Entrepreneurship choose one of two questions to write ) Essay

Entrepreneurship choose one of two questions to write ) - Essay Example They also take risks and engage other individuals in implementing ideas. The individuals who develop such ideas posses appropriate characteristics and behaviours for the development and success of a business. These qualities range from creativity, persistent, risk-taking, influence, time management and leadership qualities. An entrepreneur is responsible for the success of the business and any failures result to business closure or a reduction in profits. Various theories and laws define entrepreneurship in the economic world (Bygrave and Zacharakis, 2010). The resonant alternative entrepreneurship theories explain its various aspects including uniqueness, personality, and creativity. The alternative theories are also useful in explaining various elements that facilitate effective business development. The alternate arguments for entrepreneurship describe entrepreneurs and their involvement in business development. The theories focus on either individual entrepreneurs or recognition of opportunities. Most of the alternative assumptions reflect essential entrepreneurial phenomena such as the entrepreneur, the decision-making process and the nature of business opportunities (Alvarez, 2005). The alternative approach to entrepreneurship is an excellent avenue to establishing various elements regarding innovation and contemporary entrepreneurship. They are further useful in explaining the development of successful entrepreneurship characteristics. The alternative theories explain how the uniqueness of entrepreneurs influences their success in implementing business ideas. The applications and the impact of these theories reflect on the individual characteristics of entrepreneurs. The entrepreneurship alternative theories include the discovery and the creative theories (Bygrave and Zacharakis, 2010). The discovery theory entails discovery, existence and exploitation of opportunities, and individual influence. The theory comprises of three different

Unstructured interviews to investigate violent crime Essay Example for Free

Unstructured interviews to investigate violent crime Essay Assess the strengths and weaknesses of using unstructured interviews to investigate violent crime. (15 marks) Violent crime is difficult to study in the context where it occurs; this is because by their nature, violent crimes are often swift and unexpected. It is very difficult, if not impossible, for a researcher to know when and where a violent crime is likely to be committed. Unstructured interviews are a research method which entails a sociologist asking participants a series of open-ended questions in an unstructured format. This method has both strengths and weaknesses, but is overall preferred by interpretivists as it provided qualitative data and is highly valid. This method is highly valid as it uses open-ended questions which allow for follow up questions to be asked. There aren’t any pre-set questions on the topic; the participant’s answer to a question determines what is asked next. This means that participants are more likely to answer questions about violent crime and they will be more inclined to give in depth answers which can be used to paint a true to life picture. However, unstructured interviews lack reliability, this is because they aren’t standardised. As the questions are created based on previous answers, no two people will have the same interview; they also cannot be repeated as it is unlikely that someone will provide the same answers on separate occasions. Also victims of violent crime are likely to answer differently to perpetrators as they have different experiences, for example, in cases of domestic violence. Another issue is representativeness as unstructured interviews are very time consuming, sociologists can only focus on small groups of people. Also as they are so personalised, they may not be representative of all who have a connection with violent crime. A factor in unstructured interviews is the interviewee’s view; participants can speak freely about themselves due to the fact that there are not set questions. The greater freedom allows the participant to bring in new ideas about themselves and what they have experienced within violent crime. One problem found with using interviews to study violent crime, is that victims are less likely to agree to participate, especially if the violence was recent (Crawford et al, 1990). Aldo investigating the perpetrators of violent crime after the event raises problems of cooperati on, memory and ethics. Unstructured interviews allow for the interviewer to form a rapport with the person being studied.

The Otaku :: essays research papers fc

The Otaku More and more we, as Americans are seeing other cultures intertwine with our own. With the introduction of TV, satellite and Internet it’s easy to find out more about a specific area in the world. Watching and reading about another culture you almost might make you obsessed with it. An Otaku is one such person. Otaku is a term common with people who make a hobby out of watching Japanese animation or anime for short. Most of these people who watch the anime are regular people that go to work or school and need something to relax with. An Otaku, on the other hand is a person that obsesses over anime. â€Å"An otaku is an obsessive fan of any one particular theme, topic, or hobby. Perhaps the most common uses are anime otaku (who sometimes enjoy many days of excessive anime watching with no rest) and manga otaku (Japanese comic books).† (WordIQ par. 3) Anime is like a Drug for them. Otakus just need to watch anime. This However, it doesn’t just stop with watching. One other thing that would define an Otaku is that they have a lot of collectables or even dress up like the characters they watch. "The otaku are an underground (subculture), but they are not opposed to the system per se," observed sociologist and University of Tokyo fellow Volker Grassmuck, who has studied the otaku extensively. "They change, manipulate and subvert ready-made products, but at the same time they are the apotheosis of consumerism and an ideal workforce for contemporary capitalism.† (Cyberpunk Project par. 29) They literally buy everything that has to do with the anime or at least try to make it. It’s amazing to talk to one of these individuals and find out how much time was spent working on their costume or how much money the spent getting a figurine imported from Japan. It’s almost good to have these types of people in a culture to spend the money even if they don’t have it.

Critical Lense

Thomas De Quincey once said â€Å" all that is literature seeks to communicate power. † An author communicates a form of power to others through his/her works. Every piece of literature carries a strong message. These messages can open a person’s eyes and mind to a new perspective. It can also point out things that have repeated throughout history, like discrimination and hatred towards a certain race or what love can do for people. These messages could show what most people don’t see. Literature works such as To Kill A Mockingbird, by Harper Lee, and A Thousand Splendid Suns, by Khaled Hosseini, have a very strong message underneath. In To Kill A Mockingbird, by Harper Lee is a great novel about discrimination and injustice towards a certain race. This is a great novel about a particular trial, where Atticus Finch, a good lawyer, defends Tom Robinson, whose being accused of raping a young white girl. Tom Robinson is a black man, who has done nothing wrong but is being accused of raping someone just because of his skin color. It did not matter what the black man said back than. Whatever the white person said was always â€Å"right†. One of the themes for this book is the existence of social inequality. The social status of Maycomb was very complicated. At the top you had the Finches, than the Cunninghams, than the Ewells, which were considered white trash. But all the way below the Ewells were the blacks. As you can see, the blacks were below the white trash, they were at the very bottom of the social ladder. This really did effect the society in Maycomb. It divided people up into certain groups. Since the Ewells were above the blacks, it gave them the power to persecute Tom Robinson, an innocent black man. A Thousand Splendid Suns, by Khaled Hosseini, is a story about two women and their lives in Afghanistan. These two women with different ideas about life are brought together by war and loss. As they go through all the dangers that life has brought upon them, they create a strong relationship. They create a mother-daughter and kind of sisters bond. Their abusive husband and the dangerous streets of Kabul have brought them together. This book shows how someone’s love for her family can move this person to shocking self-sacrifice. And the key to surviving all of this is love. Through the theme of female bonds, you can see what the bond of love can do for a women. The efforts of their husband and the government to keep women from having power as much as possible does not work. They form great, strong bonds that give them confidence and strength to fight back. Laila and Miriam form this strong bond together. They both have support in one another. Towards the end, Miriam finally had the strength to fight Rasheed. She did not get this from herself, but from the confidence and love from Laila. As you can see, both of these great novels have a strong message underneath. One of the messages is that social inequality does exist and does destroy people’s lives. The other message is that bonds can give people strength and confidence, which gives them the ability to step up. Love is they key survival of these bonds. Women forms these bonds and have each other’s support and love to give them strength to do more in their life and also to self-sacrifice. Both of these messages have opened people’s eyes to new point of views.

Analysis of the strategy development in the vsm group

6. Case analysisBackground to the analysisThe overall analysis of the scheme development in the VSM Group is reasonably straightforward ( in hindsight ) . In 1997, the new CEO joined the company. Given that the new proprietors Industri Capital did non seek long term ownership, his undertaking was to do the VSM Group a profitable company that would be fit for an IPO within the following 5 old ages or so. At the clip, the VSM Group still had a strong production focal point and concerns tended to stop at the mill Gatess. Like most other shapers of run uping machines, it had been fighting with unsatisfactory profitableness. Summarizing up the state of affairs in a simple SWOT analysis shows that the VSM Group was strong on production and merchandise development but had less proficiency in pull offing the parts of the value concatenation between production and the client. Although the market as a whole had been worsening for decennaries, the upper sections ( computerised machines with emb roidery capacity ) were still profitable. Given its capacity for developing and bring forthing high public presentation run uping machines, VSM opted for a scheme with the expressed purpose of going the taking manufacturer of premium run uping machines. However, the deficiency of competency on the market side was all excessively evident to the new CEO. VSM needed to increase client orientation in all parts of the value concatenation, so it started to work intensively with its independent retail merchants to develop them and, optimally, bring on them to cover entirely with VSM ‘s merchandise lines. In add-on, VSM started to spread out the figure of to the full owned retail merchants to spearhead its merchandises in profitable markets. Within the company proper, information and preparation was aimed at transfusing the impression that the employees at VSM had merely one beginning of income, irrespective of place within the company: the client. The VSM Group was strong on both production and R & A ; D but the merchandise market options for sing merely its production accomplishments to seek low cost advantage in the mid and top sections of the market looked less promising. To go a market leader and accomplish true distinction, it needed to supply new superior merchandises while developing new competency to pull off the linkages between production and retailing. The new theoretical account ‘Designer 1 ‘ hence played a important function in VSM ‘s new scheme, as does its attempts to widen its competency into retailing. The Pfaff purchase can be viewed in visible radiation of this scheme. Although the acquisition of Pfaff was non rather in line with the new scheme of the VSM Group, it was aligned. When Pfaff came up for sale, the expressed end of the VSM top direction was to do an issue possible for their proprietor. The purchase of Pfaff would alter the construction of the industry but the programs for an IPO of the VSM Group would hold to be postponed. However, this was acceptable to the proprietor who antecedently had sought out structural trades in other industries. Further, the purchase of Pfaff did non include any production capacity in Germany. The mark of the VSM Group was the Pfaff trade name. In the procedure, VSM discovered the works in Brno, which was non a portion of Pfaff, but a subcontractor. However, its function in the production of Pfaff branded machines was so of import that VSM decided to purchase the works and do it a to the full owned subordinate of the VSM group. This was non in VSM ‘s original program and is a good illustration of how a procedure position helps usInstructor ‘s Manualunderstand how strategic determinations are developed over clip. A farther of import strategic determination was to maintain Pfaff as a full-range premium trade name analogue to the original Husqvarna Viking line. This determination was the consequence of a instead drawn-out procedure and the concluding determination was far from obvious at the beginning of the treatments. Overall, the VSM Group is remaining with its scheme: premium merchandises and commanding the value concatenation while remaining profitable. However, the purchase of Pfaff has delayed several of these aims. Although the figure of to the full owned retail merchants has increased, it has increased less than originally planned. Further, the work to incorporate the retail merchant web for the Pfaff line started at square one and needed a batch of attending. Last, the underestimate of the badness of the German market has tied up the top direction squad well and drawn extra financess from the Group. Turning now to the specific inquiries:6.1 There were a figure of coincident alterations in the VSM Group in theperiod 1997-2003. Is the VSM Group still the same company?The last 25 old ages of the VSM Group are a history of considerable contextual, organizational and market alteration. In 1977, the Husqvarna company, a big maker of place contraptions and forestry equipment, was taken over by its fiercest rival Electrolux. In merely a twosome of old ages, the company was integrated into the elephantine Electrolux. Still, resources and competencies really changed surprisingly small through the old ages. The fabrication works hardly changed and the merchandise development section had a long tradition with section directors and employees functioning long footings. The purchase of Pfaff added no production resources since the Karlsruhe works was closed. However, the purchase of the Brno production installation did add to production capacity although non production competency. Consequently , a resource audit will demo that few resources or basic competencies have really been changed during this period. ( Note that we talk about alteration in quality instead than measure. ) Rather, the alteration procedure has been directed towards beef uping the linkages between functional countries in the value concatenation. To this terminal, several methods have been employed. The development of a mission statement ( which really did non be prior to the reaching of the new CEO ) , organizational alterations ( composing top direction squad ) , the physical resettlement of the R & A ; D and selling sections to the same edifice and the VSM programme for educating retail merchants are illustrations of this.6.2 How would you depict the strategic capableness of the VSM Group in 1997? In 2001? In 2003?The VSM Group has ever demonstrated high proficient proficiency compared to its rivals. This is briefly illustrated in appendix 1 where the ancestors of the present administration are descri bed. The VSM Group was e.g. the first to do a self- lubricating stitching machine through the usage of sintered metal engineering. Its streamlining activities during the 1980s were besides successful in cut downing the parts ‘ count and cost. This meant directing design attempts non merely to fulfill the consumer but  © Pearson Education Limited 2005 Instructor ‘s Manual besides to run into the demands of the production section for designs that were possible to bring forth more expeditiously. Historically, the thoughts for merchandise inventions have come from the R & A ; D section with small input from the selling section. This is non to state that the development applied scientists were uninformed about client demands, but instead that market information was non collected and channelled though the administration. Although the VSM Group had for a long clip required all its merchandise applied scientists to run up actively in their trim clip, we have a authoritative instance of a product- orientated administration. To understand the administration in 1997 see appendix 1 where the company ‘s historical background is laid out. A factory has been located at or near the present site for more than 300 old ages. Get downing as a metalworks for guns in the 17th century, the activities at the Husqvarna works have shifted from guns to rifles to run uping machines as demand has changed through the centuries. Resource places ( the factory ) and competencies ( notably the metalworks and mechanics ) have been used to follow new schemes as induced by alterations in the environment. During the period 1997-2000, the VSM Group took a figure of actions to better the linkages between functional countries. First, the directors of the international gross revenues companies were brought into the top direction squad, which provided an sphere for strategic conversation with other parts of the administration. Second, the work on the formal scheme papers ( including the mission statement ) brought together different parts of the administration, both horizontally and vertically. The written paperss besides served to pass on corporate schemes and values in a new and consistent manner. The carefully managed scheme procedure seemed to pay off in footings of organizational committedness. Third, traveling the merchandise development and selling sections to the same edifice was another measure to associate proficient expertness and selling know-how to organize a whole. It is of import to observe that the alteration towards market orientation was an overall attempt that involved alterations in the top direction squad, a new fiscal accounting system, every bit good as the physical resettlement of sections. Furthermore, it should besides be noted that the increased focal point on pull offing linkages extends beyond the company ‘s ain administration. The company ‘s high engagement in the development of the independent traders is another illustration of pull offing linkages. To descry this the pupils need to hold on the construct of the value concatenation ( subdivision 3.6.1 ) so as to non restrict the analysis to resources and competency controlled through ownership. At a insouciant glimpse, it may look clear that the resource place of the VSM Group had changed markedly by 2003. It so owned the Pfaff trade name and it had new in-house production capacity at the Brno works, which was cost efficient and capable of consistent quality. On the â€Å"front end† of the value concatenation, new traders had been added. However, on closer review the alterations may non be that important. Pfaff had established itself as a high quality trade name and the new production installation in Brno did add capacity but no new or different competency to the company. As it was, the Pfaff purchase looks more like â€Å"more of the same† than echt alteration. By 2003, VSM ‘s strategic capacity had non changed appreciably in quality but in measure. The company still possessed expertness in merchandise development and had  © Pearson Education Limited 2005 Instructor ‘s Manual efficient production installations. In add-on, VSM had two strong trade names with a planetary presence. On the retail side, VSM is still go oning its quest to ‘transform ‘ its retail merchants to transport its trade names entirely. 6.3 Are the nucleus competencies in 2003 more robust than in 1997? It is straightforward to individual out the merchandise development capacity of the VSM Group as a campaigner for a nucleus competency. The new strategic way has increased the purchase of this competency every bit good as spawned the development of others such as pull offing linkages. However, it is questionable whether merchandise development capacity in itself may be called a nucleus competency ; the Brother company has emerged as an advanced rival with potentially deep pockets. However, the hardiness of a nucleus competency tends to increase when it is embedded in a specific organizational context ; the decision is that the hardiness has increased with the focal point on edifice linkages within the value concatenation ( subdivision 3.6.1 ) . Robustness besides stems from ownership. The coming of to the full software-controlled run uping machines has made package development really of import for the stitching machine manufacturers. The acquisition of the little package manufacturer EMNET was seen as strategically of import in position of the company ‘s committedness to â€Å"enhance the joy of sewing† . Harmonizing to VSM, it saw the tendency as traveling towards farther integrating between computing machine and stitching machine, doing the usage of a Personal computer a excess measure for e.g. the building of embellishment. If VSM were non in control of its embellishment package, it could intend that in the hereafter it would be forced to trust to a great extent on outside parties in order to supply the full merchandises. Interestingly, a similar state of affairs was at manus in the early 1980s when electronic co ntrols were introduced in run uping machines. The strategic options confronting the administration at that clip were either to develop the necessary competency internally or to purchase the services and parts from an outside provider. Finally, the company ‘s determination was to engage applied scientists with grades in electronics in order to develop the new engineering internally. In hindsight, interviewees from merchandise development acknowledge this as an of import strategic determination since some rivals ( e.g. Bernina ) lost of import land in developing their ain engineering. Know-how in electronics has subsequently proved to be a threshold competency for run uping machine makers except for the lowest market sections.6.4 What are the of import factors in the macro-environment that influence VSM and its industry?The PESTEL model may be suited here. Some factors may be thought of as structural drivers of alteration, i.e. factors in the macro-environment that affect the wh ole industry, and some may merely be of importance to the individual administration. A common mistake committed by pupils in this analysis is to seek to make full each missive in PESTEL with some content, nevertheless undistinguished. We have chosen to give a few illustrations that in the yesteryear have shown to be of importance. Concentrating on a few outstanding factors gives the pupils a opportunity to derive deeper apprehension of these factors alternatively of merely fundamental apprehension of a long ‘laundry list† of possible factors.  © Pearson Education Limited 2005Instructor ‘s ManualPoliticalAlthough the political environment in Sweden is really stable, trade policy issues between the EU and the US have threatened the VSM Group in the yesteryear. In the alleged â€Å"Banana War† in the late 1990s, US governments threatened to enforce a high ( 50 % ) surcharge on targeted merchandises such as run uping machines, in response to EU protectionist patterns know aparting against imports of American bananas. This menace was really existent and would hold meant serious losingss in VSM ‘s cardinal market for premium run uping machines. This illustrates the importance of accounting for political conditions between provinces, and non merely within provinces. Another issue could be the general liberalization of trade. Low or no duties on fabric imports have made apparels much cheaper in the Western universe, pass overing out big parts of the fabric industry in the US and in the EU. Cheaper vesture has wholly undermined the old inducement to run up.EconomicOnce once more, the economic environment in Sweden is moderately stable for a little province. However, Sweden has non opted to joint the European Monetary Union ( EMU ) . The Swedish krona hence floats against both the US dollar and the Euro. In the short tally, it is possible to fudge fluctuations in the exchange rates. In the medium tally, these fluctuations will impact the income of the VSM Group in domestic currency. In the yesteryear, the profitableness of the VSM Group has showed clear covariation with the exchange rate of the Swedish krona, both in 1982 ( when the krona was devaluated by 16 % ) and once more in 1992 when the krona dropped over 25 % nightlong as the policy of fixed exchange rate was abandoned. Even in 2003, the VSM Group had to get by with shriveling net incomes ( in domestic currency ) as a effect of the bead in the US dollar.SocioculturalUnder the rubric of sociocultural factors, we find some of the st ructural drivers of alteration in the stitching industry. LOMLOTs ( Lots Of Money, Lots Of Time ) were often used by the VSM Group to depict a turning group of retired persons, peculiarly in the US, with plentifulness of clip for leisure activities and money to pass. Sewing out of necessity is no longer of import for bring forthing demand: you can purchase much cheaper than you can run up. Rather it is ‘higher ‘ motivations in the Maslowian sense that drive many consumers. This alteration in consumer gustatory sensations has had an impact on the industry: the gross revenues of low priced simple machines have plummeted, while more advanced machines show steady gross revenues. The fact that it is now possible to bear down $ 5000+ for a consumer stitching machine ( the Husqvarna Viking Designer 1 ) is besides an index of this alteration. Given that run uping machines are no longer a necessity, there is no â€Å"automatic† creative activity of demand. As such, the sti tching machine is now viing with other types of leisure activities: fishing, golf, or going. The VSM Group has clearly recognised this and its mission statement contains the phrase â€Å"creating demand for more originative utilizations of sewing† .  © Pearson Education Limited 2005Instructor ‘s ManualTechnologicalThe more and more widespread usage of the Internet and its capacity for file transportation has made it possible to easy upgrade characteristics of the stitching machines through a simple download of package ascents. The top theoretical accounts from the taking makers make usage of the Internet to administer embellishment forms and package for the building of usage embellishment. In add-on, the VSM Group distributes ascents of the operating system of the stitching machine proper. As of yet, no theoretical account has a direct linkage to the Internet. Rather, package has to be downloaded via a Personal computer. In category treatment, this may open up informed guess about what new characteristics we might see, given the rapid development for new applications of information engineering in other countries.6.5 What are the forces of competition in the sewing machine industry?The instance text contains adequate info rmation to do it possible to execute a Five Forces analysis. More ambitious enterprise might include external beginnings of information. From experience, it has been noted that pupils may hold troubles with understanding the difference between competitory competition within the industry, which is one of the five â€Å"forces† , and the degree of competition, the dependant variable in the theoretical account. The information provided in the instance ( notably in portion 3 ) makes it possible to execute a Five Forces analysis ( subdivision 2.3.1 ) . Persistently low profitableness over the concern rhythm fundamentally defines the degree of competition as â€Å"high† ( in the Porterian sense ) . Competitive competition seems to be moderate with moderate degrees of merchandise invention, absence of monetary value wars, or aggressive selling towards retail merchants. However, altering purchaser gustatory sensations have meant diminishing overall demand for run uping machines, particularly on basic theoretical accounts. Buyers have high bargaining power due to low exchanging costs between trade names since the industry is mature with a dominant design. In add-on, the typical stitching machine retail merchant carries several trade names. Therefore, it could be concluded that it is the demand side that put downward force per unit area on the industry ‘s net income borders. From the analysis of the environment the pupils are asked to develop an thought of how the market will develop and what alternate places the histrions in the industry may take. Section 2.4 in ECS will likely be helpful here, peculiarly the Strategic Group Analysis in 2.4.1. Besides subdivision 2.4.2, Market Segmentation, will be a cardinal reading since VSM ‘s scheme is to travel after a niche section that is still profitable even though the entire market for run uping machines is worsening. Therefore, the job of specifying the industry and to execute a dynamic analysis will come into drama.6.6 What are the following strategic issues Viking will hold to turn to? What strategic options might be considered?For the VSM Group, two issues stand out: keeping proficient leading and pull offing the value concatenation. Extra issues are trade name direction and pull offing the Pfaff acquisition. Issues of way, methods and â€Å"success criteria† for scheme development are dealt with in c hapter 7 of ECS. In the short tally, this would be â€Å"protect  © Pearson Education Limited 2005 Instructor ‘s Manual and construct on current position† . However, in the medium to long tally, issues of merchandise and market development will come in the equation. The notes below should be considered in this visible radiation. The proficient proficiency of VSM has been a repeating subject in this instance. It is true that capacity for merchandise invention is a cardinal portion of VSM ‘s strategic capableness, but it should non be construed as the beginning of competitory advantage for VSM. In recent old ages, its rival Brother has introduced automatic threading, a utile characteristic soon non available from VSM. In all, Brother ‘s capacity for technology seems to equal that of VSM. Nevertheless, maintaining proficient leading ( as it manifests itself in new merchandises ) is one key to VSM ‘s overall scheme. A good set of applied scientists is portion of the equation but cognizing how to bring forth the right sort of invention is even more critical. Hence the accent on bridging spreads within the value concatenation to better flows of information and resources in both waies. The instance contains a just sum of information on the procedure intended to increase client orientation in all p arts of the value concatenation. This goes for the R & A ; D, production, and marketing sections every bit good as the retail merchants. The concatenation metaphor is suiting in this instance: a concatenation is no stronger than its weakest nexus. The most hard portion to manage is the nexus of the value concatenation that VSM does non command through ownership: the retail merchants. The retail merchants have a critical function in the company ‘s contact with the client. Any alteration in the preceding parts of the value concatenation will be â€Å"filtered† through this concluding nexus to the client. Therefore, VSM has put a batch of attempt and money into developing retail merchants and supplying them with support such as trade name particular store insides and subsidiary merchandises such as instructional pictures and forms. This procedure is ongoing, for both trade names. Customer dealingss are a resource that has to be managed by the company: they can non be bough t and they take clip and attempt to construct. In comparing, technology accomplishments are less dearly-won to develop. VSM ‘s increased attempts in selling and client dealingss provide increasing hardiness ( ECS, subdivision 3.4.3 ) to their strategic capableness. The integrating of the retail merchants into the VSM administration is taken to its logical terminal in the instance of the confined store-in-store construct developed for the US market. Exclusive franchise in the â€Å"Dealer-Partner† programme is besides a move towards increasing control of the retailing concern. The inquiry is: will the constructs that have been proven successful in the US besides be applicable to other markets, such as Europe and Asia? The transmutation of VSM from a product-orientated company to one of market orientation has merely started. From a â€Å"Madchen fur alles† covering all market sections, the aim is now to fulfill the selected client group. This is besides clear from the placement of the freshly acquired Pfaff trade name. The purpose is to construct a relationship with the client. A critical strategic issue is hence to increase the cognition about the targeted client group. The mark group is frequently described as middle-aged adult females with above mean fiscal resources. In VSM ‘s corporate slang, the acronym LOMLOTs ( Lots Of Money, Lots Of Time ) seems to capture some of the indispensable features of this client section. The selling scheme is to do the clients think approximately run uping as an activity that makes good usage of their trim clip, all the piece recognizing Husqvarna Viking and Pfaff as the premium trade names for this activity. 288  © Pearson Education Limited 2005Instructor ‘s ManualBy 2003, the Pfaff line of machines had non been re-engineered automatically ; the basic engineering used is ‘old ‘ Pfaff. However, with new theoretical accounts designed by VSM ‘s ain applied scientists, integrati ng between the trade names will presumptively be more marked both in production and in R & A ; D. The inquiry is, will VSM be able to continue the differentiations between the trade names? There are many analogues that could be made to the auto industry on this issue, e.g. with the Volkswagen pudding stone. The selected scheme is dearly-won ; the debut of advanced merchandises and services is dearly-won. These costs have to be passed on to the consumers and the latest theoretical accounts retail for approximately $ 2000 to over $ 5000. Consequently, the demand for volume may merely be satisfied by a planetary presence. Market incursion in the US is good and in Europe critical stairss are being taken to increase it ( the acquisition of Pfaff is one portion of this ) . However, the instance of Asia is more debatable. In 2001, the VSM Group established a little presence in Tokyo, Japan, but gross revenues are fringy. This may be considered an effort to turn organically but what other o ptions are within range? Is the Asiatic market â€Å"worth† viing for or are resources better spent on consolidation and defense mechanism of VSM ‘s nucleus markets? VSM ‘s quest to â€Å"create demand for originative sewing† means that it has started transforming itself into a company offering more and more services ( after gross revenues, embellishment, run uping categories ) . The balance of the company is altering. The acquisition of Emnet and the quickly spread outing figure of package applied scientists underline the importance of a cognition base in calculating. The command for enlargement in instruction will besides necessitate development of new competencies. In the words of one interviewee, the run uping machine in the hereafter may work as â€Å"an ordinary printer† , the of import portion being forms, instruction and inspiring magazines. Consequently, an interesting strategic issue is how to equilibrate the traditional strength of the company, merchandise development, and the formation of competencies in information engineering and instruction. This is besides a inquiry of company individuality. Take one illustrati on. In interviews with the cardinal persons in the top direction squad, the figure of machines sold frequently surfaced during treatments on public presentation. The interviewees discussed the history every bit good as the hereafter in footings of gross revenues of hardware. The implicit in image was that the figure of machines was decisive for the success of the company, and direction should be focused on the relation between produced machines and gross revenues of machines. The nexus between gross revenues, production and logistics was emphasised. However, in a market-orientated company with the purpose to construct durable relationships with the clients, the figure of machines is simply an index of how many client relationships are initiated. Rather, the end must be to make an administration that aims to increase client satisfaction, advancing a uninterrupted hard currency flow from each of these relationships. One possible scenario could e.g. be that VSM will sell its machines a t a monetary value that is to a great extent subsidised and alternatively range profitableness through the gross revenues of forms and instruction. In this scenario, wholly new linkages between resources and competencies would be critical for the success of the company.  © Pearson Education Limited 2005Instructor ‘s Manual6.7 How does the scheme of the VSM Group fit its strategic capableness with its environment? How did it alteration from 1997 to 2003?A treatment of VSM ‘s scheme and its development physiques on the interplay between strategic stretch and fit – stretch in footings of considerations for bing resource places and tantrum in footings of constructing new resources to capture a place on the chosen merchandise market. In 1997, VSM already had several of import resources and competencies that served as the footing for the new scheme. First of all, VSM possessed an active R & A ; D section and an efficient production installation. It besides had a trade name name that was good regarded in most markets. However, its selling section chiefly supplied merchandise descriptions and run uping forms and was small involve in merchandise development. The market as a whole had been worsening for decennaries but the top section was healthy and VSM ‘s merchandise line was comparable to that of its rivals. Although the major histrions were endeavoring for distinction, most of them were featuring full merchandise ranges with similar characteristics on their theoretical accounts. VSM ‘s strategic analysis suggested that concentrating on the more expensive designs ( computerised run uping machines with embroidery capacity ) would do sense in visible radiation of the altering sociocultural factors act uponing the possible clients for run uping machines. VSM ‘s strong place in the US market likely influenced this decision well. Clearly, following a distinction scheme in footings of the â€Å"strategy clock† ( ECS, subdivision 5.3 ) , VSM seemed to travel clockwise towards a place of focussed distinction. The new top-of-the-line theoretical account â€Å"Designer 1† was instrumental in accomplishing this end. However, accomplishing a function as market leader was non every bit simple a s establishing a new superior merchandise and so merely bring forthing it ; it needed to make its clients. The sewing machine concern is dominated by little independent retail merchants, normally transporting several trade names. Controling the selling attempts of the retail merchants was hence peculiarly of import when seeking to sell a merchandise at about duplicate the monetary value of any machine from the competition. Further, VSM ‘s mission to make demand for its merchandises necessitated closer control of the communicating with its clients. To pull off the nexus between the production of run uping machines and the selling of run uping machines, VSM started an extended programme where independent retail merchants were invited to the Husqvarna works. On site, they toured the premises, received preparation on the new theoretical accounts and information on VSM scheme. In add-on, VSM besides started to supply complete store insides and developing programmes for terminal use rs. It besides closed contracts with selected retail merchants to go sole traders of the Husqvarna Viking scope of merchandises. In exchange, these retail merchants received extended selling support. The scheme development procedure combines elements of both stretch and tantrum. VSM ‘s original resource place had a batch of influence on its new scheme and in this regard, we have a instance of â€Å"strategic stretch† . However, some of VSM ‘s resources were non equal for this scheme. This was clear in relation to the selling maps of the value concatenation. In 1997, VSM has really small control over the selling activities pursued by its local traders. The value of proactive alterations earlier in the value concatenation hence threatened to be suboptimal since the possible benefits would non make its clients. Constructing this new resource ( i.e. pull offing the linkage between assorted parts of the value  © Pearson Education Limited 2005Instructor ‘s Manualconcatenation ) was deemed necessary to capture the targeted place on the merchandise market. In add-on, VSM had unequal co-operation between the R & A ; D and selling sections. In an attempt to promote increased co-operation and communicating, the R & A ; D and selling sections were moved into the same edifice. Previously, the R & A ; D section had been located near to the production line. In this regard, the scheme development was a inquiry of tantrum. The purchase of Pfaff meant adding new resources similar to what already existed in the VSM Group. The Pfaff trade name was strong and perceived every bit high quality. But pull offing two planetary trade names needed clear boundary lines. The pick to see the Pfaff trade name as being on a par with the Husqvarna Viking trade name was in line with the corporate scheme. The distinction between the trade names is founded on the penetration that perceived value and monetary val ues are by far the lone dimensions on which we map strategic groups ( see ECS, subdivision 3.3 ) on the market for run uping machines. Turning to features of the clients instead than the merchandise itself enabled VSM to utilize the value of the trade names in footings of being perceived as technologically advanced and dependable, while providing for a larger client group in its market communicating. Adding the Pfaff trade name allowed the VSM Group to make new client groups without stretching the trade names excessively much. Again, similarities with the auto industry, e.g. Volkswagen, may be interesting to discourse. 6.8 The instance starts with the reaching of the new CEO. What function did Mr. Runnquist drama in the transmutation of the company? How of import is he for the hereafter of the company? The strategic leading of the new CEO Svante Runnquist has several of import facets and many of the techniques can be readily recognised in ECS, chapter 10. Collaboration, instruction and communicating, intercession and way are all portion of the CEO method to enable alteration and construct committedness. First of wholly, the window of chance for him was at that place: the company had been sold and the CEO was freshly on the occupation. Furthermore, the new proprietor Industri Kapital had expressed demands on profitableness, so there was a touchable external force per unit area sensed by the administration. Finally, he seemed to be â€Å"the right individual in the right place† , coming to a production-oriented house which severely needed to upgrade the selling competency. The first thing Svante Runnquist did was to get down the development of a new mission statement and a scheme papers. Hitherto, the company had chiefly used activity programs to steer the short tally operations but no catching mission statement existed for either internal or external usage. The scheme procedure had some of import characteristics. First of wholly, representatives from selling, R & A ; D, production and finance were all included in the top direction squad working on the paperss. Second, in-between direction had to take part in the reappraisal and farther development of the scheme paperss. This made for committedness to subsequently phases. Third, the scheme as a procedure was emphasised by doing the scheme development in the top direction squad an on-going activity. The simple visual aspect of the stapled scheme underlined that this was non cast in rock.  © Pearson Education Limited 2005Instructor ‘s ManualWhy was Svante Runnquist successful in his attempts to advance market orientation in the company? Given that the fortunes were favorable, the persuasive rhetoric of Svante Runnquist surely played a portion. The proactive orientation of the scheme was met with some agnosticism among in-between direction since more urgent affairs seemed to exceed their docket. To counter this, Svante Runnquist illustrated the demand for alteration utilizing illustrations or narratives from other industries that had been capable to unforeseen alteration or reorganization. The demand to concentrate on the traders was illustrated by an in-house version of the value concatenation ( dubbed â€Å"The Viking client staircase† ) . It clearly illustrated that the traders and VSM were portion of the same value concatenation, that it was merely the trader that really met the clients and that the lone beginning of income for the value was the conc luding client.6.9 At two points in clip, the CEO of the VSM Group opens up a wide treatment on the strategic issues. What issues are discussed and why does he affect a larger group of the administration on these issues?In this instance, corporate-wide treatments on strategic issues are initiated at two points in clip. In 1997, the crafting of the original mission statement was discussed from top direction down to the store floor. Subsequently in 2000, the integrating of the Pfaff trade name line brought about a similar procedure. Albeit limited to a smaller circuit of people than in 1997, the procedure still involved people good outside the top direction squad. From interviews with the Chief executive officer it is evident that the aim was to derive legitimacy for the scheme. The issues discussed in both these procedures were really much related to corporate individuality ; the mission statement is formulated in footings of company features and â€Å"who we are† . The 2nd cas e of unfastened treatment on a strategic issue was initiated in relation to the Pfaff purchase. The integrating of the Pfaff trade name into the VSM Group was besides more a inquiry about corporate individuality. The image and feel of the new trade name and associated merchandise lines had to be discussed in relation to the bing Husqvarna Viking trade name and what the people working on it were approximately. Both these procedures seem to be sincere efforts to affect people of the administration in something that finally concerned their professional individuality. However, one time these procedures were closed through formal determinations, the CEO smartly argued for their execution. â€Å"You need to stand on the barricades† , as Svante Runnquist expressed it. It is interesting to contrast other strategic determinations to these really unfastened procedures. The determination to buy Pfaff was purely an matter between the proprietors of the VSM Group and the top direction squ ad. The same goes for the purchase of the Brno works. The deficiency of a wider procedure around these really of import determinations suggests that direction respect these issues as following instead than explicating scheme.

Veterans day essays

Veterans day essays Veterans Day should be an occasion for a national vow: no more war victims on the other side; no more veterans on our side. This concluding statement of Howard Zinns article on Veterans Day emphasizes ample cause on the negative outlook on a war holiday. Having a Veterans Day, in one perspective, is a day that honors the men and women (if there were any) for their hard work and dedication in serving their country. From another viewpoint, as taken by this article, a day, like Veterans Day, is instead of an occasion for denouncing war, has become an occasion for bringing out flags, the uniforms, the martial music, the patriotic speeches reeking with hypocrisy. Most, if not all American holidays have drifted too far away from the meaning of the holiday or celebration in the first place. Christmas, for example, has become a time of Christmas tree purchasing, gift buying, Santa falling down the chimney and eating milk and cookies time of year. The biblical backbone for this holiday has almost come completely nonexistent. Easter, as another example of an Americanized occasion, has been overfilled with Sunday dresses, Easter egg hunts, baskets from the Easter bunny, and egg coloring. Where did the meaning go in all of our holidays? It would not be a surprise to find that more bodies have been lost through war than by diseases and natural causes. Crime victims could even be added to that number and war casualties would still out number that combined number. Zinn mentions that veterans service in the war has been used as a glorification of war instead of a time to look back and count the deaths and say, Enough! If war had really been done away with, renounced, millions, if not more, would have been saved in future (now past) wars. Unfortunately, in some respects, war is the last resort and is taken ONLY to he...

IMC

IMC Discuss the concept of Integrated Marketing Communications.Why is it so important to marketers? Where has Integrated Marketing Communications come from? The fact that Integrated Marketing Communications (IMC) does take place is unquestionable but the degree of integration is often questionable (Hartley and Pickerton 1999) In today's world, mass marketing is giving way to micro marketing, the one-product fits all concepts now fits fewer and fewer. Even niche marketing is giving way to one-to-one marketing, tailoring a product or service to the needs of a single customer (Skolnik, 2001). This movement away from traditional promotional format has led to organisations marketing on several fronts. In their efforts to communicate with more fragmented and diverse target segments, marketers are employing a richer variety of more focused promotional tools (Kotler and Armstrong, 1997). As organisations speak to consumers with an increasing number of voices, the message or messages being commun icated becomes harder to understand and recall.Marketing communications planning frameworkKotler et al (1996) suggest that communication goes beyond specific promotion tools, the products design, its price, the shape and colour of its package and the stores that sell it - all communicate something to buyers. It has therefore become increasingly necessary for organisations to communicate with the consumer in, as Beard (1997) puts it, 'one-voice'. Strategic synergy between mass advertising, sales promotion, public relations, internet, relationship marketing, sponsorship and the other marketing communication tools can break through the clutter with more impact, and also your customer's expectations will be consistently met in a more cost effective manner (Skolnik 2001). This deliberate synergy of communication has increasingly become known as Integrated Marketing Communications.Why it has become so important to marketers Cornelissen (2001) argues that 'IMC is the rational evolution fro m mass-marketing media advertising towards target marketing'. In his view 'IMC is seen as...

6 Steps to Supercharge Your Resume in 2017

6 Steps to Supercharge Your Resume in 2017 Whether you want to put out some new-job feelers in the new year or you’re happy with your current job, you should take this fresh-start opportunity to overhaul your resume. But why, you ask? It’s a good resume. It got you this far. And you could always update it if there’s a specific need, right? All valid points. But let’s look at this as an improvement opportunity for yourself. It’s like an annual eye exam. You might not think your vision has changed much, but your insurance requires an annual exam anyway to make sure your vision needs haven’t changed. There’s always room to make your life better and present yourself in a way that shows who you are at a given moment. Your work self is no different.1. Look at resume trends, especially in your industry.This can be just a basic search online. Is everyone including social media links on their resume these days? Are infographics to show revenue and statistics the way to go? It may be as basic as checking to see whether particular sections or formatting are current.For example, conventional wisdom used to say that an â€Å"objective† statement was a part of a well-balanced resume. Now, that has fallen out of favor as employers look for more straightforward, cut-to-the-chase bullet points about results. Don’t let your resume look like the professional equivalent of the Ford Edsel when everyone else is sending in a sleek hybrid.2. Include more iOS, less Apple II.If you have skills listed for software programs and applications that don’t exist anymore or are no longer widely used, ditch ‘em. Make sure your listed tech skills match the current crop of tools for your field.3. Do a self-audit of the past year.Does your resume offer your most recent skills and accomplishments? This is a chance to review your year in general and have a list of your successes ready to go for annual review time. Even if you have no plans to leave your current job, h aving an updated list of this information can give you a leg up when it comes to negotiating for a bonus or a raise.4. Decide what doesn’t need to be there anymore.If your resume still includes your job responsibilities from four jobs ago, it’s time to consign some of your old information to history. If those old jobs are super-relevant to a particular job you’re seeking, keep some of the information; but your resume’s focus should definitely be your most recent job(s). In other words, it’s probably fine to let go of that student office job you had back in college. Hiring managers want to see the professional you are now, not necessarily the one you were 10 years ago.5. Make sure everything is accurate.Every time you open your resume, be nitpicky. Is everything in it exactly as it’s supposed to be? Dates, numbers, skills? This goes hand-in-hand with proofreading to make sure your resume is also typo-free. To err is human, but to hand in a re sume containing easily preventable mistakes is embarrassing.6. Find a resume buddy.A second pair of eyes never, ever hurts. Have a friend or family member review your resume as neutrally as possible. They may see information that is incomplete or doesn’t make sense, or notice typos your own eyes might have missed.Your resume is a snapshot of where you are in your career, so here’s your chance to make sure it’s a great selfie as you gear up for the new year.

Fast Food Meals Essay Example | Topics and Well Written Essays - 1250 words

Fast Food Meals - Essay Example The combination of different sausages is used to make a meal tastier than that of ordinary food cooked at home. It is not only the quick service but also the lusciousness of meal which attracts people towards fast food restaurants. Fast-food is not only delicious to eat but also it is cheaper to buy as compared to the food which is cooked at home. It is a noticeable fact that most of the fast-food lovers are children and teenagers. And they have made fast-food a basic and the most important entity of daily life.While talking about benefits of fast food restaurants, we should not forget that eating too much fast food doesn’t have a good effect on health as it causes many health problems including hypercholesterolemia, insulin resistance, and corpulence. It should also be kept in mind that eating too many fast-food increases the level of fats in the body while reduces the number of required vitamins for the body. Fast-foods have a high level of energy density which is harmful to health as it confuses the brain control mechanism for appetite. Fast-food restaurants add too much salt in products in order to make them tastier but it results in high blood pressure and certain heart diseases. Vitamins are also lacked in fast-food as it doesn’t contain fruits or vegetables which are the primary source of vitamins for humans. Another effect is that due to the good taste of fast-food products, it is eaten much more than that of any normal food cooked at home which results in obesity.

Nietzsches Genealogy of Morals Essay Example | Topics and Well Written Essays - 750 words

Nietzsches Genealogy of Morals - Essay Example This essay discusses that Nietzsche’s criticisms of the traditional notions of good and evil spans an array of his work and takes on more developed form in the Genealogy of Morals. This essay examines Nietzsche’s overarching philosophical considerations within this text. Nietzsche deconstructs the notions of good and evil. He argues that what has emerged are different forms of these concepts and that in actuality the differing meanings behind these terms are diametrically opposed. One of the most significant considerations in understanding ‘good’ in the sense of ‘good’ and ‘evil’ is the notion of slave morality. For him this is a moral code that has emerged in a society wherein the weak-willed have convinced the strong that their mode of strength is actually evil. Nietzsche believes then that the fundamental impulse of society is the will to power and that morality and the social structures implemented by much of civilization have emerged as a means of manipulation. One of his most potent arguments is that the concept of evil is different for the higher class than for the lower class. This notion extends from Nietzsche’s general contention that civilization is structured on erroneous notions of morality that serve to contribute to the self-interest of the individual or institution embracing them. Nietzsche believes that society should free themselves from these social constraints and embrace instinctual urges to power, as it is this will to power that underlines society’s main drives. He states, â€Å"That every will must consider every other will its equal — would be a principle hostile to life, an agent of the dissolution and destruction of man, an attempt to assassinate the future of man, a sign of weariness, a secret path to nothingness† (Nietzsche, p. 73). This consideration directly contrasts Christian morality that seeks to view the social order in terms of equality and embrace forms of weakness.

INTERNATIONAL RELATIONS AND POLITICS Essay Example | Topics and Well Written Essays - 2750 words

INTERNATIONAL RELATIONS AND POLITICS - Essay Example Soviet Union was considered foreign enemy in much of Eastern Europe for a long time after the fall of communism. After all, the communist Soviet Union had invaded these countries and broken their people for decades. This disturbing image has changed over the past few years. The soviet leaders endeavored to secure their power primarily against forces at home, but also against the outside world, since ideology taught them that the outside world was aggressive and that it was their duty ultimately to defeat political forces away from their borders. Soviet Union is considered as the state which followed ideology for the formation of a society that free from the evils of capitalism. Principles of socialism and Marxism in Russia have contributed a comprehensive and mutually unswerving set of ideas which helps the nation to form its foreign policy. The concept of proletarian internationalism has played vital role in the process of making Russia’s foreign policy. Historical studies ha ve proved that Russia was considered as the foreign foe in much of European countries especially after the fall of Communism. Leninist ideologies of class struggle and war made the nation in to a land of anti- imperialists. Recent years a considerable number of far-right groups in post communist and socialist nations have considered President Putin’s authoritarian political infrastructure was a sufficient model and it paved the way for urging broad attitude towards Russia among the European countries. Analyzing the political and social history of Russia one can comprehend that Russian leaders and governments are failed to establish specific ideological base in their nation and the country have shifted its ideology. Different ideologies like Marxism, Socialism, and Leninism are played a vital role in the process of making Russia’s foreign policy. Numerous official administrative procedures have been involved in the understanding and effectuation of Soviet foreign polici es. The great crisis that suppressed Russia’s foreign relation is its defective national, building ideology. Authorities have followed their passiveness in making new ideologies and principles. It is clear that after the formation of the independent Russian Federation in 1991, Russia had reached the status of a Russian nation-state under the leader ship of Boris Yeltsin. But Yeltsin’s efforts to change Russia as a land of multiethnic and non -imperial state became collapsed because of an articulate ideology. The online article entitled Domestic Factors Driving Russia's Foreign Policy by Ariel Cohen states that; â€Å"For over a decade, the Russian authorities have failed to provide a coherent and modern nation-building ideology or to overcome Russia's nostalgia for its lost empire.† (Cohen 2007). Ideologies in that time have largely encouraged the concept of collective amnesia that promotes Russian nationalism among the people. As a result of this, majority of p eople from Russia have believed United States as an enemy and it caused a gradual deterioration in Russia’s international al relations. In other words Russian rulers were failed to consume nationalism as an ideology to blend state and society in a healthy way. Analyzing history researcher can comprehend the fact that the aggressive nationalism had influenced the Russian efforts to follow war as a tool of foreign policy. Reader can find the two instances in the history of

Discuss the key challenges for social workers in working in Essay

Discuss the key challenges for social workers in working in partnership with parents and protecting children in Northern Ireland - Essay Example However, social workers have not been without challenges in their daily work. Among the challenges social workers face in Northern Ireland comes from partnering with parents in protecting children. Examples are physical violence, abuse, violent attacks, aggressive clients, criticisms and intimidation (Davey, p.34). Over the year there have been reviews and establishment of laws and policies that affect the children’s rights and duty of care. This has brought misunderstanding between the social workers duties, those of the parents and those of the state. 1. Under the Kids and Younger Individuals Act (Northern Ireland) 1950, the generalist welfare authorities were accountable for rendering of services to children and young persons in need of proper care or security (cited in Geen, p.15). 3. The Ingleby Report outlined the need for power to fight neglect, ill treatment and child offending in all manners. This led to the Kids and Younger Individuals Act 1963 in Britain and Wales and, in turn, to the Children and Younger Individuals Act (Northern Ireland) 1968. Both established prevention as an actual concept in childcare exercise (Haringey Local Safeguarding Children Board. Serious Case 2010, p.45). 4. The Report of the Panel on Regional Power and Allied Personal Social Services 1968 (the Seebohm Report) suggested that professional local authority divisions should be taken off by overall social services divisions offering society care services to families, children and other grownups in need of proper care or support. It was envisaged that a single public employee could deal with all the public problems within one family. In North Ireland in Europe generic welfare divisions had since 1948 offered an extensive set of public services for family members, children and grownups in need of proper care and protection(Cited in Ferguson, p.56). 5. The Kids

SWOT Analysis of Lesson Plans Assignment Example | Topics and Well Written Essays - 3500 words

SWOT Analysis of Lesson Plans - Assignment Example An immediate awareness of the shortcomings of anyone’s teaching can be achieved by the kind of review of actual lessons â€Å"after the fact† engaged in above. This is certainly a worthwhile and effective process, in line with the thinking of numerous writers in the field. A reflective, innovative approach is necessary (Hattie, 2003). Central to the practice of my teaching is a need to make decisions regarding the precise and exact intention of particular lessons. While I do believe that I want to achieve an inclusive, diversity-embracing classroom experience for students, the exact aims and outcomes of my lessons are sometimes not clear to the students, and perhaps not even to me. A clear and communicative statement of what we hope to achieve is necessary in every lesson and I will be sure to formulate this exactly in future lessons. I am of the opinion that it is essential to respect the originating cultures and identities of the ESL students I teach (see: Ashman, 2009, and others). Sometimes I do not achieve this ideal as the content I work with covers only the Australian experience – I believe this is so because I am concentrating on ensuring that my students become comfortable and familiar with their adopted culture. This is not a bad thing, but I do aim to provide more opportunities for students to share their cultures and identities with one another in class, while not neglecting the improvement of their knowledge and familiarity with Australian contexts. Tied to the opinion above is the idea that the content we are working with should be accessible to the students, and interesting to them within their experience. If they are able to connect the content we are dealing with to prior learning and earlier experiences and knowledge, I am certain their progress will be more effective (Davis, Sumara, & Luce-Kapler, 2008). My personal relationship with students and my interactions with them do, I believe, reflect mutual respect, and my acknowledgement and appreciation for their cultures, but it is also true that I could incorporate this attitude into the actual practice of my teaching, in line with UNESCO (2001) guidelines. It is difficult for me to release some control of assessment in the classroom: my instinct is to want to measure and grade student achievement myself exclusively. Yet, on the occasions when I do ask students to assist one another, and even to point out one another’s errors, they do manage to do so effectively. The incorporation of peer teaching is relatively simple for me; the incorporation of peer assessment is something I will have to work on. Black and Dylan (2001) encourage a highly interactive, dynamic assessment environment, which I would like to emulate. Timing is something which I also have to concentrate on. There have been occasions when the work I assigned to one group of student – for example the Beginner students – was complete long before I had finished with the other group of more advanced students. A focus on getting to know the learning pace and the learning style of each of my students is something I aspire to. Individualised learning is something a successful teacher must be able to come to grips with (Hattie, 2003). When students are paired up, and work together, or are given sufficient reading, with dictionary work tied to it, I find that there is enough time to get to each student, and to deal with differing ability groups effectively. This is, though, not always easy to predict.

To what extent does HRM differ from past management practices Essay

To what extent does HRM differ from past management practices - Essay Example Bratton & Gold (14) acknowledge that personnel management was a caring activity aimed at satisfying employee’s work-related needs as well as solving their problems. Traditional organizations were highly bureaucratic hence employee involvement was not essential in ensuring organization success. As the environment continued to change, personnel management could not be able to respond quickly hence the emergence of a more responsive approach; human resource management. However, there is a lot of controversy as to whether HRM evolved from personnel management or it is just a broadening of scope of personnel management. HRM is strategic in nature and commitment-oriented and is concerned with human relation issues. Armstrong (2003, p. 1; 2006, p 3) defines HRM as ‘a strategic and coherent approach to the management of the organizations most valued assets: the people who individually and collectively contribute to achievement of its objectives’. For Heathfield (2011), HR M is ‘a strategic and comprehensive approach to managing people, workplace culture and environment’. ... FedEx is a parcel delivery service and among the 100 â€Å"best companies to work for† as indicated by the fortune magazine 2003 (Casestudyinc.com). Blues is a garment factory with 800 employees. The paper will compare the past management practices with HRM in light of the above organizations. Personnel Management and Human Resource Management Though some scholars argue that there is no difference between personnel and HRM and that one is an extension of the other, some differences can be observed in how employee relations are handled, the way modern management is linked to business strategy, emphasis on high employee commitment, employee development, outsourcing, increased role of line managers, increased use of technology in HR systems, use of team work among others. One of the most significant differences is treating employees as an asset rather than a cost that needs to be minimised (Armstrong 2003, 4; Armstrong 2006, 10; Aswathappa, 7). The employees are thus very importa nt in an organization as they ensure organization retains its competitive advantage. As an asset, investments are done on the employees through training and development, talent management and ensuring employee retention. In so doing, the organizations recognize that employees are valuable and essential for an organization to be profitable. At FedEx, the employees are encouraged to be innovative and its people-service-profit philosophy ensures employees’ needs are taken care of. The survey –feedback –Action program is used to get data on employees and then it is used by management to detect any problems such as training needs and address them. They also show how effective HR policies are in ensuring high performance and achievement of goals. It also has

SWOT Analysis of Lesson Plans Assignment Example | Topics and Well Written Essays - 3500 words

SWOT Analysis of Lesson Plans - Assignment Example An immediate awareness of the shortcomings of anyone’s teaching can be achieved by the kind of review of actual lessons â€Å"after the fact† engaged in above. This is certainly a worthwhile and effective process, in line with the thinking of numerous writers in the field. A reflective, innovative approach is necessary (Hattie, 2003). Central to the practice of my teaching is a need to make decisions regarding the precise and exact intention of particular lessons. While I do believe that I want to achieve an inclusive, diversity-embracing classroom experience for students, the exact aims and outcomes of my lessons are sometimes not clear to the students, and perhaps not even to me. A clear and communicative statement of what we hope to achieve is necessary in every lesson and I will be sure to formulate this exactly in future lessons. I am of the opinion that it is essential to respect the originating cultures and identities of the ESL students I teach (see: Ashman, 2009, and others). Sometimes I do not achieve this ideal as the content I work with covers only the Australian experience – I believe this is so because I am concentrating on ensuring that my students become comfortable and familiar with their adopted culture. This is not a bad thing, but I do aim to provide more opportunities for students to share their cultures and identities with one another in class, while not neglecting the improvement of their knowledge and familiarity with Australian contexts. Tied to the opinion above is the idea that the content we are working with should be accessible to the students, and interesting to them within their experience. If they are able to connect the content we are dealing with to prior learning and earlier experiences and knowledge, I am certain their progress will be more effective (Davis, Sumara, & Luce-Kapler, 2008). My personal relationship with students and my interactions with them do, I believe, reflect mutual respect, and my acknowledgement and appreciation for their cultures, but it is also true that I could incorporate this attitude into the actual practice of my teaching, in line with UNESCO (2001) guidelines. It is difficult for me to release some control of assessment in the classroom: my instinct is to want to measure and grade student achievement myself exclusively. Yet, on the occasions when I do ask students to assist one another, and even to point out one another’s errors, they do manage to do so effectively. The incorporation of peer teaching is relatively simple for me; the incorporation of peer assessment is something I will have to work on. Black and Dylan (2001) encourage a highly interactive, dynamic assessment environment, which I would like to emulate. Timing is something which I also have to concentrate on. There have been occasions when the work I assigned to one group of student – for example the Beginner students – was complete long before I had finished with the other group of more advanced students. A focus on getting to know the learning pace and the learning style of each of my students is something I aspire to. Individualised learning is something a successful teacher must be able to come to grips with (Hattie, 2003). When students are paired up, and work together, or are given sufficient reading, with dictionary work tied to it, I find that there is enough time to get to each student, and to deal with differing ability groups effectively. This is, though, not always easy to predict.

Network Measurement Laboratory Lab Report Example | Topics and Well Written Essays - 750 words

Network Measurement Laboratory - Lab Report Example This experiment is aimed to experimentally determine the Thevenin and Norton equivalent circuit of a Black box network which consists of resistive elements and voltage source. Furthermore, the value of the load resistance connected across the two terminals of the black box will be determined such that maximum power is transferred from the network load. Finally, the objective of the experiment is to determine certain network parameters. This experiment will aid the students to understand the behavior of given circuits and explain their outputs, understand Thevenin and Norton principles, the principle of maximum power transfer and their implications for practical systems. Thevenin Theorem states that: â€Å"any linear terminal circuit is equivalent to an ideal voltage source Vth in series with a resistance Rth where Vth is open circuit voltage the two terminals and Rth is the ratio of open-circuit voltage to the short-circuit current (Isc) at the terminals†. On the other hand, an alternative proposition to Thevenin’s theory, Norton’s theorem states that â€Å"Any linear resistive two terminal circuit is equivalent to a parallel combination of an ideal current source In and a resistance Rn, where In is the short-circuit current at the terminals and Rn is the ratio of the open-circuit voltage to the short-circuit current†. These theorems are illustrated in the circuit below Measurements for the values of 12 VDC and 18 VDC of the excitation voltages were then made. The Thà ©venin Circuit Component was then turned over and a schematic diagram representation drawn as shown below A 10Kï â€" variable resistor was connected across the output of the black box and the current and the voltage across the resistor measured. The resistance was varied the current and voltage recorded as a function of the resistance. The current and the voltmeter measurement

Prevention Program Resource Guide Essay Example for Free

Prevention Program Resource Guide Essay

Reflective Account on Implementation of Change Process

Reflective Account on Implementation of Change Process This reflective account deals with implementation of a change management process at a workshop, where the author was employed for some years a few years ago. The workshop provides a range of electrical, mechanical and overhauling services to different departments of an industrial firm. It has separate departments for activities like electrical and mechanical work, fabrication, transmission and general repair and overhauling. The workshop was set up in the early 1980s and has its own accounting, administration and inventory functions. The conduct of an efficiency audit revealed numerous deficiencies in the working processes of the workshop and the emergent need to implement significant changes for enhancement of productivity and achievement of (a) swifter turnaround time, (b) reduction of labour and (c) cost savings in various areas. External consultants recommended the adoption of a sophisticated ERP system for coordination of various workshop activities and optimisation of its operations. The organisational management accepted these recommendations for the implementation of a modern ERP system and initiated processes for its introduction in the organisation. It was estimated that the adoption of the new system would lead to reduction of workshop strength by 30 employees, significant lowering of inventory levels, elimination of material shortages for workshop operations, and shrinking of turnaround time. The external consultants and the senior management of the company were convinced that the combined effect of these different advantages would result in substantial improvement in workshop productivity and profitability. The workshop manager was informed about the decision by the CEO and two board members and was asked to initiate and implement the change management process. He asked for some time to study the proposal and involved me and two other junior workshop managers in the exercise. We found in the course of our investigation of system features that whilst its introduction could certainly result in improvement of workshop productivity and efficiency, it would be very difficult for the existing workshop employees, many of whom had been with the department for years, to handle the complexities associated with operating the proposed system. It would be necessary to appoint some fresh individuals with expertise in handling such ERP systems and train other workshop employees in the operations and mechanisms of the new system. Concerns were also raised about the organisational implications of terminating 30 employees who had worked sincerely for the workshop for many years. The change management group, headed by the workshop manager and staffed by myself and two other members examined the various implications of introducing and implementing the system and came to the conclusion that it would be necessary to recruit at least 7 fresh employees with requisite knowledge to implement and operate the ERP system. We felt that in such circumstances it would be better to remove 37 departmental employees and induct 7 ERP specialists in order to meet organisational objectives, both in areas of system proficiency and in reduction of employee strength. The workshop manager and the rest of us in the change management team had some theoretical knowledge of Lewins and Kotters change management process. We decided to implement the change management process in specific phases comprising of (a) informing the workshop employees of the proposed change process and its implementation schedule, (b) the implications of the proposed change on the productivity and efficiency of the workshop, (c) the various inputs that would be provided by the company to facilitate the change, and finally (d) the imperative requirement to reduce existing employee strength by 37 people and induct 7 specialist employees (Gary, et al, 1995, p 114). Deliberating on the possible adverse repercussions of the decision to terminate employees, our group leader specifically sought a meeting with the CEO and asked him to accommodate the surplus employees in other areas of the company (Heller, 1998, p 37). The CEO understood our apprehensions and after discussions with the HR department was able to confirm alternative positions for 25 people on similar terms and conditions, but placed at different locations. Handsome severance packages were also worked out for the employees who would have to perforce be released (Heller, 1998, p 37). The first task of the change management team concerned dissemination of information about the proposed change to all workshop employees (Joseph, 2006, p 24). The announcement about the impending change and its implications were made at a general meeting where all employees were asked to be present (Joseph, 2006, p 24). The announcement at this meeting was followed up by detailed meetings with smaller groups where members of the change management team individually informed workshop employees about the need for the change process and the ensuing benefits (Joyce, 2000, p 73). It was decided by us that the existing system would continue for at least 3 months after the implementation of the ERP system (Joyce, 2000, p 73). The training of existing employees in the new system was delegated to external trainers and the change process was formally put into motion (Joyce, 2000, p 73). The proposed change however met with very severe resistance from a section of employees, most of whom had been shortlisted for termination of employment or transfer to other departments (Moss, et al, 1992, p 67). Whilst approximately 20% of the employees chosen for release were reasonably satisfied with the carefully formulated severance package, the other 30 employees became vocal in their opposition to the plan and asked to see the CEO in order to vent their concerns and apprehensions. With employee relations in the workshop being happy for many years, the internal workers union had been disbanded many years ago. The workers however began to feel betrayed and vulnerable and started discussing the idea of forming a new workshop union with national trade union organisations (Moss, et al, 1992, p 67). The CEO and the workshop manager had detailed discussions with the affected workshop employees but were unable to convince them to take up alternative postings, many of which were in distant places and required them to live separately from their families (Moss, et al, 1992, p 68). The breakdown in discussions between the workers and the management led to disruption in production schedules and made it very difficult for us to recruit new employees to operate the new ERP systems. Such difficulties led to significant delays in implementation and to disruption of workshop activity (Joyce, 2000, p 81). The organisational management was however firm in its decision and arranged for subcontractors to compensate for the drop in workshop productivity (Joyce, 2000, p 81). Many of the existing employees also started feeling demoralised and started looking elsewhere for alternative employment (Joyce, 2000, p 81). It finally took the organisation more than a year to complete the implementation of the new ERP system and stabilise workshop production (Joyce, 2000, p 81). Whilst the introduction of the system has resulted in significant improvement in workshop efficiencies, productivity and profitability, I do feel that the change management process could have been handled better (Buono Kerber, 2010, p 4). My theoretical knowledge of change management processes informs me that successful change management needs to be planned very carefully and is dependent upon the effectiveness of communication with the people most likely to be affected by the change process (Buono Kerber, 2010, p 4). I feel that the decision to introduce the system was pushed with too much haste and without allowing the employees to acclimatise to the change proposal (Frame, 2002, p 54). My colleagues in the change management team also agree with me that our communication of the various implications of the proposed change was possibly inadequate and did not instil feelings of the emergent need of bringing about the proposed change (Frame, 2002, p 54). Whilst the senior management of the company was committed to the change management process and extended all possible help, communication failures and hasty action at the operational level precipitated concern and crystallised resistance among employees, which eventually resulted in implementation delays, loss of productivity and incurrence of subcontracting costs (Doherty, 2002, p 89). I personally have learnt significantly from my experience and realise that theoretical knowledge of change management processes, whilst helpful for implementation of change, needs to be supported by strong management skills, clear and careful planning, preparation for contingencies and sound knowledge of employee behaviour for bringing about successful completion of change management initiatives. Situation 2: Reflective Account on Team Work and Leadership I have had the opportunity to participate in a diverse team, comprising of individuals from different ethnic and national backgrounds, which was given the specific tasks of preparing a promotional and marketing campaign for an NGO working in different areas of environmental conservation. The opportunity came about because of my interest in environmental issues and the acceptance of my request to volunteer with a well known international NGO. Teams comprise of groups of two or more individuals who work dynamically, adaptively and interdependently for the achievement of common goals and objectives (Arya, 1997, p 9). Members of such teams are usually provided with specific roles and responsibilities (Arya, 1997, p 9).Our team consisted of 7 members and we were given the task of working together for the creation of a marketing and promotional campaign for reduction of environmental pollution in and around airports in the UK. The significance of team work for achievement of specific outcomes is now widely accepted in modern day organisational behaviour theory (Buller Bell, 1986, p 305). Modern day organisations are increasingly making use of teams for improving organisational performance in increasingly complex and changing business environments (Buller Bell, 1986, p 305). Organisational experts however ironically argue that whilst team work is now widely accepted as an important instrument for enhancement of organisational productivity and efficiency, many organisations that have built their operations around teams have found that the use of such teams very often results in little positive effect on organisational productivity. In some cases their use actually results in loss of productivity (Rees, 2001, p 19). It has often been witnessed that teams with numerous high calibre individuals with demonstrated performance capabilities fail, even as teams of people with far more mediocre abilities often produce excellent results (Banker, et al, 1996, p 868). The modern day business environment is replete with examples of freshly started innovative and committed teams getting the better of large and established corporations with far greater resources (Banker, et al, 1996, p 868). My experience of participation in a diverse team of people in a not for profit NGO environment provided me with the opportunity of understanding and appreciating team work mechanisms. Our team was significantly diverse with regard to gender, nationality, academic training, work experience and personality. The team consisted of six members Larry, Martha, Nora, James, (myself), Peter and Sheila. Larry, the oldest member automatically assumed the role of leader. Organisational theory and literature specifies that diverse teams lead to the availability of a variety of skills and perspectives (Brett, et al, 2006, p 84). These, if utilised appropriately, can result in significantly greater creativity and flexibility in creation of concepts, ideas, options and solutions in comparison with more homogenous groups and thus result in significantly better performance (Brett, et al, 2006, p 84). Whilst teams with diverse members often have access to a wider range of skills, abilities and perspectives, they also face challenges on account of differences in attitudes, cultures, perceptions and languages of team participants (Brett, et al, 2006, p 86). Our team members came from the UK, Latin America, Africa and South East Asia. Their educational backgrounds varied from the performing arts to the liberal arts, sciences and management. Whilst three of the group, including myself had experience of organisational work, the other four were fresh from college. The leadership of the team devolved upon Larry, who was the oldest and most experienced team member (Olmstead, 2002, p 79). This development actually took place, without his actively seeking it, because other team members came to him on their own for advice and suggestion on the functioning of the group (Olmstead, 2002, p 79). Leadership is an extremely significant element of team work processes. Much of the credit for both successes and failures of teams is given to leaders and to their decisions (Olmstead, 2002, p 79). Leaders are required to communicate with clarity on the goals of the teams, provide team members with appropriate and specific roles, build environments of cooperation and collaboration, encourage communication between team members, generate commitment towards achievement of team objectives and create atmospheres of inclusiveness by involving team members in various discussions and asking them for comment, feedback and suggestions (Rees, 2001, p 42). Leaders often ap preciate the roles of team members in order to motivate them to perform better in their tasks (Rees, 2001, p 42). Whilst leadership devolved upon Larry without his asking for it, he certainly did not disregard his responsibilities and worked for the development of an efficient, cooperative and focused team that was committed to its objectives (Ephross Vassil, 2005, p 109). All of us were given specific responsibilities for the development of the marketing and promotional campaign on airport pollution. We were asked to meet on determined dates, provide updates on our progress and asked to contribute by way of suggestions on the work of other team members (Ephross Vassil, 2005, p 109). I was asked to research information on legal aspects of airport pollution, assess the work of other team members, and help them in achieving their objectives (Ephross Vassil, 2005, p 109). Our team activity required members to engage in extensive discussions and generate numerous ideas and concepts for the campaign. Some of these sessions led to disagreements and even quarrels, which resulted in some members refraining from talking to others for some time (Olmstead, 2002, p 92). Nora, who was otherwise very friendly and outgoing, could not stand being opposed and would become excessively argument if she was contradicted by others. Larry would on such occasions take her aside and explain to her the necessity of collaboration and pleasantness between team members for effective team effort (Olmstead, 2002, p 97). We were asked to prepare the campaign in a period of six weeks and were happy to find that the job was completed in time despite arguments and delays. The marketing campaign was presented to the board of the NGO on the predetermined date. Larry deliberately chose Nora to handle the presentation, even as all of us were present to answer questions on our areas of work. We were at the end of the exercise happy to know that we had succeeded in our team objectives despite our diversity and our different social and cultural backgrounds. The results of our team reiterated that teams with diverse members could excel in areas of creativity if they were led with sincerity, provided with transparent environments, and encouraged to communicate and collaborate with each other. Section 3: Reflective Account on Motivation and Reward This reflective narrative concerns my experiences of working with a HR consultancy organisation entrusted with the task of formulating a reward and remuneration programme for textile workers in Bangladesh. The client of the HR consultancy services operates a garment manufacturing factory that is situated on the outskirts of Jessore, a small town in western Bangladesh. The organisation creates garment designs in their London studio and produces the garments in Bangladesh in a subcontracted factory with local Bangladesh labour. The produced garments are subsequently sold to clothing retailers across the UK and in some towns in Germany. The recent stress on sustainability in business operations in the UK has resulted in substantial pressure from UK clothing retailers and consumers for ensuring of sustainable manufacturing practices at the workplaces of outsourced suppliers and manufacturers in developing countries (Marks, 2005, p 7). The organisation, in response to market demand, conducted an internal HR audit and found both working conditions and the remuneration of workers at the factory in Bangladesh to be significantly below acceptable norms. Workers, both male and female, were being paid salaries of approximately GBP 20 per month, which were 15% lesser than the minimum wages specified by the Bangladesh government. The factory operated in two shifts of 10 hours each, even as the maximum legal time of a shift was 8.5 hours. The HR audit also revealed deficiencies in working conditions in areas of sanitation, availability of water, separate washrooms for men and women and crà ¨che facilities for working mothers. The internal audit also revealed that some of the workers appeared to be a bit too young for taking up such strenuous work, even though HR records revealed that all workers were above 18 years in age. My organisation was given the brief of formulating suggestions for improvement of working conditions, rationalisation of remuneration and improvement of motivation of workers at the outsourced production centre in Bangladesh. I was a member of the small team of three that was entrusted with the responsibility for making a primary study on the issue and develop workable solutions that would serve sustainability objectives without placing undue financial pressure on the management of the company. Modern day HR theories are informed by the work and theories advanced by psychologists and behavioural experts like Maslow, Herzberg, Vroom and McGregor. Maslows well known theory of needs states that individuals essentially work to satisfy their needs, which progress from basic physiological needs like food, clothing and shelter to safety and security, love, status and esteem, and finally to self actualisation (Maslow, 1954, p 11). Herzbergs theory of motivation on the other hand states that individuals are influenced in their job choices by two distinct sets of conditions, namely hygiene factors and motivation factors. Hygiene factors represent issues like salary, security, workplace reputation and general working conditions (Herzberg, et al, 1993, p 21). Motivation factors on the other hand consist of issues like potential for learning and growth, scope for enhancement of responsibilities and official recognition for efforts of employees (Herzberg, et al, 1993, p 21). Our team found, whilst analysing the remuneration levels and working conditions at the clients factory in Bangladesh that the workers lived lives of basic subsistence and were just about able to meet their physiological needs with their existing salaries. Most of them lived in low quality slums and did not have the resources to buy liveable houses. The application of Maslows theory of needs in such circumstances led to the conclusion that the workers would be ready to put in significantly greater efforts in order to satisfy their physiological and security needs and work even harder to achieve their status and esteem needs. The application of Herzbergs theory revealed that the workers did not at the time of the study have access either to hygiene or to motivation factors. Their working conditions were poor, their salaries were low, and there was little scope for career progression, reward or recognition. Apart from such circumstances, it was also evident that the owners of the sub-contracted manufacturing facilities at Bangladesh were deliberately contravening governmental rules and regulations with regard to minimum wages, time of work and also possibly utilisation of underage labour. It did appear ironical to all of us that whilst people in the UK were concerned about the application of modern day HR theories and the work of Maslow, Herzberg and McGregor, people in the developing countries continued to work in extremely difficult conditions just to survive and meet the very basic needs of their families and their own selves. It was also very obvious that outsourcing by the client organisation to Bangladesh had been done primarily to exploit the low wages in the region. Any recommendation to improve the wages or the working conditions of the workers was bound to lead to greater costs, reduction of profitability and negation of the basic reasons for shipping the work abroad. Members of our team however understood that growing pressure from environmentally conscious buyers and final consumers was bound to create pressure on firms that shipped work to low wage regions to improve the working conditions of their workers (Latham, 2006, p 47). We thus formulated a detailed report recommending the improvement of wages to 20% higher than minimum wage levels and the construction of a scheme to reward sincere, efficient and productive workers. We recommended the establishment of washrooms, canteen facilities and crà ¨ches and the reduction of daily working hours to 8 hours a day, with overtime payments at established rates in case operations at the facilities had to be conducted for longer hours (Latham, 2006, p 47). We also recommended the establishment of a performance appraisal and management system for locating good performers who could be shortlisted for more responsible positions in future (Latham, 2006, p 47). We explained in detail in our report that the implementation of such measures would lead to significant organisational benefits, both in the market place and at the manufacturing facilities (Armstrong, 2006, p 5). Awareness of sustainable manufacturing practices among buyers and consumers would lead to improvement of reputation and increased demand for products (Armstrong, 2006, p 5). The implementation of the recommended measures at the workplace would also lead to improvement of productivity, reduction of wastage, lesser absenteeism and greater commitment among members of the workforce (Legge, 2004, p 16). Compliance with governmental regulations on the other hand would reduce the liability of prosecution and the levy of significant penalties (Legge, 2004, p 16). We were happy to find that the suggestions in our preliminary report were accepted with openness and appreciation by our clients. The clients called us for a detailed meeting wherein we explained of the likely benefits of adopting more worker-centric policies to organisations that shipped work to low wage regions. We provided the example of Nike and the extensive critical media reports on the company after the publication of exposes on the abysmal working conditions at its factories in South Asia (Dusen, 1998, p 1). The senior management of the company assured us that they would initiate plans to improve working conditions at their facilities in Bangladesh in line with our suggestions. I think of my experience in working on the project as one of the most rewarding and fulfilling episodes of my working career. It showed me how modern day HR theories can be used to good effect in different types of situations and workplaces. It not only gave me the opportunity to practically use my theoretical knowledge on motivation and reward but also gave me the chance to make a difference to the lives of people who work in difficult conditions for survival and subsistence.