Home (718) 956-7299   Cell (917) 865-4782 Fluent in English & Russian CORE KNOWLEDGE AREAS Risk Management Finance Management Strategic Analysis Team Building Problem Solving Statistical Analysis Commercial Banking Client Relations Budget Management Report Management Goal-Oriented Communication Skills Bond Assurance Detail-Oriented Decision Making Team Building Time Management Organization Skills PROFESSIONAL EXPERIENCE    Calyon New York, NY   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2005 – Present Senior Analyst – Capital Markets / Global Funding Desk Prepares and presents consolidated entity level risk reports for Senior Management including the Senior Executive of the Trading Desk. Provides consultation and advice regarding dynamic hedge strategies utilizing interest rate derivatives. Automates various workflows utilizing Excel and Visual Basic. Identifies and quantifies all risks borne by the trading books. Reviews and analyzes calculations of risk parameters including sensitivities, volatilities, VaR, and reporting of total position risk. Runs scenario analyses and stress loss tests. Explores P&L and positional impacts of market movements. Quantifies portfolio size and stop-loss limits; monitor and report on breaches. Guides traders on market risk, P&L, liquidity risk, and limit utilization. Analyzes the integrity and maintains the quality of the data feeds from various global systems by establishing effective processes for timely VaR reporting for the Investment Bank. Optimizes the management framework. Produces ad-hoc reports and quantitative analysis for the Treasury/Global Funding Desk. HSBC Bank USA, New York, NY  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚   2001-2005 Sr. Risk Analyst – Interest Rate Derivatives Desk Verified and analyzed daily Profit and Loss. Analyzed calculations of risk parameters including volatilities, stress testing and (VaR). Deconstructed and analyzed reports on Fixed Income and Interest Rate Derivatives. Measured and analyzed credit exposures and various elements of risk. Provided financial reports to Head Office and Senior Management. Reorganized the use of proprietary relational databases, complex spreadsheets, and concomitant macros to streamline corporate business operations. Tested and implemented the VaR model (Taylor-Series). Ensured levels of risk were consistent with limits established by management. Continue†¦page 1 of 2 ALBERT YAGUDAEV  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Page Two Integrated Leasing, Melville, NY  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2001 Consultant Successfully streamlined corporate business operations through the utilization of spreadsheets and macros. Developed and maintained relational databases for product centers. Natexis Banque Populaires, New York, NY  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚      1999 – 2000 Treasury Risk Manager – Fixed Income and Interest Rate Derivatives Desk Performed VaR analysis using RiskMetrics. Analyzed the results of Monte Carlo simulations and historical Time Series risk measurement Responsible for defining department’s market risk measurement methodologies, including statistical measures, stress testing, monitoring overall positions and setting limits to govern exposure Researched simulation models for incorporation into firm’s risk systems Managed P&L risk on both an intra-day and end-of-day basis, specifically monitoring risk exposure    Ambac Capital Corp., New York, NY  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1997-1999 Risk Analyst – Fixed Income Desk in Asset/Liability Management Prepared detailed mark-to-market risk analysis of a $10.5 billion asset and liability portfolio for Securities including GICs, CMOs, Corporates, ABS, Municipals and Treasuries. Analyzed and recommended appropriate hedges with respect to interest rate exposure for duration, convexity, and time value utilizing options, futures and other derivative products. Measured portfolio risk utilizing dollar and effective duration, convexity, key rate duration, volatility, prepayments, and basis between Treasury, Libor and AAA Corporate yields. Maintained, reviewed and updated model assumptions for measuring sensitivity of the GIC portfolio to market value fluctuations and changes in interest rates. J & W Seligman & Co., New York, NY  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚   1995-1997 Business Analyst Conducted quantitative and statistical analysis for the Fixed Income Analytical Team. Reviewed and analyzed trends in the bond market, interest rates, and yields. Effectively prepared and presented detailed reports to Senior Management describing the firm’s current risk status. Salomon Smith Barney Inc., New York, NY  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚   1994-1995 Associate Analyst Evaluated department financial progress through the compilation and manipulation of data utilized in daily reports. Significantly reduced the capital charge imposed by the SEC on aged items from $159 million to $13.3 million. Successfully managed the $83.2 million Smith Barney commission account for proper allocation. TECHNICAL SKILLS Bloomberg  ¨ Bloomberg Trader Workstation  ¨ Reuters 3000 Calypso  ¨ RiskWatch  ¨ RiskMetrics,  ¨ Summit,  ¨ Kondor Microsoft Office Suite (Word, Advanced Excel w/ VBA & Functions, Access) EDUCATION St. John’s University – College of Business Administration, Queens, NY Bachelor of Science in Finance, (date) Associates in Computer Science, (date)

Intercultural Sensitivity.

Intercultural Sensitivity. The developmental stage of intercultural sensitivity that best fits me at this point in my life is the one listed as number five, Adaptation. I feel this way because I can evaluate other's behavior from their frame of reference in most instances, and can adapt my behavior to fit the norms of their culture, if needed. I am a very flexible person when it comes to cultural values. I know what I value, but I also know that the things I value are not always the same as other cultures. I can easily and quickly adapt to others needs in most situations. I think that being able to do this will help me tremendously in dealing with parents from different cultures. I think it will show them that I have a respect for them and their way of life, and will encourage them to be more respectful when dealing with me.Authors considering attachment in non-western cult...I think that respect is a big issue with almost all cultures and I want to make sure that I am always treating others with respect. I al so would not want parents to feel uncomfortable talking to me about any issue that they may be having.The main reason I see myself in the adaptation stage is that I have grown up working with and playing with and dealing on a daily basis with people from different cultures. I wouldn't say that I could integrate with any other culture completely, but I am able to adapt to their ways of doing things at least for small periods of time when needed. I was never really in the denial stage because I have always know that there are cultural differences in people, and I am able to recognize them fairly quickly. Also I have never really looked at the difference...

Babe Ruth essays

Babe Ruth essays Babe Ruth is one of the most influential sports athletes in history. He overcame many obstacles in his life, like a bad childhood, people not believing in him, and his parents and grandparents dying, to get to where he is now. Not only did his childhood deprive him of being influenced by his parents but with his grandparents also. You see his parents died when he was young. Soon after that his grandparents died. After his grandparents died foster family took custody of him but sent him to a boarding school and there he got 2 wholesome meals a day and was around people that cared about him 24 hours a day. Despite of his childhood he still became very famous. Even though his parents died when he was young he was still able to learn baseball from a role model they called brother Mathias who was a member of the clergy. Soon this role model saw that Ruth was getting way too good at baseball for the coaches at his boarding school so they sent him to another boarding school where some of the states best coaches were at. Since he became so famous after his bad childhood he showed people that you must keep following your dreams if you want to reach them. Even though he suffered many deaths through his childhood he still gave 100% effort all the time. When he told his friends that he wanted to be a baseball player when he grew up they all mostly laughed at him but he knew one day that he would get there. Not only does this inspirational story prove he was very confident in himself but that he is one of the most influential sports athletes in history. Without his ongoing struggle to live a happy and easy life this accomplishment might not have been so great. ...

A Summary of Durkheims Division of Labor in Society

A Summary of Durkheim's 'Division of Labor in Society' French philosopher Emile Durkheims book The Division of Labor in Society (or De la Division du Travail Social) debuted in 1893. It was Durkheim’s first major published work, and it is the one in which he introduced the concept of anomie or the breakdown of the influence of social norms on individuals within a society. At the time, The Division of Labor in Society was influential in advancing sociological theories and thought. The Division of Labors Major Themes In the book, Durkheim discusses how the division of labor- the establishment of specified jobs for specific people- benefits society because it increases the reproductive capacity of a process and the skill set of the workmen. It also creates a feeling of solidarity among people who share those jobs. But, Durkheim says, the division of labor goes beyond economic interests: In the process, it also establishes social and moral order within a society. The division of labor can be effectuated only among members of an already constituted society, he argues. To Durkheim, the division of labor is in direct proportion to the moral density of a society. Density can happen in three ways: through an increase of the spatial concentration of people, through the growth of towns, or through an increase in the number and efficacy of the means of communication. When one or more of these things happen, says Durkheim, labor begins to become divided, and jobs become more specialized. At the same time, because tasks grow more complex, the struggle for meaningful existence becomes more strenuous. A major theme of the book is the difference between developing and advanced civilizations and how they perceive social solidarity. Another focus is how each type of society defines the role of law in resolving breaches in that social solidarity. Social Solidarity Durkheim argues that two kinds of social solidarity exist: mechanical solidarity and organic solidarity. Mechanical solidarity connects the individual to society without any intermediary. That is, society is organized collectively and all members of the group share the same set of tasks and core beliefs. What binds the individual to society is what Durkheim calls the collective consciousness, sometimes translated as conscience collective, meaning a shared belief system. With organic solidarity, on the other hand, society is more complex, a system of different functions united by definite relationships. Each individual must have a distinct job or task and a personality that is his own. Here, Durkheim was speaking specifically about men. Of women, the philosopher said: Today, among cultivated people, the woman leads a completely different existence from that of man. One might say that the two great functions of the psychic life are thus dissociated, that one of the sexes takes care of the effective functions and the other of intellectual functions. Framing individuals as men, Durkheim argued that individuality grows as parts of society grow more complex. Thus, society becomes more efficient at moving in sync, yet at the same time, each of its parts has more movements that are distinctly individual. According to Durkheim, the more primitive a society is, the more it is characterized by mechanical solidarity. The members of an agrarian society, for example, are more likely to resemble each other and share the same beliefs and morals. As societies become more advanced and civilized, the individual members of those societies become more distinguishable from one another. People are managers or laborers, philosophers or farmers. Solidarity becomes more organic as those societies develop their divisions of labor. The Role of Law Durkheim also discusses law extensively in this book. For him, the laws of a society are the most visible symbol of social solidarity and the organization of social life in its most precise and stable form. Law plays a part in a society that is analogous to the nervous system in organisms, according to Durkheim. The nervous system regulates various bodily functions so they work together in harmony. Likewise, the legal system regulates all the parts of society so that they work together in agreement. Two types of law are present in human societies and each corresponds to the type of social solidarity those societies use. Repressive law corresponds to the center of common consciousness and everyone participates in judging and punishing the perpetrator. The severity of a crime is not measured necessarily as the damage incurred to an individual victim, but rather gauged as the damage it caused the society or the social order as a whole. Punishments for crimes against the collective are typically harsh. Repressive law, says Durkheim, is practiced in mechanical forms of society. Restitutive Law as Restoration The second type of law is restitutive law, which instead focuses on the victim since there are no commonly shared beliefs about what damages society. Restitutive law corresponds to the organic state of society and works through the more specialized bodies of society, such as the courts and lawyers. This also means that repressive law and restitutory law vary directly with the degree of a society’s development. Durkheim believed that repressive law is common in primitive, or mechanical, societies where sanctions for crimes are typically made and agreed upon by the whole community. In these lower societies, crimes against the individual do occur, but in terms of seriousness, those are placed on the lower end of the penal ladder. Crimes against the community take priority in such societies, according to Durkheim, because the evolution of the collective conscious is widespread and strong while the division of labor has not yet happened. The more a society becomes civilized and the division of labor is introduced, the more restitutory law takes place. Historical Context Durkheim wrote his book at the height of the industrial age. Then, how people fit into Frances new social order surfaced as a principal source of trouble for the rapidly industrial society. The pre-industrial social groups comprised family and neighbors, but as the Industrial Revolution continued, people found new cohorts at their jobs, creating new social groups with coworkers. Dividing society into small labor-defined groups, says Durkheim, required an increasingly centralized authority to regulate relations between the different groups. As a visible extension of that state, law codes needed to evolve as well, to maintain the orderly operation of social relations by conciliation and civil law rather than by penal sanctions. Durkheim based his discussion of organic solidarity on a dispute he had with Herbert Spencer, who claimed that industrial solidarity is spontaneous and that there is no need for a coercive body to create or maintain it. Spencer believed that social harmony is simply established by itself, an idea with which Durkheim disagreed. Much of this book, then, involves Durkheim arguing with Spencer’s stance and pleading his own views on the topic. Criticism Durkheims primary objective was to evaluate the social changes related to industrialization and to better understand its ills. But British legal philosopher Michael Clarke argues that Durkheim fell short by lumping a variety of societies into two groups: industrialized and non-industrialized. Durkheim didnt see or acknowledge the wide range of non-industrialized societies, instead imagining industrialization as the historical watershed that separated goats from sheep. American scholar Eliot Freidson pointed out that theories about industrialization tend to define labor in terms of the material world of technology and production. Freidson says that such divisions are created by an administrative authority without consideration of the social interaction of its participants. American sociologist Robert Merton noted that as a positivist, Durkheim adopted the methods and criteria of the physical sciences to examine the social laws that arose during industrialization. But physical sciences, rooted in nature, simply cant explain the laws that have arisen from mechanization. The Division of Labor also has a gender problem, according to American sociologist Jennifer Lehman. She argued that Durkheims book contains sexist contradictions. Durkheim conceptualizes individuals as men but women as separate and non-social beings. By using this framework, the philosopher entirely missed out on the role of women have played in both industrial and pre-industrial societies. Sources Clarke, Michael. Durkheims Sociology of Law. British Journal of Law and Society 3.2 (1976): 246–55. Print.Durkheim, Emile. On the Division of Labor in Society. Trans. Simpson, George. New York: The MacMillan Company, 1933. Print.Freidson, Eliot. The Division of Labor as Social Interaction. Social Problems 23.3 (1976): 304–13. Print.Gehlke, C. E. Rev. . Columbia Law Review 35.4 (1935): 643–44. Print.of On the Division of Labor in Society, Emile Durkheim, George SimpsonJones, Robert Alun. Ambivalent Cartesians: Durkheim, Montesquieu, and Method. American Journal of Sociology 100.1 (1994): 1–39. Print.Kemper, Theodore D. The Division of Labor: A Post–Durkheimian Analytical View. American Sociological Review 37.6 (1972): 739–53. Print.Lehmann, Jennifer M. Durkheims Theories of Deviance and Suicide: A Feminist Reconsideration. American Journal of Sociology 100.4 (1995): 904–30. Print.Merton, Robert K. Durkheims Division of Labor in Society. American Journal of Sociology 40.3 (1934): 319–28. Print.

Publish a leaflet disseminating information on a particular disability Essay

Publish a leaflet disseminating information on a particular disability or syndrome - Essay Example xpectancy has been raised from 25 to 60 and scientists are hopeful they will be able to improve, correct or prevent numerous Down Syndrome symptoms in the future. Down Syndrome doesn’t mean the end of happiness or a normal life for you or your child, it just means you’re going to have to put in a little more effort and you may need to loosen those dreams of Ivy League colleges – not rule them out, just consider them a little further out of reach. â€Å"Because of the range of ability in children with Down syndrome, it is important for families and all members of the schools education team to place few limitations on potential capabilities †¦ Improved public acceptance of persons with disabilities along with increased opportunities for adults with disabilities to live and work independently in the community, have expanded goals for individuals with Down syndrome† (Health News Flash,

History and philosophy of International Baccalaureate programme Essay

History and philosophy of International Baccalaureate programme - Essay Example The research also finds that there is need for further research regarding the efficacy and efficiency of the IBP versus those of ordinary educational programs. In the meritocratic world of today, where the quality of education is greatly valued, it seems important to evaluate the different systems of education in order to assure that the future generation gets the best education possible. With the effects of globalization on today’s world, whereby mobility is an essential factor in the work arena, finding an education system that can be validated internationally is of great importance. Many of the novel problems in the globalized world have been solved through the evolution of International Baccalaureate Program. The International Baccalaureate Program evolved to allow for the children of mobile parents worldwide to receive a good education. It was intended to enable students to qualify for universities of their choice and study in international schools. So, what started as a solution to a global problem was embraced worldwide because of the academic rigor and international education imparted thereby (Walker, 2004, p. 7). The International School of Geneva was founded in 1924 to meet the needs of the employees of the, now defunct, League of Nations. The school was the oldest international school in Geneva to survive the Second World War. Its inception was, indeed, a first step towards world harmony and, thus, peace. Its staff came from different countries; the school had to accommodate a diverse range of culture and also prepare the children for university education in their own countries (Peterson, 2005). Although, in the beginning, the idea ignited some of the post war idealists, due to low mobility it did not grow as it did after the Second World War. In 1951, the International Schools Association (ISA) was set up to help the growing number of international schools. One of the problems encountered by schools throughout the world was to

A Culture of Collaboration among the Community Members Case Study - 11

A Culture of Collaboration among the Community Members - Case Study Example There are five disciplines of learning in an organization. The first is the personal mastery this is individual learning; no organization can learn until the members start to learn. One must define what he or she is trying to achieve (Easterby 2001). In the case example, when Charlotte was 27 years old she had an idea for a weekly magazine. Being a journalist, she had the right knowledge on how to run the business. She defined what she was trying to achieve and provided the first discipline of learning to the organization she was going to form. By approaching the businesspersons, she had seen how close she was to her goal, which was to start a weekly magazine (Teri 2000). Anyone who came to work in the organization was young, and mostly just out of college. Under the leadership of Ifeoma and Charlotte, they became a hard-working group with everyone unleashing the creative energy in them. The group became a committed and hard working group that was determined to change what was called the â€Å"staid face† of journalism in their country (Teri 2000). The second discipline is the mental model. This is one’s way of examining the universe and must be accurate in the espoused theory and the theory that is in use. What one says should correspond with what the individual does (Easterby 2001). The controversial and thought-provoking stories that were run by the magazine; were run with the writers playing the devil’s advocate. These stories corresponded with the magazine's goals and objectives, which were to shape the social trends among the youth. Judging from the feedback, they got from these stories they had succeeded. The organization had aligned what they were working to achieve with what they did on a daily basis, and this created the foundation for tier success (Teri 2000).   For any team to be successful then it, the team must have several characteristics. The team must have a clear and elevating goal; the goal of the team in the case study was to shape the social trends among the youth (Easterby 2001). The team must have a result driven structure, in the case study the magazine depended on the responses that they got from running their stories in the form of the number of magazines that they sold.  

Psychology Essay Example | Topics and Well Written Essays - 500 words - 16

Psychology - Essay Example In a similar vein, studies have shown that social influence through friends influence the use of alcohol in young adults and friends. This is the rationale behind the attempt of the study to evaluate the strength of influence of parents, siblings and friends in the frequency of alcohol use over time in adolescents and young adults. The research question pertains to finding out whether there is any difference in the influence between, parents, siblings, and friends’ use of alcohol on frequency of alcohol use over time in adolescents and young adults, and whether the influences of parents, siblings, and friends were moderated by factors of age and sex. The study provides additional input on the influence of familial and friends on the use of alcohol in adolescent and young adults in three ways consisting of simultaneous examination of this influence, differences in cross-sectional and longitudinal analyses, and the use of twin data. The frequency of drinking of the participants was ascertained through the use of a single question with eight response categories. The Netherlands Twin Register Survey provided the data on the frequency of drinking among the parents, twins, and friends of the participant twins. Multivariate logistic regression analyses were conducted on the data collected in 1993 to evaluate the cross sectional influence of family members and friends on regular drinking in adolescents and young adults. Multivariate logistic regression analyses for the short term (1993 to 1995) longitudinal data, and for the long term (1993 to 2000) longitudinal data was used to determine whether drinking habits in family and friends predicted consumption of alcohol in adolescents and young adults. Influence of drinking of twin was assessed in data from 1995 and 2000. Cross-sectional multivariate logistic regression analyses

Walmart's Purchasing Strategy Coursework Example | Topics and Well Written Essays - 750 words

Walmart's Purchasing Strategy - Coursework Example The purpose is to keep the manufacturing company’s running. In addition, Walmart, supplies stores from their own warehouse and replenishes in two days on average. The pricing strategy is a method adopted by an organization to position a product. It usually depends on the average costs, customers’ perceived value of the competing product (Marburger, 2012). Walmart offers goods at low prices and it is widely known for this. The slogan â€Å"everyday low prices† has helped the company make major decisions, including the use of technology, distribution, and marketing. The company’s mission is to offer the lowest price and to keep cutting costs to offer the lowest price than its competitors. The company’s aim has always been to price the products at lowest so that they can maintain their customers as well as to have more customers purchase from them. Walmart creates a perception strategy that the prices of its products are lower, thus making customers continue shopping at Walmart. They place a very low priced fast moving item at a strategic spot in each store section. This makes the customers have the perception that since the staring item is at a lower price, and then all other items have low prices. Additionally, Walmart has focused on small towns that face neglection by competitors by introducing the everyday low price concept to grab their potential. The concept promised the customers of a wide variety of goods, branded and unbranded, at low prices. Walmart provides goods that are 15% cheaper compared to its competitors and as a result, it gained loyalty to the rural customers. This helps Walmart generate more profit due to its large volumes. This has been a key contributor to the company’s growth in many years. Moreover, the company checks the receipts of customers who have shopped elsewhere. If they find that an ind ividual paid too much for the goods in

Psychology Essay Example | Topics and Well Written Essays - 500 words - 16

Psychology - Essay Example In a similar vein, studies have shown that social influence through friends influence the use of alcohol in young adults and friends. This is the rationale behind the attempt of the study to evaluate the strength of influence of parents, siblings and friends in the frequency of alcohol use over time in adolescents and young adults. The research question pertains to finding out whether there is any difference in the influence between, parents, siblings, and friends’ use of alcohol on frequency of alcohol use over time in adolescents and young adults, and whether the influences of parents, siblings, and friends were moderated by factors of age and sex. The study provides additional input on the influence of familial and friends on the use of alcohol in adolescent and young adults in three ways consisting of simultaneous examination of this influence, differences in cross-sectional and longitudinal analyses, and the use of twin data. The frequency of drinking of the participants was ascertained through the use of a single question with eight response categories. The Netherlands Twin Register Survey provided the data on the frequency of drinking among the parents, twins, and friends of the participant twins. Multivariate logistic regression analyses were conducted on the data collected in 1993 to evaluate the cross sectional influence of family members and friends on regular drinking in adolescents and young adults. Multivariate logistic regression analyses for the short term (1993 to 1995) longitudinal data, and for the long term (1993 to 2000) longitudinal data was used to determine whether drinking habits in family and friends predicted consumption of alcohol in adolescents and young adults. Influence of drinking of twin was assessed in data from 1995 and 2000. Cross-sectional multivariate logistic regression analyses

How is the contemporary globalization altering or undermining the Essay

How is the contemporary globalization altering or undermining the Westphalian order - Essay Example For the efficient functioning of the world order, the competence of these four principles is important. Functioning as nation –state block, the responsibility of the Westphalian system is to provide welfare for its citizens, the defense around its boundaries, internal order and civic engagement. The role of the Westphalian system in the execution of these duties has been greatly affected by the growing importance of the contemporary globalization. The concept of globalization may be defined as ‘a fundamental shift of transformation in the spatial scale of human social organization that links distant communities’. Globalization helps the human activities to shift from the constricted boundaries of the nation-state to the entire globe itself (Valaskakis, 2000). Due to the rise of the multi national corporations, the globalization of production, which paved way for the mass migration of the skilled labor, trans- border movement of the entrepreneurs, technology etc, i s introduced. Globalization happening in various sectors at a rapid speed makes permanent marks on the face of the Westphalian world order. In the economic sector, the emergence of the international corporations has changed the perspective of the global business. Subjects of a country no longer produce goods only for the local market. People do not entertain thoughts of patriotism when they buy a product in the market. They are primarily interested whether the product is cheap and is of good quality. A consumer uses goods in his day to day life which are probably manufactured in countries he has never visited. The corporations do not want their product to have a national identity since it becomes a burden in the global market (Suter, 2006, p.4). Since the national governments lost control over their economies and hence are unable to provide employment for its citizens, the transnational corporations move across boundaries and encourage intertwining of national economies (Suter, 2006 , p.4) thereby creating job opportunities around the globe. The real power to organize production and marketing of goods rests with the multinational corporations and hence the global financial markets get to determine to which countries the terms of credit go (Mc Grew,p.8). Hence the significance of the role of the national governments in the financial sector is greatly reduced due to contemporary globalization. At the same time, the economic restructuring of countries ‘in response to globalization requirements tend to produce civil strife in structurally vulnerable states’ (Conteh-Morgan, 2006, p.3). Due to free global market competition, the disparities in individual income have become greater which lead to frustration, anger and hostility in states (Conteh-Morgan, 2006, p.3). This makes the nation susceptible to state failure and collective violence. Structurally weak states like the African countries failed to support mercantilism and could not provide national sup port under globalization pressures which made the states work for the upper class at the expense of the lower class (Conteh-Morgan, 2

How Important Is Money Essay Example for Free

How Important Is Money Essay To different people money is important in many ways. Money is used to do a lot, you use it to buy a house so you have somewhere to live instead of living under a bridge, you use it to keep your car running properly, and without money a lot of people wouldn’t be happy. Without money people cannot live healthy. You need money to buy food, clothing, and personal hygiene products. Some people go over bored and think that money is a necessity to have and whine up going over board and buying things non-essential to natural living. To me money is less important as long as I have enough to get food for my family, a roof over my head, clothing on my family and myself, power to my house, and gas in my car or money to ride the bus I am completely happy and that is what is important about money to me. It would be nice to have some extra here and there but as long as my family and I can survive that is all that matter. How would you pay your bills if you didn’t have money? How would sick children get the help they need without money? Both of these questions are questions that have been a big deal in my life. The answer to each is you would be able to. Even if you didn’t have money and you needed assistant that still involves someone donating the money. Money is an important aspect to everyone in this thing called life. Then again to other people money might be important in other ways. It all depends on who we are talking about when we ask the question â€Å"How important is money? † Without money we wouldn’t be able to go to school and prepare for life or get college degrees and further our educations. We wouldn’t be able to pay for medications that help heal us of any diseases or pain management. I do subscribe to the notion that money isn’t everything but I also believe that it is a major, critical facet of life today. If we can take the need for money out of our life’s equation then we will be free to live life as it’s meant to be lived but as long as it remains a means for survival nobody can tell me money isn’t important or doesn’t create an immense amount of unhappiness and stress. I think it’s very easy to say money isn’t important when you’ve got a lot of it but when you haven’t got it; it’s the most stressful part of living life. Many will argue that money is an object that, while making life a little easier, doesn’t or can’t buy happiness.

Romans And The Christian Worldview

Romans And The Christian Worldview Pauls letter to the Roman church was not meant to be a systematic theology. It was an occasional letter that contained a very systematic presentation of the Gospel. This makes Romans a very important book when it comes to the Christian Worldview. It covers a wide array of topics that are essential for a believer to understand and to live by. These topics include: creation, sin, salvation, eschatology, ethics, and theology. It will be shown what Paul teaches about these topics and how they apply to a Christians worldview. Paul teaches that in creation, God has given a testimony of himself and his goodness in Romans 1:19-20. This passage says that what can be known about God is made plain and that His invisible qualities-his eternal power and divine nature-have been clearly seen, being understood from what has been made, so that men are without excuse. (Romans 1:20) It also speaks about how believers should have relationships with the opposite sex and not with the same sex in Romans 1:26-27, because this is the natural way. In ones human nature one chooses to rebel not wanting to be under any kind of authority, whether it is that of another person or God himself. So since humans would much rather choose to live under their own control, Paul teaches that God gives those who would reject Christ over to lust in Romans 1:28-32. Sin is another topic that Paul covers in his letter to the Roman Christians. Sin at one point is described as anything not done from faith, in Romans 14:23. In Romans 6:23 Paul says, For the wages of sin is deathà ¢Ã¢â€š ¬Ã‚ ¦ Sin is not something that God takes lightly and it is important for Christians to understand that they are sinners and to avoid it at all costs. In Romans 1, Paul gives his readers a list of sins that mankind was committing in Romans 1:29-32. In learning that everyone sins from Romans 3:23 and need a savior, one also learns that there is salvation.  [2]   SALVATION Salvation does not lie in anything that a person can do for themselves; Paul teaches that it is the power of God and God alone in Romans 1:16-17. In Romans 3:24-25, Paul tells about the work of Jesus Christ as the redeemer, who was put forth as the propitiation for the sins of the world. Also including the surrounding verses of 21-21, Paul continually uses the word faith when dealing with Gods righteousness and justification. When it comes to sanctification and living a life empowered by the Holy Spirit, Romans 8 gives one of the strongest sections on how one can live apart from the flesh and live in the Spirit.  [3]   ESCHATOLOGY/ETHICS/ THEOLOGY One can learn about God and some of his ultimate goals by reading Romans 11. In this chapter Paul teaches about the last days and what Christians can expect during these times. Chapter 11 lays out the plan and process by which the Gentiles are saved and how the people of Israel will be saved in the last days. It is important to know our place in all of this. Romans aslo speaks directly as to how we should live as Christians. It begins in chapter12, being told to live as a living sacrifice, holy and pleasing to God in Romans12:1. Paul continues instructing people to renew their minds, basically telling them to think differently than they did when they belonged to the world. Throughout the book of Romans one can gather glimpses of what God is truly like; starting in chapter one verse twenty, his power and divine nature have been clearly seen. Throughout chapter two and parts of three Paul teaches about how God is righteous. In 3:25 one learns about his forbearance with previous sin, al l while learning how much he loves his children. In chapter eight and nine Paul teaches of his sovereignty and that all things are in his control. Through it all Paul teaches that believers can trust God to do what he promises, according to Romans chapter 4.  [4]   CONCLUSION The Book of Romans is full of teachings that are essential to a Christians walk. With all of the talk about evolution and the big bang theory one needs to know what God teaches about creation and what he wants to get across. Sin causes death in a believer and God has provided away for each human to be saved from this death. That comes through salvation from Jesus Christ. In the end times Gods ultimate goal is to see all his children come to a saving knowledge of His Son, Jews and Gentiles. Christians should operate in a righteous fashion while in this world and God will always be there to help and support each and every one of them.

Comparing Womens and Mens Fears in Frankenstein and Pet Sematary Essa

Comparing Women's and Men's Fears in Frankenstein and Pet Sematary      Ã‚   Childbirth and the resulting mother/child relationship are realities for women that leave plenty of room for anxiety. It is no wonder, then, that these themes of birth and motherhood should be featured prominently in women's horror. In contrast, men's horror tends not to focus on these fears, but, instead, focuses on the act of intercourse (the nuts and bolts of making a baby) and the man's fear of the woman's strange childbearing power. In comparing women's and men's fears on these subjects, one can see what fuels resulting horror texts.    In Frankenstein by Mary Shelly a man gives birth which is very curious when considering Frankenstein as a feminist text. The male mother in this text can be read in different ways. One reading of the phenomena could be man's attempt to control nature can have dire consequences. Upon closer reading, however, one can see that by having a male protagonist in the situation of life-giver, Shelly was allowed to make her fears known to her male contemporaries and at the same time explore her own fears concerning birthing and raising a healthy, productive child.    Mary's focus on the birth process allowed men to understand female fears about pregnancy and reassured women that they were not alone with their anxieties. The story expresses Mary's deepest fears; What of my child is born deformed? Could I still love it or would I wish it were dead? What if I can't love my child? Am I capable of raising a healthy, normal child? Will my child die? Could I wish my own child to die? Will my child kill me in childbirth? Mary was expressing her fears related to the death of her first child, her abilit... ... of making a child-the aspect of child bearing that they are most directly responsible for. For men birthing and the relationship between mother and child are foreign and consequently characterize what men are afraid of: "the Other."    Works Cited and Consulted Abrams, M. H., ed. The Norton Anthology of English Literature. 6th ed. Vol. 1. New York: Norton, 1993 Botting, Fred. Making monstrous. Frankenstein, criticism, theory. Manchester University Press, 1991. Boyd, Stephen. York Notes on Mary Shelley's Frankenstein. Longman York Press, 1992. King, Stephen. Pet Sematary. New York: Signet, 1984. Mellor, Anne K. Mary Shelley. Her Life, her Fiction, her Monsters. Methuen. New York, London, 1988. Shelley, Mary. Frankenstein or the Modern Prometheus. Edited with an Introduction and notes by Maurice Hindle. Penguin books, 1992   

Windows 95 or NT :: essays research papers

Windows 95 or NT When one asks himself or another, Which Operating system will better fill my needs as an operating system Windows 95 or Windows NT version 3.51. I will look at both operating systems and compare the qualities of each one in price, performance, stability and ease of use. The final results will give one a clear view to the superior operating system for years to come.   Ã‚  Ã‚  Ã‚  Ã‚  As one already knows, that if you keep up with the computer industry, that Microsoft Windows has been around for a long time. The Majority of all PC users use some type of windows for their working environment. Microsoft has spent a great deal of time trying to make the supreme operating system. In doing so they have created two of the most debated systems available to the general public in this day and age. However, in doing so each one of these operating systems has there good side and there bad side.   Ã‚  Ã‚  Ã‚  Ã‚  Windows NT 3.51 was originally created for business use, but has ended up being more widely available for the average PC user in ones home. Windows 95 was developed for the sole purpose as an alternative to Windows NT. But has ended up in the work place more then the home. Windows 95 carries an average price of ninety-five dollars in stores. Which makes it an expensive system worth the money. On the other hand Windows NT 3.51 carries a price tag of three-hundred and forty nine dollars. Making this software very expensive but also worth every penny.   Ã‚  Ã‚  Ã‚  Ã‚  Windows 95 is much easier to use then Windows NT. It was designed to make the PC user have more of an easier time navigating through its complex tasks. This is one of the main reasons why people would rather buy the more less expensive operating system. Rather then the more expensive system Windows NT. Another one the reasons that Windows 95 is more popular is for its simple graphic user interface otherwise known as the GUI. Windows also carries a option that Windows NT does not carry. That option is called PnP or Plug and Play, This is where the operating system will install the hardware and new hardware that could be added at a later date in time, Windows NT does not carry this very useful feature. If one has ever tried to install a new peripheral to ones computer it can be a headache alone trying to decipher the instruction manual that comes along with the device. Windows 95 will do this on its own, one of the downfalls to it is the fact that it can be only a device that is less

1st Merit List Bs English Uog

UNIVERSITY OF GUJRAT 1ST MERIT LIST Hafiz Hayat Campus Department: Programme: S# Serial No. Form No. English Language (02) BS (15) Applicant Information Marks (%) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 00066 00048 00053 00085 00043 00038 2-310 00015 00062 00031 00050 00019 00040 00034 00044 00046 00051 00026 00001 00020 10005 07560 10862 15496 03676 03915 07220 00072 03577 15509 16023 06683 12333 10969 13602 07927 18530 11985 10409 03302 06529 13930Mahmoor Ghani Sheikh D/o Ziad Ghani Sheikh Wajeeha Khawar D/o Khawar Mumtaz Malik Ayesha Zahoor D/o Zahoor Ahmad Maria Fayaz Malik D/o M Fayaz ul Haq Awan Zainab Amjed D/o Amjed Shah Hajab Binte Fayyaz D/o Fayyaz Ahmad Cheem Farwa Arooj D/o Muhammad Sharif Afifa Khalid D/o Khalid Iqbal Tooba Pervaiz D/o Pervaiz Ahmad Ifra Azmat D/o Muhammad Azmat Maryam Tariq D/o Tariq Mehmood Ayesha Zahid D/o Zahid Pervaiz Rafia Ejaz D/o Ejaz Ahmad Ruhma Ahmad D/o Sher Ahmad Tayyaba Jamil D/o Jamil Anjum Junaid Zaman S/o M Iqbal Farah Nasim D/o Muhammad Nasim Ch.Muhammad Tayyab Shehzad S/o Shafqat Ullah Atif Zia S/o Zia Ullah Noorul-Ain Liaquat D/o Liaquat Ali Humaira Chaudhry D/o Bashir Ahmed 75. 66 73. 86 72. 24 68. 94 68. 91 68. 61 67. 63 67. 49 66. 76 66. 54 66. 45 66. 17 65. 96 65. 78 65. 65 64. 85 64. 70 64. 69 64. 67 64. 25 63. 98 Registrar UOG Information System (Admission Cell) Page 1 of 3 13 October, 2011 UNIVERSITY OF GUJRAT 1ST MERIT LIST Hafiz Hayat CampusDepartment: Programme: S# Serial No. Form No. English Language (02) BS (15) Applicant Information Marks (%) 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 00003 00312 00068 00086 00055 00314 00047 00097 00037 00056 00096 00087 00313 00089 00033 00071 00016 00072 00017 00067 00059 07432 72356 16799 19225 18019 72358 10584 01747 13736 18058 18612 29332 72357 13212 13459 19452 03559 15971 15468 17707 17068Badar Zaman S/o Muhammad Zaman Zara Yousaf D/o Dr Muhammad Yousaf Saniha Khalid D/o Khalid Pervaiz Muhammad Arnan Ali S/o Sharafat Ali Muh ammad Usman Gohar S/o Muhammad Ramzan Haroona Mahtab D/o Zafar Iqbal Bisma Mushtaq D/o Mushtaq Ahmed Ranjha Alina Muzafar D/o Muzafar Hussain Maria Kokab D/o Mushtaq Ahmad Khushbakht Shoaib D/o Muhammad Shoaib Khawaja Faiqa Andleeb D/o Zafar Iqbal M Omer Javaid S/o Ansar Javaid Aqsa Ehsan ul Haq D/o Ahsan ul Haq Ammara Ansar D/o Ansar Hayat Muhammad Hamed S/o Abdul Majid Farwa Tahira D/o Ali Asghar Saba Inam D/o Inam Ullah Khan Zainab Imtiaz Warrich D/o Imtiaz Khalid Warrich Tasmia Younas D/o Muhammad Younas Abdullah Amjad S/o Amjad Mahmood Shafaq Khalid D/o Khalid Mehmood Butt 63. 74 63. 41 63. 23 62. 58 62. 34 61. 83 61. 49 60. 81 60. 38 60. 32 60. 01 59. 67 59. 19 59. 17 59. 13 58. 93 58. 89 58. 82 58. 52 58. 40 58. 30 Registrar UOG Information System (Admission Cell) Page 2 of 3 13 October, 2011 UNIVERSITY OF GUJRAT 1ST MERIT LIST Hafiz Hayat Campus Department: Programme: S# Serial No. Form No. English Language (02) BS (15) Applicant Information Marks (%) 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 00035 00095 00069 00088 00032 00027 00064 00094 00065 00073 00018 00090 00052 00049 00060 11833 21798 11178 20608 15219 15458 19561 21725 13763 19511 03783 16770 03557 16063 13499Sidra Qayyom D/o Abdul Qayyom Mehak Wasim D/o Babar Wasim Ather Syeda Zubaria Aqeel D/o Syed Aqeel Abbas M Saqlain Mukhtar S/o Mukhtar Ahmed Saba Nayab D/o Arshad Mahmood Hira Ahsan D/o Muhammad Ahsan Anum Nawaz D/o Muhammmad Nawaz Zunaira ch D/o Ch Salahuddin Syeda Samreen Jaffari D/o Syed Khaliq u Zaman Jaffari Saba Arshad D/o Muhammmad Arshad Ayesha Imtiaz D/o Muhammad Imtiaz Mughal Syeda Rizwana Sajad D/o Sajad Hussain Shah Sidra Naveed D/o Naveed Aslam Saba Asghar Paswal D/o M Asghar Paswal Shama Sahar D/o Riaz Ahmad 58. 19 57. 56 56. 69 56. 40 55. 99 55. 58 55. 46 55. 28 55. 25 54. 82 54. 71 53. 42 51. 68 51. 40 50. 52 Registrar UOG Information System (Admission Cell) Page 3 of 3 13 October, 2011

Busi 650-ILP Final Essay

Table of Contents I. Abstract II. Organizational Setting III. Key Concepts a. Quality b. Total Quality Management c. Innovation d. Strategy Map e. Balanced Scorecard f. Six Sigma g. Bench Marking h. Inventory Management IV. Conclusion V. References Abstract The main purpose of the Integrative Learning Project (ILP) is to introduce an authentic or fabricated company/industry to research. The company’s organizational setting includes the mission statement of the company, who the internal/external customers are, what aspects can be contributed to achieve the organizations mission, and what role Christianity has with the organization. The research includes using eight different concepts learned throughout the course, explaining in detail how these concepts relate to the organization and the benefits the concepts offer to the organization, and what needs to be done to implement these concepts into the organization  successfully. This ILP will prove that a successful business can be run effectively and efficiently when implementing the key concepts. Organizational Setting Dover Saddlery, Inc. is a leading specialty retailer in the English-style horseback riding industry in the United States. The company offers a large selection of quality and premium equestrian products to care for, ride, train, and compete a horse. Founded in 1975 by Jim and David Powers, the company has grown to be the largest multi-channel marketer of premier equestrian products by selling through direct and retail sales. The company serves the English rider through Dover Saddlery and the western rider through Smith Brothers. The company sells their products using catalogs, the internet, and retail stores. The product line includes a variety of items such as tack, horse clothing, horse health, footwear, and specialized apparel. Dover Saddlery, Inc. is headquartered in Littleton, MA, including a warehouse and call center facility. The company has 18 retail locations in Colorado, Delaware, Georgia, Illinois, Maryland, Massachusetts, Minnesota, New Hampshire, New Jersey, North Carolin a, Pennsylvania, Rhode Island, Texas, and Virginia. The company’s third quarter 2013 total revenues were $63.6 million, a 6.4% increase from the $59.7 million achieved in the corresponding period. Dover Saddlery, Inc. stock trades on the NASDAQ Stock Market under the symbol DOVR. The company’s mission is to grow the business by providing a broad variety of quality and most advanced equestrian apparel, equipment, stable, and horse care products to all equestrians, while operating efficiently and being profitable. The company carries 5,800 items comprising of approximately 28,000 different SKU’s. The company carries entry-level price points to the premium high-end price points to meet the wide range of customer needs and expectations. The company carries a distinctive and broad selection of need-based and high quality products at competitive prices with prompt order fulfillment ability. The company differentiates itself from competitors by their large inventory consisting of non-branded products, private label products, and premium brands. The current equestrian products market is  estimated by the American Horse Council at $7.6 billion with an estimated 9.2 millions horses in the United States. American Sports Data estimates that over 16.8 mill ion people ride horses. The equestrian industry has many indicators that the equestrian products industry will continue to grow. The company is known for their excellence in customer service and large comprehensive selection. The company promotes a culture of courteous, knowledgeable, and prompt customer service representatives. 90% of the sales and customer service representatives are horse enthusiast. The company offers customers a 100% satisfaction guarantee. The company has one of the largest detailed customer databases. The database consists of customers that have purchased items with the last 12 months and their demographic information. The use of the catalog, internet, and retail stores has enabled the company to capture customer information, cross-market products, and provide a convenient shopping experience for customers. The company’s customers are primarily females with a passion for the riding sport. The customers are affluent and luxury oriented who tend to choose to buy from the company for the high quality and premier products. The customer base shows high repurchase rates and has been ve ry loyal customers. The role Christianity has in this organization is customer service is essential and Matthew 10:31 states, â€Å"Fear not, therefore; you are more value than many sparrows† (ESV). In the service industry, customer satisfaction is key and the company has to recruit the right people and reward them for there expertise. Colossians 3:23-24 states, â€Å"23 Whatever you do, work at it with all your heart, as working for the Lord, not for human masters, 24 since you know that you will receive an inheritance from the Lord as a reward. It is the Lord Christ you are serving† (New International Version). Another verse that can be applied in this organization is 1 Peter 4:10, â€Å"As each has received a gift, use it to serve one another, as good stewards of God’s varied grace†. The company uses the gifts God gives us and pass them on to consumers to benefit from. The role of Christianity plays a great role in this company. Key Concepts The first key concept that is applicable to Dover Saddlery is Quality. Quality has a huge impact on the quality of products and the success of the organization. According to Dinh, Igel, & Laosirihongthong (2010), â€Å"quality, considered a key strategic factor in achieving business success, is more than ever required for competing successfully in today’s global marketplace and it has become the key slogan as organizations strive for a competitive advantage in markets characterized by liberalization, globalization, and knowledgeable customers† (p. 931). The design and performance of the product are two very important concepts of quality. Quality should start with the customer, the experience the customer has with the product or service will impact the customer’s satisfaction with the total experience. The management and control of the quality of the products and services is very important to the success of the organization. It is very important for organizations to implement a quality assurance program (QAP) to ensure the quality of the products and services. According to Rouse (2007): In developing products and services, quality assurance is any systematic process of checking to see whether a product or service being developed is meeting specified requirements. Many companies have a separate department devoted to quality assurance. A quality assurance system is said to increase customer confidence and a company’s credibility, to improve work processes and efficiency, and to enable a company to better compete with others. Quality assurance was initially introduced in World War II when munitions were inspected and tested for defects after they were made. Today’s quality assurance systems emphasize catching defects before they get into the final product (Quality Assurance). There are many advantages for the company to have a QAP in place, include a competitive advantage, increase in sales and market share, increased customer sat isfaction, better management control, clearly defined organizational tasks, structure, and responsibilities, more effective recalls, and price premium (Aramyan, Meuwissen, Oude Lansink, van der Vorst, van Kooten, & van der Lans, 2009, p. 624). According to Yang (2006) â€Å"several studies on quality management have demonstrated that delivering superior service quality enhances productivity, reduces costs, increases customer loyalty, improves market share, and brings other general benefits to a service organization (p.1129). The QAP helps fulfill the needs  and expectations of the customers and improves the quality of the products and services. The second key concept that is applicable to the company is total quality management (TQM). According to Richards (2012), TQM can be defined as an integrative approach to management that supports the attainment of customer satisfaction through a wide variety of tools and techniques that the end result is higher quality of goods and services (p. 37). TQM is an organizational-wide concept of continuous improvement to ensure the products and services exceed their customers’ expectations. According to Richards (2012), â€Å"this kind of quality management requires the company to always check to make sure that product or service is at the standard that both the company and customer wants is maintained† (p. 37). Exceeding the internal and external customers satisfaction is a key focus of TQM. According to Talib, et al. (2011), TQM â€Å"has received a great attention due to its effectiveness in achieving sustainable competitive advantage and enhanced business performanceâ₠¬  (p. 1331). TQM is â€Å"a total look at the quality of the organization† (Richards, 2012, p. 41). â€Å"All service industries should seek to adopt and implement TQM so that proactive identification and response to needed changes can lead to continuous improvement† (Talib, et al. 2011). â€Å"Quality-conscious companies normally have a strong quality culture, which is helpful for achieving customer satisfaction† (Delgado-Hernandez & Aspinwall, 2008, p.1016). The practice of TQM can grow a company to have a sustainable advantage in local and international markets (Richards, 2012, p. 36). The third key concept that is applicable to the company is innovation. â€Å"In the modern business world, innovation is just as important as quality, so they must go hand and hand and one complements each other† (Perodomo-Ortiz, et al. 2009, p.5088). Innovation is one if the driving forces of a successful business and allows an organization to introduce new and improve products in the market place. According to Bigliardi (2013), innovation is a complex phenomenon that involves the production, diffusion and translation of knowledge in new or modified products or services, or the development of new production processing techniques. Innovation is very important to the  success of an organization, it creates jobs and promotes the growth of organizations. The fourth key concept that is applicable to the company is the strategy map. As a strategic part of the Balanced Scorecard (BSC), a strategy map provides an organization â€Å"with a tool that helps them better monitor important details about their strategic business processes, thereby enhancing their employees’ understanding of the strategy interactions, which in turn facilitates implementing the business strategy† (Meredith and Shafer, 2013, pg. 99). According to Kaplan and Norton (2004), â€Å"the strategy map provides the visual framework for integrating the organization’s objectives in the four perspectives of a Balanced Scorecard† (pg.45). According to Markiewicz (2013), a strategy map is a tool integrating the developed strategy with operating activities of various organizational units operating in an organization. A specific feature of strategy map is that it describes in a clear manner the process of creating values in organization by indicating a number of cause and effect relationships between four perspectives (learning and growth, intemal-business-processes, customer, financial) and goals adopted within these perspectives. (pg. 161-162) The four perspectives a strategy map addresses include the financial perspective, the customer perspective, the internal business process perspective, and the learning and growing perspective. According to Markiewicz (2013), a strategy map â€Å"enables illustration of cause-and-effect relationship between the processes in all four perspectives and performance indicators at the organizational level. Strategy map and performance indicators at the organizational level constitute the basis for different departments when preparing their individual effectiveness indicators† (pg. 160). The top of a strategy map is the goal that has been specified by management, the next step is how the goal be accomplished, and the remainder of the map shows the cause-and-effect relationships that manag ement has developed on how the goal can be accomplished. The strategy map is used very frequently by all organizations as a simple strategy development tool by management to report the progress of the strategy implemented in their organization to achieve its vision or mission.  The strategy map is a powerful technique that can be applied to any type of business from a public sector organization to a non-profit organization. It is very important to organizations because it encourages its managers to think logically about the elements of their strategy and how the strategic elements interact. This effective tool ensures the managers understand the role of the strategy and how the effective strategy embraces all of the organization’s activities. According to Umayal Karpagam and Suganthi (2012), the strategy map describes â€Å"how the four perspectives: financial, customer, internal process, learning and growth are linked and how they create a balance between the more tangible outcomes through intangible resources† (pg. 7). The fifth key concept that is applicable to the company is the balanced scorecard. Kaskey (2013) says the balanced scorecard â€Å"provides an organization with ways to develop and evaluate strategic objectives and goals† (pg. 22). The balanced scorecard uses financial and nonfinancial strategic information and is â€Å"an accounting report that includes the firm’s critical success factors in four areas: financial performance, customer satisfaction, internal processes, and learning and growth† (Blocher, Stout, Juras, & Cokins, 2013, pg. 11). The benefits of the scorecard include ability to implement strategy, ability to track the process of the organization in their achievement of the strategic goals, the organization’s ability to determine manager’s compensation, achieving organizational change, and the ability to achieve the critical success factors. According to Werner and Fuyuan (2012), â€Å"when the score card is adopted, employees become awa re that their performance will be judged based on these measures and targets. Accordingly, employees will act to achieve the established performance targets† (pg. 92). The balanced scorecard is a critical tool for organizations in todays challenging and competitive business environment. It is very important for organizations to achieve its critical success factors to help the overall performance of the organization and to stay competitive. The sixth key concept that is applicable to the company is Six Sigma. This concept is a strategy to increase employee engagement that will then increase customer satisfaction. According to Meredith and Shafer (2013), six  sigma is a comprehensive and flexible system for achieving, sustaining and maximizing business success. Six Sigma is uniquely driven by close understanding of customer needs, disciplined use of facts, data, and statistical analysis, and diligent attention to managing, improving, and reinventing business processes. (Page 129) This method is an inspiring factor for employees and employees have to be completely engaged in the program for it to be successful and impact employee satisfaction. Six Sigma has been embraced by many organizations, that drive’s improvements in processes, products, and services. When implementing the Six Sigma approach, first provide necessary leadership and resources, implement a reward system, provide ingoing training, select early p rojects, break up difficult projects, and avoid employee layoffs. â€Å"Six sigma’s popularity and success is catching fire throughout the service industry across the globe as no other process improvement (PI) movement before (Sunder, 2013, pg. 34). The seventh key concept that is applicable to the company is benchmarking. According to Cruceru (2013), benchmarking is â€Å"viewed as a continuous process of evaluation of products, services, processes and performance of competitors in order to obtain competitive advantage, benchmarking involves knowledge of all elements occurring when implementing in practice† (pg. 6). Benchmarking is a strategy where the desire to be competitive is a challenge for managers to become knowledgeable and analyze their competitors in the industry and implement competitive strategies to be successful. According to Meredith and Shafer (2013), benchmarking is used for a variety of purposes, including the following: Comparing an organization’s processes with the best organization’s processes. Comparing an organization’s product and services with those of other organizations. Identifying the best practices to emulate. Projecting trends in order to be able to respond proactively to future challenges and opportunities. (pg.133) Benchmarking involves three steps: the first step is concerned with preparing the study, the second step is collecting the data, and the third and final step is what was learned to improve the organization. This process has become one of the most valuable processes to identify performance improvement areas. Benchmarking allows an organization to analyze and improve performance, profitability, business  processes, and market share. There are many types of benchmarking including: process benchmarking-compares business processes and operations, product benchmarking-compares products and services, strategic benchmarking-compares organizational structures, internal benchmarking-internal comparison, competitive benchmarking-comparison of direct competitors, functional benchmarking- comparison of organizations in the same field, and generic benchmarking- comparison of the best com petitor in other fields. According to Cruceru (2013), â€Å"those competitors who will know to focus on benchmarking implementation in management and marketing activities of the organization will achieve increased performance and competitiveness in terms comparable to the best competitors of the time† (pg. 9). Appendix A In order to implement benchmarking in Dover Saddlery the following steps are needed: 1. Understand the company’s current process performance gaps. 2. Obtain support and approval from the executive leadership team 3. Document benchmarking objectives and scope; document the original process. 4. Agree on the primary metrics and put them in writing. 5. Agree on what to benchmark. 6. Develop a data collection plan. 7. Identify research sources and initiate data gathering. 8. Determine how to contact and screen companies. 9. Design a detailed survey to gather information. 10. Decide if gathered information meets original objectives. 11. Conduct a site visit. 12. Apply the learning to performance gaps. 13. Communicate to the executive leadership to ensure continued support. 14. Develop a recommended implementation plan with process owner. 15. Know when to update and recalibrate. The eighth key concept that is applicable to the company is inventory management. Inventory management is extremely important for the success of a organization and having the correct number of items in inventory that is necessary for operation is vital for inventory management. According to Chen (2011), â€Å"the inventory in an organization may contain a large amount of items. A logical inventory classification is necessary for managers to have efficient plan and control of the items† (pg. 1702). Inventory management can be a challenge for any business, but can be even more important for businesses with changing product life cycles or product needs. The development of information systems, has eased some challenges faced with inventory management. The introduction of advanced information system, which aim at better performance than manual product identification and inventory data-keeping procedures, hold much promise for the reduction of inventory inaccuracies. Inventories include work-in-process, raw materials, finished goods, component parts, and so on. By eliminating storage space to business is not only saving on space but also removing defective parts from being hidden until no one knows who had made them (Meredith & Shafer, 2013, p. 176). Appendix B Inventory An additional way that we differentiate ourselves from our competition is through our breadth and depth of inventory. We believe our inventory is deeper than our competitors with $10.1 million in on-hand inventory as of December 31, 2005 and more than 5,800 items comprising approximately 28,000 different SKUs. With our extensive inventory position and rapid fulfillment capability, we have historically been able to fill approximately 95% of the items ordered within an average of 1.5 business days. Based on our inventory management systems, continuous monitoring of the products we carry and the fact that we carry very few fashion products, we have historically had very little obsolete inventory. Despite the high level of inventory we have historically maintained, we have turned inventory approximately four times per year and we historically have had no material inventory write-downs. All of the products that are presented in our catalogs are available online and customers can use our websites to enter orders, shop online and check order status and inventory availability. On average, our retail stores stock inventory items represent over 70% of the merchandise  sales we make available through our direct sales channel. All items are available to customers entering our stores by either direct shipment to a customer’s home or for in-store pickup. Conclusion Dover Saddlery is a company that prides on their success and always providing 100% customer service to their customers. Utilizing these eight key concepts, along with successful implementation into the company’s initiatives, they will produce overall success and a winning organization. References Aramyan, L. H., Meuwissen, M. M., Oude Lansink, A. M., van der Vorst, J. J., van Kooten, O., & van der Lans, I. A. (2009). The perceived impacts of quality assurance systems on tomato supply chain performance. Total Quality Management & Business Excellence, 20(6), 633-653. Bigliardi, B. (2013). The effect of innovation on financial performance: A research study involving SMEs. Innovation: Management Policy & Practice, 15(2): 245-256. Blocher, E. J., Stout, D. E., Juras, P. E., and Cokins, G. (2013) Cost Management: A Strategic Emphasis (6th Ed). 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