Relation between Race and Social Inequality in the United States Assignment

Relation between Race and Social Inequality in the United States - Assignment Example The original grouping of people into races was valid as a taxonomy concept. There were different races such as Negroid, Caucasians, Asiatic, Polynesians, Xanthochroi and so on (Lewis, 1990). The term Ethnicity refers to the imaginary, informal and formal groupings that are made to club people with certain common features such as geographic location, language, religion and so on. Accordingly, we have people from different ethnicities such as Arabs, Jews, Whites, Hispanic, African Americans, Asians and so on. An ethnic group may have people from different races, religions and physical features (Omni, 1986). The terms race and ethnicity by themselves are innocuous and can be regarded as medical and sociological terms. However, unfortunately, dominant whites in USA started using these terms in a derogatory and insulting manner in the early 17th century, leading to the beginning of social inequalities. The white settlers of USA began treating the native Indians as mentally and socially inferior who were not worthy of being considered as human. This was a deliberate attempt to grab the lands of the native Indians by branding them as worthless and socially inferior to the whites. Later when the plantations came up, Africans were brought into the country as slaves. The dominant whites then usurped the rights of their slaves, calling them racially inferior beings that were fit to work only as slaves. Social inequality is more archaic since it allows the dominant race members to practice discrimination against people of their own race and ethnicity. Therefore, it can be expected that a rich wh ite would discriminate against a poor white, but not with as much severity as he would discriminate against a poor African American (Oliver, 1997). The proliferation of race and ethnicity has unfortunately given rise to racism, racial stereotyping and other ills. African Americans or blacks are regarded as

Development of a Policy Document Essay Example | Topics and Well Written Essays - 1500 words

Development of a Policy Document - Essay Example This essay stresses that the first of the non-physical elements is that clinical staff likely to be exposed to the infection during the pandemic must be given anti-viral vaccinations to boost their immunity to reduce their contracting the infection. Such a step is recommended by the Advisory Committee on Immunization Practices of the United States of America as vaccination is the primary prevention method. In addition to the anti viral vaccine to boost the prevention steps all clinical staff must go on an antiviral drug regime. Anyone of the antiviral drugs of oseltamivir, zanamivir, amantadine or rimantadine may be used for this purpose (Plans, 2008). In spite of all these measures, should a clinical staff suspect signs of influenza, then the clinical staff should remain at home and not come to work reducing the risk of transmission of the infection. The normal period during which it is possible to transmit the infection is five days and so this isolation period should be for a mini mal period of five days This paper makes a conclusion that the potential risk for an influenza pandemic is high and can occur at any time. Developing policy documents to address the various aspects of an influenza pandemic is thus a real concern. Clinical staffs are at a high risk for contracting the infection due to the nature of their work. This paper develops a policy document with the objective of minimizing the risk of clinical staff contracting the infection as they go about their job functions.

Customer Relationship Management (CRM) Technology Impact

Customer Relationship Management (CRM) Technology Impact THE IMPACT OF CUSTOMER RELATIONSHIP MANAGEMENT TECHNOLOGY ON INFORMATION AND STRATEGY IN THE RETAIL Industry EXECUTIVE SUMMARY: This report examines CRMs impact on information use and strategy in the retail sector. Regarding CRMs impact on information use the reports reveal that CRMs data warehousing, automation, mining, knowledge management and knowledge sharing capabilities have significantly impacted how organisations retain, share and disseminate information to relevant areas of the business. Key information on buying trends, customer profiles can be elicited so that appropriate modifications can be made regarding pricing, product, promotional and other elements to provide enhanced products and services. CRM, for many retail organisations, has meant information is now used as a source of competitive advantage. Examining CRMs impact on strategy, the report illustrates through the MIT90s framework that strategic alignment between CRM technology and the organisations structure, its strategy, its people and culture is essential for technology to be integrated effectively. The reports findings reveal numerous barriers to CRM. These centre on an over focus on the technical-requirements than on business strategy, a lack of cross-functional coordination, failure to support monitor and evaluate CRM performance, an unreceptive organisational culture to technological change and an inability to see CRM implementation from a holistic approach. An unwillingness to share information and knowledge was also highlighted as a potential inhibitor to unlocking CRM potential. Evidence illustrates that barriers essentially fall under a strategic misalignment between technology, structure, strategy or culture of an organisation. In response, a number of recommendations to aid retail organisations in unlocking CRM potential are provided. These include: a holistic perspective towards CRM implementation; a focus on strategic alignment between CRM and the organisations strategy, structure, individuals and culture; a CRM strategy, outlining its strategic objectives; understan ding the organisations data needs; encouraging organisational agility to provide a more adaptable structure that CRM technology can be integrated more easily into; introducing tailored recruitment and training programs to foster the right CRM competencies backed with an effective incentive system and the facilitating a communal culture organisational culture emphasising teamwork, empowerment, communication, innovation and a strong customer orientation. INTRODUCTION: With managing customer relationships now central to organisational success (Kohli et al, 2001; OHalloran, 2003; Nguyen et al, 2007), developing long-term customer relationships through user enabling Customer Relationship Management (CRM) technology has moved to the ‘top of the corporate priority list for many retail organisations (Smith, 2006:87). But what precisely are the direct implications CRM has on information and on strategy? and why is that many CRM projects in the past have failed? What can retail organisations do to ensure CRM success? It is these areas that this report seeks to explore within a retail sector context. The author has selected to investigate these areas in a retail sector context due to its sheer growth, impact and scale of usage within this industry (Anon, 2009). It has revolutionised the way retail companies utilise data to identify key information trends and thus elicit and apply this knowledge to potentially increase profits (Miller, 1999). The repo rts main body is therefore split into two sections, with section one examining the impact CRM technology has on information use and section two, using the MIT90s framework, exploring the potential consequences CRM has on strategy for retail organisations. Lastly, barriers associated to successful CRM implementation are considered and recommendations presented as to how retail organisations can fully unlock and capitalise on their CRM capabilities. SECTION 1: USE OF TECHNOLOGY The following section provides an explanation of CRM from a theoretical standpoint, through an analysis of literature definitions and a practical one, in terms of hardware, software and data structures. 1.1 Explanation of Technology The range of CRM definitions emerging over the years have provided many interpretations of what precisely CRM is and does (McKie, 2000). Broader, arguably looser definitions view CRM as a natural progression from relationship marketing (Light, 2001), where ‘information systems†¦enable organisations to realise a customer focus (Bull, 2005:593). Richer, complex definitions view CRM technology enabling organisations via the utilisation of customer related information to ‘foster closer relationships with their customers (Levine, 2000; Hsieh, 2009:416). More specifically, McNally (2007:169) defines CRM as a ‘strategic process addressing all aspects associated with identifying customers, creating customer knowledge, building customer relationships, and shaping organisation and product perceptions. Nguyen (et al, 2007:103) echoes this, but provides a more simplified version, ‘CRM is a strategic process that helps companies better understand their customers needs so they can provide these needs to their customers at the right time while improving the companys processes. The emphasis on strategic process in the former two definitions fits particularly well when explaining how CRM works in the retail sector in terms of hardware, software and data structures. Here transactional data from EPOS sales systems, web systems, sales contact systems systems and loyalty schemes (data) through automated data capture is sent to the client server mainframe at head office (hardware) where an analysis of relationships (using software) is conducted (Mutch, 2008). It is then data warehoused and structured in a way that allows the user (with the use of CRM tools) to extract patterns and relationships on important trends, such as information on particular customer profile groups and their purchasing habits, average spend, preference for offers etc. This can then be utilised to identify potential ways of improving profitability and disseminated back to relevant departments. 1.2 Impact of CRM on Information use in the Retail Sector The following section analyses CRM technologys impact on information use in the retail sector. Information here is broken down into three main elements: data; being raw statistics, symbols, numbers, information; processed data considered and knowledge; the application of data and information (Beynon-Davies, 2009). The relationship between one another is also presented throughout. 1.2.1 Impact of CRM on data use A. Provided more efficient and effective use of data, through warehousing, mining and cross-functional integration. CRMs capability for integrating multiple databases across different areas of the retail organisation has impacted data use in the sense that it has enabled users to have access to real time, relevant and accurate customer data. Fallon (2008) and Kaplan (2009) indicate that CRM allows retail companies to absorb raw customer data from multiple sources and integrate it into a centralised CRM system. There it is warehoused and later mined so important trends and information can be elicited and utilised (as applied knowledge) to improve customer relationships (Park and Kim, 2003; Chowdhury, 2009). Where CRMs impact on data use lies is that through data warehousing, users with the aid of CRM mining tools, can analyse masses of real time transactional data such as sales amount, transaction time, place and buyer and non-transactional data, such as customer inquiries/feedback and separate this out into key information on product lines, pricing and customer profile and trends, down to each spe cific retail department and individual store (Miller, 1999). They can then filter back important information and knowledge to management and staff so that the right people at different organisational levels have the necessary know-how to provide enhanced levels of customer service, solve problems and increase profitability (Park and Kim, 2003). B. Negatively impact as a form of customers surveillance Amid growing concerns over data sensitivity and the increasing cross-referencing sale of data CRM has negatively impacted data use (Bodenberg, 2001: Mutch 2008). Literature indicates that CRM technology, with its capability to collect vast amounts of customer data for own strategic purposes, has led to a mass surveillance and monitoring of customer behaviour (Park and Kim, 2003). Consequently, data access and exchange has become more restricted due to stringent data protection legislation and company guidelines over the storage, access and lawful use of personnel customer information (Mutch, 2008). 1.2.2 Impact of CRM on information use A. Information now used as a source of competitive advantage†¦using real time data and information enable a real time response A CRM system allows retail organisations to pull all the transactional and non transactional data together and through the use of CRM tools, extracts key information critical to help coordinate sales, marketing, and customer service departments to better and faster serve customers needs (Smith 2006). In the retail industry CRM has particularly impacted on the way information is used to formulate customer profiles. Organisations can now quickly identify who there customers are, what they buy, how often, the quantities in which they buy etc and use this information to modify pricing, product or service offerings and other elements such as customer service to create an in-depth understanding of customer needs and provide fair value to all customers (Park and Kim, 2003). Put simply, CRM has impacted information use in that users can quickly provide comprehensive summary reports on critical business information to make informed decisions and responses to reduce costs and increase profitab ility at a much faster rate (McLuhan, 2001). 1.1.3 Impact of CRM on how knowledge is used A. CRM impacts on organisations potential for improving knowledge retention, management and sharing†¦.knowledge as a resource Literature advocates that CRM has enhanced organisations ability to share and utilise knowledge (Krebs, 1998; Fan and Ku, 2010). Reychav (2009:235) concurs CRM has improved ‘employees ability to share knowledge both tacit and explicit and thus develop a customer orientation right throughout the business. This is supported by Krebs (1998) although he argues that codifying and storing tacit knowledge to be a much more intricate process. Irrespective, a wealth of evidence indicates CRM has changed the way knowledge is used in terms of how it is shared (Krebs, 1998). For example, in the retail sector, knowledge on particular buying habits of customer groups can be stored on a CRM system at head office where it is accessed by relevant departments (marketing, accounts, sales) who design appropriate promotional deals or joint offers on product lines to increase sales and profitability. This ‘knowledge can than be disseminated to appropriate retail outlets/stores to be implemente d. SECTION 2: STRATEGY The following section examines CRMs impact on strategy within the retail sector and begins with a short outline of the key issues of CRM that prevent CRM from fulfilling its potential capabilities in practice. These are conceptualised in the following sections using Scott-Mortons (1991) MIT90s framework (see below), which stresses strategic alignment and integration of CRM technology within all areas of the business is essential to capitalise on CRM potential. 2.1 Context The key issues of implementing CRM technology and its impact on business strategy are: 1. Strategic alignment between CRM technology and business retail strategy 2. Ensuring the organisations structure works synonymously with CRM technology 3. The provision of individual training, recruitment and within this revised job descriptions to ensure the development of necessary competencies to maximise CRM potential 4. How organisational culture positively or negatively affect an organisations and its employees ability to use information elicited from CRM technology These are now explored in more depth in the following sections using the MIT90s framework model illustrated below. 2.1 Strategy History is littered with past CRM failures, Carsdirect.com (Anon, 2000) and Lexmark (Songini, 2002) being perfect examples. McLuhan (2001) and Ramsey (2003) indicate most CRM failures are due to focusing overly on technical-requirements (technological determinism) rather than on the business strategy and the organisations needs. A lack of cross functional coordination, failure to support monitor and evaluate CRM performance and a failure to approach CRM implementation from a holistic approach are some of the other cited reasons as to why CRM projects fail (McLuhan, 2001; Bull, 2003). Other academics argue an unreceptive organisational culture to technological change coupled with an unwillingness to share information and knowledge as inhibitors to unlocking the potential benefits that CRM offers (Kotorov, 2003; Pavlovets, 2005). Essentially the problems cited by literature come under the central issue of strategic alignment, a notion stressed in Henderson and Venkatramans (1993) Strategic Alignment Model and Turbans, et al. (1999) cultural model, though arguably conceptualised to greater effect in the MIT90s framework (Scott-Morton, 1991) which is predominantly the main framework used in this report. The model advocates that for IT change to be successful, technology must be aligned to the company as a whole, so that organisational strategy, infrastructure, existing technology, individual roles, training programs, management and the organisations culture work synonymously with each other (Scott-Morton, 1991). Macredie et al. (1998), supports this perspective, concurring that CRM success is dependent on alignment between organisational strategy, structure and culture. Misalignment between these areas prevents CRM from fully delivering its potential capabilities. For example, if a retail organisations structur e restricts CRM access to marketing and senior management only than it is unlikely that crucial information will be fed down to middle management and employees at operational level (those who interact with customers on a day to day basis) who require it most. Conversely, if the CRM system is not complemented with a recruitment and training policy that is designed to source and develop core competencies required to use CRM technology efectively, than it will most likely fail. Thus, a strategically aligned approach to information strategy (see appendix figure 1), ensuring information systems strategy, information management strategy, information technology strategy and information resource strategy are connected to each other and the overall organizations strategy is a critical success factor for integrating CRM effectively throughout the organisation (Earl, 2000; Van Bentum, 2005). The following sections now turn towards ensuring alignment within other areas of the organisation. 2.2 Structure Numerous writers cite the sheer importance of aligning organisational structure with strategy, technology, the environment and its organisational culture (Mintzberg, 1989; Miller, 1989). In other words, to maximise your IT capabilities, an organisations structure must fit with its environment (Burns and Stalker, 1991; Senge, 1994). Over the years, this has led many retail organisations to shift away from traditional large-scale bureaucratic and hierarchical organisational forms to less traditional divsionalised structures facilitated by business process reengineering. However, evidence suggests such structures not only lose the benefits associated with large-scale bureaucratic organisations such as functional specialism and data interpretation from middle level managers, but also often fail to build strong links between divisions of the business, leading to a loss of shared core competencies and knowledge (Mabey, Saloman and Storey, 2001; Mutch, 2008). Literature is therefore indicat ive neither structure is particularly appropriate when integrating CRM technology. More recently, de-structured organisational forms, with an emphasis on high performance, knowledge creation and the empowerment of teams reflect a more suitable organisational structure in aiding retail organisations to elicit the potential their CRM application offers (Mabey, Saloman and Storey, 2001). Here, structure is built with speed, integration, innovation and flexibility in mind and an adhoc, boundaryless approach more receptive to technology change is instilled throughout the organisation. This encourages a free flowing information exchange throughout strategic, tactical and operational levels, structuring the organisation in a way where senior and middle management staff at retail organisations disseminate key important information and knowledge to employees at operational level. Where CRM role comes into play, is that it can be used to support these networked/lattice forms of organisations (Zuboff, 1988). It therefore appears that organisational agility, termed by Gunneson (1997:3) as ‘a flat, fast, flexible organisation, with continuous interaction, support, and communications among various disciplines, with highly decentralized management that recognises what its knowledge base is and how it can manage that base most effectively, is an essential component of structure. To achieve this, retail organisations must adopt a lattice/network like structure that has a mix of stability and flexibility to support the organisations capabilities and the empowerment of team working through cross functional teams with a focus on developing the collective intelligence of teams to meet the complexity of the dynamic environment (see Lorrimar, 1999). Such a structure is typically flat with large spans of control, features lateral communication and helps develop and maintain a project teamwork ethos and customer focus to ensure decision-making is guided by customer satisfaction (Friesen, 2005:33 ). This increases employee involvement, enhances communication, speeds up decision-making and breaks down boundaries thus enhancing flexibility and capacity to adapt (Clayton, 2006). 2.3 Roles Literature advocates that it is organisational peoples use of CRM, not the technology itself, which is where organisations truly capitalise on opening up CRMs full capabilities (McNally, 2007:169). Accordingly, recruitment, job descriptions and individual training should be amended in order to ensure the retail organisations have the right processes and programs in place to ascertain the competencies needed to utilise CRM technology. Job specifications for staff or ‘librarians accessing CRM should be amended to encourage a proactive approach towards their duties (Owens, Wilson and Abell, 1996). In addition, selection criteria should be adjusted to identify candidates who possess CRM capabilities through IT/CRM related qualification/certificates or direct experience gained through previous employment. Various levels of CRM training programs tailored to each department, and manager should be introduced and should centre on themes which retail procedure and policies regarding data analysis (McKean, 1999), communication competence, such as the use of emails (Ciaborra and Patriotta, 1996) and the ethical use of information to protect the identification of individual customers (Mason, Mason and Culnan, 1995), as well as CRM operational and functional use and how it works across the organisation (Mutch, 2008). The above changes should help retail organisations foster the necessary competencies to ensure CRMs correct use throughout the organisation (Alter, 2009). It is argued that these changes (jobs, processes and a lattice/network like structure), supporting richer communication and information sharing, allow workers to become informated by CRM and view the organisation in its totality, making information and processes once hidden, transparent (Zuboff, 1988). 2.4 Culture Different aspects of organisational culture impact CRM use both positively and negatively in numerous ways. Van Bentum, (2005) analysis of organisational culture distinguishes between several variants of culture. Of these more ‘mercenary (characterised by heavy inward competition and intense internal and external rivalry) types of culture, often lend themselves to a communication framework that does not match with the knowledge management, knowledge retention and sharing capabilities that CRM offers. This impacts CRM use negatively, creating reluctance on behalf of the individual to use a system that transfers their core knowledge to an internal ‘rival. It is this mismatch between culture and technology that is why many CRM projects fail. Such organisational cultures restrict CRMs knowledge sharing capability and discourage its use by workers (Van Bentum, 2005). Sub-cultures operating within departments or functions of the organisation are also seen to negatively hinder C RM use, often displaying resistance and an unwillingness to change and adapt to CRMs integration (Leverick, et al. 1998). In illustrating a more positive impact culture can have on CRM use, Van Bentum, (2005) advocates a ‘communal culture based on openness, innovation and continuous learning. Here culture positively impacts CRM in the sense that it is embraced by organisational people with a clear customer orientation, who in turn seek to utilise its capabilities to the fullest in their day-to-day activities. It is this type of culture that retail sector organisations currently operating a ‘mercenary type culture, should move towards. Another cultural aspect impacting CRM use is that organisational peoples belief system regarding CRM ease-of-use and usefulness can have a significant impact on its performance highlighted (Avlontis and Panagopoulous, 2005). If perceived useful and easy-to-use, CRM leads to performance improvements. Conversely, if perceived as not useful and difficult to use, CRM will have little impact on performance and on fulfilling its strategic objectives (Avlontis and Panagopoulous, 2005). The above cultural impacts on CRM use are indicative of a clear correlation between the type of organisational culture and IT performance (Davis, 1989; Avlontis and Panagopoulous, 2005). Literature indicates that retail organisations (particularly management spearheading/championing CRM) must nurture a communal CRM culture through an environment of teamwork, innovation, trust and a receptiveness towards CRM technology in order to ensure its embracement throughout the organisation (Avlontis and Panagopoulous, 2005:Van Bentum, 2005). an appropriate cultural foundation, is prerequisite to CRM success. SECTION 3: CONCLUSIONS RECOMMENDATIONS This report has sought to examine CRMs impact on information use and strategy in the retail sector, revealing some of the reasons was as to why CRM projects fail and recommendations to capitalise on CRM potential. The reports main findings and recommendations are summarised below: 3.1 KEY FINDINGS 1. CRM technology has significantly impacted the relationship between data, information and knowledge and their use in the retail industry. Data and information are now used as a source of competitive advantage. Knowledge is now seen as a resource through retention and sharing. 2. Strategic alignment is a critical for CRM success. 3. There are numerous barriers to successful CRM often attributable to a strategic misalignment (summarised in appendix figure 2). 3.2 RECCOMENDATIONS 1. A holistic perspective towards CRM implementation and strategic alignment between CRM and the organisations strategy, structure, individuals and culture is a critical for CRM success (Scott-Morton, 1991; Macredie, et al. 1998; Bull, 2003). 2. A CRM strategy, outlining its strategic objectives and a clear plan for integrating it into the organisations business processes and systems are perquisites for any successful CRM implementation project. 3. Understanding data needs and how the data will be used to extract information and elicit knowledge to increase profitability is critical. 4. Organisational agility to adapt to contextual factors such as new CRM technology is essential. De-structural changes in specific departments such as implementing flatter structures, introducing cross-functional teams and lateral communication channels is more suited to unlocking CRM potential (Lorrimar, 1999; Mabey, Saloman and Storey, 2001). 5. Organisational peoples role in how CRM is used is a major determinant of its success (McNally, 2007). Tailored recruitment and training programs to foster the right CRM competencies supported with an effective incentive system are critical (Avlontis and Panagopoulous, 2005). A communal organisational culture emphasising a strong customer orientation, teamwork, empowerment, communication, innovation, accurate expectations regarding system usage and a receptiveness towards new technology is crucial to elicit employee commitment to CRM (Van Bentum, 2005). APPENDIX * Open focussing on technical-requirements reather than on the business strategy and organisations needs (McLuhan, 2001; Ramsey, 2003) * Lack of cross functional coordination (McLuhan, 2001) * Failure to support monitor and evaluate CRM performance (McLuhan, 2001; Bull, 2003) * Failure to approach CRM implementation from a holistic approach (McLuhan, 2001; Bull, 2003) * An unreceptive organisational culture to technological change (Kotorov, 2003) and sub cultures displaying resistance and an unwillingness to change and adapt to how CRM fits into their working duties acts as a barrier to unlocking CRM potential (Leverick, et al. 1998) * An unwillingness to share information and knowledge as inhibiting CRM potential (Kotorov, 2003; Pavlovets, 2005)

Compairing the Websites of Dell Computer and Compaq Computer :: Compare Direct Marketing Websites

Compairing the Websites of Dell Computer and Compaq Computer In the exploding world of e-commerce, the ability of a company to attract customers using websites is critical for the company’s success. The use of the website by two computer manufacturers, Dell and Compaq, is evidence of this fact. Dell is the forerunner in the direct marketing of computers to customers via the Internet. As the success of Dell’s marketing approach became apparent, other computer companies such as Compaq have tried to market their product directly via the Internet as well. In evaluating the Dell and Compaq computer websites, several areas had to be assessed and compared for their effectiveness in promoting the product. The four main areas included in the evaluation of the websites were the target audiences for each company, the style chosen for the website, the content of each website, and the structure of each website. However, the experience of Dell in direct marketing has allowed them to create a website that is more effective for a wide customer b ase than the Compaq website is. The first area of evaluation was the comparison of the target markets for both Dell and Compaq. In evaluating the Dell homepage, the target audience was determined to be businesses and government institutions. The Dell homepage contains five links to other areas of the website, one each for small businesses, large businesses/healthcare, education, government, and home/home office. In splitting the business into four categories, the emphasis Dell places on business customers is evident and identifies its target audience as predominately business and government customers. However, Dell is obviously vying for individual computer sales to homes and consumers. In addition, in examining the Dell homepage, the target audience can also be identified as customers who are users of the Internet, as Dell does not sell computers in stores. Dell is a direct retailer of computers and uses the Internet as its primary source for customers to place orders, although Dell does allow for phone sales as w ell. In contrast, examination of the Compaq homepage identifies the primary target audience of Compaq to be home computer users. Compaq advertises discounted computer models directly on its homepage, creating a sense that Compaq is attracting home users since home users tend to shop for computer deals. Businesses on the other hand, tend to obtain their discounts by purchasing computers in bulk quantities. However, Compaq is seeking business customers as evidenced by its links for small and medium businesses, enterprise businesses, government institutions, and educational institutions.

Duties of your own work Essay

Ensure all children are safe and happy within the setting. Keeping walk ways, fire exits and doorways clear. Doing regular risk assessment checks throughout ­Ã‚ ­ the day (bye eye). Risk assessment check of the garden before going out. Making sure none of the toys are damaged or broken. EYFS Making sure the EYFS is followed when carrying out monthly spot obs, and when having input in the planning. 1.2 Explain expectations about own work role as expressed in relevant standards. As a practitioner my expectations should be to become a valuable practitioner, to be reliable and be able build good relationships with children and parent carers. Encourage the children in the setting to play whilst learning, and have our children’s best interests at heart for example physical activities and outings will help them to enjoy their growth in knowledge and assist them to expand on their development as a whole. Also I to be able to work with other staff members and parent/carers to support the children, so that the children will feel confident and able boost up their  self-esteem, and this will also help them in their future, and prepare them for when they move onto school or in my case the next room up. Also the expectations that are to be done in my setting at a relevant standard is to supervise the children this plays a big role in child protection Act and health and safety policy. As a practitioner I should always watch the children closely to prevent and reduce any type of injury to the children. Children often challenge their own abilities but are not always able to recognise the risks involved, as a practitioner I should always supervise the children to be able to identify any risks and minimise injury at all times while still encouraging the children to take their own risk. 2.1 Explain the importance of reflective practice in continuously improving the quality of the service provided. It is important to use reflective practise as it can improve your own work and make you consider ways of improving the things you do on a day to day basis. In order to reflect on your own practice, you need to be able to question what you do and think about it rather than just doing it. You can do this by observing how the children react to the activity, and how other have had input. Where you feel you have done well you should consider what skills, knowledge or practice you have used to help you achieve this. You can also ask others for example you room leader for input and ask what they think you did well and what you can improve on. Once you have been give this input you should think about what you need to do to improve. The way you might approach reflecting on your own practice could be to observe the children before you do an activity this can enable you to learn from the children and help you get a good idea of what the children are interested in and also the way they engage wi th other children. You should also be aware of and focus on the issues in hand for example things cannot be running smoothly because of issues as small as the daily routine having a minor issue such as the timings been just out, we should work on these problems as a setting rather than seeing them as just a small problem. Seek out alternatives, if you do not have something you need then don’t panic there is always an alternative you can use. Panicking can cause the children to feel distress and this in turn can cause the children to leave the activity. Also viewing things from a different perspective can help, if you view  things from the children’s perspective can help you experience how the children view the activities, also standing over Someone else’s activities can help you view the way you see how your own activity or went wrong. 2.3 describe how own believes, values and experiences may affect working practices. Your own believe systems, values and experiences can affect your working practices in a good and bad ways for example I believe that no matter what race, religion or background a child comes from they should all be treated as equals and we should follow what the parents would like us too, this can include dietary requirements, clothing, sayings before and after meals for example in my nursery we have some parents that would like us to say please and thank in Punjab. Whereas your own experiences can have an adverse effect on your working practice, for example as a child I was never aloud pudding until i had finished my meal, whereas at work I have to give the child their pudding regardless as to whether the child eats the main meal or not. 4.1 Identify sources of support for planning and reviewing my own development. The sources of support for planning and reviewing my own development are Nikol – manager Nikol helps me review my own development by giving me feedback on a daily basis. Nikol helps me by reviewing my practice and speaking to me when she sees something aren’t quite right and telling me how to handle things the next time round. I also have monthly appraisals with nikol when we talk about how I feel in the work place and how Nikol thinks I could improve and what I’m doing well in, Ema – Room Leader Ema helps me with my development by allowing me to set out my own activities and giving me giving me feedback after each activity. Ema allows me to put up displays and have input into the planning. Ema also gives me praise on a  daily basis. Ema also helps me when I’m unsure on something like what to write for observations or how to link the planning to the EYFS. Hayley – Tutor Hayley helps me with my own development by reviewing my work and giving me feedback on how to make it better. Hayley also plans observations to observe my work within the setting. Parents My parents help me to plan my future steps like uni and talk to me about where I want my studies to take me. My parents also push me to achieve my goals It good to have more than one source of support as everyone’s advice is different and some sources can provide more support in certain areas than others. It’s also good to have more than one source of support as that one source of support is not always available to help. When I was doing a display at work I was struggling to write the EYFS for the display I had just done I asked Ema for support on how to write this. Ema gave me the EYFS Someone else had done as a guide she also showed me which aspects of the EYFS to use to guide me. I felt a lot better after asking for help it made me feel that I could always ask for help when needed and that there was the support I needed.

International Business: Doing business in another country Essay

1.0 INTRODUCTION This report will investigate the viability of â€Å"Aussie Boardies† expanding its business overseas. The potential country chosen is India. This country will be analysed with its business protocol, communication and cultural differences. The report will also investigate the strengths and weaknesses of setting up business in India and make comparisons to Australian business ethics. An informed recommendation will be made based upon evidence within the report in relation to establishing an overseas branch. 2.0 GENERAL FACTS 2.1 CLIMATE India’s climate and weather are varied depending on the relevant region; the three main regions are the Northern Plains, Central India and the Southern region. The Northern Plains have cities like New Delhi that experience extreme ranges of temperature and are very prone to monsoons during the monsoon season (June to September). Central India consists of hot and dry weather but temperature drops at night. It is the most monsoon prone in all of India during the monsoon season. The southern region of India has generally high humidity throughout the year and relatively low rainfall. The southern region of India’s climate is the most similar to the Gold Coast as they are both tropical and generally high temperatures throughout the year (see Appendix 2). 2.2 GEOGRAPHIC LOCATION India occupies most of the Indian subcontinent in Southern Asia. Its western border consists of only Pakistan and the eastern border is Bangladesh (see Appendix 1). The town of Chennai located on India’s south eastern coast would be the optimal place to set up â€Å"Aussie Boardies†. Chennai’s beaches are similar to the Gold Coast, and are the main tourist attraction. Thus, the demand for swimwear would be higher in that area. Therefore, this will be the optimal area in India to set up a branch of â€Å"Aussie Boardies†. The  distance from Australia to India is evident in appendix 6, as it is 7822.21km apart from Australia. 2.3 LIFESTYLE India is one of the most diverse countries, with an incredibly large mixture of races and hundreds of different languages spoken. Many aspects of the western lifestyle have been embraced in India in modern day. Foods are liked by the different areas of India but vegetables, pulses and rice are very much liked by all Indians. The people who live near the oceans diet consist mainly of fish as they are mostly fisherman. The Indian clothing is still traditional at its core, with many women wearing the Sari (Appendix 3). However, swimwear is the same as contemporary western styles, making â€Å"Aussie Boardies† have more relevance in the Indian society. 2.4 RELIGION As Appendix 4 shows, the main religion of India is Hinduism, with Islam as a minority. 2.5 FLAG The flag of India sports 3 coloured lines being, Saffron (top), white (middle) and India green (bottom). In the centre is the design of Ashoka Shakra in navy blue. 3.0 ECONOMIC/POLITICAL DETAILS 3.1 DEMOCRACY, MONARCHY, DICTATORSHIP India’s constitution describes the nation as a â€Å"sovereign socialist secular democratic republic†. (see Appendix 5) Politics of India take place within a constitution. India is a federal parliamentary democratic republic in which the President of India is head of state and the Prime Minister of India is the head of government. The political structure of India is similar to  Australia, as they are both democracies and operate within a constitutional framework. 3.2 POLITICAL ISSUES The social issues of India include a lack of homogeneity which naturally sees certain social groups being discriminated against base upon religion, race etc. Economic issues like unemployment, poverty and economic development are also a concern in India. (The Economic Times, 2014) Unemployment effectively hurts the country as it reduces productivity, therefore reducing the GDP. Also, with less people in gainful employment, the nation’s economy won’t be as active through less expenditure. This will effectively reduce the cash supply within the economy and strengthen the value of the currency, as it will deflate. A strengthening of the Indian currency will be very beneficial towards domestic business, as the currency is valuable, making a branch in â€Å"Aussie Boardies† a good investment by acquiring Indian assets. 3,3 GROSS DOMESTIC PRODUCT India is the world’s tenth largest economy and the second most populous. The most important and the fastest growing sector of Indian economy are services. Trade, hotels, transport and communication; financing, insurance, real estate and business services and community, social and personal services account for more than 60 percent of GDP. GDP (Gross domestic product) is an economic indicator that is measured by the final output of goods and services produced by a country within a certain period of time. It is typically used as the main economic indicator when reviewing a countries economic status. (Investorwords.com, 2014) The GDP value of India represents 2.97% of the world economy. India’s GDP is currently $1841.7 billion, which has seen a steady growth since 2010. (See appendix 8) The GDP growth rate of India expanded by 0.6% at the end of the 2013 quarter, as shown by appendix 9. This steady increase of GDP will increase the confidence of businesses, as the rising rate of GDP guarantees a stable economy. It would be recommended to set up a branch of â€Å"Aussie Bardies† in India at this time as the growth rate of GDP is seeing no fluctuations, indicating a healthy  economy. 3.4 WORKPLACE ISSUES Unemployment is measured by the amount of people who are out of work and are actively seeking employment. (Pettinger, 2010) The rate of unemployment is a key economic indicator to the health of an economy. India’s current unemployment rate is 3.8%, as appendix 10 shows; unemployment has seen a rapid decline in the past 3 years, from 9.4% to 3.8%. This low unemployment also encompasses children, as child labour is a big issue in India. The main cause of this compulsory child labour is no education and a high amount of poverty. (ilo.org, 2014) A 2011 UNICEF report showed that in India, 28 million children under the age of 14 were engaged in child labour. (Digitaljournal.com, 2014) This can potentially be beneficial to branching â€Å"Aussie Boardies† to India as it can assist in hiring child employees as they don’t require an adult’s income, and need the work, making it a mutually benign arrangement. 4.0 TRAVEL INFORMATION 4.1 TIME DIFFERENCE As appendix 11 shows, India is 3 hours 15 minutes behind Australia. If you were to set up an international conference, it would have to be ahead to ensure it is between the working times in India. 4.2 CURRENCY The Indian rupee (INR) is the official currency of India. As appendix 12 shows, 1 Australian dollar can purchase 55.16 Indian rupees. As India’s inflation has seen a steady trend of decreasing, this will increase the purchasing power and value of the Indian currency, thus making it a good investment to set up an the Australian â€Å"Aussie Boardies† branch in India. (See appendix 7) 4.3 LANGUAGE As appendix 13 shows, there are many different languages spoken in India. The official language spoken is Hindi along with English and French as minorities. If the Australian business was to set up a branch in India, a translator would probably not be needed as some of the population would know English. This would make communication with the local customers a lot more efficient within the established branch of â€Å"Aussie Boardies†. 5.0 CULTURE AND CUSTOM 5.1 COMMUNICATION STYLES As India is part of Asia, their communication styles are very similar to that of Asians. Likewise with many Asians, Indians consider it extremely troublesome to say â€Å"no† – feeling that to do so might be hostile and lead to harmful towards future relationships. Accordingly, when confronted with difference, Indians are likely to express dubiousness and lack of commitment. (Worldbusinessculture.com, 2014) This is a polar opposite to how Australians communicate, being western in their communication style. Australians are confronting and to the point, they will express how they feel and aren’t afraid of declining. Australia has alot of slang that other cultures would not understand and should be weary not to use it to avoid miscommunication. In India, a nonverbal form of greeting is to bow slightly with palms together. Australia’s form of nonverbal communication is shaking hands as per usual with western culture. 5.2 SOCIAL BEHAVIOUR Indians want to work with those they know. Numerous organizations are family run and may utilize numerous family members, since it is accepted that you can trust family over all others. Indeed in multi-national organizations, it is normal for one relative to be contracted and, assuming that it works out, recommend that cousins, siblings, or different relatives discover occupation there, as well. (Rw-3.com, 2007) This is less prominent in Australia as they  value friendship or â€Å"mateship† rather than families when doing business. The value of modesty is emphasised in India, as boasting about ones achievements is considered rude. This is similar in Australia, as pretentiousness is loathed and authenticity is appreciated. 5.3 ETIQUIETTE In India, business meetings are more casual when it comes to scheduling and dont need much lead time. Scheduling is recommended to be carried out through telephone or letter. It is good to set up a meeting between October and March to avoid the heat and monsoon seasons. (Kwintessential.co.uk, 2014) Also be considerate of the numerous religious holidays in India. When entering a meeting room, it is conventional to greet the most senior member first. In Australia, the hierarchy is based on the position rather than the age. When doing business in India, business cards should be exchanged at the first meeting. It is a good idea to have it translated in Hindi as well as English on one side as an indication of respect rather than linguistic need. (Intercultures.ca, 2014)When giving your business card to someone you should present it with your right hand and have it face up with the text facing the recipient so they can read it as you hand it to them. Likewise, it is convention to receive it with your right as the left hand is considered unclean in India. Also, putting the business card in your back pocket is considered rude, as you should put it in your wallet to signify prosperity. Australia is indifferent to how someone receives the business card as it is more of the contents of the card that matters. 5.4 STATUS, RANK AND POWER India is a male dominated society, making the status of women in business fairly low. Foreign women don thave issues being accepted in India, but Indian women are usually discriminated against. Although it might be hard for a woman in India to be in a higher position, it still occurs and they are treated with the same respect as a male in that position. Australia has gender equality and doesn’t discriminate, as women have the exact same opportunity as men within business. In India, senior members of the business  are usually revered and are in higher positions. This is contrary to Australia as age is respected, but not to that magnitude; with experience and status valued more. 5.5 DECISION MAKING Business negotiating in India is non-confrontational and it is uncommon for fellow peers to disagree. Decisions are usually made by the person with the highest authority and rarely any discourse occurs in challenging the decision. (Indiahorizonz.com,2014) The process of decision making is slow paced and it is honourable to show patience. Losing your temper out of impatience is looked down upon, making you unworthy of respect and trust. With Australia preferring to sign legal documents and contracts in the knowledge that there is equity in the law for justice should an agreement be broken. Indians wouldn’t appear over legalistic in agreements as they do not trust the legal system. Generally speaking, one’s word is sufficient to reach an agreement and is considered a reflection of their integrity. When decisions are made or negotiations are successful, they are often celebrated with a meal. 5.6 GRATUITIES Indians believe that gift giving signifies an easing transition into the next life. (Kwintessential.co.uk, 2014) It is recommended to not give expensive or cash gifts, as they can be considered a bribe in a business context but are suitable for family and close friends on special occasions. Gift-giving in Australia is generally not part of the business culture, as minor gifts would only be given at business parties of wine or chocolates. Be mindful in India to not have gifts that are meat or made of leather, as most Indians are Hindu or vegetarian, making a cows skin extremely offensive for them to look at. Gifts should be wrapped using primary colours as any black/white wrapping is considered unlucky. 6.0 RECOMMENDATIOBN Based on the impact of various distinctive elements it can be confidently stated that establishing a branch of Aussie Boardies in India has some risks, but is outweighed by the significant amount of benefits. The climate in the southern part of India’s climate has many similarities to the Gold Coast in which Aussie Boardies is located as it has high temperatures and is generally tropical. The optimal area of India to set up business would be the town of Chennai. Located on India’s south eastern coast, Chennai’s beaches are similar to the Gold Coast, and are the main tourist attraction. Thus, the demand for swimwear would be higher in that area. India is seeing a transition into a first world country with increased development as India is very stable with a booming rise in GDP and a fairly low unemployment, thus setting up a business at this time would be encouraged. The Indian currency is also seeing a strengthening through deflation; this is good for an Australian business as the exchange rates are very high with Australian currency which could see potential profits with an investment of Indian assets. Child labour is a prominent issue in India; however, this labour is not forced and is a result of high poverty and low education. This can potentially be beneficial to branching â€Å"Aussie Boardies† to India as it can assist in hiring child employees as they don’t require an adult’s income, and need the work, making it a mutually benign arrangement. As one of the official language used in business is English in India, this lowers a communication barrier with most of the population speaking English. The social and business etiquettes of Australia and India are diverse but Indians are usually accepting of the cultural differences and are open minded about them. Although, many of the core business protocols are similar and the re isn’t any radical changes. 7.0 CONCLUSION Considering the analysis of the viability of expanding the business â€Å"Aussie Boardies† overseas, there are many positive factors. Based on the evidence of the stable economic outlook of India, business protocols, communication and cultural differences, expanding business overseas is highly recommended.

Grad school essay Essays

Grad school essay Essays Grad school essay Essay Grad school essay Essay Leadership development program David Jackson is a board member and graduate of Leadership Prince Georges Inc., which is a Non-Profit Leadership Organization that mainly supports community leaders for the core purpose of refining and improving their leadership abilities. As the Chairman of the Board of Directors and Facilitator of the course, I first met David during the leadership development program. In the program, David was acting as a participant and myself was a board member where I was actively involved on embarking a number of community projects. Although the leadership development training program involved many other things, Davids role in it was considerable definite. He was involved in vigorous participating focus that helped the participants in a number of ways. For instance, he mainly focused on increasing understanding to their self through self-reflection, and challenging the boundaries of personal beliefs in order to encourage growth and create more effective leadership. During the progress of the course, it was evident that David possessed distinctive ability to meet and overcome challenges to his personal beliefs as an individual and also as part of the team. Throughout each of the training modules, David had the opportunity to provide and receive feedback to myself as the facilitator, and from other instructors, classmates, and work colleagues. David was always engaged, had a teachable attitude, and received constructive criticism with a positive attitude, which is good for every individual who is open minded. Home health agency I can ascertain to everyone that I have known David to be an individual who is highly committed to his own development through the taking of the leadership course, as well as seeking to enroll in other current course or other business and training courses. Moreover, I have also known him to be committed to his own physical development, which he has easily achieved through healthy eating and exercise. He is always ready to share advice and information on how one can keep fit to any individual who is interested in : Therefore, in conclusion, I can comfortably state that David is always willing to help others with advice about improving their own health and well-being. He owns and operates a home health agency, and volunteers in various community organizations such as the American Heart Association, the Prince Georges County Healthcare Action Coalition, INOVA Mt Vernon Hospital. He is also engaged serves on various boards such as Leadership Prince George;s, Prince George;s Chamber of Commerce and Reid Temple Trustees. ; ; ;

Management of change at BNP Paribas

Management of change at BNP Paribas A descriptive case study of BNP Paribas BNP Paribas S.A. is a major global banking company that was formed way back in the year 2000 from a merger between Paribas and the Banque Nationale de Paris (BNP). It has two headquarters, a global one based in London and another in Paris. The merger was lauded for having reduced unhealthy competition and increased service delivery in the banking industry all over the world.Advertising We will write a custom case study sample on Management of change at BNP Paribas specifically for you for only $16.05 $11/page Learn More Its continuous successful performance and current policy status are attributed to the main objective of serving its retail end of the market while widening its investment base throughout the world. Through its leadership, it has been able to diversify its service and products portfolio to the consumers all over the globe making it to be ranked as a major bank in terms of provisions. The same ranking in 2011 revealed that the measurement of its total assets was US$ 2.670 trillion. Despite the global crisis of 2007-2009, the bank was able to make massive profits of about â‚ ¬3 billion and â‚ ¬5.8 billion in 2008 and 2009 respectively. Other sources also reveal that the bank has several interests in investment solutions, corporate and investment banking as well as retail banking as its strategic business units which have helped it rise above other market competitors in terms of performance. In addition, it has four domestic markets namely Luxemburg, Belgium, Italy and France. Its retail operations are found in almost all the continents of the world. In terms of revolutionizing its operations, the management team at BNP Paribus has in the previous months focused on management of change as one of the most important aspects of enhancing its performance both at local and international levels. Management of change in leadership has given the bank an opportunity to improve its servic e delivery while focusing on the goal of raising overall profitability. Surveys on the bank reveal that its leadership has embarked on the process of management of change especially in the area of management to enhance performance. This company has been one of the leading banks in the provision of consumer financial services, investment banking, commercial banking and small scale businesses, processing financial transactions, private equity and assets management as shall be noted in its case study in relation to management of change.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Effective leadership at BNP Paribas has remained one of the most remarkable models that have brought out the much needed organizational change. This has been through the creation of favorable working environment, moderation of organizational operations and staff motivation that are all aimed at atta ining organizational goals. The leadership practice in this bank has continued to be outstanding in driving the organization towards change and linking its operations to long-term objectives. One would agree from past surveys that its leadership has indeed been the driving force for the much needed organizational change and is quite crucial in defining its effectiveness in terms asset management. Needless to say, the ability by the management of the bank to spearhead positive change in the operations of the bank has been invaluable. It goes without saying that its regular positive change in leadership strategies has seen the organization thriving where others have fallen. Since its inception, the management at BNP Paribas has been concerned with the need to foster change. Its leadership has been inherently value-based and has developed close ties with staff and stakeholders making it a group process. The enormous successes the bank has enjoyed are highly credited on leadership, chan ge and professionalism employed at all levels of its operations. This growth has been maintained through well founded change management strategies used in recruitment and selection of the different staff, shared values and systems, therefore serving as a major link between performance and practical skills. Through its leadership, the bank has emphasized on the need to maintain high quality levels of services to employees and the diversification of products and services as core factors in maintaining a competitive advantage in the fast changing global market. Emerging difficulties –leadership and management problems Leadership issues The report by the Worldwide Nicosia Business Review dated May 24, 2012 brings out one of the major issues facing BNP Paribas as leadership challenge. The bank has been blamed for using low-key leaders to run its operations in spite the fact that it has recorded significant growth in the past few years.Advertising We will write a custom cas e study sample on Management of change at BNP Paribas specifically for you for only $16.05 $11/page Learn More Nonetheless, it is imperative to note that some of the loopholes in its leadership structure may not yield immediate visible impacts but may take quite a considerable length of time before such effects are realized. Even though its performance has been steady in the last few years, its leadership has never been able to competently effect necessary changes in terms of systems, building cohesion among its diverse workers and policies. The calls for change among its stakeholders could perhaps be the reason why there was an earlier than expected departure of its former leader Michael Pebereau. His departure came after the realization that under his leadership as well as the market position of the company was not going to improve in the foreseeable future. Ineffective teamwork and discrimination The management approach that BNP Paribas has been using is based o n diversity, a consideration which has seen it employ over 205,300 employees from 160 nationalities in the 84 countries where its offices are located. Even with its ambitions, commitment, creativity and responsiveness, its team of leadership has not been efficient in establishing strong working network. One would sharply disagree with this argument on the basis that the bank has embraced corporate values and opted to work through groups to attain success. While that may be true, it still falls short of reflecting teamwork, a factor seen in its constant discrimination troubles featuring among its 30 operational risks. Lack of team work is a critical challenge at BNP Paribas and might greatly affect the realization of its vision, objectives and long term goals. Teamwork is a critical component and a tool which the bank has not fully established and which when employed, can enhance performance and work success. While its leadership understands the need to foster teamwork as a process o f change and achieve established objectives, it has not been able to carry out its operations effectively due to issues of team dynamics.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Areas that need change Structure One of the areas that require immediate change interventions at BNP Paribas is its leadership structure. An effective leadership structure within BNP Paribas will improve the level of productivity by encouraging efficient and effective work. It is important to note that it is growing faster and becoming more complex. As such, it endeavors to catch up with the growing complexity of market trends. Its leadership understands and acknowledges the fact that better and efficient provision of services is important towards growth. Using McKinsey 7s model, the structure of an organization which represents how units of an organization relate is critical in enhancing performance. BNP Paribas organizational structure should comprise that which incorporates speed in decision making, increasing the flow of information in and out of the banking environment and offering mobility and value to all its workers. One cannot doubt the effectiveness of leadership at BNP Pa ribas, but cannot also fail to admit that its leadership structure has not been keen on ensuring a top-down functional division, networking and organization of effective working systems. As matter of fact, it is imperative to mention that for effective management of organizational resources including human capital demands good leadership roles within various departments of an organization. As it is the case with PNB Paribas at present, it is clearly evident that there are myriads of missing links in the leadership structure of the organization which ought to be addressed if positive growth is to be realized. While the current leadership structure at BNP Paribas is decentralized and quite active, it should have a strong structure, as this will make it more competent and will form the organization’s greatest asset. Its leadership structure should represent how well the organization can execute its strategies. There is need for a strong establishment of the existing leadership s tructure with competent leaders and the elimination of low key leaders. A poor leadership structure full of low-keyed leaders negatively impacts on organizational performance. It is without doubt that the current management at BNP Paribas has a strenuous task of making sure that it maintains brilliant market performance while at the same time harmonizes its workforce in a manner that will boost the morale of employees. While balancing between the two extremes may be a cumbersome duty, it is worth to note that it can still be achieved by proper restructuring of leadership of various departments. It is imperative for leaders at BNP Paribas to develop knowledge on leadership styles that will create change and curb the challenges posed by discriminatory practices. In order to strengthen the competitive position BNP Paribas has, proper and efficient leadership structures should be put in place. Through changing and strengthening leadership structures, BNP Paribus will be able to establis h new competitive structural abilities that will boost its global image. This will also see to it that its International participation via virtual management systems and modernization of the new branches in other countries contribute towards great success. Its success requires high level and dynamic orientation of the management structures in order to overcome the stiff competition. Flexibility in the management of all the departments of the bank should be clear for international outlook and profits to be realized (Valentine 2012, p.41). Strategy Strategic leadership as a means of change remains one of the important ways through which BNP Paribas can remain progressive in terms of planning, performance and resource allocation, and be responsive to the market. Strategy, from the 7s model focuses on the allocation of resources which may be scarce and focusing on customers, competition and the business environment with a mission of reaching identified goals. Being strategic at BNP Pari bas leadership is critical in the management of change bearing in mind that it will act as a strong force that will continuously reenergize diverse workforce, refresh the informal and formal systems of the organization and propel it to a higher level. Without strategic leadership, management of change and subsequent continuity in BNP Paribas, productivity and profitability will be an elusive practice. Indeed, in spite of the massive studies directed at re-evaluating management of change in the banking sector, without strategic leadership, banks fail to make great advances in implementing change. This scenario has been noted as a common case in the banking industry. Having enjoyed a long period of continued profitability, the leadership of BNP Paribus should be aware of the need to restructure itself strategically as part and parcel of capturing diverse marketing opportunities and also counter emerging uncertainties. Therefore, there is need for it to have its strategies centered on a strong change process aimed at decentralizing its structures and creating newer units in its operations to accelerate growth. In addition, this change process needs to involve all departments, encourage them to liaise with other structures and work together in enhancing service provision, relaying of feedbacks and re-evaluation of progress. Skills and shared values Skills are distinctive capabilities which individuals or personnel in an organization possess at their disposal. On the other hand, shared values are attitudes and central beliefs the aforementioned members of an organization have. The development of skills among workers in BNP Paribas plays a crucial role of elevating performance levels to a position whereby an organization enjoys profitability. This practice of developing human capital is an attribute of strategic leadership. Implementing change in terms of developing skills among staff has been a model that has brought immense benefit to the business. At BNP Paribus, human capital is an integral factor which has continually boosted the capability and overall performance. In order to improve its output and limit low-key staff, the top leadership of this bank ought to organize training to enhance workers’ skills. Trained and adequately skilled workers will form the bank’s capital resource and will also be a source of gaining a competitive edge. Forming of development and training programs are some of the best strategies of developing human capital. This management of change model targets constructing a vision that is common to a firm will facilitate communication and helps in building skills. Besides, skill development programs will be critical in inculcating core values, enhancing social levels and promoting cohesion among the workforce. Staff and style Successful changes usually pick intensity and speed as they progress through different stages in the change process. BNP Paribas’ leaders must account for the new behavior an d cultural development in the institution by nurturing the tender change and avoiding identity crisis for different employees. Special cases must be addressed in the bank for slow learners to avoid drifting behind due to their inefficiency. Increased credibility of the employees and structures is therefore built on to anchor the change progress after establishing the short term win situations.Policies that do not cohere with the change process should either modified or dropped completely in order to maintain the direction of the vision. Assessment at this stage will be necessary to make sure that the overall services delivery and the expected results are attained alongside the short term individual attainment. Systems System in PNB Paribas is a critical component that encompasses routines, processes, and procedures an organization has. Its leaders must be in a position to align all the systems of an organization to meet organizational goals. At BNP Paribas, its leadership needs to c haracterize its systems to reflect the importance of managing assets, information systems, performance appraisal systems, promotion, hiring and financial systems for better performance. Some of the areas that were changed It is imperative to note that the leadership in BNP Paribas has been able to effect certain changes in areas of its operation. Notably, its profitability has been based on the ability to factor leadership changes in prevailing internal and external situations and infusing its mission with articulate objectivity of improved performance and high profitability. In light of staffing, skills and shared values, it has set up mechanisms for training, development, recruitment and employee selections based on critical outlook of the prevailing conditions and the balance between implications of the program’s effects to the employees. A sense of stability and decisiveness that focuses on the employees to a better future has been generated as a tool for maintaining comm itment and hard work. Questions What is the function of leadership in creating and managing change? Should the leadership of an organization involve change agents to implement organizational change? What impact has workers, staff and stakeholders in effecting change? Analyze the management of change using various theories. Main learning points One of the key learning points from the case study is that management of change in organizations remains to be a core practice that cannot be ignored if positive growth and performance is to be realized. In addition, the ability to manage change especially in regards to leadership within an organization stands out as an integral need in the banking industry. As noted in the case of PNB Paribas, low key leadership is a factor that has seen its growth slowdown compared to its former years. Thus, a sustainable growth and performance of an organization will largely depend on how well change is introduced, embraced and implemented within an organ ization. Another factor that has come out from the case study is that the role of strategic leadership in creating change sprouts from various driving forces which compel an organization to seek intrinsic outsets for improvements. This reflects the perspective which Albanese (2012, p. 13) holds in his article when quoting the change management model by Kurt Lewin’s and indicating that leadership must be flexible and anchored on a strong force to facilitate re-evaluation and acceptance and implementation of the ideology. This can also be implemented when both internal and external orientations of strategic leadership are considered. A further learning point from the case study mirrors, Cohen’s (2002 p. 53) sentiment from the model of organization change. He indicates that there is need for management of an organization to develop a desire for change before shifting to seek change in an organization. Under this model and with regards to the case study, it becomes clear t hat a leadership must be able to consider an organization’s internal and external factors and move towards implementing them. Besides, it reflects the connection that exists between strategic leadership, change management and innovation. Answers and discussions to questions on the case study What is the role of leadership in creating and managing change? Leadership according to Bielski (2005, p. 57) plays a critical role of providing direction, vision and opportunity for organizational change. It achieves this by evaluating performance of various departments and systems within an organization. In agreement, Toegel and Barsoux (2012, p. 55) indicate that leaders must become aware of change and the need to create it at any given time during the lifetime of an organization. This should be carefully articulated by being actively involved in the change process. Should the leadership of an organization involve change agents to implement organizational change? Clark (2012, p. 1) poi nts out that for an effective change to take place in an organization, all stakeholders, workers and departmental leaders in an organization must be included in defining change and its application. While change as noted in the case study is a crucial aspect which BNP Paribus needs.to improve its leadership and business operations, Hernandez-Lopez (2003, p. 180) is of the view that it should enhance involvement of all entities as agents of change. Hernandez-Lopez (2003, p. 180) continues to point out that in banking institutions, the changing and highly dynamic trends of various operations call for involvement of all workers as change agents for greater efficiencies in services delivery and asset management. This concurs with the view held by most management scholars who indicate that the participation of all entities as change agents is crucial in introducing fresh ideas and practices in leadership and organization management (Palmer, Dunford Akin 2009, p. 57). Kurt Lewin’s model of refreezing and freezing augments this consideration and presents all organizations including BNP Paribas as having enough potential for innovation, strategic leadership and change either to address their negative considerations or further enhance their positive outcomes. What impact has workers, staff and stakeholders in effecting change? Clark (2012, p. 1) is of the view that the staff, workers and stakeholders of an organization are critical entities of change management in the sense that they create the necessary forces for articulating an organization’s ideals in the market. Human resources management best practices theory as exemplified by Dave Ulrich seeks to create an intrinsic outset in the management of labor towards pre-established goals. Clark (2012, p. 1) and Streeter (2003, p. 60) therefore consider the implementation of these applications in an organization to have two key change implications that greatly count in staffing. Discuss some of the theories reflecting management of change in an organization Organization change theory Analysts are increasingly in agreement that one of the most important and inevitable concept in an organization is change management. In his theory of organization change, Kurt Lewin presents the model of freezing and refreezing in facilitating identity and acceptance of new systems. In their review of the theory, Janicijevic (2010, p. 98) and Hopkins (2009, p. 28) indicate that for an organization to realize its objectives, it needs to ensure that change is effectively articulated in areas or departments that are not performing. Janicijevic (2010, p. 98) and Hopkins (2009, p. 28) further indicate organizational change must be viewed as a point of raising an organization to its next level. Besides, they emphasize on the need to effect change by adhering to the established culture in an organization. Contingency theory This theory as Cohen (2002 p. 53) indicates advocates for diversity in managing organizat ions. Therefore, as majority of bank managers argue, the theory calls for analytical outset in making key decisions for guiding an organization. In view of the theory, human resource managers should be able to respond to internal and external forces through effective leadership practices (Jenkins, 2012). This view concurs with the argument posed by Johnson (2002, p. 8) that though organizations have their own pre-established standards in management; they should avoid rigidity by seeking a leadership that is flexible and accommodates new objectives and dynamic standards. This consideration is further echoed by Hopkins (2009, p. 28) who indicates that contingent change factors are especially very crucial in leadership practices. In recap, it is imperative to mention that management of change in organizations remains as a core practice that cannot be ignored if positive growth and performance is to be realized. In addition, the ability to manage change especially in regards to human re source development within an organization stands out as an integral need in the banking industry. In the case of PNB Paribas, the sustainable growth and performance of the organization will largely depend on how well change I introduced, embraced and implemented within the organization. This will be the only way through which effective leadership will translate to positive growth of the organization bearing in mind that the market competition in the banking industry is quite dynamic. References Albanese, C 2012, ‘Spotlight on Carl James, BNP Paribas Investment Partners’, FX Week, vol.12 no.4, pp. 12-13. Bielski, L 2005, ‘Getting front and center on security policies’, American Bankers Association. ABA Banking Journal vol. 97 no. 3, pp. 57-59. Clark, J 2012, ‘BNP Paribas rolls out single-dealer e-FX platform’, FX Week, vol. 12 no. 2, pp. 1-2. Cohen, D 2002, ‘Making change effective, American Bankers Association. ABA Banking Journal vol. 94 no. 12, pp. 53-55. Hernandez-Lopez , E 2003 ‘Bag wars and bank wars, the Gucci and Banque National de Paris hostile bids: European corporate culture responds to active shareholders’, Fordham Journal of Corporate Financial Law vol. 9 no. 1, pp.127-190. Hopkins, M 2009, ‘8 Reasons Sustainability Will Change Management (That You Never Thought of)’, MIT Sloan Management Review vol. 51 no. 1, pp. 27-30. Janicijevic, N 2010, ‘Business processes in organizational diagnosis’, Management : Journal of Contemporary Management Issues vol. 15 no. 2, pp. 85-106. Jenkins, P 2012, Low-key leaders may unlock new problems for banks, Johnson, L 2002, ‘Issue selling in the organization’ MIT Sloan Management Review vol. 43 no. 3, pp. 8-9. Palmer I, Dunford R Akin G 2009, Managing Organizational Change A Multiple Perspective Approach, McGraw Hill, Boston. Streeter, B 2003, ‘Sweet deal’, American Bankers Association. ABA Banking Journal vol. 95 no. 11, pp. 69-74. Toegel, G Barsoux, J 2012, ‘How to become a better leader’. MIT Sloan Management Review vol.53 no. 3, pp. 51-60. Valentine, L 2012, ‘Wealth management: revenue solution? American Bankers Association. ABA Banking Journal vol.104 no. 3, pp. 40-44.

Examples of Diacritical Marks

Examples of Diacritical Marks In phonetics, a diacritical mark is a  glyph- or symbol- added to a letter that alters its sense, function, or pronunciation. It is also known as a diacritic or an accent mark. A  diacritical mark is a point, sign, or squiggle added or attached to a letter or character to indicate appropriate stress, special pronunciation, or unusual sounds not common in the Roman alphabet, according to  L. Kip  Wheeler, a professor at Carson-Newman University in Tennessee. Purpose While diacritical marks are more common in foreign languages, you do encounter them quite often in English. For example, diacritics are often used with  certain French loanwords,  words  that are imported into one  language  from another language. Cafà © and clichà ©Ã‚  are loanwords  from French that contain a diacritical mark called an acute accent, which helps indicate how the  final  e  is pronounced. Diacritical marks are used in dozens of other foreign languages, including  Afrikaans, Arabic, Hebrew,  Filipino, Finnish, Greek, Galician, Irish, Italian, Spanish, and Welsh. These marks can change not only the pronunciation but also the meaning of a word. One example in English is rà ©sumà © or resumà © versus resume. The first two terms are nouns that mean  curriculum vitae, while the second is a verb meaning to return to or begin again.   Diacritical Marks in English There are literally dozens of diacritical marks, but it is helpful to learn the basic diacritics in English, as well as their functions. Some of the marks and explanations are adapted from a  list of diacritical marks  created by Professor Wheeler. Diacritical Mark Purpose Examples Acute accent Used with certain French loanwords cafà ©, clichà © Apostrophe * Indicates possession or the omission of a letter children's, don't Cedilla Attached to the bottom of the letter c in French loanwords, indicating a soft c faà §ade Circumflex accent Indicates reduced primary stress à ©levtor à ´pertor Diaeresis or Umlaut Used with certain names and words as a guide to pronunciation Chloà «, Brontà «, coà ¶perate, naà ¯ve Grave accent Occasionally used in poetry to indicate that a normally silent vowel should be pronounced learnà ¨d Macron or Stress Mark A dictionary notation to signify "long" vowel sounds pÄ dÄ  for payday Tilde In Spanish loan words, the tilde indicates a /y/ sound added to a consonant. caà ±on or pià ±a colada Tilde In Portuguese loanwords, the tilde indicates nasalized vowels. So Paulo *Because marks of punctuation arent added to letters, theyre generally not regarded as diacritics. However, an exception is sometimes made for apostrophes. Examples of Diacritics Diacritical marks are plentiful in English-language articles and books. Writers and  lexicographers  have used the marks to great advantage over the years as these examples show: Acute accent:  Feluda handed over the blue  attachà © case  before he sat down.- Satyajit Ray, The Complete Adventures of Feluda Apostrophe: Lets go down to my house and have some more fun,  Nancy said. Mother wont let us, I said. Its too late now. Dont bother her, Nancy said.- William Faulkner, That Evening Sun Go Down. The American Mercury, 1931 Diaeresis  or Umlaut:  Five young activists were voted into office, bringing political validation to a youth-driven movement dismissed by establishment elders as naà ¯ve, unschooled, and untenable.- Youthquake. Time,   Oct. 6, 2016 Grave accent:  Margret stood in her chamber;Shed sewn a silken seam.She lookà ¨d east an she lookà ¨d west,An  she saw those woods grow green.Tam Lin, The Traditional Tunes of the Child Ballads Macron: neighbornoun  Ã‚  neigh ·bor   \ˈnÄ -bÉ™r\- Merriam-Websters Collegiate Dictionary, 11th ed., 2009 Diacritics in Foreign Languages As noted, there are literally dozens of diacritical marks in foreign languages. Wheeler gives these examples: Swedish and Norse words may also use the circle marking above certain vowels (à ¥), and Czechoslovakian words may use the hacek  (ˆ), a wedge-shaped symbol to indicate a ch sound as in English chill. But unless you learn- or at least develop a proficiency- in those languages, you wont know how to read the words and letters altered by diacritical marks. You should, however, learn where these marks have become common in English- and where they have been dropped, notes  Shelley Townsend-Hudson in The Christian Writers Manual of Style. It can be tricky to know when to retain the diacritical marks, she says: The language is in flux. It is becoming more common, for example, to see the acute accent and diacritics being dropped from the words  clichà ©, cafà ©, and  naà ¯ve- thus,  cliche, cafe, and  naive. But dropping diacritical marks can change the meaning of a word. Townsend-Hudson argues that in many cases you should retain these crucial marks, particularly various accents, to ensure you are referring to the correct word, such as  pà ¢tà ©Ã‚  instead of  pate: The first use means  a spread of finely chopped or pureed seasoned meat, while the second refers the crown of the head- certainly a great difference in meaning. Diacritical marks are also important when you are referring to foreign place names, such as  So Paulo, Gà ¶ttingen, and  Cà ³rdoba  and personal names such as  Salvador Dalà ­, Molià ¨re, and  Karel ÄÅ'apek, she notes. Understanding diacritical marks is the key, then, to correctly identifying and even using many of the foreign words that have migrated into the English language.

The Indispensability of Business Simulation Exercise Essay

The Indispensability of Business Simulation Exercise - Essay Example The team has not worked well as it was expected to. There has been a lack of cohesion, lack of a collective attitude and members have rarely communicated to share on individuals’ progress and challenges that have faced them in the simulation process. We have also lacked identifiable qualities of good teams that perform collectively. The group’s inability to merge its potentials eliminated positive effects of diversity, effects that promote collaborative work towards successful outputs. This means that our individual output levels have been less than the level of quality that we could have achieved had we incorporated ourselves into a single group and explored our knowledge for completing the simulation (Belbin 2012, n.p). The lack of teamwork also undermined interdependence for encouragements and motivation (A & amp; C Black 2009, 14- 15). The team’s weak collectiveness also identifies communication challenges as a barrier to cohesion. This is because the team me mbers have never communicated with each other. Only one member has been effective in communication. Lack of interest in each other’s contribution, poor attitudes, and cultural differences are possible causes of the realized poor communication into a less collective team (Means 2009, p. 12). The team did not illustrate significant signs of strength because even its existence was not felt in facilitating its objective. It however communicated diversified weaknesses that range from leadership, managerial and communication inefficiencies. Poor communication was a major factor because members, except one person, did not make efforts to consult with other team members on the simulation’s scope.

Implication of implementing BIS in Abu Dhabi police department ..(ERP) Essay

Implication of implementing BIS in Abu Dhabi police department ..(ERP) enterprise resource planning - Essay Example These subsystems and the information they contain include: Traditional financial performance metrics provide information about the past performance of an organization but are not particularly suited for predicting future performance. By taking into account factors other than financial ones, the management of a company can convert the company’s strategy into practically achievable goals and assess how well the strategic plan is being carried out. An organization has to devise strategies and do careful planning before implementing ERP techniques. ERP helps to reduce costs and enhance the quality (efficiency) of working time. ERP techniques help maximize the value of technological advancements and align their utilization to the goals of the organization. For example, ERP enables a manager in the Sales Department to answer a customer query immediately by seeing the real-time status of the customer’s product delivery, which would not have been possible otherwise. ERP techniques have facilitated organizations’ ability to do away with tedious and time-consuming processes (Ptak & Schrgenheim,2003).Enterprise software is built around a large number of predefined business practices based on best practices. Best practices are the most successful solutions or methods of solving problems an organization uses for regularly and effectively achieving business goals. Enterprise systems help increase efficiency and help mangers make better decisions by providing them updated information from throughout the firm. It also helps form a more ‘customer-driven’ organization by facilitating faster responses to customer queries and requests for information. A variety of factors, such as globalization, rapid innovation, deregulation and technological advances, increasing competition and dynamic changes in the market, have forced many organizations to rethink how they can gain competitive

Kaizen Process Improvement Assignment Essay Example | Topics and Well Written Essays - 500 words

Kaizen Process Improvement Assignment - Essay Example ? Q3: In what ways did the team engage or not engage in Kaizen as the game progressed? We successfully identified some wastes and dealt with them. We were also constantly reflecting on our work for problems and incorporating changes throughout the process. We failed to evaluate the entire value stream though: the team should have identified the value that the product was supposed to generate for the ‘customer’. In this scenario, the goal was to have the most number of planes in the bucket, rather than quality of the planes. Thus, the first thing that the team should have argued on, before round three, was that the customer wanted quantity. It did not matter if the creases of the plane were fine enough, or the nose of the plane was sharp enough – ‘the customer’ wanted more planes in the bucket. There ended up being too much undelivered goods by way of wasted planes on the floor, rather than bucket. ? Q4: If we continued, what would your suggestions be for new process improvements for the team? Look at the entire value stream.

The Immigration Experience of Vietnamese Americans Essay

The Immigration Experience of Vietnamese Americans - Essay Example However these people have strongly come back and made their place in the United States of America. This article would further discuss the Vietnamese Americans in detail. In 1975 Vietnam was undergoing a war which came to an end. This war even after ending left its effect on the Vietnamese people. The government which was supporting the people of Vietnam was now about to change and this created an atmosphere of insecurity for the Vietnamese people. In 1975 the first group of immigrants of Vietnamese people left their country. These people at first migrated to the refugee centers developed by the government of United States. However after some legislations were introduced these refugees were allowed to properly live in America. The era of immigrants did not end here as the new government started taking strict actions against the people of Vietnam. This further encouraged the Vietnamese people to leave their own land and migrate to America. As more and more immigrants were fleeing to United States the state restricted the entry of these people after a certain limit. However this step taken by the government of America harmed the people of Vietnam and f urther helped the new government in Vietnam to take proper actions against them. The journey of immigration for the Vietnamese people did not end here as living on the soil of America was more difficult then expected by them. The people belonging to Vietnam were equipped with a strong culture which was to be followed. This culture had rules which were not seen by the Americans previously. And this culture only made their immigration and the settling journey harder. The culture of Vietnamese people did not allow their women to work but after coming to America the men had to let go off their culture and let their women work to earn a living. This was another blow to the Vietnamese people for settling. However the people of Vietnam did not lose hope and kept on with their struggle. These people not only faced hardships economically but also socially. The children belonging to Vietnam were not able to properly talk in English and found it difficult when conversing with a native. On the other hand the education given in America was through the medium of English and this factor made the children of Vietnam leave behind in the education sector also. The people of Vietnam had strong differences in culture to that of the natives and this posed another difficulty for these Vietnams to settle in America. The people of Vietnam were not only faced by the problem of differing cultures but also with the problem of discrimination. The natives did not like the arrival of these immigrants from Vietnam and this made it even more difficult for the Vietnamese people to settle in America. The natives did not like the Vietnamese people due to the fact that they were taking over the economics and the industrial unit of America. Thus this posed another problem to the Vietnamese people. However after a series of hardships the Vietnamese people grew in numbers and took over America. These people after a long time started to settle properly on the soil of America. The children of Vietnamese people were given special instructions by their parents to learn English. They have even arranged special classes of English for their children. This has helped the children of Vietnam to increase their knowledge and enhance their educational level.

Patient satisfaction survey Essay Example | Topics and Well Written Essays - 2000 words

Patient satisfaction survey - Essay Example In general, patients with kidney failure are experiencing physical and emotional stress which could significantly affect their loss of self-confidence and the way they perceive life (National Kidney Federation, 2009). For this reason, it is necessary to provide extra care to patients who are receiving haemodialysis. In relation to the increasing number of individuals who are receiving haemodialysis, there is a strong need to determine whether or not those patients are satisfied with the care they are receiving from the health care professionals. Based on the gathered literature review and the research findings, it will be easier for health care professionals to determine the areas of care that needs to be improved in order to increase the satisfaction of haemodialysis patients. The proposed research topic aims to determine the level of satisfaction that renal patients have with various aspects of the care provided by the Local General Hospital’s haemodialysis unit. In line with this, the research study result will be used to improve the health care services rendered to patients who are receiving haemodialysis from health care professionals who are currently working in hospitals. Research questions presented in this study will be used as a guide in going through the research paper. Since the research topic aims to investigate the satisfaction of patients who are receiving haemodialysis, the study will seek to determine whether or not the doctors and nurses are effective in terms of caring and communicating with patients at the Local General Hospital’s haemodialysis unit. Likewise, the study will determine whether or not the quality of care and operations at the dialysis centre offers services are equal or more than the global satisfaction ratings. In line with this, the treatment received by the patients, the process on how the health care professionals rate the health and mental status of the patients, the quality of

President who Abuses his Executive Order Authority Assignment - 3

President who Abuses his Executive Order Authority - Assignment Example An aggressive president can use his power to establish beneficial acts. By such an act, he might be undermining the constitution of separation of powers but sometimes when power is shared by two governments the justice fails to enact. The executive authority can take decisions in the situation where there is a mandatory need but when implying order for mean motives then definitely he is practically undermining the constitution of separation of powers. The executive authority would not be instructive it was to dispute the lawful goal for which it was established. The executive authority needs to be within the law parameters. Otherwise, the executive authority would be violating the national integrity and the very structure of the political ideology of the government. An executive need to look at the limitation of his power and rightful use of power can only bring about an ideal constituency. As per (Word Press) â€Å"The president must enforce laws that are passed by the formal legislative process as they are written.   If the president does not like a bill passed by Congress or feels it violates the Constitution then the president can veto it before it becomes law†. President cannot necessarily pass orders which are not supported legally however he can use executive orders to modify certain laws which are passed by the constitutions. Question 3: History and practice are useful tools in understanding the Presidents authority, and a Legal framework of analysis exists to help determine issues of validity. Beyond questions of legality, there are many separate but important issues of policy. Two broad policy questions present themselves: (1) whether a given power the President possesses ought to be used to advance a particular policy objective, and (2) whether a particular draft directive effectively advances such a policy goal. Specifically, research any executive orders Pres. Obama has issued and determined if the 2 policy questions in this paragraph  have been met.