Conversational Narcissism In The Classroom :: essays research papers

In the Introduction to Linguistics air division last week, professor Ivanoff asked if the disciples had any dubiousnesss about the material he had just discussed in his yack. The preceding lecture covered mark words (words that clearly define or describe only one object). A student who seemed confused asked Professor Ivanoff how the use of marked words was connected to our study of Linguistics.A student said, "Everyone knows that when you say table, a table is something with four legs and a flat surface. So table is a marked word. In a sense we already knew that because we dont go around calling everything a table." The student asked, "Is this just a definition or will it be explained come along at a later time?""I do not understand wherefore you are asking such a question," Professor Ivanoff said. "I just explained to you what marked and overlooked words are. Why do you ask such a question?""I am just wondering why you told us about marke d words. How is it important in our study?" the student asked."I explained it to you. There are marked words and there are unmarked words. Marked words describe definite things. Unmarked words are words that can be used to define more than one thing," Professor Ivanoff shouted. "You ask such strange questions. I hold a Ph.D. in linguistics. Why do you question my authority on such subject?"The student tried to explain one more time, "I am not questioning your authority at all. I am just wandering what the connecter is between marked words and Ling-."Professor Ivanoff interrupted, "If you want to question my authority you do so in my office. Please do not waste class time."Unknowingly Professor Ivanoff and the student provided a perfect example of "Conversational narcissism" and how continued habits can hinder the process of "true" dialogue. Conversational Narcissism uses "structural" devices to overlook the conversation and shift the attention from one partner to another. The shift response is the structural device that Professor Ivanoff used to change the condense of attention from the students question, to himself. This conversation shows that even in a simple conversation, one person will shift the attention away from the other person to themselves, allowing them to dominate the conversation.The conversation portrayed the shift response when Professor Ivanoff failed to answer the students question and put forth effort to understand what the student was asking. Instead of attempting to answer the question Professor Ivanoff felt personally attacked and attacked the student in return.

Freedom :: essays research papers fc

Freedom?Kate Chopins The Awakening is a story of Edna Pontellier, wife and mother. It is a novel about the choices one will makes to protect ones personal freedom. The story is based on a time in history when women did just what they were judge to do. They were expected to be good daughters, good wives, and good mothers. A woman was expected to move from the protection of her fathers roof to the protection of her husband. Edna, our protagonist, doesnt fit this mold. She searches to predominate her place in a constraining society, one that doesnt allow for a woman to have freedom. Personal freedom is freedom from the confines of society, oneself, and ultimately freedom within ones soul. As the book begins, Edna is a married woman who seems vaguely satisfied with her life, and cannot find true happiness. She is bound by the confines of a loveless marriage, unfulfilled, unhappy, and locked away like a caged bird. During her summer at Grand Isle she is confronted with herself in her truest disposition, and she is swept away by lovemaking and love for someone she cannot have, Robert Lebrun. She begins to realize that she can play roles other than wife and mother. We watch as she struggles to determine how to act on the things she is feeling, the eternal conflict she is traffic with. She wants to understand her need for personal freedom, a freedom that questions conventional demands of both men and women.We watch in the novel as Edna finds her freedom initially in the ocean. In the beginning she does not know how to swim, but she learns and through this learning feels what it is like to have freedom. In the water she is not captive and held down by the world around her. She sees she is capable of doing this on her own, that she is strong and powerful and independent. Ednas self-discovery awakens her, and she is able to greet her own soul, a soul filled with passion, sexuality, and strength. The images of nature, which serve as a symbol for freedom of the soul, are brought about when Edna speaks of growing up on a Mississippi plantation where life was simple, blissful, and peaceful. Edna remembers life when she was young, engulfed in nature and freedom, The hot wind beating in my face made me think-without any connection that I can trace-of a summer day in Kentucky, of a meadow that seemed as big as the ocean to the very little girl walking through the grass, which was higher than her waist.

Letters Home :: Creative Writing Essays

Letters Home The vid screen is dark and ominous, as if it holds secrets that is not for the likes of men to populate. stool Poldeck, a middledle aged, balding man of forty-eight steps forward toward screen and console to activate the beast, this oracle of silicon, plastic, and glass. Today can is hoping for word of his son Kirk, of whom nothing had been heard of since he left for UNDF Marine Corps training at Camp Lejune, South Carolina, a beacon for the dissembler tough and crazy brave looking for ill conceived adventure and glory. At least that was Johns opinion on the matter. As a mid level market analyst for the transnational ABSCOM John was used to battles fought with market shares, balance sheets, and stock options. For the forty years since the birth of the revamped United Nations war and the conductors of war, the military, had been a dying business. John could still remember the eager look on Kirks face when his son had uttered words like, duty, honor, patriotism , words which seemed as outsider to John as the worlds the UN exploratory fleet claimed to have found. For Christs sake John will you turn on the damn console? What the orchestra pit is wrong with you today? John glanced at June, his wife of twenty years and counting. Her dark skinned face was a sharp contrast to his pale complexion, and anger, tinged with fright for her son, clouded and darkened her visage even more. He looked at his wife without comprehension. What? June sighed, and then in a kinder tone, The console John. I know youve been angry always since Kirk left for the Marines, hell youve been mad ever since he first brought up enlisting. A fools errand you called it. Perhaps youre right. All I know is that he might have sent us a letter today. A fools errand. I remember when I said that John thought. That had been a nasty episode, one of many that had occurred during one of the endless fights he had had with Kirk over this business of enlisting. Try how he might he could never allure his son that business was where the opportunities were. Kirk had then coldly informed his father of his contempt for the Transnationals that now ran everything on Earth, including the UN, and his contempt for anybody connected to them.

Lincoln - Douglas Debate :: essays research papers

Affirmative Case Introduction- "We moldiness use every cock ofdiplomacy and law we have available, while maintainingboth the capacity and the resolve to defend freedom. Wemust have the vision to explore new avenues when familiarones search closed. And we must go forward with a will asgreat as our goal to build a practical peace that will jump out through the remaining years of this century and farinto the next. Because I believe so strongly in the words ofU.S. Secretary of State, Madeleine Albright, when shespoke at the Stimson centralise Event, June 10, 1998, that Iask you to affirm todays resolution, Resolved The use ofeconomic sanctions to achieve U.S. Foreign Policy goals ismoral. Before I go on, I feel it necessary to define somekey phrases in this resolution ? Economic sanctions- thedeliberate, politics inspired withdrawal, or threat ofwithdrawal, of customary trade or financial relations."Customary" does not mean "contractual" it simply meanslevels of trade and financial activity that would probablyhave occurred in the absence of sanctions. ? To achieve- to put through ? U.S. Foreign Policy goals- to encompass changesexpressly sought by the sender state in the politicalbehavior of the target state. ? Moral- capable of right and falsely action or of being governed by a sense of rightsubject to the law of duty. I ask you to affirm this resolutionin auberge to achieve my all-important value premise ofsocietal welfare. To make my position clear, I will definesocietal welfare as the United States governments duty toact in the nations best interest. This also refers to what themajority of the citizens want. To achieve societal welfare, Ishall utilize the criterion of interior(a) security. I will definenational security as the governments obligation to protectits citizens. It is in this way that the United Statesgovernment must proceed to achieve its greatest goal ofsocietal welfare by exercising the security of our nation.Now on to the core of the affirmative case My world-classcontention in this debate is that sanctions aim to modifybehavior, not punish. Sanctions do not exist to ostracize orpunish, but rather they encourage a change of policy thatleads to compliance with standards of international law.One of our goals is to change or destabilize the targetsgovernment, which means to change its policies that involvehuman rights, terrorism, and atomic nonproliferation.Others are to disrupt a relatively minor military adventureand to change the policies of the target in a major way,such as, to surrender a territory. Our goals are NOT to go

Bureaucracy and the Church of God Essay -- Religion

Max Weber, German sociologist, social theorist, and economist, explicated the surmise of bureaucracy in which he details the monocratic bureaucracy as an rarefied form that maximized rationality (Bolman & Deal, 2008, p. 48). He provided his most complete exposition of theory in his 1922 tome Economy and Society (Casey, 2004). This classic form of bureaucracy is characterized by the quest (a) well-defined official functions (b) specialization of function (c) clearly defined hierarchy of offices (d) rules governing performance, which require training to administer (e) impersonal treatment of clients, in that only are treated equally (f) merit as the basis of promotion or appointment (g) compensation based on rank (h) separation of personal and company assets and interests (i) discipline and control of daily work (j) files and record keeping for decisions, acts, and rules (Bolman & Deal, 2008 OConnor, 2011). There are numerous shorthand versions of Webers theory including Harmo n and Mayer (1986) in Organization Theory for Public Administration and Heady (2001) in Public Administration A Comparative Perspective (OConnor, 2011).The prime directive and raison dtre of the bureaucracy is to act as a bulwark against the forces of chaos, irrationality, and disorganization that constantly jeopardize an organization (Casey, 2004). In this sense, bureaucracy can be seen as demand to the survival of groups. It is, however, a term that is vilified in popular culture, used pejoratively even by some researchers, and reviled as nearly blasphemous and certainly anti-democratic by many reform-minded persons. To the Weberian observer, in contrast, bureaucracy is not only as equal to all other organizational forms, but is ... ...e.Bolman, L. G., & Deal, T. E. (2008). Reframing organizations Artistry, choice, and leadership (4th ed.). San Francisco, CA Jossey-Bass.Casey, C. (2004). bureaucracy re-enchanted? Spirit, experts and authority in organizations. Organization, 11, 59-79. doi10.1177/1350508404039658Nelson, R. E. (1993). Authority, organization, and societal context in multinational churches. Administrative Science Quarterly, 38(4), 653-682. Retrieved from http//web.edbscohost.com.proxy1.ncu.edu/ehost/pdfviewer/pdfviewer?sid-fd218266-afad-43b7-bfbb-5c53002cd06d%40sessionmgr14&vid=8&hid=19OConnor, T. (2011). Theories of bureaucracies. Retrieved from http//drtomoconnor.com/4090/40901lect02.htmYeakley, R. (2011, February 15). Growth stalls, falls for largest U. S. churches. regular army Today. Retrieved from http//www.usatoday.com/news/religion/2011-02-16-church_growth_15_ST_N.htm

Bureaucracy and the Church of God Essay -- Religion

Max Weber, German sociologist, social theorist, and economist, explicated the theory of bureaucracy in which he details the monocratic bureaucracy as an ideal plaster bandage that maximized rationality (Bolman & Deal, 2008, p. 48). He provided his most complete exposition of theory in his 1922 tome Economy and Society (Casey, 2004). This classic form of bureaucracy is characterized by the following (a) readable official functions (b) specialization of function (c) clearly defined hierarchy of offices (d) rules governing performance, which require training to administer (e) impersonal treatment of clients, in that all be treated equally (f) merit as the basis of promotion or appointment (g) compensation based on rank (h) separation of personal and conjunction assets and interests (i) discipline and control of daily work (j) files and record keeping for decisions, acts, and rules (Bolman & Deal, 2008 OConnor, 2011). There are numerous shorthand versions of Webers theory inclu ding Harmon and Mayer (1986) in Organization Theory for Public Administration and Heady (2001) in Public Administration A Comparative Perspective (OConnor, 2011).The prime directive and raison dtre of the bureaucracy is to act as a bulwark against the forces of chaos, irrationality, and disorganization that constantly jeopardize an organization (Casey, 2004). In this sense, bureaucracy can be seen as necessary to the endurance of groups. It is, however, a term that is vilified in popular culture, used pejoratively even by some researchers, and reviled as nearly blasphemous and certainly anti-democratic by umpteen reform-minded persons. To the Weberian observer, in contrast, bureaucracy is not only as equal to all other organizational forms, but is ... ...e.Bolman, L. G., & Deal, T. E. (2008). Reframing organizations Artistry, choice, and leadership (4th ed.). San Francisco, CA Jossey-Bass.Casey, C. (2004). Bureaucracy re-enchanted? Spirit, experts and potence in organizations. Organization, 11, 59-79. doi10.1177/1350508404039658Nelson, R. E. (1993). Authority, organization, and societal context in multinational churches. Administrative Science Quarterly, 38(4), 653-682. Retrieved from http//web.edbscohost.com.proxy1.ncu.edu/ehost/pdfviewer/pdfviewer?sid-fd218266-afad-43b7-bfbb-5c53002cd06d%40sessionmgr14&vid=8&hid=19OConnor, T. (2011). Theories of bureaucracies. Retrieved from http//drtomoconnor.com/4090/40901lect02.htmYeakley, R. (2011, February 15). Growth stalls, falls for largest U. S. churches. USA Today. Retrieved from http//www.usatoday.com/ intelligence operation/religion/2011-02-16-church_growth_15_ST_N.htm

Effects of Having an Ofw Parents

Presentation, Analysis and Interpretation of Data This chapter presents, analyzes and interprets the data gathered on the respondents regarding on the effects of having an OFW upgrades. prorogue 1 shows that 35% are bring forth, 40% are bewilder and 25% of the respondents are both parents are working abroad. This performer that more father works abroad than mother and only few of the parents both work abroad. Mostly, the father is the one working for the family to sustain mainly the financial needs of the family but due to the absence of father (single-mom), they beget to work hard for their children. Table 1Parent/s who work abroad f % Mother 7 35 Father 8 40 both 5 25 Total 20 deoxycytidine monophosphate Table 2 shows that the efforts of parents for going abroad are bigger salary (3. 05), profound career opportunities (3. 05), s intumesce work/private work balance (2. 90), challenging job (2. 45), and experience something new (2. 75). This means that the primary reason f or parents for working abroad are to have a bigger salary to sustain the needs of their children and to have good career opportunities for the security of the family. On the other hand, challenging job is not the reason of the parents for working abroad.Philippine government offers a low salary even in some professionals homogeneous nurses, engineers and teachers thats why many would prefer to work as a domestic helpers or office clerks and leave their professional jobs in the Philippines because in most cases, theyll get paid higher overseas. And also discrimination in having job opportunities is implemented. In this case, overage applicants which comprises the age of the parents are given the least opportunity so they decided to work overseas. Another is the school which they have graduated, which is a good deal not necessary, is also a big factor to the employers in the country.Doing a job is about doing it well competitively. Table 2 Reasons why parent/s choose to work abroad WM vocal Interpretation Rank Bigger Salary 3. 05 obligate 1. 5 tidy career opportunities 3. 05 Agree 1. 5 Good work/private work balance 2. 90 Agree 3 Challenging job 2. 45 discord 5 Experience something new 2. 75 Agree 4 Total Table 3 illustrates that the benefits of having parent/s working abroad are meeting their needs including wants (2. 95), sending them to a good school (2. 95), learning to be independent (2. 80), having a decent living (3. 05), and assuring a better future.This only shows that the most benefit of having parent/s that work abroad is to have a decent living while the least is to learn to be independent. Table 3 What are the benefits of having parent/s who work abroad? WM Verbal Interpretation Rank They can meet our needs including wants as well. 2. 95 Agree 3 They can send us to a good school. 2. 95 Agree 3 We learned to be independent. 2. 80 Agree 5 We can afford a decent living. 3. 05 Agree 1 We can assure better future. 2. 95 Agree 2 Total D ifferent Problems Encountered as a Child of an OFWTable 4 demonstrates the line of works, with respect to their stand and family relations, which children of an OFW encounter in the absence of their parent/s. These are the incuring that they dont have a home (1. 95), not getting along well with their blood brother/sister (2. 00), not getting along well with their mother/father (2. 15), and also the feeling of impatient and lonely most of the time (2. 10). This means that these problems do not exist to them as a child of an OFW. Table 4 Home and Family Relations WM Verbal Interpretation Rank I feel that I dont have a home. 1. 95 resist 4I do not get along well with my brother/sister. 2. 00 Disagree 3 I do not get along well with my father/mother. 2. 15 Disagree 1 I am anxious and lonely most of the time. 2. 10 Disagree 2 Total Table 5 displays the problems, in accordance to the respondents moral values, which children of an OFW encounter in the absence of their parent/s . These are being unable to determine right from wrong (2. 15), being conf employ on some moral questions (2. 10), having troubled or guilt moral sense (1. 90), easily giving in to temptations (2. 20), and having a certain bad habit (2. 15).With corresponds to their moral values, the respondents do not viewed the above problems as a problem of an OFW child. Table 5 Moral Values WM Verbal Interpretation Rank I am unable to determine right from wrong. 2. 15 Disagree 2 I am confused on some moral questions. 2. 10 Disagree 4 I am having troubled or guilt conscience. 1. 90 Disagree 5 I am easily giving in to temptations. 2. 20 Disagree 1 I am having a certain bad habit. 2. 15 Disagree 2 Total Table 6 presents the problems, with respect to education aspects, which children of an OFW encounter in the absence of their parent/s.These are being inspired to say well (2. 40), affecting their punctuality in attending classes which includes being late (2. 55), receiving low grades (2. 1 0), and not having confine from family members when doing their school related activities. This means that most problem that a child of an OFW encounter is not receiving punt from family members when doing their school related activities. This is because their parents are away so they have to do that on their own or by the help of their friends. On the other hand, receiving low grades is not their problem.Students of an OFW still study well even if their parent/s is not around to support them. Table 6 Education Aspects WM Verbal Interpretation Rank I am inspired to study well. 2. 40 Disagree 3 I t affects my punctuality in attending classes. 2. 55 Agree 2 I receive low grades. 2. 10 Disagree 4 I dont have support from family members when doing my school related activities. 3. 25 Agree 1 Total Table 7 shows the problems, in accordance to the respondents general well-being, which children of an OFW encounter in the absence of their parent/s.These are longing for parental car e (2. 40), experiencing confusion on gender boundaries (2. 00), experiencing reversal of gender roles (2. 15), having poor social adjustment (1. 50), and displace burden to girl children in performing household chores (2. 20). This means that as a well- being, respondents do not experienced the above stated problems and strongly protest they are having a poor social adjustment because in the absence of their parent/s, they usually have their friends to socialized. Table 7 General Well-being WM Verbal Interpretation Rank I am longing for parental care. 2. 0 Disagree 1 I experienced confusion on gender boundaries. 2. 00 Disagree 3 I experienced reversal of gender roles. 2. 15 Disagree 4 I have poor social adjustment. 1. 50 Strongly disagree 5 Burden of girl children in performing household chores 2. 20 Disagree 2 Total Table 8 illustrates the three different slipway of communication the respondents communicate with their parent/s abroad which are internet (60%), phone (40% ), and airmails. Due to the innovation of modern technology, most of the respondents communicate with their parent/s abroad through internet and phone.Today, airmails or paper mails are not been used in communicating. Table 8 Ways of Communication to Parent/s Working Abroad f % Internet 12 60 Phone 8 40 Airmail 0 0 Total 20 100 Table 9 demonstrates the frequency of communication between the parent/s abroad and their children. 30% of the respondents admitted that they have their communication almost every day, 3-5 times a week, and 1-2 times a week. Only 10% of the respondents have their communication once a month. Table 9 Frequency of Communication f % Everyday 6 30 3-5 times a week 6 30 -2 times a week 6 30 once a month 2 10 Total 20 100 Table 10 below displays the ways parent/s working abroad help their children in result their problems. Most parents working abroad give advices to their children regarding to their problem (35%). They also cheer up (20%) their children when they have problems to increase their childrens confidence in solving problems that theyre facing. Other ways are having a heart to heart to talk until the problem is solved (10%), sharing stories and past experiences with regards to the problem (10%), and also giving their support o their children (10%). Table 10 How does parent/s working abroad help their children in solving their problems? F % They give me advices regarding to my problems 7 35 We ever so talk until my problem is solved. 3 15 They cheer me up when Im down. 4 20 They share stories to me regarding to my problem. 3 15 They always give their support on me. 3 15 Total 20 100 Table 11 presents the recipient of the coin earned by the parent/s working abroad. Mostly, the specie is managed by the father or mother that is left (75%).If both parents are working abroad, the notes is been given to manage by other older relatives (15%) like grandfather or grandmother and also by an older sister or brother (10%). Table 11 W ho is the recipient of the money earned by the parent/s working abroad? F % Mother/father 15 75 Sister/brother 2 10 Other relatives 3 15 Total 20 100 Table 12 above presents the way of managing the money earned by parent/s working abroad. It shows that the money is being used primarily for household allowance (3. 50) in buying the daily needs of the family and next is for the education purposes or school allowance (3. 0) in paying the educational fees and daily allowance of the students in the family. The respondents also admitted that they used the money for the medication (2. 95) of the family whenever someone has been hospitalized or get sick. On the other hand, they refused that the money earned by their parent/s abroad is being used for shopping (2. 10) or buying luxury items. Table 12 How is it being used? WM Verbal Interpretation Rank Medication 2. 95 Agree 3 Household Allowance 3. 50 Agree 1 School Allowance 3. 20 Agree 2 Shopping 2. 10 Disagree 4 Total

Ikea SWOT analysis Essay

1. Customer knowledge one of the key competitive advantages IKEA has the deep knowledge about the customer. The political party understands the purchasing factors that influence customers to buy and implements the outstrip practices to induce that decision. IKEA offers outset prices and a huge range of products. Designers continuously introduce new design products that look stylish in the eyes of customers. All the products be intentional so it would be easy to transport and assemble. Moreover, the company offers the widest product range and positive shopping experience.All of these factors atomic number 18 aligned with what customers want and motivating and which results in higher sales. 2. Constantly using innovations to drive costs down. Low prices argon the core melodic line of IKEA wrinkle idea and company always tries to do things as efficient and cost-effective as possible. To drive costs down all the time, the company must find new and innovative ways to do that and to incorporate them in its businesses model. The business innovations include new materials that help IKEA using the recycle material to become a fri repeally milieu company or using the newest ways of packaging.3. Supply chain integration. IKEA is committed to long lasting coincidenceships with its suppliers. In this way, the company can order large volumes and benefit from lower prices and greater quality musical composition suppliers are assured of guaranteed orders. IKEA sources its materials close to suppliers to reduce transporting costs. All the efforts of closely integrating tally chain results in lower costs and a competitive advantage. 4. Brand reputation and commercialise presence. According to Inter brand, IKEA is the most valuable furniture retailer brand in the world, valued at virtually $US 12.8 billion in 2012. The business operates 332 stores in 38 countries and is present in the major world markets. More than 600 million customers visit IKEA stores either y ear. Worldwide market presence and strong brand reputation ensures that customers depart often choose IKEA over its competitors. 5. Diversified product portfolio. Unlike IKEAs largest competitors, the company has fairly diversified businesses. In addition to its furniture products, the company operates restaurants, houses and flats.Although, firms main business is designing, manufacturing and selling furniture it is not so bear on by the changing forces in this market as other furniture retailers. 6. IKEA uses cheap labor which keeps its costs down and gives them a competitive advantage. Starting from the age when it discovered that furniture manufactured in Poland was as much as50% cheaper than furniture made in Sweeden, IKEA has started looking for cheap labor. It top five supplying countries are China (21% of supplies), Poland (17%), Italy (8%), Sweden (6%)and Germany (6%).China, as everyone knows, provides really cheap labor so IKEA gets its largest chunk of furniture manufac tured from there. Cheap labor keeps the costs down and allow them to spud customers low price and helps IKEA obtain its competitive advantage. (IKEA SWOT 2013 ) Weaknesses 1. Negative publicity. The company has been criticized many times for issues like poor treatment of employees, questionable advertising practices or lobbying government authorities. Negative publicity decreases brand reputation and customer loyalty. 2. Low quality of products and services.IKEA is unable to find compromise between continuous cost reductions while maintaining the aforementioned(prenominal) quality of products. According to UK Customer Insights report on IKEA by Verdict, IKEAs customers are less satisfied with its product and services quality than the intermediate customer in UK buying at other stores. Firms cost reductions lead to decreasing product quality, which was followed by higher number of products returned and shamed brand. Furthermore, the Ikea product lack of innovation like KEA desig ns the price tag first, then the product.IKEAs product strategy council is so much Obsessed with low price that they spend almost no time on product innovation. IKEA has been enjoying sustainable competitive advantage due to their low cost strategy 3. step products. IKEAs main competitive advantage derives from low costs, which in part are achieved due to standardized products. Standardized products attract fewer customer segments. Therefore, the business inability to offer better quality more customized products allows its competitors to fill that niche and fortify their position in it.4. It lacks thorough market research on customers orientation course before entering into a new market. To provide a good quality product and also value the customers need and wants should be the organizational saw this is because its a furniture company. IKEA did not do any sort of market research regarding customers needs and wants. So they should come up with a market research results that le ading give them more profit. Furniture Ikea Online strategic Ikea Design Opportunities 1. Further expansion into developing economies.Retail markets grew by at least 5% on average in emerging markets in the last year, opening huge opportunities for IKEAs tax growth. The company currently operates in most of the developed economies merely hasnt firmly stepped into developing economies, except China. There are great opportunities for IKEA to smash into Brazil, Mexico, Indonesia and Malaysia to increase its presence in these markets to sustain future growth. 2. Growing online sales. Online retail sales account for 17% and 4% of total retail sales in UK and US respectively.Online sales grow uninterruptedly and with 870 million visitors to its website IKEA could exploit this opportunity and benefit from increased sales and lower costs. 3. Expansion to growing grocery market. The current make out of eating healthier forage has resulted in higher demand for grocery products in ma ny developed economies. IKEA has an opportunity to expand its grocery business by introducing more grocery stores in its current retail places. The company is already successfully managing its food outlets, so this expansion opportunity would be well aligned with the current operations. Threats 1. Intensifying competition. some low cost retailers such as Walmart, ASDA or Tesco are entering homeware specialists market where IKEA operates. These large retailers have similar specifics as IKEA, including low costs, well managed supply chain and huge market presence and can easily gain some market share from IKEA. 2. Growth of average consumer income. Growth of average consumer income heart and soul that people buy less low price and low quality products, which is exactly what IKEA offers in its stores. With the rising income people will be less attracted to IKEA and will turn to retailers that offer higher quality home ware products. ( IKEA SWOT 2013 )Porters Five forces Analysis 1. Ri valry within the industry In Sweden there is handful of companies involved in the furniture industry. Moreover there are a lot of retailers in the market. The condition is pretty much same in USA. There are Home Depot,Wal-Mart, Costco and many other small retailers. On top of this many retailers import from china and sell it in the market at low price. This indicates that the competition within the industry is very high. 2. Bargaining power of suppliers It can be say that the bargaining power of suppliers is low. IKEA has a well-established relation with suppliers all over the world.Till 2008 IKEA has 1380 suppliers in 54 countries 21% of which are in China. Moreover IKEA also own manufacturing company like Swedwood Manufacturer. So it is unmixed that IKEA can threats the suppliers to enter into their business. 3. Bargaining power of buyers There are a lot of retailers who are directly involved in price war against individually other. There are importers who are importing from chi na also in direct competition in the market. So the consumers have many alternatives. They can chose which manufacturers they will buy from. So the bargaining power of buyers is high. 4.Threats of new entrants There are no entry barriers in the industry. barely the intensity of competition may affright off potential entrants. The required initial investment is not too much. Anyone can open a retail shop with small investments. But if individual wants to become a major player in the industry than the firm needs to invest a lot of money, need to establish relation with suppliers, take aim suitable locations for outlets. These will require a lot patience and capital. So it is safe to say that the threats of new entrants are high if competitors want to do business for a long term.5. Threats of substitutes Since the born of civilization men are using furniture. The styles are changing so as the trends. The industry is moving wood to plywood, knock off iron even plastics. As the mark et is becoming more environment concerned many firms are giving slogan to go green. But the basic functional demand has remained the same. So it is safe to say that there are no threats of substitutes Opportunities IKEA can expand its product line by producing high end products From the very beginning IKEAs target market has been the middle class to lower middle class people.This strategy has been worked for a long time but IKEA never wondered about how farther they can reach. In USA the trend was changing people were getting thirstier for elegant design. IKEA can develop products that are intentional for the high class people who are sensible about the design and quality and do not care about the price. For example Toyota Lexus. IKEA can expand its business into interior designing and crockery products IKEA can expand its core business of furniture to a next level. IKEA can place crockery event swith the kitchenware furniture.This way when a customer walks through the kitchenwar e department he/she will be attracted to these products and may end up buying some. IKEA can go for environment friendly technology Customers now a days are now more concerned about the environment than ever. So IKEA can make products that are environment friendly products that consume less water so the carbon footprint will be at minimum. Product customization can boost up IKEAs sales IKEA can call for idea from its customers. This will definitely bring in some unique idea to the tent.IKEA can initiate a service that will allow customers to order customized products for some extra charges. This will help IKEA to capture the particular segment of the market who loves customization Threats Changing social trend can hinder the growth of sales of IKEA IKEAs objective is to provide products to its customers at cheaper rate than the competitors. This objective does not recognize the necessity of a constant development of design and quality. In the pursuit of becoming a cost leader in the market IKEA can lose a major grant of the market that want quality and well designed products. Accelerated market competition in USAThe furniture market of USA is very fragmented. But there are some well-established retailers who are selling functional furniture at a very low cost for example Wal-Mart, Office Depot. These retailers will be in direct competition with IKEA. On top of this there are also some high end retailers who sell high-quality, well designed furniture. These high-end retailers often provide additional services like interior designing, home delivery and free set-up. The risk of global financial crisis The global is under a constant threat of depression since 2007. The whole economy of the world is suffering from a recession since fiscal year 2006-07.This economic condition may furbish up IKEA. Since the purchasing power of buyers has gone down they would be reluctant to purchase products that are not vital to them. This can cause a free-fall of sale revenue of IKEA worldwide especially in USA ( Dahman J 2011). Reference Dahman, J 2011, IKEAs Strategic Management, Scribd, viewed 12 October 2013, http//www. scribd. com/doc/59951004/Case-Analysis-IKEA. SWOT analysis of IKEA, IKEAs Strategic management, viewed 11 October 2013, http//www. strategicmanagementinsight. com/swot-analyses/ikea-swot-analysis. html

Analysis of Ode on a Grecian Urn Essay

Keats ode could be approached from devil perspectives a literal and a figurative one. As long as the poem belongs to a style of writing known as ekphrasis (poetry that concerns itself with the visual artistic productions), and the speaker unit describes several scenes he observes on the urn, we can just follow his eye. In doing so, we could say that the end up of the first stanza introduces us to a number of young men and women involved in a scene of sexual passion What upset pursuit? What argue to escape? Stanza II and III offer a marked contrast to this atmosphere of intense desire.The speaker depicts here a scene of romantic wooing (a young man piping songs to his be make loved). The temptations of the flesh are suppressed and the consanguinity has a platonic character Bold Lover, never, never canst thou kiss Importantly, the speaker devotes two stanzas to this scene, which could serve as evidence that it is of key importance to him. In stanza IV the ritualistic scene of a pagan contribute is depicted. Stanza V, most probably, come tos us back to the first scene of passion. The speaker refers to men and maidens again and we could assume that the trodden weed is an image meant to re oral sex us of the mad pursuit.So we could hold that the poem comes full circle and actually repeats the circular form of the urn. As far as the figurative perspective is concerned, it is first important to note that the urn bears two different identities historical and aesthetic. In some other words, it is both an object that can provide some(a) knowledge about the past and a melt of art which should be appreciated for its beauty only. If approached as a historical object, the urn will speak about particular moments in time if approached as a work of art, it will speak about eternity.Throughout the poem, the speaker is divided between these two identities and only in the final stanza does he manage to achieve some kind of price reduction between them. In other wor ds, the poem could be read as representing the dramatic conflict in the speakers mind between the desire to know the facts and the realization that beauty is more fundamental than factual knowledge. At the very beginning of the ode the reader is confronted with a paradox. The urn is referred to as a historian but at the same time its key attributes are said to be quietness and silence.A historian who refuses to speak seems to be a contradiction in terms. The paradox begins to be resolved with the awareness that that this sylvan historian has a flowery tale, a leaf-fringed legend (leaf-fringed to a fault literally refers to the fringe of leaves depicted on the urn, see picture above) to tell. In other words, the realization that the urn speaks through its beauty the way Nature speaks to us begins to take shape in the speakers mind. However, he is not, as it were, ready for this revelation and the second part of the stanza presents his frantic obsession with factual knowledge.The seri es of syntactically identical questions, and the very repetition of the pronoun what, reveals an overwhelming desire to learn about the specific circumstances of a particular historical scene. What also reveals this ambition is the extension service to geographical locations (In Tempe or the dales of Arcady) as well as the repetition of or, which tells us that the speaker wants to go beyond the uncertainty of alternative and spring up a reliable knowledge of what really happened. Importantly, the questions lack predicates, which lends them a staccato rhythm.This conveys both the intensity of the speakers uncertainty and the intense passion of the mad pursuit depicted on the urn. The opening line of the second stanza presents the reader with a philosophical insight. After the hectic series of questions concerning historical fact, the speaker seems to consecrate found the right words to give shape to the conclusion that the urn has a more fundamental message to communicate to its m odern observer. The message lies beyond the material and thats why it cannot be expressed in the form of words or sounds.It is not a message addressed to the sensual ear the urn pipes to the fondness ditties of no tone. The scene of platonic love seems to be in harmony with this realization. What matters for the young lover is not the consummation of his passion but his loves eternity as well as the eternal beauty of his beloved (For ever wilt thou love and she be fair ). In other words, the transcendence of the physical in the young lovers relationship opens the speakers eyes to the more essential, aesthetic identity of the urn.Actually, in stanza III the speaker seems to be in a state of mind close to ecstasy. All questions are now gone and what remains is the readiness to experience a fundamental adept with a beautiful object. The speaker is, as it were, at a loss for words. The whole stanza centers around the obsessive repetition of a mantra More happy love More happy, happy love This reveals the poets difficulty in speaking about the unspeakable beauty of the urn as well as about his empathy with it.However, at the end of the stanza he manages to shape a coherent statement about the value of the urn. It presents us with an eternal ideal world lying beyond our earthbound passions, which leave us suffering A burning forehead and a parching tongue. Somewhat surprisingly, in stanza IV the speaker lurches back to the historical pole. The ritualistic inscrutability of the sacrifice revives his desire to learn more about the particular circumstances surrounding the event.The rhetoric of the first stanza returns the questions, the repetition of or, the reference to particular sites. The stanza ends in a rather pessimistic note. The fact that the link between past and present has been irrevocably lost fills the speakers heart with disappointment And, little town, thy streets for forevermore Will silent be and not a soul to tell Why thou art desolate, can e er return. In an abrupt transition, disappointment recedes and makes room for elation in the opening line of the final stanza. The solemn tone of the apostrophe (O Attic shapeFair attitude ) prepares the synthesis that the speaker is now able to achieve. The urn is here referred to as a cold pastoral. In other words, it combines in a dialectical unity the unobtrusiveness of a historian who refuses to speak and the warmth of the tale of beauty and love that it will carry through the ages. It seems, however, that one of these poles prevails in the speakers relationship with the urn. The aphoristic closing lines of the poem suggest that factual knowledge does not give humanity access to truth. The only truth that matters is beauty.

Multicultural Awareness Essay

The purpose of this paper is to analyze oneself by taking the Multicultural-Self Assessment and learn about the Other of one self. This will dish up one to separate with invitees from distinguishable cultures.Multicultural Self-Assessment SummaryThe results of the Multicultural Self-Assessment were non surprising to me. Thirteen of the military personnelages were five (5), which is not surprising to me because I was taught by my family and I to accept Others and not to judge anyone if you do not want to be judge yourself. What two fours (4) were not want I thought I would answer but I had to think very hard on it. I do like to listen to others persuasions to a certain point. The point would be when the idea is against a certain group and thats where I draw line or it just benefits one certain group I will likewise draw the line there. I crap learned to be much opened mind in the area of different cultural in our bon ton and in the rest of the world. My behavior is the sam e with enter acting with peers, strangers, family, and co- histrions. I refuse to change because of someones culture. The saying What you see is what you get (Flip Wilson, 1960) that is how I see myself.Story of Being OtherThe story of Other did not come until I went away for the first time to the University of New Mexico. I watch over that there were many different organizations that were comprised of different races and cultures. I did not realize that there were people who did not like certain races or cultures. I was pass by my dorm and this young man who I see around campus before stopped me and ask me why my people (Mexi faecal matter) come to this country and call back away jobs of white people . I had to take a double take when he told me that and turn around and replied what type of jobs is being taken away from his people? He answered all types. I was angry but remained calm and told him that most of the jobs are in the fields, washing dishes, maid, and gardeners. He w ent on to say that those jobs are for them and in which I said I father not seen anyone out in the hot sun picking crops for more thaneight hours. The young man told me to return to my country and stop taking up space that belong to his people.I have never been so offend so much in my life that it shocked me that I did not realize that I was being discriminated against . I finally opened my mind and eyes as to what is going on and finally told him that I will never leave this country because its where I was born here. Then he went on to say that he was going to call ICE on me and I told him to go ahead and that I was half-Mexican and Native American. He then stop talking to me and started too walked away and glum around and said Dirty Mexican. This situation made me open my eyes and I started to realize that within our society we need to understand different cultures and races and wear the respect and honor them.Other and Multicultural-Self Assessment ReflectionBeing the Other a nd taking the Multicultural-Self Assessment has a great meaning to me, because of the up-bring I am the person that I am now days. With the help of my parents and my religious education that I had made me see that the world is filled with different types of people and one can learn many things about the different cultural and one can learn something from those cultures. I enjoy to meeting people and I do in my work and I have enjoyed working with everyone. I was not surprise that in the result of receiving so many 5 in the assessment. I have been told that I make friends easy and accept everyone without judgment. I am not saying I am perfect but I do have some faults.Next StepsThe action that I would take is to use Emic when it comes to dealing with ones client. Emic approaches allow for the professional counselor to conceptualize the client as an individual and attend to cultural variations and culturally specific interventions (Hays & Gray, 2014). To be opened minded towards a per son who has different beliefs and cultural. One must be able to work with clients that come from different cultures and to be able use knowledge of their cultures to can help one as a professional to help his or her client.Statement of Counseling IdentityThis one was a little harder to think about but my Statement of Counseling.Identity would be I am the person who you will fire after you are on your right path . I want to be known for the counselor that her client does not need anymore. To let my clients know what to expect from me as their counselor. Explain that I am neither a psychologist nor a license clinical social worker (Coppock, 2012).Importance of Multicultural Awareness and Competence in Counseling Multicultural Awareness is very handy tool for a counselor it shows where how one interacts with different cultures. This tool can show what ones weakness is and ones strong area is. Using the assessment is used then one is in competence to their clients. It must be able to fu lfill the right outcome to ones clients with using any judgmental or basis.ReferencesCoppock , timothy E. (March 1, 2012) A Closer Look at Developing Counselor Identity, Counseling Today Retrieve from www ct.counseling.org/2012//a-closer-look-at-developing-counselor-identity. Petrone, M. C. (2004). Multicultural self-assessment. In M. D. Cox & L. Richlin (Eds.), Building might learning communities (pp. 122123). San Francisco, CA John Wiley & Sons. Vernon, A., & Erford, B.T. (2014). Human Development throughout the Lifespan. In B. T. Erford (Ed.), Orientation to the Counseling Profession Advocacy, Ethics, and Essential Professional Foundations (2nd. ed.). (pp. 215239). Upper Saddle River, NJ Pearson Education.

Industrial Sociology Essay

1) Europeans-particularly Germans return permanent wave Voice inside the quick, the federation for which they process, while American workers have a Voice (When they have, hence not permanently) only outside the firm, the Company. Co-determination, practiced within Germany from 1951, implies the model where workers have a role to play in company management. Workers be entitled to playa role in workplace management as well as in the management of the entire firm through chosen board delegates.This principle also applies in Luxemburg, Austria and Scandinavia and involves worker involvement on both public and private organizations via works committees. Various laws related to worker authority on decision-making boards and works committees govern co-determination in Germany. 1972s plant life Constitution Act governs Worker participation and requires private firms with in excess of 5 permanent workers to have works committees. The firms managerial directors and employers are exclu ded from such committees with such committees coexisting with worker alliances.Committee members numbers depend on the enterprise size with compensated workers, females and males, and income earners being represented in ratios similar to their respective numbers (http//www. allbusiness. com/management/business-process-analysis/339707-1. html). Employers and Committees work with cooperation and trust to benefit the firm and the workers. Committees as well ought to abide by the law plus defend employee interests. The issue in question square ups relative powers.The committee ought to be consulted by the management regarding fateting shift durations, rest and extra time periods, employing machines to track worker perfoamce or behavior, establishing performance-based motivation judge, establishing unique compensation plans called for by a restriction of processes, classifying, transferring, dismissal , and hiring workers , organization structures, manpower scheduling, staff managem ent, worker training, and work setting. 976s Co-determination Act governs Co-determination within the decision making board.It stipulates that decision-making boards have equal stockholder and employee representation in firms with own official identity, and with not less than 2,000 workers. For Firms having 500-2,000 workers, 1952,s Works Constitution Act applies with firms with less than 500 workers exempt form such stipulation. Managerial boards mainly select management boards they also oversee the running of the firm.Additionally, firm by-laws stipulate that managerial boards be consulted regarding venture decisions, choosing and maintenance of executive personnel, and loans over specific limits. Such managerial boards sizes are dictated by employee numbers, with 2,000 worker firms having not more than 20 board members with equal stockholder-worker representative representation. Out of the 10 worker representatives, 7 should be the firms employees including a minimum of 1 income earner representative, 1 from paid workers, plus 1 senior executive worker.The other 3 positions are taken up by unions having representation in such a firm. American organizations were particularly worried whether such a principle could dictate future labor management traffic could be handled. Such a topic is currently even extra crucial when regarded as a constituent of the push towards greater employee involvement and sustain by the initiation of plans within America like labor-management collaboration, excellence circles, and work-life quality.Within the United States, the dominant impediment is the charitable character of group action where employees determine if they requisite a union to represent them. Employers may, and usually do, undertake actions to evade unionization. Despite the fact that employees could derive greater benefits from an employee committee, such employees may not want such a concentrated action. US laws do not call fro whatever co-determination featur es and it questions the validity of issues like work quality life plans.Works committees , unless set up as genuine collective negotiation mediators and set up by persons voting within representation polls, are likely to breach current US labor regulations (ueapme, 2000). In the US, if workers choose union representation, the function of such works committees is essentially displaced by such topical anaesthetic unions. Through restricted union jurisdictions, either for whole workplaces or among employees with similar occupational interests, all equally situated employees get represented by one organization.Such, merged with the conventional local US labor union concerns, implies that issues tackled by works committees are usually topics of group bargaining. Local matters tackled by such works committees are like the ones be by the US labor pact, however such works committees are based on soundly authorized supplys, like dismissals, hiring, pensions and medical insurance, plus uni on-negotiated financial advantages , from where dialogue on local matters may originate (http//www. llbusiness. com/management/business-process-analysis/339707-1. html).The likelihood of employee involvement ion decision-making boards within America is nearly useless to talk about, because works committees analog, is vexed to determine. Only in unique circumstances has US management conceded to even a small labor official representation on management boards. Without legal compulsion, the executive is unlikely to consider the co-determination notion.In addition, majority of US labor union leaders do not like such a fantasy they believe they are able to represent employees better via conventional bargaining systems (http//www. allbusiness. com/management/business-process-analysis/339707-1. html). 2) Write a review of Jeremy Rifkin, The Jobs Letter A Rifkin Reader on tap(predicate) in Google. In his 1994 End of Work , Jeremy Rifkin posits that the humankind is going into a new er a typified by a steady but unavoidable leave out of employment. He argues that current global hypothesizelessness is at an all time high.Unemployment or underemployment figures are sharply rising as many new candidates face an ludicrous high-tech revolution where sophisticated machines are rapidly substituting humans in almost all industries and sectors. Such machines include computers, telecommunication and robotics. Numerous job opportunities, like secretarial, blue-collar jobs, receptionist, clerical, sales clerks, telephone-related, librarian, middle executives, and wholesaler, are gradually being forever lost. Despite the fact that new opportunities are getting created, they mainly are usually temporary and low-paying.The globe, rapidly polarizing into 2 potentially incompatible forces namely Information Technology elite which manages and controls the ultra-modern world economy and a growing commonwealth of permanently-displaced employees with limited hope and prospects for significant employment. At eh same time, in excess of 15% of US citizens are living under the global poverty line. Rifkin proposes that the world move past the illusion of re-schooling for imaginary jobs and urges for pondering of the absurd, that is getting ready for the reality of phasing out a lot of employment related to manufacture and change of services and goods.Rifkin states that people should anticipate a novel, post-market period where new official work substitutes have to be invented. Fresh approaches to income plus purchasing ability provision should be applied. Greater emphasis ought to be placed upon the rising third segment to help restore societies and build sustainable nations. An end to work would suggest the end of societies, or herald the commencement of some huge social makeover and a renaissance of the human will (http//www. jobsletter. org. z/art/rifkin01. htm).3. List and explicate the Three Social Deficits brought about by economic and structural changes Structural and economic modifications lead to social shortfalls such as absence of economic advancement and demand absence of confidence and structural issues. Regarding structural issues, unsettled structural issues closure to increased costs, such as administration expenses and service costs, for firms, which hinder investment funds as well as generation of fresh job opportunities.This leads to issues like increased structural financial plan shortfalls reduced labor market shakeup development unconstructive motivation from social security systems, which prevent workers from taking fresh jobs or staying employed reduced advancement in the liberalization of conjunction services such as postal services, power markets and transport and shortfalls pertaining to the execution of internal markets (http//www. obsletter. org. nz/art/rifkin01. htm). Regarding absence of assurance, the reduced industry and consumer confidence rates publication from uncertainty pertaining to the addition al stock markets progress doubts regarding petroleum price developments and constant debate regarding growth and stability agreement.Absence of economic progress and demand result from great increases in share values , thus reducing the purchasing ability and creating losses for numerous firms relatively high actual interest rates in comprising with economic dynamics as well as the productivity gap large states have inadequate room for economic policy maneuvering because of upgrade structural shortfalls and increasing joblessness result to public income reduction plus public expenditure increases (UEAPME, 2002).

Google Inc. in China Essay

PROBLEMTom Maclean is in dilemma of identifying the possible steal course of satisfy he would take, acknowledging all negative attention of Google, Inc. entering the Chinese territory through the development of Google.cn, a anticipate railway locomotive residing in china. OBJECTIVES* To provide the best possible course of action that is appropriate for Tom Maclean to communicate in the meeting with supervisor and his peer group.* To assess thoroughly the factors and courses of action concerning Google.cn that may affect the company.AREAS OF CONSIDERATION1. Google had adopted the informal corporate motto Dont be evil from the founders letter and also developed an estimable code of conduct for both internal and external audiences.2. Googles mission is to organize the worlds information and guide it universally accessible and efficacious.3. Chinas well-documented abuses of human rights are in violation of internationally recognized norms, stemming both from the authorities intole rance of dissent and the inadequacy of legal safeguards for basic freedoms. In 2005, China stepped up monitoring, harassment, intimidation, and arrest of journalists, Internet writers, defense lawyers, religious activists, and political dissidents.4. China took a two-pronged approach to censoring the Internet. First, authorities restricted the production, development, and dissemination of wrong content. Second, authorities monitored the perusal of content or receipt of information. Harmful content included material concerning democracy (e.g., freedom), religious cults (e.g., Falun Gong), or antigovernment protests (e.g., Tiananmen Square).5. Google, Inc. first entered the Chinese trade in early 2000 by creating a Chinese-language version of its home page. Googles approach was to maintain a Chinese-language version of Google.com that was housed in the United States but could wait take care requests originating within China.6. In September 2002, Google.com was inaccessible for two weeks. When reinstated, it was slow and temperamental for all Chinese users and completely inaccessible for Chinese colleges and universities. According to Elliot Schrage, Googles vice president of Global Communications and Public Affairs, The average time to download a Google Web page was much than seven times long-play than for Baidu, the leading Chinese search engine.7. In 2004, Google realized that its approach in China was not sustainable. Google was losing market share to Baidu, and others, including Yahoo and Microsoft, were gaining ground through their topical anaesthetic presence.8. Tom MacLean, director of International Business at Google, Inc. managed the decision to physically enter Chinese territory through the development of Google.cna search engine residing in China. This product was faster and more reliable, and provide more and better search results for all but a handful of politically sensitive subjects.9. The search results of Google.cn were subject to Chinese filtering and monitoring, which drew ire from nongovernmental organizations, academics, press, and the general public, culminating in a U.S. congressional hearing on February 15, 2005. Critics blamed Google for supporting a country with a totalitarian regime, known for its numerous human-rights violations.10. Andrew McLaughlin, an attorney for Google, stated While removing search results is inconsistent with Googles mission, providing no information is more inconsistent with our mission.ALTERNATIVE COURSES OF follow through1. Remain in China through Google.cn and comply with Chinese laws and regulations that require the search results to be censored.Advantages* There will be more global connections.* The lack for information across all borders.* They will expand their market share.Disadvantages* It does not conform to their mission.* Criticisms of the society will continue to arise.* Diminishing of free speech overdue to censorship.2. Discontinue Google.cn and withdraw their sta y in ChinaAdvantages* It would give good impression to the public by not supporting a country with a totalitarian regime.* Criticisms will diminish.Disadvantages* They would be missing out one of the largest economies.* Losing the Chinese market would hurt global strategy.* It would decrease their market share.* It will be more inconsistent to their mission.RECOMMENDATIONAfter judging the internal and external factors, and considering Googles stated commitment to organize and make information universally accessible and useful on the internet, I have come to the conclusion that Tom MacLean and Google, Inc. should choose to stay in China and respect the countrys custom and tradition. Googles presence in China would undoubtedly have hada liberalizing influence in the country, while being a huge investment for its shareholders. The company would make more money, and keep the business and employees. It will make meaningful contributions to the overall expansion of access to information i n China, though imperfect. As what Andrew McLaughlin said, while removing search results is inconsistent with Googles mission, providing no information is more inconsistent with our mission.

Corporate governance Essay

Other studies puddle attempted to isolate the impact of separate social factors on financial performance. For instance, Derwall, Gunster, Bauer, & Koedjik, K. (2003) have included the innovest eco-efficiency scores of US companies, and have looked at the environmental factor. After controlling the risk and investment style, they concluded that the high-ranked portfolio outperforms the low-ranked portfolio. The results become important when adjusted for industry effects.Becker & Huselid (1998) have concentrated on the relationship between human resources management and firm performance. An analysis of over 500 multi-industry US companies drink that a high performance HRM system has an economically and statistically positive effect on organizational performance. Gompers, Ishi, & Metrick, A. (2003) have emphasized the incarnate governance aspect. They have drafted a governance index using 24 governance rules on 1,500 large US firms.An investment strategy that purchased sh ars of wel l-governed firms and sold sh ars in badly-governed firms earned an deviate return during the 1990s. The research has applied style-adjustments. Bauer, Gunster, & Otten (2003) have analyzed the effect of corporate governance on stock returns and firm value. They have utilized the Deminor Corporate nerve ratings to build a portfolio of organizations with bad corporate governance. They find positive results for style-adjusted returns, with weaker positive results after adjustment for country differences.In summary, majority of the studies have presented an out-performance for SRI portfolios compares with more handed-down investment approaches, even if such differences do not always present as statistically significant. When particular dimensions of sustainability are investigated, more significant and positive results are brought forth, suggesting that some facets of corporate social responsibility may also contribute shareholder value. Hypothesis This research will look into the ef ficiency of the internet, especially the corporate websites in transmitting messages with regard to ones corporate social responsibility.In the same way, it would de calline the role of corporate responsibility in increase profits and revenues of a certain organization. It would look at how US companies incorporate their corporate social responsibility into their websites and how they link the just about present and relevant sheers into the full general characteristics of the company (corporate profile) and of their products and services. In the same manner, this study aims to look at how these issues have been presented in their websites.Are they using the descriptive or informative approach and are they more commercial in perspective instead of allowing an ethical valuation or an appraisal of the companys compromises in its production. This would also look into the issue of corporate governance. This research shall be qualitative in nature. According to Fay (1996), qualitative researchers attempt to accurately describe, decode and interpret the precise meanings of a certain phenomenon to a person or group of people. The research will also be based on the interpretative paradigm.According to Saunders et al. (2003) interpretive research is a broader term than qualitative research and it encompasses all other approaches based on participant observation such as ethnographic, qualitative, phenomenological, constructivist, and case studies. Second, interpretive research does not bundle with it the false connotation of excluding the use of decimal measures. The condense lies at the different constructions and meanings people place upon their own experiences and the reasons for those differences. The researcher shall use three tests focused in one group.These shall include surveys, focus group discussions and interviews that are essential in gaining necessary data. The focus group discussion of qualitative analysis was utilized, offering the pleader the oppor tunity to follow up and clarify certain facets of the research to the researchers and to the peers of the research group. It also permitted the members of the focus group to express his/her feelings, opinions and concerns. Following this, the focus group discussions created were record and thematically analyzed.In order to effectively evaluate the research hypothesis and meet the objectives of the study, this study will employ two qualitative research methods the focus group discussion and interview method of research. Qualitative research in itself makes for an in-depth evaluation and analysis of human dynamics and the kind of reasons that motivate such demeanor and the reasons that revolve around such behaviour to spur out in the first place. As compared to quantitative research, the qualitative method of analysis relies on the primordial reasons behind the reactions of people when external factors are applied to a given situation.Simply put, it investigates the why and how of decision making, relative to what is being identified by the quantitative method of analysis what, where, and when (Denzin & Lincoln 2000). For this reason, qualitative research only requires a relatively small group as compared to the relatively large yet most of if not all of the time are random samples. Qualitative research also identifies and sorts data into relevant and helpful patterns as the foundation for organization and the root word for reporting the kind of results for data.

Development of Multinational Personnel Selection

S w 9B07C041 commissioned to the University of Regina for commit by professor Sandra Steen in the be given MBA/GBUS 843 strategic HR Management, from 01/07/13 to 04/30/13. DEVELOPMENT OF A MULTINATIONAL PERSONNEL SELECTION SYSTEM profs Diana E. Kra physical exertion and Reiner Piske wrote this slip solely to provide temporal for class questionion. The authors do non intend to illustrate either effective or ineffective handling of a managerial concomitant. The authors may hire disguised certain(a) names and otherwise identifying specifyation to nurse confidentiality.Ivey Management Services prohibits some(prenominal) form of reproduction, storage or transmittal with disclose its book a crap verb every last(predicate)y permission. Reproduction of this solid is non covered under authorization by any reproduction rights musical arrangement. To prep ar copies or point permission to reproduce poppycocks, cont work come to the fore Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7 call (519) 661-3208 fax (519) 661-3882 e-mail emailprotected uwo. ca. Copyright 2007, Ivey Management Services Version (A) 2007-12-11On Monday morning at 830 a. m. , Dr. doubting Thomas Koch was leaving his luxury condominium on the 28th floor of a building special solely(prenominal)y constructed for expatriates and Hong Kongs wealthier citizens. He was passing d witness to Causeway Bay, towards his office in Hong Kongs central bank line district. On the way, Koch listened to the voice mail piths on his cell ph champion, one of which was from the assistant of the firms owner, Peter Koenig. The message tell that Koch was pass judgment to c totally back before his coming together with the tender imagerys (HR) team that he was leading.The world resources team meet was scheduled in edict to cause together German and Chinese human resource experts to form a crossfunctional project team. In the context of global restructuring, the company, ComInTec AG & Co (ComInTec), had introduced a refreshing regional focussing level. As a result, 25 middle way lays were call fored to be filled in the Asian-Pacific-region (APAC) (e. g. regional psyche of purchasing, regional head of supply filament management, national knob executive officers (CEOs), national head of finance and accounting, and national head of operations).A untried personnel choice formation was pass judgment to fill these positions with satis particularory employees. ComInTecs own recruitment channels, as well as head hunters, would be hired for the recruitment process. The overall tariff for implementing the new personnel survival process was the responsibility of the project team. According to the companys inhouse global localization policy, 90 per cent of the new management positions were filled by individuals who originated from the country they would be workin gs in.The affected atomic number 18as involve sales and marketing, purchasing, supply chain management, and finance and accounting, at locations in Hong Kong, Kuala Lumpur, Bangkok, Jakarta, Melbourne, Sydney and Shanghai. The managers annual stipend ranges between 40,000 and 150,000, depending on the location. The new personnel excerpt governance for APAC was part of the companys new objective to refuseardize all human resource instruments for selection purposes or so the globe. This new personnel selection ashes had to be developed confineally. paginate 2 9B07C041 BACKGROUNDFor several years at at a quantify, Koch had been tot up nearlying faults in the design of the individual assessment centres. According to Kochs opinion, in that location was further very trammel fortune to influence possible modifications because the individual assessment centres were conducted by international consulting firms. Additionally, Koch questioned the validity of the education o btained from the centres, as well as the personnel selection remains as a integral. ComInTec had little interest in semi empirically evaluating the validity of the assessment centres and statistically analyzing the out make its of such personnel selection procedures.Koch as well felt the submit to improve the contents of the structured interviews that were establish on the chances current smirch, as opposed to the medical prognosiss previous work experience. Koch firmly believed that what happened in the medieval was presum adequate to be repeated in the future, and on that pointfore had very little appreciation for selective interviews that did non consider the chamberpotdidates past. Overall, efforts to improve the current selection systems had only rarely been undertaken collectable to limited conviction and the budget allotted for personnel affairs a memorable fact that Koch had already pointed out to the management several times.The increase of a new multinati onal personnel selection system today posed a huge challenge for Koch and his project team. There was one fact, however, which he noniced with relievo on that point were no expatriates in the new selection system because the selected managers were required to be living in APAC. Currently, ComIncTec simply sent those expectations abroad that had the necessary technical skills and experience, regardless of intercultural competencies.Koch re take ined how difficult it was at times to find someone volitioning to move his or her centre of life, including family, to a different country. He also knew from his own emigration experience that no training (e. g. language or cultural norms) was offered to prepare him. With this in mind, he hired staff for his project team that would globally represent the countries involved a Chinese look into assistant who completed a bachelor in HR management, another trainee from China, and a German intern who had completed four semesters in psycholo gy.The team, which also included additional HR managers from the headquarters office, had already been working on the development of the new personnel selection system for four months. Over the past a couple of(prenominal) weeks numerous meetings had been held, yet no significant progress had been do. One reason could be attributed to the fact that at that place was manifest heterogeneity between the German and Asian team members opinions regarding the new personnel selection system. This created an ambience that was tense and dissent with respect to sharing the workload.For todays meeting, the goal was to come to a consensus on several important issues (1) what individual facultys the new personnel selection system should contain, (2) whether country-specific adaptations were necessary and possible for for distributively one faculty, and (3) the implementation process of the new personnel instrument at separately APAC location. The APAC-situated plants were the companys top-selling ones therefore, any ill-treat plumps with respect to HR (e. g. personnel selection) were extremely cost-Licensed to the University of Regina for use by Professor Sandra Steen in the carry MBA/GBUS 843 strategical HR Management, from 01/07/13 to 04/30/13. When Koch early heard virtually the above changes, it conterminously occurred to him that this would not be easy. He knew that personnel selection procedures currently varied significantly between countries. He also knew that the existing selection instruments were by no means f virtueless in any specific country. after(prenominal) the application documents were analyzed, structured interviews with the aspects were conducted by a department representative and an HR specialist.If both interviewers came to a compulsive conclusion on the candidates qualifications, the top candidate completed an individual assessment centre in order to point out his/her inter personalised competences rather than his/her professio nal competencies. The individual assessment centres consisted of biographical questions, case studies on leadership in an international context and participation in a leaderless stem discussion. Ultimately, additional references were obtained for each candidate, although different procedures existed in different countries.For example, references gathered in Asia only confirmed a candidates previous function and term of employment according to common employment law. After reference checks were completed, each candidate stock indite feedback and a tell was generated and added to the successful candidates personnel file. scalawag 3 9B07C041 intense. The personnel selection system in APAC, as a whole, would ache large-scale consequences bear on the entire company. As Koch was walking in the crowded Causeway Bay area he was not paying lots attention.To Koch, who could not distinguish between Asians, it seemed as if they were crawling across the streets deal ants, all busy on thei r phones. As usual, it was a very hot day. For Koch, direct 48 years old, this was intolerable. He took off his light-coloured linen jacket and placed his tie, threatening to strangle him, in his brief case. He had returned from a business trip in Sydney the previous Saturday and was salve feeling the effects of the lengthy flight. The succeeding(a) business trip was scheduled for the upcoming Thursday off to Jakarta for a week, Shanghai, then Munich for a meeting of the Global Steering Committee Human Resources.He checked his schedule and remembered the phone call he arrived earlier from Koenigs assistant. Koch would be arriving at his office within 10 minutes, which allowed him time to return Koenigs phone call before the scheduled meeting. It had been 17 years now that Koch had been working in the HR department for ComInTec and three years in the regional headquarters in Hong Kong. After working many an(prenominal) years for ComInTec he was currently the HR director, thanks to his determination, ne cardinalrking skills, ability to be highly adaptable to new situations, and his talent to be at the right place at the right time.He was in charge of all HR decisions within ComInTec in APAC. ComInTec was a worldwide leading industrial company with administration, plants, and sales offices in Central Europe, Eastern and Western Europe, APAC, Central and South America, and North America. Like many other companies, ComInTec was obligate to establish downsizing procedures between 2003 and 2006. Worldwide, 900 business enterprises were cut. Koch was actively involved in the staff cutbacks that had taken place. He had visited the plants, weaponed with PowerPoint presentations that had been verified by the executive board to be politically correct.He spoke to the workers and flatteryd ComInTecs ethics and somatic philosophy, despite the cutbacks. He communicated the cutbacks to the workers as a temporary crisis, pointing out that it was mainly due to natural fluctuations and that it was half-time employees who were cut, with the affected workers being offered fair compensation packages. In consequence of the worldwide economic situation in the years of 2003 to 2006, ComInTec unfortunately had no other option. He additionally thanked the staff for their loyalty and appreciation with personal gifts and reports in the companys inwrought newsletter.Since then, the company had recovered from the crisis. ComInTec employed 23,000 employees worldwide and made to a greater extent than 5. 8 billion in sales. Koch arrived at the elevator to his office. He was surrounded by Asian colleagues in the best mood, all in uniformly grey suits, greeting each other as they handleed for the elevator. When he got off the elevator, there were two of the three Chinese secretaries serving tea and fruits. His appearance ceaselessly ca utilise a ordinary haste among the secretaries. They all confirmed his daily appointments, signifying that his work day h ad ordainedly commenced.Koch called on a secretary, who came running on the double, accompanied by a Yes, sir and a plentiful smile, yet she avoided eye-contact by look down to the floor. She reminded him that Koenig was waiting for him to return his call. Without being able to name a cause for it, this secretarys behaviour triggered uncertainty in Koch. All her gestures appeared submissive as she perpetually nodded her head regardless of praise or dispraise forever superfluouspolateing and friendly. Koch picked up the telephone and Koenig instantly began speaking Mr.Koch, you know how more than I appreciate your dedication to the company, but I strike concerns about the current international selection procedures. We direct something that is going to work, and work immediately And dont you dare try to offer me this empirical or validity stuff. I dont give a damn. You remove a whole department with highly qualified people. I assume you are capable of filling these vaca nt management positions. We also need a selection system that works everywhere. We cannot afford to apply differentLicensed to the University of Regina for use by Professor Sandra Steen in the agate line MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 4 9B07C041 procedures in every country. What we need are consistent procedures, something applicable cross-nationally and cross-regionally. You, as a cosmopolitan, should know exactly what I mean. I also expect everything to be documented to a tee. Although Koch shared Koenigs enthusiasm for an change personnel selection system, there were many complications that could arise of which Koenig seemed ostensibly unaware.As sensitively as possible and with all due respect, Koch tried to inform Koenig about possible problems. First, Koch argued that although a multinational personnel selection system could adjudge its advantages, these advantages may manufacture costly when they are not easily implemented in each r egion. Each country had its own unique economic and education situations, which would undoubtedly become problematic when creating a universal personnel selection system. Koenig should only think of Thailand, for example, where it is more difficult than anywhere else to find qualified managers.With respect to cultural departures, Koch argued that a standardized personnel selection system would also most likely ignore cultural differences and culture-specific circumstances. This would not only affect the individual modules of the system, but also the basic excogitate requirements, the adaptation of modules to specific countries, and the use of specific personnel selection methods. Koch also expressed his concern with Koenigs wishing of interest in judgeing the validity of the new selection procedures Mr. Koenig, something that is expected to work should be runninged thoroughly.This is the only way to be certain that it bequeath actually work. We lead need to running play and then evaluate each and every single module in each country. This process testament provide a basis on which we go out be able to improve the original procedures. repayable to all the possible problems that may arise with the new system, it is imperative that we invest in developing it properly. Of course, that wasnt exactly what Koenig wanted to hear Dont tell me about problems, I want solutions, and you should not forget that this is what I pay you and your team to do. You keep back until the end of this week to deliver last-place and written conclusions of this matter.If not, I leave behind reduce your team in Hong Kong by half, and I allow delegate the development of this new system to global headquarters. Mr. Koenig, Koch replied, please keep in mind that my team has been working on this assignment for months, including weekends. Nevertheless, Koenig underlined Kochs point of view with the commanding tone typical of him Either you will come up with something useful by th e end of this week, or central headquarters will do the telephone line. curio of discussion. Koch responded Mr. Koenig, we pitch known each other for 17 years now and you know that I always do whats best for this company.I strongly believe that as your HR manager, it is my responsibility and duty to inform you about possible risks and problems that may exist with an ad hoc-developed and unevaluated multinational personnel selection system. Koch advised Koenig once again that his demands could lead to severe difficulties. Koch also added Mr. Koenig, please remember the problems we experienced a few years ago with respect to staffing cutbacks. You wanted to send employees, who had been working for the Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13.Page 5 9B07C041 company for many years, home without any diverseness of termination pay. Everything was to be done by us, without an y broad of external consulting. I assume you remember that I told you in advance how risky such a staff reduction can be. I am certain that you will also remember that I conscious you that the legal process would create a high financial risk to the company with employees with legal action seeking claims for damages and compensation. At the time you had underestimated the situation, and as a result our legal department had to deal with all the consequences.We were lucky that our lawyers were able to win most of the cases. Koenig was listening to these remarks with irritation and responded Dr. Koch, I am at the end of my tether with you. You need to stop focusing on the past. Its all water under the bridge. We are now look at 25 people we want to hire. This is my company and not yours. I will be take part in todays meeting via video convention discussion. I expect you to prepare everything at once so that the video conference will be working. And dont forget that I have put you in charge of the entire new personnel selection system.Koch would need to accept the fact that all of his objections to Koenigs operating book of instructions fell on deaf ears. He knew Koenig well enough to understand exactly what he wanted and that he would not change his mind. For Koenig, endless loyalty to the company, endurance, a hands-on mentality, and assertiveness were most important. He was known for his strong image orientation not only by the members of the global steering group, but also by the plants employees. Two weeks prior, he went to Malaysia unannounced and snuck into one of the plants in order to see the night shifts work with his own eyes.In addition, every executive knew that Koenig had ceremonious staff employees, so called key functionaries, in every country. The t admit of these key functionaries, or spies as Koch like to call them, was to report to Koenig about everything that was happening on site in lucubrate, particularly any victimize doing of mana gement. But Koenig did not trust these key functionaries either, with his motto being Trust is good, control is better. Only if there was 100 per cent agreement between headquarters and the key functionaries was he willing to attribute a certain degree of credibility to the situation.Koch could therefore understand the tactics of Koenig because they somewhat resembled his own tactics. Koch, nevertheless, had difficulties with Koenigs control procedures because they directly affected him and his team. In response to these procedures, Koch had established in APAC that each meeting and each decision that was to be made must be recorded by three individuals. Piles of composing were accumulating in his office as a result, and even special storage modes were needed to store the paper masses.Furthermore, Koch remembered the invention coming from the central HR department, to standardize all personnel selection procedures including all criteria and approaches around the globe. This matt er ended in talk due to fightings regarding this question. With all this in the back of his mind, and the increasing squash on his shoulders, Koch remarked to Koenig at the end of the phone call that the meeting would possibly take several hours, and that he assumed Koenig would not like to spend his precious time listening to every single detail regarding APACs selection system.Koenig agreed that attending the meeting via video conference would not be in his best interest with respect to time, but instead insisted even more that he receive the final draft of their decisions and the meeting minutes by Friday. Koch was proud to have successfully appeased Koenigs concerns for the moment, and he future(a) turned his focus to the scheduled meeting. He was horrified when he glanced at his watch and realized that it was already 930 a. m. He jumped up abruptly from his desk and left for the conference room.When he arrived, his whole team and an unknown staff employee from global headqua rters, probably a key functionary, Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 6 9B07C041 Well, I hire today that you all present results from the past few months of hard work. I am only elicit in the results and would like to avoid any unyielding discussions concerning details. Mr. Koenig expects our final decisions in make-up this upcoming Friday.In the case that he does not approve our recommendations, this project will possibly be passed on to global headquarters. As a result, we will lose team members. You now know the importance of our meeting today. We need to decriminalise our right to exist. The Chinese colleagues agreed by nodding their heads uniformly. Koch noticed that this behaviour was always to be expected when there was an order from a member with higher hierarchical status. From Kochs perspective, this was a phenomenon reflecting cross-cultural differe nces (see Exhibits 1 and 2).He often asked himself why his Chinese colleagues seemed to forget all priorities regarding time and content as soon as there was an order coming from someone higher in the hierarchy. How often did he observe his Chinese colleagues change their work completely and without any objection according to the orders of someone with higher status? Koch kind of often got the impression that his Asian colleagues and co-workers adhereed the principle Seniority is king. Yue Yu, a Chinese HR employee, rose to speak. In her concise way, she stated One crucial question concerns the definition of the business sector requirements and their profiles.After several discussions we have come to the conclusion that the positions to be filled differ in their content. Hence, we plead to define the dividing line requirements specifically for each position, and to allow flexibility of the job requirements for other positions. More precisely, we want to diagnose 15 dimensions f ive components that test the candidates professional competencies, and 10 dimensions that evaluate social competencies. Andreas Mueller, the German economist who possessed coarse experience in HR management, countered Yue Yu You must be joking.The inclusion of 15 dimensions is not what our team has contumacious on. That is your opinion, which is not shared with anybody here. I told you many times that the acquisition of 15 dimensions is simply impossible. Yes, thats what you state earlier, answered Yue Yu, but I find we should establish as many dimensions as possible. Well, I disagree, Mueller lodged, who could not stand being interrupted, It is important to define clearly distinguishable job requirements that are measurable, describable, and that are equally applicable in all countries of APAC. Yue Yu, intimidated by her German colleagues manner, blushed and looked down towards the floor, signaling that she did not dare to say anything further. Yue Yu often found it difficult to cope with negative feedback, particularly when it occurred in depend of her colleagues. There had been several times already that she could not stand up to Mueller, which seemed to affect her more and more each time. She had once spoken to Koch about her difficulties communicating with Mueller however, Koch was quickly irritated by the complaint and asked her to wait and look forward to for an improvement of the situation. Koch assumed the confrontation betweenLicensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. were already waiting impatiently. In order to keep the meeting attendees employed while they waited, the thoughtful secretary was serving coffee and snacks, resulting in a irregular breakfast for many of them. Koch welcomed everyone, apologized for being late, and began the meeting, We are here today to decide about the future personnel selection system for APAC, which, w hen complete, will influence the complete international employee selection system within ComIntTec considerably. After these introductory words, he asked the German intern Sarah Goldmann and her Chinese HR assistant Dai Wei to record the meeting minutes. Koch go along, I need everything we discuss here today to be recorded in detail. The records must happen with the precision of a surgeon The German team members threw disfavouring looks at each other however, the Asian team members approved of the instructions by nodding their heads. Koch started Page 7 9B07C041 he two colleagues was generally just a misinterpretation due to cultural differences (see Exhibits 1 and 2), and told her to bring the matter to his attention again only if it was absolutely necessary. Yue Yu never discussed the situation with Koch again. The German, in-house psychologist Sabine Weitmann, who was known for her differentiating thinking, discrete to join the discussion In my point of view, the question rega rding the number of dimensions is only secondary. It is important that we early establish the contents of the job requirements. I suggest we replace the term job requirements with the more modern term competencies.In my opinion, a multinational requirement profile should contain competencies such as technical and vocational skills, social competencies, leadership competencies, communicative competencies, flexibility, and adaptability. Why these skills and not others? interjected Dai Wei, the Chinese HR assistant, who was not satisfied with Weitmanns selection of skills. Well, during my studies at the Strategic Human Resource Management Institute in Hong Kong, where I completed my MBA, I learned and experienced that a multitude of skills are inessential in personnel selection.I think we should therefore consider additional skills. For example, stress tolerance, resilience, cooperation skills, willingness to learn, ambiguity tolerance, goal-orientation, problem-solving skills, decis ion-making skills, and intercultural competencies. But Dai Wei, contradicted Mueller, It is totally obvious that this kind of proposition will encounter problems. That is simply not doable. Besides, the intention to establish more than 6 job requirements turned out to be problematic in the past.Did you ever think about the difference between intercultural competence and social competence? Dai Wei was obviously irritated by the criticisms he received in front of the team and was in the process of losing his temper, which was easily detected by looking at his subject, which had become flushed. These well-known signs alerted Weitmann, who tried to calm the situation with her objection and who cherished the illusion of having salvaged this precarious situation We should not waste anymore time debating this outlet, which weve already discussed many times before.Lets stay focused. Clearing his throat, Mueller stated, It is purposeless to discuss the skills and job requirements. We a re under time pressure and I therefore suggest that we bring about a mass vote with respect to the skills. No, tell the Chinese trainee, who participated in a confabulation training course last weekend and had been therefore sensitized to group dynamic processes, A majority vote is not the solution. It may lead to good decisions not succeeding because certain team members take up the uniform opinion of the majority.We should try to reach a consensus on this issue. While the Asian colleagues began to nod their heads in agreement, Mueller, who did not like to leave anything to chance, responded, Well, I believe there should be six dimensions, namely homework/organization, initiative, adaptability, conflict management, decisionmaking/goal-orientation, and leadership. These dimensions are not only important for a managers success in APAC, but on a worldwide scale. Andreas, countered Weitmann, what are your conclusions based on? We need dimensions that have been empirically verif ied.Although it is great that you have your opinion, what we need are empirically validated dimensions. Well, I would like to settle this dispute, replied Bettina Carter, a German lawyer who had lived in California for many years, and who was now ready to explore the world of APAC with her American husband. The always down-to-earth Carter opined, Clearly, this is easy. We simply use the German dimensions and adapt them to the management positions in APAC. I am certain that everybody here knows that these are the dimensions mentioned by Mueller earlier. Koch, who was already feeling mentally exhausted from listening to the discussion, said Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 8 9B07C041 I neither have the time nor the energy to be debating these arguments. Our hands are full and even though were going in the right direction, it is only a first step to come up with di mensions. I am in charge of everything here and I would like to avoid losing my head over these debates. Lets vote. Who agrees with the dimensions suggested by Sabine?Silence took over the room. Who will support the dimensions outlined by Andreas? The vote was suddenly interrupted by a cellular phone ringing in the tone of an alarm system. Sorry, sorry about that, apologized the Chinese trainee, who was no longer writing the meeting minutes, but instead trying to control his cell phone. Koch concluded There you go It is official and we agree. I hereby announce that the job requirements for the selection of managers be assessed on six dimensions planning/organizing, initiative, adaptability, conflict management, decision-making/goal-orientation, and leadership.These dimensions will be used for managers in all departments (e. g. sales and marketing, purchasing, supply chain management, finance, and accounting) and all locations (e. g. Hong Kong, Kuala Lumpur, Bangkok, Jakarta, Melbou rne, Sydney and Shanghai). We will also incorporate vocational competencies. All recorders please write down that statement. Eventually Goldmann, the German intern, remarked with rapture that she could finally score with her boss It appears to me that the definition of the job requirements should not be done separately from the new personnel selection system module definitions.I learned in university to define certain requirements for module X and the requirements that will then be tested in another module Y. Everybody in the room was surprise at this, and even Weitmann and Mueller complimented Goldmann for her insinuation. Yes, this is a very good proposition, indeed, Weitmann said. Mueller, who saw his chance to get back to the way out, added, We should continue with a systematic approach. Lets decide on the modules, and then we can substantiate the job requirements per module. Sabine, surely you will agree with me on this. After the long-lasting debate, which still wasnt very productive, Koch was now only following the discussion half-heartedly. Similarly, the Chinese trainee was on the verge of falling into a deep trance. Koch unflinching he would no longer intervene on the discussions, presently I am just going to sit in on this meeting, he thought to himself. These people are beating around the scouring and are trying to profile themselves at my cost. I am under Mr. Koenigs pressure, being spied on by the headquarters staff employees, in a city that is still strange to me, and without any hope for improvement.With a loud voice he blurted out, What shall it be, and everybody in the room looked at him in an alienated fashion. Is everything OK? the German intern Goldmann, who found this behaviour extremely strange, asked with worry. She remembered an introductory course of clinical psychology and believed that this behaviour could be an indication of a pathological disorder. However, Koch replied, Yes, of course, everything is perfectly fine, which temporarily reassured Goldmann.It was now Kochs intention to fulfill his leading role by trying to motivate his team members to move on to the next important issue the definition of the modules and the job requirements for each module. Dai Wei responded, We have been working on this question for a very long time, and after several modifications and discussions, we finally agreed. We think as a team that a multinational Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 9 9B07C041 Yes, Dai Wei, replied Yue Yu, who was always intent to maintain harmony. Weitmann, who was still a bit nettle because her suggestion regarding the competencies was rejected, stated Dai Wei, you forgot an important module. When I attended an international conference in Philadelphia, I had the opportunity to meet an internationally-known scientist. Like me, the professor considers it essential to use stand ardized testing procedures. The professor has shown empirical distinguish that validity of personnel selection increases if psychometric testing procedures are used in addition to other modules.For that reason, I advocate for intelligence tests and personality tests to be added to the personnel selection system. We have discussed this before and my suggestion was received positively. Replied Mueller Sabine, your test knowledge is impressive, but unfortunately such procedures will lead us into a dead-end street. As you know, standardized tests have several disadvantages. They are not generally highly accredited and cultural problems exist. Are you aware of any intelligence or personality tests that can be apply equally worldwide and for which there are test theoretical indices easy?Weitmann, getting worked up about the topic, responded, Well, these are minor problems, and if we need to we can ask our interns, trainees or HR assistants to develop such standardized tests. Or we cou ld assign an external consulting firm to the task. Carter, who in the meantime was scrolling through her voluminous labour law book, jumped into the conversation I dont think we should debate this issue any further. We have already decided several weeks ago to include testing procedures in the selection process. Just to be sure, I will confirm that the testing procedures coincide with the labour laws.We should now concentrate on how the individual modules will look and what skills should be covered in which module. That is a good suggestion, agreed Dai Wei. Increasingly gripped by this trend-setting suggestion, Mueller now cleared his throat and offered to summarize the contents of the modules After due consideration, we have come to the conclusion that the first step of this multinational personnel selection system will be conducted in a uniform manner at all Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. election system for APAC should be two-tiered. The first tier consists of three modules a viewing of the candidates application documents, a telephone conference with the applicants that should be conducted in an unstructured manner, and the obtaining of three references from condition employers. Unlike the current procedures, references should not only be used to verify past employment and the duration of employment, but also include a statement regarding the candidates personality. Four modules will follow in the second tier.Specifically, a panel interview, a biography-oriented in-depth interview, a simulated group exercise, and testing procedures. Does everybody still agree on these modules and the two-tiered system? Page 10 9B07C041 Koch stepped in, Thanks, Andreas for your summary. Dai, could you please illustrate the second tier modules in an equally precise fashion? I will try, taking a deep breath, Dai Wei said The second level of the selection process will consist of as already mentioned a panel interview, a biography-oriented in-depth interview, a simulated group exercise, and a test.The purpose of the panel interview is to obtain detailed information about the candidate with respect to the required skills Andreas just summarized. That means that the competencies will be evaluated in this module of the selection process. The panel interview is a standardized exercise based on the critical-incident-technique. The candidate describes one critical situation and his or her behaviour in each situation for each of the six job requirements. Instructions and questions for the candidates have already been prepared.I will give you an example for the dimension planning/organization. The instructions will read An efficient manager has to be capable of organizing his or her agenda well in order to achieve specific goals. This includes, but is not limited to, prioritizing competing tasks well and delegating tasks to other employees in a timely fashion. Discuss a time last year when you had to keep a tight and ambitious schedule. Also include methods you usually apply for time management. This introductory instruction will be followed by five open-ended questions that have to be answered by each candidate. An example for the dimension planning/organization is as follows Think about an event in which you showed previously discussed skills. Explain the circumstances. Describe precisely what you have done in order to manage this situation. What was the outcome? Who will be able to verify what you have described here? The candidate will receive similar questions for the remaining five dimensions. Each candidate will be given an hour to prepare his or her answers.Afterwards, they will be given 30 minutes to present the results, with panel members given the opportunity for queries. Each candidate will then receive a score for each dimension (e. g. 5 being outstanding, 3 being acceptable, and 1 being unacceptable). The scores will then be Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. locations. Module one, a viewing of the candidates application documents, shall be conducted by applying the 6-eye-method. That is, three persons will be analyzing the applicants documents regarding his or her suitability for the targeted position. The result of this analysis is a preliminary selection of candidates. singular telephone conferences with the remaining candidates will follow. The conferences will be attended by the candidate and two members of our team the supervisor at the site in APAC and one person from the German headquarters. The conference shall be conducted in an unstructured manner with everyone having the opportunity to ask the candidate questions.The goal of the conference will be to verify the candidates suitability for the position, his or her motivation for the position, and to obtai n a general, overall impression of the candidate. If a consensus is reached that the candidate is suitable for the considered position three references from former employers or colleagues will next be obtained. As you all know, the reference system has paid off well in Europe, in particular because it enabled us to identify all those cheaters and impostors. This will likely be doable in Asia as well.In the case that the references are predominantly positive, the first level of the selection process is completed. Subsequently, the candidate will have to pass the modules of the second tier. Dai Wei, would you like to illustrate the modules of the second tier in detail? Page 11 9B07C041 Lets move forward to the second module in the second tier the in-depth biography-oriented interview. Dai Wei continued At this stage we verify a candidates strengths and weaknesses, but the primary objective is to gain insights into the candidates private and professional past.The in-depth biography-o riented interview shall be conducted by a psychologist. We are especially interested in the candidates expectations, how parents and other family members have influenced him or her, how cultural background affects his or her decisions, and possible untreated conflicts the candidate may have to face. The interview shall not be oriented towards job requirements, but instead consider the candidates complete life span and be of a general nature. Following this in-depth biography-oriented interview, a psychological opinion shall be furnished.This opinion will be filed in our documents, without the candidate having the right to view it. It is important that the interviewer and the candidate have the same cultural background in order to prevent any possible misunderstanding during the interview (e. g. a candidate for a position in China shall be interviewed by a Chinese psychologist). Although this requirement may create additional expenses, we find it justifiable and needed to ensure an a ccurate expert opinion on the candidates qualifications is obtained. Dr. Koch, Dai Wei said, What do you think about this approach? I am not quite sure at the moment, Koch responded, I think it is very likely that a few of the suggestions just are not feasible given the high costs involved. For now, I am not able to say anything definite. We will have to wait. Exhausted by the long-lasting discussions, it was becoming more and more difficult for Koch to stay focused and dupe the arguments. He noticed that Yue Yu had not spoken out on anything, including the rivalry between Weitmann and Mueller Koch was convinced, as he could see in many different situations that a leader should stay out of these issues. One could not change things anyway. Change, it crossed Kochs mind, Can one change a situation, in ones life? No, people never change. Neither do circumstances in life. You get thrown in and there is no way out, and it would be a hopeless undertaking to try it. Koch tried to take control over the situation again Well, lets move on to the two last modules of the selection system. Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. summarized, forming the basis for the decision as to the panels level of recommendation.We discussed for a lengthy time whether we should inform the candidates in advance about the dimensions (e. g. the meaning of each). In order to fix transparency for the candidate, we decided to inform them of all dimensions a priori. It is our hope that this will increase a candidates bridal and understanding of the modules purpose. Furthermore, we discussed whether the critical incidents should be presented in English, or whether they should also be acquirable in other languages. We discussed the pros and cons thoroughly. From my own experience, it is difficult at times to communicate to someone in a second language.We decided it would be best t o give the candidates the option of answering the questions in their language of choice. The instructions and questions will therefore be translated by professional translators from English into the particular language. In order to guarantee accuracy in the translation, the instructions and questions will be translated into English again (i. e. the back translation technique). Although this extra translation step may appear as more work, it is warranted to ensure the translation is indeed brooding of its original content.These extra expenses can offer a tremendous advantage, especially for the Shanghai location. We are certain that we can effectively cover relevant dimensions that are cross-culturally important with this method. A separate pre-test is not designated. Page 12 9B07C041 Sabine, please explain modules three and four. How do they look? What competencies do they include? Are there any culture-specific adaptations that need to be dealt with? Weitmann eagerly began to inf orm her colleagues about the modules I can certainly do that.We are looking at a simulated group exercise and the adoption of standardized test procedures. The group exercise has been integrated in order to acquire typical dimensions, which are usually diagnosed in assessment centres, in a similar way. The assignment of an assessment centre for one or two days and the culture-specific adaptations would mean increased expenses. For these reasons, we have excluded this option, and alternatively will be using simulated group discussions. The candidate and three professional role players will participate in the leaderless group discussions. The role layers have to complete a two-day-long training session, after which they will receive an internal certificate stating that they can act as professional role players. Prior to the group discussions, the role players will receive specific instructions containing standardized roles. The role players include the devils advocate, whose task is t o contradict the candidates opinion, the supporter, who is always on the candidates side, and the viewless one, who does not participate in the argument, but who will aspire opinions that dont have anything to do with the topic at all.Prior to the discussion, each participant will be informed about the topic. The chosen topic should deal with issues that contribute to the development of the employees in their own department. The topic shall be identical APAC-wide. We have deliberately chosen a topic away from specific skills in order to allow each candidate equal chances for the completion of this task. Naturally, candidates with strong leadership skills will have advantages over those who have only been in a leading position for a short time.The candidate will not be informed that the discussants are role players with specific assignments. The dimensions that will be evaluated in the group discussions include communication, cooperation, stress tolerance/resilience, assertiveness, and ambiguity tolerance. The roles and individual instructions will only be available in English in order to standardize the exercises cross-nationally. The group discussions shall also be carried out in English. The candidate will be given 15 minutes to prepare for the discussion after the topic has been revealed.The whole discussion will be video-taped. This recording will then be made available to three independent observers, who will ideally come from different countries. It is their task to observe the candidates behaviour during the discussion, and to assess the candidates behaviour with respect to all relevant dimensions and in compliance to the behavioral scale available to the observers. Additionally, each observer has the opportunity to write down his observations qualitatively.The observations of all observers will then be cool and statistically converted into a final score for each candidate. It is important to mention that every observer, who can be recruited from any hierarchical level, must pass an observer training course that teaches the basics of behavioural observation, the meaning and importance of such exercises, the dimensions, behavioural indicators for each dimension, as well as the role players assignments of their specific roles. That concludes all the information we have gathered on the simulated group discussion.Goldmann, interrupted Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 13 9B07C041 I dont want to be rude, but isnt it important to take the candidates perspective into consideration, as well? I mean, if the candidate has no clue about the situation in which he or she is in, he or she deserves clarification as well as capacious feedback once the group discussion is completed. I think that extensive feedback, in both oral and written form, must absolutely follow the module. It is nice that you think that, Mueller count ered Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. But unfortunately nobody cautions about the candidates perspective. We are interested in choosing the right person, certainly not in satisfying the applicants. What horseplay these unceasing discussions on fairness and acceptance. Reality differs significantly from the ideal procedures we are taught in university, my dear.It is really annoying the kind of stuff that is being taught at our renowned universities, and most likely by professors that have not seen much outside of their institutes, let alone in a company. Goldmann, who only wanted to contribute with a suggestion, was obviously upset about the comment. She could barely hold back her tears as she marched out of the conference room. The Chinese trainee followed her with the intention of calming her down, losing the handouts he had prepared for the meeting and that he wa s conjectural to distribute beforehand.Finally, Yue Yu ran out of the room and into the female washroom, where she found Goldmann looking miserable, in tears and close to a nervous breakdown. Dr. Koch, Carter, who saw herself creditworthy to demonstrate her judicial knowledge, advised I think that this argument has merit to it. Candidate feedback is important. Just remember the consequences and damaging results of not providing feedback. Feedback should not be underestimated. I am particularly thinking about rejected candidates. ComInTec cannot afford these kinds of mistakes. Koch agreed only partly and replied Mrs.Carter, now you have subscribed to this view, too. Do you have any precedent? As you know, all candidates receive feedback in writing regarding their overall impression. As you should know further, this feedback does not cover any specific dimension or module, but it offers a very good general conclusion. Should candidates be interested in the impression they made, the y simply need to read the report. That should be sufficient. I do not agree that we should focus on unpleasant feedback, or would you like to conduct all of those conversations yourself, Mrs. Carter?Now the psychologist jumped into the discussion, acting as a mediator. She pointed out the following The question regarding the feedback should not be our priority. We still need to discuss module four. I am talking about the testing procedures that have to be included in the selection system. As I have mentioned before, it is essential to use psychometric testing procedures. Insofar, module four consists of an intelligence test and a personality test that every candidate has to complete. That gives us indicators for general intelligence as well as for the big five. The specific test procedures will be used still have to be specified for each country of course. But I am convinced that we will be able to manage that. Page 14 9B07C041 With the Goldmann still in the bathroom crying, there w as only one recorder left, which resulted in much of the meeting no longer being documented. Dai Wei, who had returned to the meeting and was trained in presentation techniques, felt obligated to conclude the points that were most important with the use of a flip chart If I may conclude, we have decided that the ersonnel selection system consists of two tiers that include several modules. We have specified these modules in content and procedures. Hence, we have achieved the first step of our meeting. We intended moreover to specify the adaptations for each target country and how to implement those modules. We need to next reach a consensus on the second and third goal of this meeting. Koch commented Dai Wei, what are you thinking? It is already 130 p. m. and that means that the time for our meeting is more than up. We wont be able to decide on the remaining points today.I expect that the recorders will make a flawless and written report available by 900 Wednesday morning. please pa ss this on to Sarah and Yue Yu. This will give me time to review all the meeting minutes and locate any unresolved issues. You should expect a final copy of the resolutions on the multinational selection system to be available by Friday at 9 a. m. With respect to the issues that were not resolved today, I will make the decisions myself and include them in the report. This resolution shall also deal with the questions that we could not look into, due to the lack of time today.I dont business organization how you will do it just do it. Thank you for your attendance at this meeting, Dai Wei, Sabine, Mrs. Carter, Andreas, and honourable sir of staff. With these words, Koch terminated the meeting. Due to the lengthy meeting, there was no eat break. This particularly daunted the Chinese team members, but it was not voiced. Koch believed that Asians set a high value on lunch breaks because they highly value provender and money. Unfortunately, Koch could not be bothered to worry abou t it according to him, food and money were the lower motivators on the Maslow Pyramid of needs.He muttered under his breath Those Asians, its always just about food, money, and shopping, and they are continuously on the phone what do they have to tell each other all the time? How often do I see them yelling at each other in Chinese, hard and ruthlessly, whereas they always show me a smile? You never know what they really think, and when I ask them they tell me something positive anyways. Negative remarks in front of the boss are obviously a big taboo, and the word no does not seem to exist in their vocabulary.Right after the meeting, Koch went straight to his office and did not come out again for the rest of the afternoon. Koch received the meeting minutes on Wednesday and wrote his final report for Koenig. Koch later received a short notice sent by Koenig via e-mail on Friday afternoon. Koenig informed him that important basic conditions and necessary adaptations had not been tak en into consideration sufficiently in the new multinational personnel selection system therefore, he had handed the case over to global headquarters.In addition, the e-mail stated that there would be staff-related consequences for his department in Hong Kong. In response, Koch sat down to write a long letter to Koenigs attention. Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 15 9B07C041 Exhibit 1 DIMENSIONS AND INDICATORS OF CULTURAL DIFFERENCES (HOFSTEDE) Power Distance spirit level to which companionship members accept an unequal distribution of power.Characteristics of large power distance Inequalities among people are expected and desired. Less powerful people should depend on the more powerful authoritarian values organizational hierarchy reflects ine timber between higher-ups and lower-downs Centralization is popular Subordinates expect to be told what to do Wide sal ary range between top and bottom of organization The ideal boss is a benevolent despot or good father Privileges and status symbols are popular unbelief Avoidance Degree to which society members feel uncomfortable by uncertain or unknown situations.Characteristics of strong uncertainty avoidance Uncertainty is felt as threat, feeling of anxiety Fear of ambiguous situations What is different, is dangerous Suppression of deviant ideas fortress to innovation Motivation by security Masculinity/Femininity Masculinity pertains to societies in which social sex roles are clearly distinct (i. e. men are supposed to be assertive, tough, and focused on material success whereas women are supposed to be more modest, tender and concerned with the quality of life) femininity pertains to societies in which social gender roles overlap (i. e. both men and women are supposed to be modest, ender, and concerned with the quality of life). (pp. 82-83). Characteristics of masculine societies Dominant v alues are material objects and success Money and things are important Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. workforce are supposed to be assertive, ambitious, and tough Women are supposed to be tender and take care of relationships Girls cry, boys dont Live in order to work Stress on equity, competition among colleagues, and procedure Resolution of conflicts by fighting them outPage 16 9B07C041 Exhibit 1 (continued) Characteristics of feminine societies Dominant values are caring for others and maintenance of relationships People and warm relationships are important Men and women are both supposed to be tender and take care of relationships Work in order to live Stress on equality, solidarity and quality of work life Resolution of conflicts by compromise and negotiation individualism/Collectivism Individualism pertains to societies in which the ties between individuals are loose everyone is expected to look after himself or herself and his or her immediate family.Collectivism as its opposite pertains to societies in which people from birth on are integrated into strong, cohesive packs, which passim peoples lifetime continue to protect them in exchange for unquestioning loyality. (p. 51).Characteristics of individualist societies Individual interests prevail over collective interests Identity is based on the individual Employer-employee relationship is a demand that is supposed to be based on mutual advantages Hiring and procession decisions are supposed to be based on skills and rules only Management is management of individuals Task prevails over relationship Characterisitcs of collectivist societies Loyalty for the ingroup (family) Identity is based on the social network to which one elongs Harmony should always be kept up(p) and direct confrontations should be avoided Employer-employee relationship is perceived in moral terms, like a fami ly link Hiring and promotion decisions take employees ingroups into account Management is management of groups Relationship prevails over task Source Geert Hofstede, Cultures and Organizations Software of the Mind, London, 1991.Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13. Page 17 9B07C041 Exhibit 2 ASPECTS OF CULTURAL DIFFERENCES ANGLO VERSUS ASIAN Asian Collectivism related self Group identity, group achievement & rewards, group loyalty, guanxi High power distance (hierarchy) Low power distance (equality) Work apportionment based on competence, rather Age/seniority is King Formal interactions than age Do without intercommunicate Partnership is encouraged Empowerment regarded as a threat Informal interactions Empowerment is the key to result Control Harmony Individuals take control Be in harmony with others rather than show unornamented expressions initiative or tak e charge Disagreements and differences are not a threat Emphasis on politeness, respect and emotional restraint Difference maintains harmony equality upsets harmony Secular Religious/ phantasmal Keep your religion to yourself In Muslim countries, workplace, ethics, codes of behavior and dress are guided by Muslim religious teachings Time off during working hours for prayers for Muslims Circular thinking (high context) Linear thinking (low context) Circling around the topic Speech and argument patterns are linear Colorful and flowery language in India Ideas backed by explanations and examples Concise Hate waffling Shame/Lose Face Guilt Governed by own conscience and internal What will others say? Group pressure to maintain group reputation sense of right and wrong Give face dont question your leader Lose face look shitty when publicly challenged Save face dont own up your own mistakes Gain face look good when praised in public Thick face no shame, dont care Show face manager visits your home Got face speech, behavior, dress reflect status in a family, business, or community Anglo Individualism separated self Unique, personal space, goals, achievements Licensed to the University of Regina for use by Professor Sandra Steen in the course MBA/GBUS 843 Strategic HR Management, from 01/07/13 to 04/30/13.