Presence Essay Example | Topics and Well Written Essays - 250 words

Presence - Essay Example Website is a collection of pages or files that is present in the ‘cyberspace’, containing information and other details on a particular subject or subjects. These websites have virtual presence and their physical presence is the web servers. As the files and pages, which are visible on the website, have to be stored in some physical location, web servers play that part. â€Å"A server in this context is a computer that holds the files for one or more sites. On one hand, a very large Web site may reside on a number of servers that may in different geographic locations.† (whatis.com). Websites are developed and put online by several organizations, entities, individuals, etc to fulfil various purposes. Firms, which do business on the web has to be more concerned about presence particularly website presence, because many customers and other stakeholders of a web business will tend to know the company only through its website. (Schneider, 2008). Only if the firmâ€℠¢s online presence is optimally visible and accessible to prospective customers, it can succeed. To fortify their online presence, firms have to develop website, which is user-friendly, loaded with apt details, have a distinct and interesting look, etc.

Core concepts in ethics Essay Example | Topics and Well Written Essays - 2000 words

Core concepts in ethics - Essay Example There will be some practical examples which will be used to illustrate each point in order to come up with conclusions on the relative strength of each idea. Deontology V Teleology Deontology is derived from a Greek word, 'deon' which means 'duty' (Morrison, 2009 p18). As a concept in ethics, deontology is a lense through which the need to do good or the right thing can be defined. Deontology suggests that the obligation to do what is right is our duty (Lipert-Rasmussen, 2005 p15). This means that ever human being must do what has right as a matter of responsibility and not as some kind of effort to go beyond normal. What is right is a duty and everyone has to do it. On the other hand, teleology is based on the premise that â€Å"what determines rightness or wrongness is solely on the basis of the estimated outcome of the act itself† (Hitchcock et al, 2009 p142). In other words, teleology suggests that the results of a person's actions determine whether those actions are right or wrong. This means that under teleology, actions are not wrong in themselves, but their outcome is what makes them right or wrong. The supporters of the school of thought of teleology argue with the popular phrase 'the end justifies the means' (Peil, 2009 p77). On further analysis, it can be said that deontology involves a set of universal and absolute rules that people ought to follow at all costs. However, teleology involves judging actions on the basis of their outcomes rather than a set of ideal standards. In terms of similarities, the two concepts are meant to define what is right and what should guide us to measure actions (Dyer, 1988 p51). In other words, they are both interested in finding a justification of morality or the role that morality plays in the human society. Thus, for instance, we all know that lying is wrong. But what makes lying wrong? That is what both concepts attempt to answer. However, the departure point in the two concepts lies in the fact that each of the concepts provides a different explanation for each concept. Whereas deontology argues for universal and absolute concepts with two extremes either right or wrong and no in-between, teleology states that something might not be right but the end might justify it as a good thing and vice versa (Maness, 2007 p8). Using the example of lying, supporters of deontology would say that lying is wrong. The reason for telling the lie can never negate this effect. So irrespective of the reason for telling the lie, a person is guilty. On the other hand, teleology states that lying might not be right. However, there are some situations where a lie can be justified by what it brings to the world. Thus for instance we can examine the case of a married man with a sensitive position in society and teenage children who has one casual affair with another woman not his wife. If this man comes to his senses after the affair and comes to a consensual agreement with the woman he cheated with that they should not see each other again and he prepares to change his ways and a small piece of evidence comes up and he is questioned by his wife or social group, he might have two options. Option 1 will be to confess to his wife or social group and ask for forgiveness [absolutism, universalism and deontology: BECAUSE IT IS WRONG TO LIE]. Option 2 might be to weigh the consequences of telling the truth and then decide to lie if the lie will bring bigger gains to the stakeholders involved [relativism, utilitarianism and teleology] Each of the

Network Simulator Essay Example for Free

Network Simulator Essay INTRODUCTION IEEE 802.11 is the de facto standard for WLANs. It specifies both the medium access control (MAC) and the physical (PHY) layers for WLANs. The MAC layer operates on top of one of several physical layers. Medium access is performed using Carrier Sense Multiple Access with Collision Avoidance. However, simple CSMA is susceptible to the hidden node problem, especially in so called ad hoc networks where a node may communicate directly with every other node in range or using intermediate nodes as relays otherwise. Hidden nodes cause costly packet collisions and thus significantly affect network performance. In order to combat the hidden node problem, a mechanism known as Request to Send/Clear to Send (RTS/CTS) handshake is often used. RTS/CTS mechanism is supported in the IEEE 802.11 family of standards. The RTS/CTS mechanism was initially proposed in a protocol called Multiple- Access with Collision Avoidance (MACA). From a network point of view, one of the primary reasons for using the RTS/CTS mechanism is to avoid network congestion resulting from frequent packet collisions. Figure 1 depicts a conceptual â€Å"throughput versus Packet Size† curve for a network. In the presence of congestion, the throughput goes to zero as the Packet Size is increased beyond a certain value. A properly designed network, on the other hand, maintains the maximum throughput as the Packet Size goes to infinity. LITERATURE REVIEW The IEEE 802.11 standard includes an optional feature of the RTS/CTS (Request to Send/Clear to Send) function to control station access to the medium when collisions occur due to the hidden node. This option is also known as virtual carrier sensing. Through the proper use of RTS/CTS, you can fine-tune the operation of your wireless LAN since it solves the hidden node problem and provides additional protection against collisions. If you enable RTS/CTS on a particular station, it will refrain from sending a data frame until the station completes a RTS/CTS handshake with another station, such as an access point. A station initiates the process by sending a RTS frame. The access point (AP) or another station receives the RTS and responds with a CTS frame. The station must receive a CTS frame before sending the data frame. The CTS also contains a time value that alerts other stations to hold off from accessing the medium while the station initiating the RTS transmits  its data. Thus, the use of RTS/CTS reduces collisions and improves the performance of the network if hidden nodes are present. SIMULATION ENVIRONMENT We use Ns-3 as simulation tool. NS-3 is built using C++ and Python and scripting is available with both languages. The ns-3 library is wrapped to python thanks to the pybindgen library which delegates the parsing of the ns-3 C++ headers to gccxml and pygccxml to generate automatically the corresponding C++ binding glue. These automatically-generated C++ files are finally compiled into the ns-3 python module to allow users to interact with the C++ ns-3 models and core through python scripts. Graphical visualization of raw or processed data collected in a simulation is graphed using Gnuplot tool. Our experimental done in Ubuntu 11.10 with installation of all needed tools. Simulation environment based on the command below, sudo apt-get install build-essential g++ python mercurial NS-3 is available in (linux, osx, cygwin, mingw) and we deploy Development version: http://code.nsnam.org/ns-3-dev. The development version is usually stable; a lot of people use it for daily work. RESULT ANALYSIS The results analysis are based on the following factors * Enabling and disabling RTS/CTS * Protocol bases, either UDP or TCP * WLAN standards which are IEEE 802.11a, IEEE 802.11b, IEEE 802.11g * Variation of Throughput, Packet Loss Ratio, Delay with Packet Size and Wifi Nodes. From the graphs below result obtained through the following * Disabling and enabling RTS/CTS * UDP protocol used * IEEE 802.11b standard used * Variation of Packet Size (500-2200) Considering the second result with use of TcpTahoe, TcpNewReno, TcpReno and UDP transport protocols with the following * Disabling and enabling RTS/CTS * UDP protocol used * IEEE 802.11b standard used * Variation of Packet Size Fig. Tahoe 1 Fig. Tahoe 2 Fig. Tahoe 3 Fig. Reno 1 Fig. Reno 2 Fig. Reno 3 Fig. Newreno 1 Fig. Newreno 2 Fig. Newreno 3 Considering the third result for different IEEE802.11 standards (802.11a, 802.11b and 802.11g). * Disabling and enabling RTS/CTS * TCP protocol used * IEEE 802.11a/ IEEE 802.11b/ IEEE 802.11g standard used * Variation of Wifi Nodes Fig. 802.11a (i) Fig. 802.11a (ii) Fig. 802.11a (iii) Fig. 802.11b (i) Fig. 802.11b (ii) Fig. 802.11b (iii) Fig. 802.11g (i) Fig. 802.11g (ii) Fig. 802.11g (iii) CONCLUSION From the result analysis obtained above, it is clearly seen that IEEE 802.11a has better performance compared to other wireless standards due to the following reasons; * Provides maximum data rate of about 54 Mbps. * It operates in 5GHz ISM band. * It is not subjected to interference from other products designed , * It is characterized with higher throughput * It is suited for connectivity provision over densely populated user environment Also from the result analysis above, TCP Tahoe is the best TCP variant due to the following facts; * It is characterized by fast retransmit. * It is characterized by fast recovery. * Reduce congestion window REFERENCES 1. E. Ayanoglu, S. Paul, T. F. LaPorta, K. K. Sabnani, and R. D.Gitlin, â€Å"AIRMAIL: A link-layer protocol for wireless networks,† ACMACM/Baltzer Wireless Networks J., vol. 1, pp. 47–60, Feb. 1995. 2. A. Bakre and B. R. Badrinath, â€Å"Handoff and system support for indirectTCP/IP,† in Proc. 2nd Usenix Symp. Mobile and Location-IndependentComputing, Apr. 1995. 3. S. Keshav, â€Å"REAL: A Network Simulator,† University of California at * Berkeley, Berkeley, CA, USA, Tech. Rep., 1988. * 4. V. Naoumov and A. Gross, â€Å"Simulation of Large Ad Hoc Networks,† In Proceedings of the 6th ACM Workshop on Modeling, Analysis, and * Simulation of Wireless and Mobile Systems, 2003.

Human Resource Management in a Global Company

Human Resource Management in a Global Company First Chapter Introduction Groups of people see the world through their own set of assumptions, attitudes, beliefs, and values. Learn about their culture and how it formed them, and aim to understand how other culture work so that everyone can be an effective global manager. Organization from every part of the world is reaching out beyond their domestic markets to become international players. Not only is this very challenging on the business them, but it also creates a challenge for individual managers who must cope with working across geographic and cultural borders. Managing globally provides clear systems and approaches to help manage global networks and teams, and it examines the skills needed for dealing with different cultures. It teaches how to succeed in this new world. This is widely recognised that an organisational diversity is obvious and necessary nowadays because of increasing pace of economic and technological development. Organisations need to be flexible if they seek to remain competitive and want to survive in a long run. This research explores the phenomenon of diversity in one of UK’s leading super market named Sainsbury’s (London Colney). The researcher intends to examine what the policy to work with different culture people and how management manage working with diversity people in workplace in the store in last two years I have seen. 1.1 What we think about culture: Hofstede, (1991) defined culture as ‘the collective programming of the mind which distinguishes the members of one category from another’. It’s about share your beliefs, values, expectations of a particular group of people and differentiates them from a member of other groups. It can be found at many different levels. Each cultural world operates according to its own internal dynamic, principles and its own laws. As individuals, we generally only become aware of our own culture when confronted by others. Cultural differences are significant differences which have been identified across countries based on observed cultural dimensions. 1.2 Why culture consider in a multinational company: Multinational companies are completely different from export-based firms not least because of their foreign subsidiaries. Not only does physical distance pose a challenge for effective communication, but also there is the challenge represented by cultural differences. Some MNCs have regarded cultural differences as so important that they have chosen to operate as multi-domestics with decision-making, management style and product development. The attitude is that people in the subsidiaries know best and should be allowed to go their own ways. For example, the attitudes in the Dutch electronics firm Philips for most of the previous century. The downside of this approach is the fiefdom and ‘not-invented-here’ mentality, which resulted in Philips’ North American subsidiary refusing to adopt the Philips video recorder (V2000) and opting instead for the rival Japanese model. However, many MNCs, including Philips since 1987, require a much greater degree of coordination, particularly in regard to learning. To do so, these firms must develop common practices and common values. If foreign subsidiaries are to be integrated for knowledge-sharing purposes, a starting point is an understanding of the mindsets of subsidiary management and employees in terms of their work-related values. The management challenge for many MNCs is to be able to adapt their organizations to culturally distinct environments without losing organizational stability. 1.3 About an organisation: Sainsbury’s is one of the leading retail super markets with approximately 792 stores all over the UK. There are some others supermarkets (Tesco, ASDA, Iceland and Somerfield) in UK which are the competitors of Sainsbury’s. All of them are trying their best to provide good services to their customers and working under diversity workplace. For the present research the researcher has taken Sainsbury’s London Colney to study about diversity. There were many reasons to select Sainsbury’s London Colney for this research. One of the reasons was that this is a big store with 350 employees working in different shifts (morning, evening, day, night and some are working as seasonal employees). The management of this store comprises on around 20 to 30 people. This is a 24 hours store, located in the retail park and is very busy because of its location and also because this is close to M25 and people can get everything from the same store and also there is some other shop near to Sainsbury’s like M S, Next, Boots and so on. The second reason to select this store as a case study was that the researcher is working in this store in its customer services and checkouts department so the researcher as a participant has enough experience to work with different culture people in the store in the last two years. The sample size of this research (which includes on management and employees) was also easily approachable to get the relevant data. The researcher was quite hopeful that management and employees will cooperate with him for collecting data. 1.3.1 Company policy and commitment to colleagues: There is much legislation surrounding the area of diversity and at the same time this provides a minimum standard for this policy, it is the company’s intention to move beyond simple legal compliance where appropriate. This policy exists to enable a working environment in which everyone feels valued and respected in everything that they do. Innovative thinking and different ideas are critical to Sainsbury’s success and their ability to develop new ways of adding value for their customers will be greatly enhanced by the diversity of experiences and perspectives amongst their colleagues. Their ability to attract and retain the highest ability of colleagues from the widest community is essential in sustaining a leadership position. The aim of the company is that all colleagues will be able to work in a diversity environment, where they will be free from discrimination. They are managing their colleagues under the principles of fairness and objectivity, which is integrated into all of the ways. According to Sainsbury’s policy, they will not accept or ignore unfair decisions, practices or requirements that qualify or exclude an individual from meeting essential employment requirements. They include, but are not limited to, a person’s age, race, colour, nationality, ethnic origin, gender, sexual orientation, religion. The equal of men and women are monitored and action taken where necessary and appropriate to ensure parity. In line with their flexible working policy, they will make it possible for colleagues to achieve a balance between their work and home commitments. They will ensure that the opportunities presented through diversity will be integrated into the development of new products and services that add value for their customers. The performance and effectiveness of Sainsbury’s diversity commitment and demographic colleague make-up of their stores are continuously reviewed and where improvement is identified, action has been taken. Any breaches of this policy have been treated seriously and also dealt with under their disciplinary policy. 1.4 Background/Current situation: As we know, now a day’s diversity is a one of the inclusive concepts and based on valuing everyone as a unique individual and celebrating this difference. The management of diversity is about individuals. The management of diversity goes beyond equal opportunities, instead of simply allowing a greater range of people getting more opportunity. The concept of diversity embodies the belief that people should be valued for their difference and variety. Diversity is supposed to enrich an organizations human capital, whereas equal opportunity focuses on various ethnic groups. As I said before that researcher is working in Sainsbury’s (London Colney) and have seen lots of differences about diversity. There are most of the people from Asian ethnic. But we have some Irish, African, Chinese and British as well. As I work in this store I have found some favour for same ethnic group. And for that other ethnic became sometime very aggressive. And from management level, there is also some gender valuing problem. We have seen lots of female managers rather then males. But other, like they don’t differentiate between ages, disabilities, colours and so on. So far you can say, they follow the procedures and that’s why they are success in business now a days. My research is about how they manage, and do they really follow the diversity policies? So, I intend to demonstrate, how a human resource manager can manage all those area and successfully complete company’s mission with different people. All overall, a self assessment for international human resource managers to evaluate and improve their global management skills. 1.5 Aims/Objectives: The primary aim of the research is therefore: To examine diversity, equality and discrimination issues in a multinational company, in particular, the way of HR managers to manage work with different culture people. The research objectives are: To determine what’s the company policy about diversity to manage work with different culture people and to become a successful global manager, aim to develop a global outlook. To outline the development of approaches to organizational analysis. To explore a multicultural company from the perspectives of diverse social groups. An international human resource manager needs to know the way of managing people in twenty first century. We are going to take an overview of what a manager needs to do in relations to managing people in a changing environment. I will be looking at: Diversity issues. International Human Resource Management policies. Managing people in a practical way. To examine the way of recruiting, and selecting the right people. As a human resource manager, we are likely to manage other people on a one- to-one basis. This involves understanding people as individuals and recognizing their differences as well as drawing up some general principles for managing them like motivates them, job satisfaction, and job design. Having accepted that there is a range of reasons why people behave differently in a work situation and that cannot make wild and generalized assumptions about any individual’s reasons for performing better or worse than average, we will recognize that when we put individuals together into a group, the behavior of that group is likely to be changeable. So it is important that they understand about the behavior of groups. So, all overall I will be going through with literature review to practical experiences to find my research project. Second Chapter Literature Review Everyone is different in age, gender, nationality, and ways of thinking. These differences are a source of strength. The concept of diversity means respect and acceptance. It means understanding each individual is unique and recognizing our individual’s differences. It can be the aspects of race, ethnicity, gender, age, sexual orientation, physical abilities, religious beliefs, political views and so on. It is exploration of these differences in a safe positive and development environment. Diversity is about creating an all-inclusive work environment that values and benefits from different human attributes, experiences, and skills at all levels and enables all employees to develop and contribute to their full potential. It is about understanding each other and moving beyond simple acceptance to implementation and celebrating the rich dimensions of diversity contained within each individual. Diversity and equality has become a key driving force in government policies. The concepts of diversity and equality are common but still there are some differences. Diversity is the acknowledgement and respect of differences within and between groups of people. And equality is the framework that enables access, participation, opportunities and contribution that is fair and inclusive. According to Lew Platt (1993-1995) â€Å"I believe the word â€Å"diverse† includes not only different genders and races, but also different cultures, lifestyle and ways of thinking†. 2.1 Diversity Management at work: The concepts of workplace diversity include the principles of equal employment opportunity. Equal employment opportunity policies address continued disadvantages experienced by particular groups of people in the workplace, including people with disabilities and those who mistreated by co-workers on the basis of race or ethnicity. These policies remain an important foundation for workplace diversity policy. Diversity management involves systematic and planned programs or procedures that are considered to improve interaction among diverse people, especially people of different ethnicities, sexes, or cultures. And to make this diversity, a source of inspiration, complementarities, and greater organizational effectiveness should be provided rather than a source of tension, conflict, miscommunication, or limitation on the effectiveness. 2.2 Diversity Approaches: The issues that diversity representatives focus on vary by country. In some countries, the question of language is important, some countries depends on ethnic group, or may be depend on ages. ‘Managing Diversity’ is a term that entered UK debates on equality approaches in the mid-1990s. While it is becoming increasingly common in the UK, there is still disagreement about its meaning and the extent to which it differs from previous approaches. One of the things which do seem to be distinct is the way these approaches deal with differences between employees. The traditional approach to equal opportunities seeks to treat everyone the same. Managing diversity approaches recognises that employees are different and suggest that workplace can get benefit from those differences. What this means for organizations is that they need to adapt to employee characteristics rather than simply expecting from employees to fit with pre-existing policies. The more fundamental alternative would be to restructure the way work is carried out so that everyone can be flexible for that. Another example would be the approach taken to ensuring that appraisal was carried out in a fair manner. A diversity approach would take a more radical look at what types of behaviour and activity are valued by the organization to see whether these are more commonly practised by members of one group rather than another. Business case arguments for diversity share many elements with equal opportunities approaches but they tend to stress additional arguments. These have included claims that diverse teams are more innovative than ones composed of homogeneous individuals and that non-traditional workers can reflect the needs of a wider customer base. Diversity approaches also place a strong emphasis on creating a culture within which everyone feels they belong and are empowered to reach their full potential. One aspect of this inclusiveness is an attempt to find policies which seem equally relevant to all employees. The second alternative is seen as the more radical approach. It argues that there are multiple sources of difference which are as important as those based on gender or ethnicity. People are not defined by whether they are from European or Asian background but instead vary along a numerous of dimensions including personalities and tastes. This approach to managing diversity is strongly focused on individuals as the objects of equality policy and as such is in line with wider trends to individualise employee relations. 2.3 Managing people: Management is often defining as â€Å"getting things done through people† Michael Armstrong (1998). By definition, managers cannot do everything themselves. They have to rely on other people. Managers are sometimes said to spend their time planning, organizing, motivating, and controlling. In practice, the work of managers is quite fragmented. It depends demand on the situation and on the people concerned than on any academic division of the task into clearly differentiated elements. Managers dealing with people: internally with their bosses, their colleagues and their staff; externally with their customers, suppliers, professional advisers and national and local government officials. A leading writer on management, Henry Mintzberg has suggested that managers have: Interpersonal roles: acting as a leader, providing guidance and motivation and maintaining a web of relationship with many individuals and groups. Informational roles: continually seeking and receiving information as a basis for action, passing on factual information, and transmitting guidance to subordinates in making decision. Resource allocation roles: making choices about scheduling their own time, allocating task to people and authorizing actions. Disturbance handling roles: dealing with involuntary situations and change beyond their control. The human resources of an organization consist of all people who perform its activities. In a sense, all decisions that affect the workforce concern the organization’s HRM function. Human resource management concerns the personnel policies and managerial practices and system that influence the workforce. Regardless of the size-or existence-of a formal HRM or personnel department (many small businesses have no HRM department). So as an example, line managers will spend more than 50% of their time involved in human resource activities such as hiring, evaluating, disciplining and scheduling employees. But the jobs are not done yet. As a manager they need to look after employees’ performance. On the based of performance they need to motivate them, understand them and evaluating them. 2.4 Key concepts for Global Managers: The following concepts contain the underlying message of this article. These concepts have direct relevance to the effectiveness of global managers. An understanding and utilization of these concepts are critical to one’s successful global performance. Global leadership- being competent of operating effectively in a global environment and respectful of cultural diversity. This is an individual who can manage accelerating change and differences. The global leader is open and flexible in approaching others can cope with situations and willing to re-examine and alter personal attitudes and perceptions. Cross cultural communication- recognizing what is involved in one’s image of self and one’s role, values, standards, values, and expectations, which are culturally circumstance. Such a person understands the impact of cultural factors on communication. Most of the people are aware of verbal and non- verbal differences in communication with persons from another culture. Not only does such a person seek to learn another language, but also they are aware that, even when people speak the same language, cultural differences can alter communication symbols and meanings and result in misunderstanding. Cultural sensitivity- a person understands the cultural influences on behaviour. This individual behaviour translates such cultural awareness into effective relationships with those who are different. Acculturation- effectively adjusting and adapting to a specific culture, whether that be a subculture within one’s own country or abroad. Such a person knows the impact of culture shock in successfully managing transitions. Therefore, when dealing with employees from diverse cultural backgrounds, this person develops the necessary skills and avoids being ethnocentric. Cultural influences on management- understanding that management philosophies are deeply rooted in culture and that management practices developed in one culture may not easily transfer to another. Effective intercultural performance- applying cultural theory and policies to specific cross-cultural situations that affect people’s performance on jobs. Changing international business- coping with interdependence of business activity throughout the world as well as the subculture of the managerial group. The global manager appreciates the effect of cultural differences on standard business practices and principles, such as organisational loyalty. Cultural synergy- building on the very differences in the world’s people for mutual growth and accomplishment by co-operation. Cultural synergy through collaboration emphasizes similarities and common concerns and integrates differences to enrich human activities and systems. Work culture- applying the general characteristics of culture that how people work at a point in time and place. In the macro sense, work can be analysed in terms of human stages of development. In the micro sense, work culture can be studied in terms of specific industries, organizations or professional groups. Global culture- understanding that, while various characteristics of human culture have always been universal, a unique global culture with some common characteristics might be emerging. Global managers are alert to serving this commonality in human needs and markets with strategies that are transnational. 2.5 Construct area of diversity: Diversity is â€Å"the representation, in one social system, of people with distinctly different group affiliations of cultural significance† Cox (1993). Deresky (1994) also highlighted that, the differences between group members illustrated in terms of the extent such as culture, age, race, sexual orientations, gender and ethnic. There are three characteristics of construct area of diversity, which are classified employees differences. These are Demographic, organisational and socio-cognitive diversity. Demographic diversity: According to Jackson et al (1995), diversity such as ethnicity, age, nationality and gender those are considered visible attributes that can be easily characterised in particular individuals. Organisational diversity: The second category is organisational diversity. It may include: a) Staff job security in the firm. b) Work or professional experience. c) Occupation, functional or job portfolios of the employees such as marketing, production, and finance. Socio-cognitive diversity: The last category is socio-cognitive diversity, which includes cultural and religious values, knowledge level, beliefs and personalities characteristics. By establishing and organising the staff according to their distinctive attributes, it will facilitate business managers to have a more objective understanding and appreciation of their diverse staff’s behaviours, attitudes and values, given the implications for interpersonal and organisational processes and outcomes when staff members work together. As peoples values and beliefs vary individually as a result of their socio-cultural differences, this will affect organisational processes and configurations. For examples:- cross-cultural communication, management-subordinate relationships, international team management, leadership and decision-making styles, staff motivations, staff recruitment, selections and development, and other managerial functions. Apart from the jobs, employees also have differences based on their position within society. Whether an employee a man or women, from a particular ethnic group, is of a particular sexual orientations, has a disability may affect what they want from employment and what are able to offer. Some of these differences may also affect people’s access to jobs and their progress within organisations. 2.6 Discrepancies between academic research and HRM practice: While HRM executives and managers are more educated and professional than in the days when they were in charge of personnel, the level of knowledge in practicing HRM in another part. Many companies hire MBAs for HRM jobs when not even a single HRM course is required in the typical curriculum for an MBA. Recruitment: As an Academic research finding, quantitative analysis of recruitment sources using yield ratios can facilitate in recruitment. On the other hand HRM practices, less than 10% calculate yield ratios and less than 25% know how. Staffing: According to academic research findings, realistic job previews can reduce turnover and weighted application blanks reduce turnover. Alternatively, HRM practices, less than 20% of companies use RJPs in high-turnover jobs and less than 30%. Performance appraisal: According to academic research findings, do not use traits on rating forms, make appraisal process important element of manager’s job. On the other hand, more than 70% still use traits, less than 35% of managers are evaluated on performance appraisal. 2.7 International HRM: Domestic HRM is involved with employees within only one national boundary. And we define the field of IHRM broadly to cover all issues related to the management of people in an international context. Hence our definition of IHRM covers a wide range of human resource issues facings MNCs in different parts of their organisations. Additionally, we include comparative analyzes of HRM in different countries. The complexity of international HR can be attributed to six factors: More HR activities. The need for a broader perspective. More involvement in employee’s personal lives. Changes in emphasis as the workplace mix of expatriates and a local varies. Risk exposure. Broader external influences. In addition to complexity, there are four other variables that moderate differences between domestic and international HRM. These four additional moderators are: The cultural environment. The industry with which the multinational is primarily involved. The extent of reliance of the multinational on its home-country domestic market. The attitudes of senior management. 2.8 International HR policy: In spite of the corporate business strategy unique to each company that they will drive the specifies of an international human resource policy, there are certain objectives that any effective IHR policy should aim to accomplish. And these objectives are: The policy should attract and motivate employees to accept international assignment. It should provide competitive pay plans to ensure the assignee can maintain his or her accustomed lifestyle. It should promote career succession planning and include guideline on repatriation and additional overseas assignment. It should facilitate relocation between home and host location. And finally, it should be cost-effective, understanding and easy to administer. To meet these objectives, we must have internal and external programs functioning to handle the following six areas. In addition to the required technical and business skills, key traits to consider include: cultural sensitivity, interpersonal skills, and flexibility. Document and formally communicate the assignee’s specific job requirements and associated pay in an assignment letter. Identify the compensation, benefits and tax approach that meets company objectives. Some common approaches to pay include: home balance sheet, destination-based, net-to-net, flexible. Assist the assignee with disposition or management of home and automobiles, shipment and storage of household goods, work permits and pre-assignment visits. Provide cultural orientation, language training, spousal support, education assistance, home leave, and emergency provisions. As the average cost of sending an expert on an overseas assignment is between three and five times the employee’s pre-departure salary, quantifying total costs for a global assignment is essential in the budgeting process. 2.9 Integrated HR systems to develop global leaders: Companies with global human resource information systems are likely to be far better positioned to succeed in the highly competitive international market. Multinational companies often discover that, especially in newly emerging markets, local management talent is rarely available to establish and build operations. Consequently, many companies conclude that the only way to start doing business in these markets is to relocate experienced managers from around the globe. Companies doing work in the international marketplace have discovered that providing pre-departure screening and orientation is essential to achieving the highest rates of success. A human resource information system might include data on the potential training needs and past technical and cross-cultural experiences. Having such data would enhance the probability not only of selecting the best candidates, but also chances for success on the assignment, as a result having a great impact on the future development of global leaders. Because most multinational companies now require international experience in order to move up the corporate hierarchy, tracking information related to international assignment can make a important contribution to management development. 2.10 Diversity in multinational companies: The rise of multinational companies and increased global diversification by even small companies has resulted in people of diverse background and cultures working together in the same office or for the same organization. Conflict in such situations is expected, but understanding the diversity issues can help to minimize the conflict and take benefits from diversity group of people brings to an organisations. To understanding how diversity is manage in multinational organizations, try to understand the concept of corporate culture, which defines organisational diversity programs and their use to minimize conflict among employees. Companies and countries can no longer operate as if the rest of the world did not exit. New trading blocs, based on regional, not national, interests have formed with the European Economic Community and the North America Free Trade Agreement. There will be increased pressure influenced by the country culture. For examples, some corporate cultures may encourage women and men gathering together socially after work while country culture would prohibit this. A female executive from the USA might well have difficulty adapting to the rituals of her own company in a foreign country, particularly when the country culture differs greatly from the American cultures. In the case of working mothers, it is usually the woman who is responsible for picking children up from childcare (Deal Kennedy, (1982, p. 80). 2.11 Understanding crosses cultural communication: Some cultures communicate most readily via written messages, while others prefer talking. To relate successfully, understand what communication is, how it works, and how to tailor it to the cultural context into which it will be received. When we â€Å"deliver† a message. We assume that we have â€Å"communicated†. But it is often the case that what has been said is not the same as what has been heard. Although the communication may feel in control, it is the receiver who determines whether communication takes place. The outcome of successful communication is agreement about meaning. This can be difficult to achieve in cross-cultural communication where some degree of misunderstanding is expected. In relationship-focused cultures, such as those in Asia, words only convey a small part of the message; the l

King Claudius within Hamlet Essay -- Shakespeare Hamlet Essays

King Claudius within Hamlet  Ã‚        Ã‚  Ã‚   William Shakespeare produced in Hamlet a pair of quite noble characters: One is the protagonist and the other, the antagonist. King Claudius is a close second to the hero in many ways, even superior to him in some. This essay will consider the truly fantastic creation of the character of King Claudius.    Salvador de Madariaga in â€Å"Rosencrantz and Guildenstern† discusses Claudius’ relationship with the two emissaries and former friends of Hamlet, who were escorting the prince to his execution in England:    The two young men receive from the King a commission which, whatever the King’s secret intentions may be, is honorable. Hamlet, the King in fact tells them, is not what he was. The cause of the change "I cannot dream of."    Therefore, I beg you so by your companies    To draw him on to pleasures, and to gather So much as from occasion you may glean Whether aught to us unknown afflicts him thus That opened lies within our remedy (n. pag.).    Like everyone else in the kingdom of Denmark, Rosencrantz and Guildenstern are deceived by the king – and it costs them their lives. Just what sort of character do we find in the person of Claudius? Does the following critic misinterpret him? G. Wilson Knight in "The Embassy of Death" interprets him:    Claudius, as he appears in the play, is not a criminal. He is - strange as it may seem - a good and gentle king, enmeshed by the chain of causality linking him with his crime. And this chain he might, perhaps, have broken except for Hamlet, and all would have been well. (n. pag.)    The drama opens after Hamlet has just returned from Wittenberg, England, upon hearing the news of his fa... ..., Helena (Lady Martin). On Some of Shakespeare's Female Characters. 6th ed. London: William Blackwood and Sons, 1899.    Knight, G. Wilson. "The Embassy of Death." The Wheel of Fire. London: Methuen and Co., Ltd., 1954. p. 38-39. http://server1.hypermart.net/hamlet/wheefire.html N. pag.    Mack, Maynard. â€Å"The World of Hamlet.† Yale Review. vol. 41 (1952) p. 502-23. Rpt. in Readings on The Tragedies. Ed. Clarice Swisher. San Diego: Greenhaven Press, 1996.    Madariaga, Salvador de. â€Å"Rosencrantz and Guildenstern.† â€Å"On Hamlet.† 2nd ed. London: Frank Cass & Co., Ltd., 1964. p.14-16. http://www.freehomepages.com/hamlet/other/essayson.htm#demag-ess N. pag.    Shakespeare, William. The Tragedy of Hamlet, Prince of Denmark. Massachusetts Institute of Technology. 1995. http://www.chemicool.com/Shakespeare/hamlet/full.html No line nos.   

Richard Iiis Presence In Black Adder; The Foretelling :: essays research papers

The good guys always win. We know this because Hollywood has taught us that. We also know this because history has taught us this. But when people take into account and acknowledge history’s teachings, most fail to also consider history’s hypocrisy. Every day, all through our lives we become softened and comforted with drugs, fed gradually and continuously by our trusted media. We are overwhelmed by the goodness of our rulers. Wherever there is evil, it is always won over by the forces of good. America – saviour of democracy, has defeated the evil communist empires. Australia is a more civilised and developed country now that it is in the capable hands of the Europeans. Israel with the help of America (our favourite knight in shining armour) is winning the battle against Islamic terrorists so that they can secure their â€Å"democratic interests†. Again and again we are reminded that history, after all, is written by the winners. The Black Adder episode; The Foretelling, attempts to remind us of history’s hypocrisy by studying the events of the War of the Roses an texts from literature depicting this, and illuminating them in humorous light. Special treatment is given to Shakespearian accounts of the war. It provides a ridiculously different version of event, mocking us for respecting Shakespeare as a historian. The writer does this by making continuous appropriations to Richard III through similar but humorously modified phrases, the inconsistent use of Elizabethan language, familiar names but with different characters and by depicting similar events. The story starts off with good king Richard III addressing his group of merry men by saying, â€Å"Now is the summer of our sweet content made overcast winter by these Tudor clouds.† Words from that famous opening soliloquy, recited by theatre’s most well known Machiavellian villain, modified to have a ridiculously contrary meaning that we find humorous. Hah, we say in disbelief, Richard a nice guy? We find that hard to take in because we listen and accept what Shakespeare tells us. The essence of The Foretelling’s humour is derived from many such allusions to Richard-III. Richard is not the only victim of such characterisations. Innocent sweet little Edmund is potrayed as the evil traitor; the Black Adder ad is given a particularly daft hairstyle! The knight Richmond – champion of goodness, servant of god – is now the vile enemy, accused of rewriting history for his own sake.

Aldis Case study

Q1. Describe what is eant by the term Marketing?Ans. The chartered Institute of Marketing describes the term ‘Marketing’ as the process responsible for identifying, anticipating and satisfying consumer requirements profitability.Q2. Explain why is it Important to balance the marketing mix?Ans. It is important to provide high quality products to the consumer at reasonable price. Marketing mix is a complex set of variable. Marketing mix of every business is different. Aldi’s mix focuses on providing high quality products that a are cheaper alternatives to famous brands.Aldi’s Marketing mix focuses on Product – High quality like brands Price – Aldi’s offers lower prices that its competitors without compromising on quality Place – Aldi’s outlets are expanding globally Promotions – Aldi’s uses the combination of ‘Above the line’ and ‘Below the line’ promotional strategiesQ3. Analyse the f actors that might affect the location of a new Aldi’s store Ans. Factors that might affect the location of a new Aldi’s store :-1. They keep their store layout simple so that the wastage can be minimised and as a result of that it will keep the costs low. This will ensure that people or customers of Aldi’s will get best quality products at lower prices2. They kept into account the demographic factor of the area where the store is located3. People visiting the store should be maximum and this can be ensured by better connectivity. Good transport facility availability should be there.4. They emphasized that the store should be located in the heart of the city to ensure access to large number of consumers.5. Store should have good visibility and this can be ensured by having the store near the main road.6. One most important factor was they ensured that the store should be in a location where there is very less to no competition.Q4. Evaluate how Aldi has identified a unique position within a competitive marketplace. Ans. Aldi’s has identified a unique position within a competitive marketplace by following few things:-1. Availability of the  best quality products to the customers2. Providing lower prices products but with good quality3. By having the correct marketing mix4. They did it by adopting different types of promotional strategies like ‘Above the line’ and ‘Below the line’5. With the help of advocate customers, who persuaded others as well to buy the products from Aldi’s6. They aim at making loyal customers which will always stick to them or buy products from them7. Use of AIDA model to increase the market share, AIDA stands for, (A)Awareness, (I) Interest, (D) Desire, (A) Action8. One of the most important reason of their strong position in the market is that they used to explore all over the world for best quality product and selection of handpicked suppliers